blue solutions€¦ · corporate social responsibility (csr) is a major concern, whose importance...

Corporate social responsibility report

2016

Blue Solutions

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BLUE SOLUTIONS

Contents

01 — Message from the Chairman

02 — The Group’s CSR strategy

06 — CSR profile of the Bolloré Group

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 Group together around a shared corporate culture and ethical standards

32 — Taking action for local development

CORPORATE SOCIAL RESPONSIBILITY REPORT 2016

01Message from the Chairman, Vincent Bolloré

Corporate social responsibility (CSR) is a major concern,

whose importance should continue to grow in the upcom-

ing years. Our CSR policy initiated in 2000 is part and

parcel of the Group’s overall strategy and governance

system. It is implemented in the 143 countries in which the

Bolloré Group carries out its three business activities.

The Bolloré Group attaches great importance to the reduc-

tion of the environmental impact of its activities, the

development of clean forms of transport and access to

renewable energy sources.

In 2016, the Group 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

22 12-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 Group, which celebrated its 195th anni-

versary 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.”

BLUE SOLUTIONS

02 The Group’s corporate social responsibility strategy

The Bolloré Group’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 Group 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 Group has defined four strategic CSR

priorities for the 2017-2022 period, adhered to

by all Group 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 Group

makes long-term investments in the develop-

ment 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 Group’s innovation effort.

PRIORITY 2

Investing in men

and women

The financial performance of the Bolloré Group

is based on the commitment of the women and

men who work to achieve it. In its effort to

establish a sustainable relationship, the Group

strives to manage its employees’ careers over

the long term by providing them with support

and development opportunities in-house. The

Bolloré Group’s standards are adhered to in the

management of the careers of Blue Solutions

employees.

PRIORITY 3

Bringing the Group

together around a shared

corporate culture and

ethical standards

The presence of the Bolloré Group in 143 coun-

tries implies wide exposure of its business

ethics. The Group 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 Group.

PRIORITY 4

Taking action for local

development

Through its operations in developing coun-

tries, particularly in Africa, the Bolloré Group

is a key player in the economic and social

development of the regions in which it oper-

ates. 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

Group was founded in 1822, Blue Solutions

gives particular attention to the region in

which it operates and strives to be a bench-

mark company at the local level. 01 —

MILESTONES 2000

Group Code of Ethics

Creation of the network of sustainable development correspondents

The Group became a member of the Global Compact

Code of Business Conduct for the companies in the two Transport divisions

2003 2005 2008

01. 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.


03

PerformanceThe materiality analysis conducted in 2016

made it possible to identify the key issues for

the Group. As part of the four major priorities

of the CSR strategy, these issues will be moni-

tored and assessed via key performance indica-

tors to be selected and validated by the Ethics,

CSR and Sponsorship Committee following a

dedicated study in 2017.

To fully incorporate the Group’s CSR strategy,

Blue Solutions will set up appropriate action

plans to ensure the monitoring of these key

indicators.

Reporting serving the CSR processA company’s extrafinancial performance is not

defined just by its economic performance, but

also by assessing its social impact (on employ-

ees, 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 Group 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 Group) by integrating the validation circuit

defined by the divisions.

The close cooperation that has arisen since

2014 between the teams (division and Group)

dedicated to CSR and local contributors contin-

ued 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 check-

ing. This work will be continued in 2017.

2016-2017 CSR effortsf Following the Group’s materiality analysis

and the review of the strategic priorities of

its CSR policy in 2016, the Group will focus

on defi ning extra-fi nancial objectives and

KPIs in 2017.

f The work initiated in 2016 on a Group-wide

vigilance plan, with specifi c adaptations

for each business line, will continue in 2017.

f Following the pilot project conducted

in 2016 with Sitarail, the work on the

deployment of a Group-wide Human

Rights policy will continue in 2017.

f The Bolloré Group will also continue its

work on:

– the ISO 26000 process;

– measuring the socio-economic footprint

of the Group’s activities;

– mapping local stakeholders;

– labeling suppliers and evaluating subcon-

tractors.

02 —

Introduction of CSR action plans by the divisions

Definition of a framework for joint commitments including CSR issues for all managers

Group Values Charter Mapping of the issues and challenges facing each division

Materiality analysis and defining of new priorities for the 2017-2022 CSR strategy

2009 2010 2012 2014 2016

BLUE SOLUTIONS

04

PRIORITY 1

Innovating in response to major

economic and environmental

changes

PRIORITY 2

Investing in men and women

GovernanceThe Group’s CSR governance involves two bod-

ies: the Ethics, CSR and Sponsorship Committee

and the Group CSR Department. The Group’s

CSR governance and the actions implemented

by the Committee also apply to Blue Solutions.

Ethics, CSR and Sponsorship

Committee

In 2014, the Group Ethics Committee became

the Ethics and CSR Committee, confirming the

fact that ethics is the cornerstone of the Group’s

CSR commitments. In 2016, for better coordi-

nation of the Group’s societal initiatives, spon-

sorship was amalgamated into the Ethics and

CSR Committee.

