activity & sustainable development report making the difference … · 2014-02-12 · profile e...

Making the difference

Activity & SustainableDevelopment Report

2011

Activity & Sustainable Development Report 2

011

Making the differencetogether

We ROSE TO THE CHALLENGE of

building the Millau viaduct, the world's

tallest bridge.

We have ACCOMPLISHED FEATS

OF ENGINEERING to build the Lille

Métropole stadium with its sliding roof.

We are GATHERING OUR FORCES

to lead one of Europe's largest rail

construction projects: the Bretagne -

Pays de la Loire high-speed line.

By harnessing our wealth of expertise to

go further, build higher and constantly

innovate …

WE CAN TRULY MAKE THE DIFFERENCE!

163 quai du Docteur-Dervaux, 92600 Asnières-sur-Seine, FranceTel: +33 (0)1 41 32 80 00 Fax: +33 (0)1 41 32 80 10 – Website: www.eiffage.comShare capital ¤348,648,524 (87,162,131 shares of ¤4 each)

Registered in the Nanterre Trade and Companies Register under no. 709 802 094

SIRET code: 709 802 094 01130 – APE code: 7010 Z

Tim

elin

e…

Profile

Eiffage is the third-largest construction andconcessions company in France and the fourth largest in Europe, with state-of-the-art expertise in

construction, public works, energy and metallic construction,and a particular focus on concessions and public-privatepartnerships (PPPs). Thanks to the efforts of almost 70,000 employees, Eiffagegenerated revenues of ¤13.7 billion in France, Europe andthe rest of the world.Eiffage designs, finances, builds and maintains facilities that enhance our everyday lives, such as road and railinfrastructure, healthcare institutions, public and privatebuildings and urban developments. Always one step ahead,Eiffage is building the future...

An innovative, comprehensive offeringEiffage's greatest strength is its expertise across the fullspectrum of construction activities, which enables it tohandle projects from A to Z. This was a decisive factor inwinning the contracts for flagship projects such as the Millauviaduct and the A65 Pau-Langon motorway, and is nowenabling the Group to tackle ambitious projects such as theBretagne - Pays de la Loire high-speed rail line and the LilleMétropole stadium.

The Eiffage Group's cohesion derives from its core values,which include a culture that values fine structures, acommitment to sustainable development, innovative flairand an employee share ownership programme stretchingback more than 20 years.

82%of employees in Franceare Group shareholders

€13,732millionin revenues

69,976employeesat 31 December 2011 (not including temporary staff)

1889 I Eiffel Tower

1959 I Tancarville bridge

1989 I Louvre Pyramid

1984 I Palais Omnisport Paris-Bercy stadium

2004 I Millau Viaduct

2009 I Perpignan-Figueras high-speed rail line

2016 I Bretagne - Pays de la Loire high-speed rail line

2012 I Lille Métropole stadium

2010 I A65 motorway

2011 I Southern Paris Region hospital centre

Published jointly by Eiffage's Communication and Sustainable Development departments.

Design and production: Actifin +33 (0)1 56 88 11 11

Photo credits: Actophoto/R. Bouchu, Alainphoto, Altarea, Angers Loire Métropole/O. Calvez, G. Arnaud, Artur Jasinski & WspolnicyStudio, Atelier 111 architects, Audiofocus, O. Azema, Balloïde photo, Balloïde photo/JC. Rifflard, A. Béraud, B. Bertin, J. Bertrand,L. Boegly, Boutté, X. Boymond, T. Cachon/L’Alsace newspaper, C. Camus, CEVM Eiffage/Foster&Partners/D. Jamme, Chabanne

& Partenaires architects, X. Chabert, J. Chrétien, J. Damase, O. Dannreuther, L. de Serres, DGGN, Dimson/L. Soulez, P. Duflot, O. Dupont,EDF, Eiffage/P. Gautier architecture/3e œil, Elisa/Valode & Pistre architects/Pierre Ferret Atelier d’Architectures/M. Lerouge, ESA/CNES/Arianespace, G. Galoyer/Jamais Vu !, Garcia, JL. Girod, Groupe 6 architects, F. Hédelin for TEP, Héliodrone, C. Huret, Kaovik, La France Vue

du Ciel, T. Lavernos, P. Le Doaré, V. Leloup, A. Liprandi, G. Lorriaux, S. Martinez, B. Miranda, MORPH, L. Perquis, Photec, A. Pic,A. Poupeney, RDAI architecte, Recyclum, RFF, JM. Schwartz, Société Duval architects, Stucin, Studio Bergoend, Studio photos, Tandem/K.