The Committee is made up of a Chairman, the

divisions’ Chief Executive Officers, the Group’s

Human Resources manager, the Group’s Chief

Legal Officer, the Group’s Head of Internal

Control, the Group Ethics manager, the Investor

Relations manager, the Deputy Manager of

Group Communications, the Group’s

Sponsorship manager and the Group’s CSR

manager.

The purpose of this Committee is to determine

the ethics, CSR and sponsorship priorities

which the Ethics, CSR and Sponsorship manag-

ers 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 Group’s CSR is managed by the Group’s

Vice-Chairman, who is also the Group’s Chief

Financial Officer. He is assisted by the Deputy

Manager of Group Communications and

the Investor Relations Manager. The Group’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 Group’s CSR strategy within

each entity and the escalation of the Bolloré

Group’s key extrafinancial data.

Network of data protection offi cers

The new shared mobility services offered by the

Group (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 Group has added

the following paragraph to its “Ethics and

Values” Charter: “[…] The holders of confiden-

tial 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 commis-

sion) and the European regulation on personal

data, the Group has appointed a Group 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 process-

ing clauses included in contracts.

In 2016, the Group DPO continued to take stock

of the data processing operations to be carried

out throughout the Group. 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 Group launched a pilot project

within the Electricity storage and solutions

division. This project should lead to the struc-

turing of more effective dialogue with the

division’s stakeholders. This work will continue

in 2017. —


05

PRIORITY 3

Bringing the Group together around

a shared corporate culture and ethical

standards

PRIORITY 4

Taking action for local development

The Group’scorporate social

responsibility strategy

Stakeholder mapping

Local

authorities

Clients

Regulation

agencies

Trade unions

Rating

agencies and

analysts

Media

Blue Solutions

Suppliers

NGOs

International

organizations

Shareholders

Countries

of operation

Group

employees

BLUE SOLUTIONS

06 CSR profile of the Bolloré Group

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 Group.

By diversifying its historical business as a producer of ultrafine paper and plastic films, the Bolloré Group 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 Group 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 Group 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 high-

technology 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 2019-2020.

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 Group

entities within Blue

Applications, which have

experienced rapid growth

on all continents since 2011.


07

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.

Off-grid applicationsNetwork applications

Car-sharing

Electric vehiclesPublic transport

Mobile applications

Stationary applications

Blue applications

BLUE SOLUTIONS

08 Mainindicators

Key stages

2001

– Launch of production

activity for LMP®

batteries and

supercapacitors within

Blue Solutions (formerly

Batscap).

2004

– Development of

the Bluecar®, presented

in 2005 at the Geneva

Motor Show.

2007

– 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®.

2008

– Signature of

a partnership with

Gruau to manufacture

the micro-Bluebus.

2009

– 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 5,000 30-kWH LMP®

batteries) at the end

of 2013.

2011

– Launch of a major

investment campaign

with a view to

signifi cantly increasing

Blue Solutions’

production capacity.

– Launch of Autolib’

in Paris.

2013

– 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 off ering

(IPO) on October 30.

– Extension of the car-

sharing 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.

2014

– 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 Group

for the manufacture

of Bluecar® and

the development

of car-sharing systems.

– Launch of the Utilib’

service.

2015

– 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

COP21.

2016

– 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.


09

1st line of fully-electric

buses in Paris

109 million euros

in turnover

92.1% retention rate

9 Bluezones developed

in Africa

79% of Blue Solutions

France employees come

from Brittany

60% of Blue Solutions

employees given training

during the year

27% of purchases

made in Brittany

2 MWh of storage installed

at Ergué-Gabéric

to reduced energy

consumption

100% renewable-source

electricity consumed

in car-sharing activities

in France

PRIORITY 1


to major economic and

environmental changes

PRIORITY 2

Investing in men

and women

PRIORITY 3

Bringing the Group


corporate culture and

ethical standards

PRIORITY 4


development

BLUE SOLUTIONS

10 Blue Solutionsacross 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)

Use of Blue Solutions products across the world

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


11

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

BLUE SOLUTIONS

12

Development of electric mobility

France is the first European market to have

exceeded the mark of 100,000 electric vehicles

on the road since 2010. 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 develop-

ment, 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 individ-

uals and companies and the production of

energy from renewable sources to reduce GHG

emissions should continue to grow significantly

in the upcoming years.

The trends that are shaping our markets

The climate change issue is a major focus

of the Bolloré Group’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 Group offers recognized innovative

solutions based on its Lithium Metal Polymer

(LMP®) battery – car-sharing service with

fully-electric vehicles, electric buses, station-

ary 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 central-

ized electric system is not economically viable.

With the penetration of renewable energies,

decentralized production solutions (micro-

grids) 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 invest-

ment in decentralized solutions will increase

ten-fold while production capacities will grow

four-fold. —

FRANCE

No. 1 European market

Over 27,000 electric vehicles sold

TECHNOLOGY

250 km of autonomy in urban use

with the Bluecar®


13

0

5,000

10,000

15,000

20,000

25,000

30,000

Norway France Germany United The Switzerland Austria Denmark Italy Sweden Belgium Spain Other Kingdom Netherlands

Growth in the European electric vehicle market

Addition of centralized

production capacities(1) (GW)

2014

Total annual addition

of production capacities

2016

Addition of annual


capacities(2) (GW)

2015

Annual investments in


capacities (in billions of dollars)

Annual growth in global electricity production capacities

(Source: Avere.)

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

TPES(1) Renewables Solar, Wind Biogas Solar, Biodiesels Geothermal Hydro- Clean photovoltaic power thermal electricity coal

Average annual global growth in renewable energies,

by source (1990 to 2014)

1.9% 2.2%

46.2%

24.3%

13.2%11.7%

10.4%

3.1% 2.5% 1.5%

(Source: IEA, Key renewable trends, 2016.) (1) TPES: Total Primary Energy Supply.

0

50

100

150

200

250

300

350

400

450

500

2000 2012 20200

50

100

150

200

250

Cap

acit

ies in G

W

Cap

ital exp

end

iture in b

illio

ns o

f d

ollars

(Source: Rise of Distributed Power, GE, 2014.)

(1) Electricity production through large facilities (nuclear

power plants, coal-fi red plants, large dams, etc.).

(2) Electricity production through small facilities

(generators, photovoltaic installations, etc.).

BLUE SOLUTIONS

14

In 2016, in order to reinforce its CSR strategy, the Bolloré Group 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 accor-

ding to their impact on the Group 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 challengesThe defining of these key challenges has

enabled the Group to set the four strategic

priorities of its 2017-2022 CSR policy. As a

subsidiary of the Bolloré Group, Blue Solutions

will use these key indicators and set up the

required action plans to achieve the objectives

laid down by the Group.

Materiality matrix and key challengesThe analysis and materiality matrix produced

enabled to identify 13 challenges, 6 of which

have been categorized as Group priorities.

Materialityanalysis

Photovoltaic panels

in Cambodia, to offset

the intermittent

operation of the

network and improve

the management of

energy consumption.

PRIORITY 1


to major economic


– 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 Group 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


development

– Contributing to local development (13) —


15

2 � Fair practices

3 � Vigilance and responsible purchasing

6 � Attracting talent and retaining employees

–�� L

ow

matu

rity

CSR priorities for Bolloré

Key challenges

12

8

1

4

10

11

5

39

76

2

13

+�H

igh m

atu

rity

–��Low materiality +�High materiality

7 � Skills management and development

9 � Sustainable products and services

13 � Contributing to local development

BLUE SOLUTIONS

16

Autolib’, a new form of shared environment-friendly urban mobility. —


17

Innovatingin response to major economic and environmental changes

Developing and deploying clean and intelligent transport systems

Investing for the protection of the environment

PRIORITY 1

BLUE SOLUTIONS

18

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 Group, 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 Group

Over the past twenty-old years, the Bolloré

Group 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

Group support two main levers of sustainable

development: access to electric mobility (car-

sharing, public transport, electric vehicles, etc.)

and increasing the share of renewable energies

in electricity production through electricity

storage.

Group policy

Developing new mobility off ers

Blue Solutions works in cooperation with the

companies of the Bolloré Group to deploy

electric car-sharing services based on the LMP®

technology.

Blue Solutions and the Bolloré Group 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


By improving the energy performance of its

facilities and equipment, the Group reduces

its operating costs. Beyond the financial

impact, the Group’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 pollu-

tion.

Group 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 14001 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 Group is particularly attentive to the track-

ing 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 Group’s extrafinancial reporting

process, involving specific classification of the

PRIORITY 1 Innovatingin response to major economic and environmental changes

12-meter Bluebus

equipped with 8 LMP®

batteries providing

autonomy of up to

250 km. A clean public

transport solution.

DEVELOPMENT OF ELECTRIC MOBILITY

THROUGH PUBLIC TRANSPORT

12-meter Bluebus

Bluetram

CAPITAL EXPENDITURE FOR THE LMP®

BATTERY

More than 3 billion euros invested

2,000 people hired


19

sites. The results obtained make it possible to

track the hazardous and non-hazardous waste

produced by each site, and identify the recov-

ered or recycled portions.

As an industrial company, Blue Solutions pro-

duces waste classed as hazardous in its manu-

facturing 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 iden-

tification and measurement of the main factors

of its scope 3 emissions.

Signifi cant 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 indi-

viduals. For the full-scale testing of the poten-

tial 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 two-

hour period (i.e. 2 MWh) into the electric net-

work 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 high-

voltage 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.

Signifi cant events in 2016

In 2016, the Bolloré Group pushed ahead

with the worldwide deployment of its

car-sharing offers. Bluetorino was

launched in Turin at the beginning of the

year. The Group 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 Group 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 prom-

ising opportunities for Blue Solutions’

products.