Warny, G. Tordjman, Toshi Kubota/Metra, A. Toureau, TVO, G. Uféras, Unibail-Rodamco/L’Autre Image/JP. Viguier et Associés– architecture and planning, E. Walle, WE EF Lumières à Nantes/Architect M. Barani/Lighting engineer C. Marty/Ingelux and Zaoum.

Photo archives: Eiffage, Eiffage Travaux Publics, Eiffage Construction, Eiffage Sénégal, Eiffage Construction Métallique, Goyer, Eiffel Industrie, Eiffage Énergie, Clemessy, APRR, AREA and regional divisions.

Imprim’Vert® is a collective mark that aims to promote the implementation by printing sector businesses of practical initiatives that proactively contribute to environmental preservation. The programme is based on three simple criteria: effective management of hazardous waste, safe storage of hazardous liquids and the use of non-toxic products, in accordance with the Kyoto protocol.

This document was printed using plant-based inks on Condat Silk paper, which is certified under the Programme for the Endorsement of Forest Certification (PEFC) as being sourced from sustainably managed forests.

2011 Activity & Sustainable Development Report

1

CORPORATE 1-19

Interview with Pierre Berger 2-3 Governance 4-5 Affirming our innovative know-how 6-7Investing in safety 8-9 Rising to the energy challenge 10-11 2011, an eventful year...12-13 2011 key figures 14-15 Shareholder and market information 16-17 Gatheringour forces 18-19

SUSTAINABLE DEVELOPMENT 65-148

Background and organisation 66-76 Group values 77-98 Reducing our ecological footprint 99-112 Sustainable construction 113-128 Preparing for the future 129-136 Methods, measurements and checks 137-148

ACTIVITIES 20-64

Construction 21-28 Public works 29-36

Energy 37-44 Metal 45-52Concessions and PPPs 53-64

Sommaire

INDUSTRY-LEADING EXPERTISE IN ALL OUR BUSINESSES

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Interview with Pierre Berger

• You have been at the helm of the Eiffage Groupsince the 1st of July 2011. How do you see thecompany?

I joined an independent Group built on solid foundations of technical excellence,transparency, commitment and unity, underpinnedby extensive employee share ownership. Eiffage isone of a kind in Europe, with more than 65,000current and former employees among itsshareholders, together owning around 32% of theGroup. In fact, that was what saved the Group in2008! Ours is a highly responsible but demandingownership model. Although we have been througha number of crises, we have never stopped growing,investing and creating jobs. With such strengths,Eiffage is well equipped to continue movingforward in an increasingly complex and challengingworld.

• What are your day-to-day priorities?My focus is on the 80,000 projects that account for90% of our activity each year. Our regional teams

can be found hard at work in the field around theclock. Although rarely in the limelight, they are thebackbone and the life force of the Group.

• Do you also supervise major projects?Complex projects such as the Lille Métropolestadium and the Bretagne - Pays de la Loire high-speed rail link are becoming more frequent. ForEiffage, effective teamwork by multiple specialitiesis the key to success. Our view of the "team" is abroad one that includes our customer partners andother project stakeholders such as natureconservation associations and local businesses, aswell as the Group's constituent divisions (i.e.Construction, Public Works, Energy, Metal andConcessions). All the necessary expertise forconstruction projects is available in-house. As in asports team, the secret is to combine our talentsand create synergies. Performance can only bebased on team effort!