Prior accumulationof energy in storage

spaces

The aggregatorcalls the load-shedding

in the production unit

Traditional electricity supplyto production systems

is stopped

Storage spacestake over to supply

priority activities

The principle of electrical load-shedding

BLUE SOLUTIONS

20

Measuring and

reducing our greenhouse

gas emissions

The production capacity for LMP® batteries

was further increased in 2016. 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 2016.

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 2015.

f Energy efficiency

The new facilities have optimized equipment

in terms of energy consumption:

– high-performance engines with variable-

speed 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 2015.

Measurements

The emissions factors applied come from

the French Agency for the Environment

and Energy (ADEME) carbon base as of

December 17, 2015.

Scopes 1 and 2

(See table page 21.)

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 Group has distinguished between

medium-haul flights (less than 2,000 km) and

long-haul flights. For medium-haul flights, the

Group uses the emission factor for flights of

1,000 to 2,000 km with 100 to 180 passengers.

For long-haul flights, the Group uses the

emission factor for flights of 8,000 to 9,000 km

with over 250 passengers (average flight

estimation for the Group). For train journeys,

the emission factor used is that of diesel-

powered regional trains. As a subsidiary of the

Bolloré Group, 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. —

The diff erent cycles of the LMP® battery

3. Recycling the batteryThe “all-solid” technology allows easy

recovery of the battery components.

1. Mobile applicationsIn the fi rst phases of its

life, the battery is used

for mobile applications.

It supplies signifi cant

power necessary to meet

the performance and

independence needs

of the vehicles.

2. Stationary applicationsAfter losing 20% of

their power or energy

in its fi rst use for mobile

applications, LMP®

batteries are reused

in some stationary

applications, which

require a high amount

of stored energy rather

than power.


21PRIORITY 1 Innovating

in response to major economic


1. Waste treatment

Hazardous and non-hazardous waste, in metric tons 2015 data 2016 data

Total quantity of hazardous waste evacuated 274 239.6

Share of waste recycled or recovered 220.6 200.8

Share of disposed waste 53.4 38.8

Total quantity of non-hazardous waste evacuated 435.6 434.4

Share of waste recycled or recovered 319.7 315.9

Share of disposed waste 115.9 118.5

2. Greenhouse gas emissions

Scopes 1 and 2

Unit of

measurement

2015 data 2016 data

GHG emissions associated

with energy consumption scope 1 tons of CO2 eq. 1,468.59 1,448.30

GHG emissions associated

with energy consumption scope 2 tons of CO2 eq. 2,969.00 3,107.60

Greenhouse gas emissions associated

with energy consumption scopes 1 and 2 tons of CO2 eq. 4,437.59 4,555.90

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 3

2016

GHG emissions associated with employee business travel 503.17

BLUE SOLUTIONS

22

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. —


23

Investingin men and women

Having a top-level health and safety policy

Developing our employees’ skills

Attracting talent and retaining employees

PRIORITY 2

BLUE SOLUTIONS

24

Bolloré Group'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 relation-

ship, the Group strives to manage its employees’

careers over the long term by providing them

with support and by offering them career devel-

opment opportunities in-house. As a responsi-

ble 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 pro-

gress, the Bolloré Group encourages constant,

high-quality dialogue with its staff.

In France, as in Canada, employees working in

industrial or commercial structures are repre-

sented by independent trade-union organiza-

tions 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 agree-

ment, 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


Ensuring employee health and safety is of key

importance for the Bolloré Group. Blue Solutions

has the same requirements in terms of health and

safety on its sites.

Group policy

Safety policy

The Group 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 Group has an effective social protec-

tion policy. It involves the set-up of healthcare

and prevention programs especially suited to its

regions of operation. On a broader level, the

Group endeavors to offer supplementary health

cover to its employees.

Signifi cant events

Safety policy

The company’s Health, Safety, Quality

& Environment Department is assisted by safety

representatives on each industrial site. This

PRIORITY 2 Investingin men and women

14 collective agreements were

signed within Blue Solutions in 2016

NEW HIRES

f Nearly 30% under 30

f Nearly 40% aged 30-39

Fire risk training.


25

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 2015.

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 certifi-

cation for its safety management.

The company’s policy is to implement preven-

tive, 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 commit-

ments 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 com-

pany physician, etc.).

This policy includes “health monitoring” (start-

ing at age 50, all employees receive annual

check-ups), improved mobility management

policies and adapted workstations. The follow-

ing measures were thus put in place:

f joint analysis of arduous working conditions

by the Human Resources Department, man-

agers and operators;

f the creation of individual risk monitoring

sheets concerning exposure to physical hard-

ship 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


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

Group’s economic success. To remain innovative

Indicators

2015 2016

Number of workplace

accidents

4 6

Frequency rate 13.57 8.67

Severity rate 0.59 0.08

and on the cutting edge in its business lines, Blue

Solutions has made attracting talent and retain-

ing employees a priority.

This is reflected in the consistent and fair com-

pensation policy implemented throughout the

Group, the deployment of a dynamic recruit-

ment policy and the proactive management of

employee careers.