Pierre BergerChief Executive Officer of Eiffage

3

set the dual target of reducing our energyconsumption by 38% and our greenhouse gasemissions by 50% by 2020. This represents a hugechallenge for our industry and for our energyperformance-related businesses. Similarly, thedevelopment of high-speed rail links betweenmajor European capitals will open up new markets.Lastly, renovation programmes for existingstructures and infrastructure (including railways)are a source of considerable opportunity.Reinforced concrete has a service life of around100 years. Infrastructures will therefore need to berenovated - with due consideration for sustainabledevelopment requirements - and we intend to offerthe most innovative solutions.

• How do you assess the prospects for 2012?We can approach 2012 with confidence, thanks toour strong order book (+25%). The positive impactof the Bretagne - Pays de la Loire high-speed raillink project combined with strong activity acrossthe Group's divisions means that we will berecruiting nearly 4,000 people this year, which isclearly a good sign! Our business model means thatwe are aware of our constant responsibility toprovide work for all our employees. At a time when"Made in France" has become a watchword, I wouldlike to stress that Eiffage has never relocated itsactivities. Eiffage Construction Métallique'sfactories remain in France. During the wave ofcrises that unfurled in 2008 and 2009, we wereable to avoid redundancies. We remain true to ourvalues and our commitments. In our team, on all ourprojects, each employee does his or her bit to makeus the best together.

• How do you feel these synergies affect theGroup's position in the market?

We currently build, guarantee, operate and maintainfacilities over the long term. Our ability to harnessour synergies has led us to shift from a product-oriented approach to one based on guaranteedproducts and services. From design tomaintenance, we support our customers at eachstage of their projects, subcontracting asappropriate. This close working relationship makesfor greater responsiveness and efficiency.

• How do you stand out from the competition?Innovation is the real key to sustainable growth. We must constantly be able to provide ground-breaking solutions. To foster this creative spirit, weintroduced the "Eiffage Innovation Awards" thatshowcase and reward innovations developed by ourvarious divisions. Flagship innovations such as ourLuciole light modules, our heat pumps and our useof biomass-fired cogeneration plants in hospitals

are a genuine source of added value for ourprojects. In 2007, we launched the "Phosphore"project, setting up a sustainable urban developmentresearch laboratory with input from the Group'sbusiness units and a brief to explore ways ofcreating sustainable cities. Municipal authorities inlarge cities such as Marseille, Strasbourg andGrenoble plan to develop green neighbourhoodsand have commissioned Eiffage to carry outresearch.

• What does the future hold for Eiffage?The French population has grown by five millionover the last ten years! All these people needhomes, transport, education, healthcare,entertainment, etc. Furthermore, there is a growingtrend for the population to gravitate towards townsand cities. You need no more than count thenumber of cranes, which is a reliable indicator ofthe state of the nation's construction industry. Atthe same time, the Grenelle environmental summit

"The best together, however large or smallthe project is"

Corporate

From my office window, I can see four Eiffage cranes as well as five erected bycompetitors, and soon I will be able to seethe Eiffage crane building the Majungatower in La Défense!

4


Governance"A close-knit, responsive management team"

1 2 3

7 8 9

4 5 6

10

5

Corporate

The Executive Committee defines and implements the Group's overall strategy. At its fortnightly mee-tings, the Committee reviews the performance and results of the various divisions, oversees strategicprojects, sets consolidated targets, decides on priorities and ensures that the Group is operatingsmoothly.

EXECUTIVE COMMITTEE Pierre BERGER, Chief Executive Officer of Eiffage

Christian CASSAYRE, Finance Director of Eiffage

Michel GOSTOLI, Chairman of Eiffage Construction

Jacques HUILLARD, Chairman of Eiffage Construction Métallique

Marc LEGRAND, Chairman of Eiffage Rail Express

Bernard LEMOINE, Chairman of Eiffage Énergie and Clemessy

François MASSÉ, Deputy Chief Executive Officer of Eiffage

Philippe NOURRY, Chairman and Chief Executive Officer of APRR and Chief Executive Officer of AREA

Max ROCHE,Deputy Chief Executive Officer of Eiffage, with responsibility for the concessions business

Jean-Louis SERVRANCKX, Chairman of Eiffage Travaux Publics

The Board of Directors is the shareholders' representative body. It defines the Group’s business strategyand ensures that it is implemented. The nine Board members are appointed for three-year terms, re-newable on a rolling basis. The Board meets six times a year.