Group policy

A fair and consistent compensation

policy

To remain competitive, fair and foster motiva-

tion, the Group’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 Group needs and

forms part of the corporate social responsibility

effort.

BLUE SOLUTIONS

26

3 agreements relating to working

conditions

1 agreement relating to social

dialogue

2 agreements relating

to compensation

2 agreements relating to health

and safety

Accordingly, as part of these guidelines, compen-

sation and recognition can take various forms,

whether monetary or non-monetary, particu-

larly as part of social benefits, to offer an inspir-

ing 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 con-

tribution to the collective objective;

f variable compensation, which rewards com-

mitment 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 retire-

ment, social protection and saving schemes;

f and non-monetary benefits which meet

specific local needs and constitute socially-

responsible measures (provision of dispensa-

ries and flexible working hours).

A dynamic recruitment policy

In a context of worldwide competition, recruit-

ment has become a strategic process for Blue

Solutions.

It plays a decisive role in the company’s perfor-

mance by drawing the best profiles, which fit in

with the Group’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 enti-

ties. These interviews make it possible to assess

the performance of employees on an annual

basis, while making sure that they adhere to the

Group’s values.


A dynamic recruitment policy

The policy towards schools implemented by

Blue Solutions aims to reconcile the demands

of young people pursuing their studies (high-

school and college students), the requirements

of the schools and the needs of the company.

In France, numerous initiatives were conducted

in 2016. 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 work-

study 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


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.

Group policy

Training for skills planning

With the current economic recovery and grow-

ing demand for certain categories of high-

skilled staff, it has become obvious that Blue

Solutions can no longer solely depend on exter-

nal recruitment for the talents it needs, but

must also train employees and develop skills

in-house.

Consequently, employee training is a key prior-

ity 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.


27PRIORITY 2 Investing

in men and women

6 agreements relating

to employee savings

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 train-

ing courses are included in the current year’s

training plan. Some of them are held as a pri-

ority, 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 vali-

date the chosen posting.

Maintenance team.


Training for skills planning

In 2016, 266 employees benefitted from train-

ing, 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.

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 recruit-

ment).

BLUE SOLUTIONS

28

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


29

Bringingthe Group together around a shared corporate culture and ethical standards

An organization to ensure the use of best practices

Ensuring that the Group’s activities are respectful of human rights

PRIORITY 3

BLUE SOLUTIONS

30

The E-Mehari electric

vehicle, one of Blue

Solutions’ recent

developments and

a commercial success

in 2016.

The presence of the Bolloré Group in 143 countries implies wide exposure of its business ethics. The Group 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


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 Group ensures that the

best practices laid down in its Code of Ethics are

shared by all employees. As a subsidiary of the

Bolloré Group, Blue Solutions implements the

same practices as the Bolloré Group.

Group policy

Ethics are considered one of the Group’s

assets, a factor that contributes to reputation

and loyalty. As a subsidiary of the Bolloré

Group, Blue Solutions applies the same stand-

ards. The Bolloré Group created effective and

consistent ethical measures in order to com-

municate 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 addi-

tional 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 Group 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 Group’s values and on the prin-

ciples of the United Nations Global Compact

regarding human rights, labor rights, the

protection of the environment and the fight

against corruption, this approach aligns eco-

nomic performance with shared business eth-

ics (see point I of the Group’s Ethics Charter).

This first point breaks down into a number of

obligations:

f preserve the Group’s image and shared her-

itage;

f ensure the necessary confidentiality, nota-

bly as regards personal data;

f place relationships with the authorities

under the Ethics umbrella;

f pay very close attention to conflicts of inter-

est;

f ensure the reliability and accuracy of finan-

cial information;

f maintain business relationships that comply

with ethical standards;

f ensure objectivity in choosing suppliers.

PRIORITY 3 Bringingthe Group together around a shared corporate culture and ethical standards


31

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 Group. Placed under the authority of the

Committee Chairman appointed by the Group

Chairmanship, the Committee is composed of the

Chairmen and Chief Executive Officers of the

Group and its divisions, the Internal Audit

Manager, the Group’s HR Manager, the Chief

Financial Officer, the Chief Legal Officer of the

holding company, the Group 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 Group Ethics manager is backed by the

divisions’ Ethics managers. A network of ethics

delegates has been deployed in the Group’s

Logistics division and is being set up in the

other divisions.

The Group Ethics manager comes under the

direct authority of the Executive management.

Ethics compliance management system

set up within the divisions

f The Group’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 Group has been a signatory

since 2003. This Code of Ethics is one of the

documents given to new employees joining the

Group 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 impor-

tance: transport safety, employee health and

safety, the fight against corruption, fair compe-

tition 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 con-

duct and behaviors to adopt. This code is due

to be amended in the near future in order to

become a Group-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 assess-

ment, awareness raising, training, rules con-

cerning third-party gifts and entertainment,

the selection of suppliers (due diligence), as

well as accounting transparency and the audit-

ing 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 environmen-

tal protection.


The ethics policy reflects the Group’s ambition to

reconcile economic constraints with legal/

regulatory requirements and societal expecta-

tions 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 Group 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 inter-

nal organization rests on:

f an Ethics, CSR and Sponsorship Committee

which defines the Group’s ethics policy;

f a Group Ethics manager, appointed to coordi-

nate and implement the Group’s ethics policy

across all divisions. He/she has an ongoing

advisory role vis-à-vis the Executive manage-

ment. He/she is responsible for the deployment

of compliance tools across the Group. In addi-

tion, he/she coordinates a network of Ethics

managers in each division;

f the divisions’ Ethics and Compliance managers

are tasked with deploying the Group’s compli-

ance 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 Group’s activities are respectful of human rights


The Bolloré Group 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 Group, Blue Solutions is as mindful of

this issue as the Bolloré Group.

Group policy

Respect of human rights

The Bolloré Group is a diversified international

organization with a strong presence in develop-

ing countries. The issue of respect for human

rights is very important for the Group from an

ethical point of view.

The Bolloré Group is committed to implement-

ing 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

Group shall refrain from using child or forced

labor, either directly or indirectly”.

A responsible purchasing policy

The Bolloré Group includes environmental and

ethics clauses in its framework contracts for the

purchase of supplies. As a subsidiary of the

Bolloré Group, Blue Solutions includes environ-

mental and ethics clauses in its contracts for the

purchase of supplies. Moreover, in its purchas-

ing policy, Blue Solutions gives preference to

local suppliers (French départements 29, 56, 22,

35, 44, 49 and 53).

In 2016, Blue Solutions’ local purchases repre-

sented 27% of its total turnover. —

BLUE SOLUTIONS

32

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


33

Takingaction for local development

Economic development of the country

Defining a local sponsorship policy

PRIORITY 4

BLUE SOLUTIONS

34PRIORITY 4 Takingaction for local development

01. 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.

01 —

02 —

With its locations in developing countries, particularly Africa, the Bolloré Group 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


Participating in the economic development

of the regions in which it operates is of key

importance for the Bolloré Group’s business.

Group 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


As a committed player in the life of the territo-

ries in which it operates, the Bolloré Group

implements a voluntary sponsorship policy.

This policy reflects the values of the Bolloré

Group and embodies the major thrusts of its

corporate social responsibility policy.

Group policy

Fondation de

la 2e chance:

combating exclusion

and promoting solidarity

The Fondation de la 2e chance was created in

1998 by Vincent Bolloré, who was still the

Foundation’s President in 2016. Recognized

for its public utility since 2006, it was awarded

the IDEAS label on October 13, 2011 and

secured its renewal in October 2015.

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 mon-

itoring of the effectiveness of its action.

Blue Solutions also supports the Fondation

de la 2e chance by providing it with premises.

Blue Solutions acts as the local branch of the

Fondation de la 2e chance for the Quimper

Cornouaille region.

A global sponsorship policy

with two main focuses

In 2016, the Bolloré Group reviewed its spon-

sorship policy in order to improve its effective-

ness and consistency across the entire scope of

its activities.

f Health: set-up of measures to deal with crises

and emergencies, and development of pre-

vention 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 geo-

graphical locations, Blue Solutions favors local

sponsorship.


35


Fondation de la 2e 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 2e 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 asso-

ciation created in the 1990s brings

together numerous Breton economic

players who want to promote the manu-

facturing and purchase of products made

in Brittany.

BLUE SOLUTIONS

36

Blue SolutionsCross-reference table 2016

The Bolloré Group has been consolidating

environmental and social indicators since 2012.

They have been published since 2013.

They have been verified by the specialized teams

of one of the Statutory Auditors since 2013.

These indicators are published in the Group’s

registration document.

BLUE SOLUTIONS

36


37

Grenelle II cross-reference table

Information required

under the Grenelle II Act GRI 4

ISO

26000/2010

Global

Compact

Information published

in the 2016 registration

document

Information

published

in the 2016

CSR report

Scope covered

by the indicator

(registration

document)

Social information

Total workforce and distribution

of workforce by gender, age,

geographical area

G4-LA1 6.4.3 See 17.8.1. Regulatory

indicators

See 17.8.1.1. Employee data

� Group

Hiring and departures G4-LA1

(staff

turnover rate)

6.4.3 See 17.5. Investing in men and

women

See 17.5.2.2. A dynamic

recruitment policy

See 17.8.1. Regulatory

indicators


� Group

Compensation and changes

in compensation

G4-EC1

G4-EC5

6.8.1

6.8.2

See 17.5. Investing in men and

women

See 17.5.2.2. A fair and

consistent compensation

policy

Managing employees’ careers

over the long term


indicators


� France

Organization of working time 6.4.1

6.4.2


indicators


Group

Absenteeism G4-LA6 6.4.6 See 17.8.1. Regulatory

indicators


Group

Organization of dialogue with

the workforce (in particular

the procedures for informing

and consulting staff as well

as negotiation procedures)