BOARD OF DIRECTORS (as of 23 February 2012)

Jean-François ROVERATO, Chairman

Pierre BERGER, Director – Chief Executive Officer

Béatrice BRÉNÉOL, Chairman of SICAVAS Eiffage 2000 (employee shareholders' fund)

Thérèse CORNIL, Chairman of Conseil National de Valorisation Ferroviaire (CNVF)

Bruno FLICHY, Honorary Chairman and member of the Board of Directors of Crédit du Nord

Jean-Yves GILET, CEO of Fonds Stratégique d'Investissement (FSI)

Jean GUÉNARD, Chairman of EIFFAIME

Dominique MARCEL, Chairman and CEO of Compagnie des Alpes

Demetrio ULLASTRES, Chairman of ACCESOS de Madrid C.E.S.A.

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9

2

4

5

3

6

8

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SHOWCASING OUR INNOVATIVE FLAIR WITH LILLE MÉTROPOLE STADIUM, THE EIFFAGE GROUP HAS DARED to build something never seen before:

a stadium with a sliding roof and the only "nested" facilities of their kind in Europe. The northern end of thepitch can be raised and moved over the southern end to reveal a "showcase". This multirole venue is equallysuitable for major sporting fixtures, large concerts and smaller, more intimate shows. A focus on maximumspectator comfort helps to ensure a powerful emotional experience!

7

Corporate

KEY FEATURESPublic-private partnership until 2043Ideal location in the heart of Europe90 events per year25 matches by the home football club, the LOSC230-seat auditorium and 10,000 sq. m of reception facilitiesfor conferences and seminarsConvenient public transport access3,850 parking spaces onsite and an additional 7,000 nearby

A TEMPLE OF SPORT ONE DAY…More than 50,000 people can attend football or rugby matches, and theroof can be closed in just 30 minutes!

…A 21ST-CENTURY ENTERTAINMENT VENUE THE NEXT The 30,000-spectator "showcase" arena is ideal for concerts, shows andindoor sports competitions.

8


A SAFE NETWORKAPRR is Europe's fourth-largest motorwayoperator, managing a network of almost 2,300 km of roads on which motorists travelalmost 21 billion km annually. The Pau-Langon (A65) motorway is used by 3.7 million customers each year, and 4.8 millionvehicles cross the Millau Viaduct.

9

Corporate

INVESTING FOR SAFETYSAFETY IS OUR TOP PRIORITY, WHETHER ON THE APRR NETWORK, THE A65 MOTORWAY OR

THE MILLAU VIADUCT.Safety is practically an obsession for the Group, which invests in infrastructure, develops videosurveillance systems to enhance traffic management, runs safety awareness campaigns formotorists, etc.

OUR GOAL? ZERO ACCIDENTSafety is one of Eiffage's fundamental values, with each of the Group'sbusinesses and every individual employee having a role to play.The accident prevention strategy, based on a zero tolerance approach,is implemented via training programmes and practical initiatives on theground, and by sharing best practices, developing new workingmethods and organising systematic "15-minute safety" briefings, forexample.

10


RISING TO THE ENERGY CHALLENGE WITH THE HANDOVER OF THE SOUTHERN PARIS REGION HOSPITAL CENTRE, EIFFAGE HAS TAKEN THE LEAD in terms

of energy: 80% of the hospital's heating requirements are served by a biomass-fired three-way (heating, cooling andelectric power) co-generating boiler. Wood biomass is France's leading source of renewable energy, and plentifulsupplies are available within 30 km of the facility. This superior energy efficiency and environmental sustainability areEiffage hallmarks!

11

Corporate

KEY FIGURESFrance's largest PPP hospital projectTerm: 30 years5 healthcare centresAccommodation for 1,017 patients20 operating theatres130 consulting rooms300-seat auditorium2,800 parking spaces

PIONEERSGlobal warming, increasingly scarce fossilenergy sources and threats to biodiversity areamong the factors set to shape the world oftomorrow. To prepare for the future, theEiffage Group set up Phosphore, its sustainabledevelopment prospective research laboratory.

2011, an eventful year...

The new national police headquarters The Direction Générale de laGendarmerie Nationale (DGGN) hasmoved into its new premises. Thenew complex - practically a "townwithin the town", adjoining theVauban-designed ramparts of thefort in Issy-Les-Moulineaux – wasfinanced, designed and built bythe Group.

The Majunga tower embodies the desire for modernityWork continued on the construction of the Majunga towerin Paris’s La Défense business district. This highlyinnovative building designed by the architect Jean-PaulViguier features a rippled façade.

A triumph for theoffshore businessTotal awarded EiffageConstruction Métallique a USD424 million contract to build aplatform off the coast of Nigeria.This facility will feature anaccommodation block, a centralcontrol station, plant rooms and a heliport.

A technologicalshowcase

In Vélizy, near Paris, staffmoved into Eiffage

Construction's new headoffice, a state-of-the-art,

very low energyconsumption building.

A historic contractEiffage won its largest-ever order, to build the Bretagne –Pays de la Loire high-speed rail link. Ten thousand jobs willbe created for this project, which will be coordinated by theGroup's Public Works division.

12


Lille Métropole stadium – An exceptional feat of engineeringAt 1.45 pm on 5 October, the metal roof frame was finallyin place. The 7,400 tonne structure was lifted in one pieceto a height of 27 m at a speedof 3 m per hour.

First PPP project in SenegalThe first 4.5 km-long section of the Dakar-Diamniadio motorwayis now open to traffic and provingpopular with customers. This success story is a fitting tribute to 85 years of Eiffage activities in Senegal.

A new generation of hospitalsThe Southern Paris Region hospital centre and the Alpes-Léman hospital centre were handed over in 2011.These two facilities deliver a winning combination of patient comfort, cutting-edge technology and energy efficiency.

Grenoble in 2030After Marseille and Strasbourg, the "Phosphore" laboratory has turned its attention to Grenoble, with a brief to devise solutions that help the district counciladapt to the challenges of tomorrow.

A shared identityThe Group's businesses have underscored their desireto move forward as part of one and the same Group,with Eiffel changing its name to Eiffage ConstructionMétallique, and Forclum renamed Eiffage Énergie.

Corporate

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2011 key figures

Consolidated operating profit on ordinary activities (€million)

2007 2008 2009 2010

1,131 1,097 1,017 1,041

Consolidated net profit (Group share) (€million)

2007 2008 2009 2010

993 293 190 232

Visibility & financial strength

2007

11,627

3,454

937

17,274

2008

12,473

3,071

1,005

18,245

2009

12,687

3,110

1,028

18,959

2010

13,502

2,5011,019

19,716

2011

14,607

2,347983

18,950

Change in capital employed and non-current assets (¤ million)

Capital and reserves

Provisions

Long-term borrowings

Non-currentassets

2011

1,104

2011

205

15

Consolidated cash flows (€million)

2007 2008 2009 2010

1,043 1,032 982 1,000

2007 2008 2009 2010 2011

12,596 13,226 13,233 13,330 13,732

Consolidated revenue(€million; excl. IFRIC 12)

19% 19% 16% 16% 16%

81% 81% 84% 84% 84%

France

R.O.W.

Analysis of 2011 revenue by activity (%)

28% 23%

Public works

Construction

23%

Energy

16%

Concessions

6%

Metal

4%

Property

Consolidated revenue by activity (excl. VAT)

NOTE: Eiffage elected for the early application of IFRIC 12 Service Concession Arrangements in its 2009 consolidated financialstatements. When the information contained in this document is impacted by this change of accounting method, comparatives for 2007 and 2008 have been restated.