G4-HR4 6.4.5 # 3 17.5. Investing in men and

women

� Group

Collective agreements Freedom of

association

and the right

to collective

bargaining

G4-HR4

6.4.5 # 3 See 17.8.1. Regulatory

indicators


� France

Health and safety conditions G4-LA5

to G4-LA8

6.4.6

6.4.8

# 4-5 See 17.5.1. Having a top-level

health and safety policy

See 4. Risk factors

Table of environment-related

industrial risks

and action taken

� Group

Workplace accidents G4-LA6

G4-LA7

(work-related

illnesses)

6.4.6

6.4.8

# 4-5 See 17.5.1. Having a top-level


See 17.5.1.3. Table of

workplace accidents

� France

Report of agreements signed

with trade unions or staff

representatives regarding

occupational health and safety

G4-LA8 6.4.6 # 4-5 17.5. Investing in men and

women

17.5.1. Having a top-level



indicators


� France

Training policies G4-LA10 6.4.7

6.8.5

See 17.5. Investing in men and

women

See 17.5.3. Developing our

employees’ skills

� Group

Total number of hours

of training

G4-LA9 6.4.7 See 17.5. Investing in men and

women


indicators


� France

BLUE SOLUTIONS

38



ISO

26000/2010

Global

Compact



document

Information

published

in the 2016

CSR report

Scope covered

by the indicator

(registration

document)

Measures taken to improve

gender equality

G4-LA13 6.3.5

6.4.3

6.6.6

7.3.1


indicators


� Groupe

Measures taken to encourage

the employment and integration

of disabled people

G4-LA12 6.3.7

6.3.10

6.4.3


indicators


� France

Policy to combat discrimination G4-HR3 6.3.6

6.3.7

6.3.10

6.4.3

See 17.6. Bringing the Group


corporate culture and ethical

standards

See 17.6.1.2. Ethics compliance

management system set up

within the divisions

� Group

Respecting freedom

of association and the right

to collective bargaining

G4-HR4 6.3.3

6.3.4

6.3.5

6.3.8

6.3.10

6.4.5

6.6.6

# 3 See 17.5. Investing

in men and women

� Group

Elimination of discrimination

in respect of employment

and occupation

G4-HR3 6.3.10 # 6 See 17.6. Bringing the Group



standards

See 17.6.1.2. Ethics compliance

management system set up

within the divisions

� Group

Elimination of forced

or compulsory labor

G4-HR6 6.3.3

6.3.4

6.3.5

6.3.10

6.6.6

# 4-5 See 17.6. Bringing the Group



standards

See 17.6.2. Ensuring that the

Group’s activities are

respectful of human rights

� Group

Eff ective abolition of child labor G4-HR5 6.3.3

6.3.4

6.3.5

6.3.7

6.3.10

6.6.6

6.8.4




standards

See 17.6.2. Ensuring that the



� Group

Environmental information

Organization of the company

to respond to environmental

issues and, where applicable,

environmental evaluation

and certifi cation processes

G4-DMA

Environment

category

6.5.1

6.5.2

See 4.6. Legal risks

See 17.4.2. Investing

for the protection of the

environment


indicators

See 17.8.1.2. Environmental

data

� Group

Training and raising awareness

of employees on the protection

of the environment

Environment

category

6.5.1

6.5.2

# 7-8-9 See 17.4.2. Investing


environment

� Group

Resources allocated to

preventing environmental

hazards and pollution

G4-EN20 to

G4-EN28

G4-SO1 and

G4-SO22

6.5.3 # 7-8-9 See 17.4.2. Investing


environment

See 4. Risk factors


industrial risks and

action taken

� Group


39



ISO

26000/2010

Global

Compact



document

Information

published

in the 2016

CSR report

Scope covered

by the indicator

(registration

document)

Amount of provisions

and guarantees for

environmental hazards

(provided this information

is not such as to cause

signifi cant harm to the company

in an ongoing lawsuit)

G4-EC2 6.5.5 See 20.4. Financial

statements

See table in note 9 –

“Provisions for contingencies

and charges”

Group

Measures to prevent, reduce

or remedy emissions into air,

water and soil that seriously

damage the environment

G4-EN20 to

G4-EN28

6.5.3 # 7-8-9 See 17.4.2. Investing for

the protection of the

environment

See 4. Risk factors


industrial risks and action

taken

� Group

Measures to prevent, recycle

and eliminate waste

G4-EN20 to

G4-EN28

6.5.3 # 7-8-9 See 17.4.2. Investing for

the protection

of the environment

See 4. Risk factors


industrial risks and action

taken

� Group

Taking account of noise

pollution and any other

form of pollution specifi c

to a business

G4-EN20 to

G4-EN28

6.5.3 # 7-8-9 See 17.5.1.3.