Corporate

2011

1,021

€ million 2010 2011 Change• CONSTRUCTION 3,620 3,781 +4.4%of which Property 456 575

• PUBLIC WORKS 3,888 3,889 0• ENERGY 3,094 3,143 +1.6%•METAL 737 775 +5.2%TOTAL WORKS 11,339 11,588 +2.2% • CONCESSIONS (excl. IFRIC 12) 1,991 2,144 +7.7%• TOTAL FOR GROUP (EXCL. IFRIC 12) 13,330 13,732 +3.0%Of which

France 11,185 11,579 +3.5%

Rest of Europe 2,046 1,983 -3.1%

Rest of world 99 170 +71.7%

"Construction" revenue associated with Concessions (IFRIC 12) 306 186 Not significant

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Shareholder and market information

2007 2008 2009 2010 2011

93,183,342 91,583,342 90,000,000 90,000,000 87,162,131

Change in earnings and dividend per share (¤)

1.20 1.20 1.20 1.20 1.20

10.85

3.232.18 2.67 2.36

Earnings per share (1)(Group share)

(1) : 2007 EPS not restated to reflect application of IFRIC 12

Net dividend per share

EIFFAGE SHARE

Listing: Compartment A, Euronext Paris

ISIN code: FR 0000 130452

Nominal value: €4

Eligible

for deferred settlement service(Service à Règlement Différé –SRD) and for inclusion in Frenchpersonal equity plans (Plansd'Epargne en Actions – PEA)

Indices:

SBF 120®, CAC Mid 60®

and Euronext FAS IAS

Codes:

Bloomberg: FGR FP

Reuters: FOUG. PA

0

50

100

150

200

01-2007 01-2008 01-2009 01-2010 01-2011 01-2012

Ei age share

SBF 120 index

ICB Construction & Materials index

EIFFAGE SHARE PRICE PERFORMANCE SINCE 2007(rebased to SBF 120 and ICB Construction & Materials indices)

Number of shares

17

Corporate

SHAREHOLDER STRUCTURE AT 31 DECEMBER 2011in %

1.8%35.6%

Shares held in treasury

Free float

20.6%

FSI

26.8%

Employees

8.3%

Eiffaime

6.9%

Groupam

a

0

500,000

1,000,000

1,500,000

2,000,000

Eiffage share: monthly average daily trading volume(Euronext Paris)

Janu. 03

Janu. 04

Janu. 05

Janu. 06

Janu. 07

Janu. 08

Janu. 09

Janu. 10

Janu. 11

Janu. 12

18


GATHERING OUR FORCES FOR SUCCESS

IN WINNING THE PPP ORDER FOR THE BRETAGNE - PAYS DE LA LOIRE HIGH-SPEED RAIL LINK – its largest contractto date – Eiffage demonstrated its ability to mobilise its employees behind a major project. The Group's divisionsshare the same determination to "be the best together" at every stage of the project, from finance to design,construction and maintenance.

AN ENVIRONMENTALLY FRIENDLY PROJECTThe aim is for the high-speed rail link to blend into its surroundingsin exemplary fashion. A "sustainable development" strategy hasbeen defined, and the project design includes solutions to reducethe line's carbon footprint and preserve biodiversity.

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KEY FIGURES€3.3 billion contract25-year PPP10,000 jobs created182 km of new line32 km of interconnections with existing lines200 engineering structures, including around ten viaducts2012: start of work2016: completion of work

Activities

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CONSTRUCTION 21 to 28

PUBLIC WORKS 29 to 36

ENERGY 37 to 44

METAL 45 to 52

CONCESSIONS 53 to 64

CONTENTS

INDUSTRY-LEADING EXPERTISEIN ALL OUR BUSINESSES

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CONSTRUCTION

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Eiffage Construction marshals all businesses relating to urban development, propertydevelopment, construction, works & services and maintenance.