Safety policy

Group

Water consumption and water

supply having regard to local

constraints

G4-EN22

G4-EN26

G4-EN8 to

G4-EN10

6.5.3 # 7-8-9 See 17.8.1. Regulatory

indicators


� Group

Consumption of raw materials

and measures taken to use

them more effi ciently

G4-EN1

G4-EN2

6.5.4 See 22.1.3. Commercial

contracts

See 22.1.3.1. Supply contracts

for the raw materials and

components necessary

for the manufacture

of LMP® batteries

Group

Energy consumption

and measures taken to use

it more effi ciently

G4-EN3 to

G4-EN7

6.5.4

6.5.5

# 7-8-9 See 17.4.2. Investing for

the protection

of the environment

See 17.8.1.2. Regulatory

indicators

See 17.8.1.2. Environmental

data

� Group

Land use # 7-8-9 See 17.4.2. Investing for


environment

See 17.4.2.2.

Group policy

Group

Greenhouse gas emissions

(Art. 75, Grenelle II)

G4-EN15 to

G4-EN21

6.5.3

6.5.5

# 7-8-9 See 17.4.2. Investing for


environment

Table of greenhouse gas

emissions, scopes 1 and 2

� France

Adapting to the consequences

of climate change

G4-EC2

G4-EN6

G4-EN7

G4-EN15 to

G4-EN20

G4-EN27

6.5.5 # 7-8-9 See 17.1.1.1. Development

of electric mobility

See 17.4.1. Developing and

deploying clean and

intelligent transport systems

See 17.4.2. Investing for the

protection of the environment

� Group

Measures taken to conserve

or enhance biodiversity

G4-EN11 to

G4-EN14

G4-EN26

6.5.6 # 7-8-9 See 4. Risk factors


industrial risks and

action taken

Bolloré Logistics

Bolloré SA

(vineyards)

BLUE SOLUTIONS

40



ISO

26000/2010

Global

Compact



document

Information

published

in the 2016

CSR report

Scope covered

by the indicator

(registration

document)

Societal information

Geographical, economic

and social impact on jobs

and regional development

G4-EC8 6.8.5 See 17.7. Taking action

for local development

See 17.7.1. Economic

development of the country

Group

Geographical, economic

and social impact on

neighboring or local populations

G4-HR8 6.3.4

6.3.6

6.3.7

6.3.8

6.6.7

6.8.3

See 17.7. Taking action

for local development

See 17.7.1. Economic

development of the country

� Group

Nature of dialogue with these

persons or organizations

G4-SO1

Stakeholder

involvement

principle

6.3.9

6.5.1

6.5.2

6.5.3

6.8

See 17.2.2. Dialogue

with stakeholders

� Group

Partnership or sponsorship

initiatives

G4-EC1 6.8.9 See 17.7.2. Defi ning a local

sponsorship policy

� Group

Inclusion of social and

environmental issues

in the purchasing policy

G4-EC9 6.4.3

6.6.6

6.8.1

6.8.2

6.8.7

# 1-2 See 17.6.2. Ensuring that the



� Group

Extent of subcontracting

and taking account in dealings

with suppliers and

subcontractors of their

corporate social responsibility

G4-SO9 6.3.5

6.6.1

6.6.2

6.6.6

6.8.14

6.8.2

7.3.1




standards

� Group

Initiatives to prevent corruption G4-SO3 to

G4-S05

6.6.3 # 10 See 17.6. Bringing the Group



standards

See 17.6.1. An organization to

ensure the use of best

practices

� Group

Measures taken to promote

the health and safety

of consumers

G4-PR1 to

G4-PR4

6.7.4 See 17.2.1.3. Network of data

protection offi cers

� The Group has no

products or

services directly

connected to

consumers, except

for passenger

transport

activities.

Other human rights initiatives G4-EN34

G4-LA16

G4-HR3

G4-HR8

G4-HR12

G4-SO11

6.3.6 # 1-2 See 17.6.2. Ensuring that

the Group’s activities are


� Group

Circular economy

Initiatives against food wastageGiven its business

lines, the Group

can combat food

wastage through

the awareness-

raising campaigns

it may be called

upon to produce.

However, in terms

of internal

operation, its

impacts in this

regard are minimal.

All of the Blue Solutions 2016 publications, corporate and social responsibility

report, business report and registration document, are available online at

www.blue-solutions.com/en-us under the heading “Investors”.

The editorial board would like to thank the managers from CSR, Ethics,

Human Resources, Quality, Health, Safety and the Environment, Finance,

Security, Communications, and all local contributors who contributed

to the preparation of this report.

PHOTO CREDITS

Photo libraries of Bolloré, Blue Solutions, Paul Cooper, Pascal Anziani,

Isabelle Guégan, Alexandre Mostras Citoën, Birdog21.com, X.

DESIGN AND PUBLICATION:

The CSR report is printed on Novatech Satin (FSC) and Imagine Silk

(PEFC) paper.

Business report 2016

Blue SolutionsCorporate social responsibility report

2016

Blue SolutionsRegistration document 2016

Blue Solutions

Tour Bolloré

31-32, quai de Dion-Bouton

92811 Puteaux Cedex – France

Tel.: +33 (0)1 46 96 44 33

Fax: +33 (0)1 46 96 44 22

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