The company has strong roots in France, with 11 regional departments, as well asoperations in the Benelux countries, Portugal, Poland and Slovakia.

WE STRIVE TO CUSTOM-DESIGN AND BUILD INNOVATIVE,ENVIRONMENTALLY SOUND FACILITIESEiffage Construction’s teams, with support from Eiffage, combine their expertise toprovide customers with a comprehensive, multi-product offering based on innovative,environmentally friendly solutions.

However straightforward or complex the customer's construction or renovation projectmay be, Eiffage Construction provides support at every stage, from design to handoverand beyond.


14,422employees

€4,960millionin orders

Profile

Architecte : Jean-Paul Viguier.

23

ActivitiesCONSTRUCTION

New head officeEiffage Construction officially opened itsnew head office in Vélizy-Villacoublay onthe 23rd of November. The new buildingshowcases the Group's architectural andtechnological know-how.

PolandEiffage Construction Budownictwo Mitex wonthe contract to build the88,000 sq. m "Amber Shopping Center" in Kalisz.

Healthcare complexThe first stone was laid at the "Pôle de Santé"healthcare complex in Arcachon on the 25th of July. This development, which comprises a public hospital and a private clinic, is listed inthe 2012 Hospital Plan and is being built to high environmental quality standards (Haute QualitéEnvironnementale - HQE®).

Highlights 2011

PPPOn 28 October, ground was broken for the construction of a prison in the Belgian town of Marche-en-Famenne at a ceremony attended by the justice minister and theminister for public buildings. This prison, which will havea floor area of 27,500 sq. m and capacity for 312 inmates,is being built via a public-private partnership contract.

Major ProjectEiffage Construction was selected to build Massy Campus,the future global head office of Carrefour, located in theMassy business district near Paris.

Grand Carré de JaudeOn 17 November, the first stone was laidfor the 51,000 sq. m Grand Carré deJaude mixed-use development in thecentre of Clermont-Ferrand.

Photo caption: Architects - Artur Jasinski & Wspolnicy Studio

Photo caption: Architect - Atelier 115

Photo caption: Architect - Jean-Paul Viguier

Architect: Groupe 6.

Photo caption: Architect - Douat-Harland and

Associates

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Eiffage Construction’s impressive order book reflects its proven ability to successfully handle complex and varied projects. In 2011,Eiffage Construction continued to develop new concepts for affordable homes with optimised energy consumption.

After 36 months of constructionwork and six months of operatingtrials, the Southern Paris Regionhospital centre was handed overin January 2011. This healthcarefacility - the first in France to bebuilt via a PPP contract, and thefirst certified under the high environmental quality scheme for commercial buildings (NF Bâ-

timents tertiaire - HQE®), – illustrates Eiffage Construction'sability to build complex develop-ments packed with state-of-the-art technology, to the requiredquality standards and on sche-dule.

In July, the 91,000 sq. m Alpes-Léman hospital centre was

handed over to the emphyteuticleaseholder, Hanvol, a wholly-owned subsidiary of Eiffage SA.Eiffage Construction led a des-ign-and-build consortium thatalso included the Group's Energyand Public Works divisions andthe Groupe-6 architectural firm.Particular attention was paid tooptimising energy performanceat the Alpes-Léman hospital cen-tre, to a standard extending wellbeyond current regulatory requi-rements.

In October, work was completedat the new national police head-quarters complex adjacent to thefort in Issy-les-Moulineaux. Thenew buildings, which have a com-bined floor area of 47,000 sq. m,have obtained HQE® environ-mental certification as well as theTHPE energy performance label.This project is a good example ofthe synergies generated betweenthe Group's divisions.

Innovation driving growth

Eiffage Construction consolidates its PPP expertise

Eiffage Construction is develo-ping its activity through new des-ign-and-build contracts, whichare becoming increasingly popu-lar with public and private-sectorcustomers alike.

A combination of constructivedialogue, creative flair and per-formance makes EiffageConstruction an invaluable part-ner for clients, supporting them

with their projects by proposinginnovative, environmentallyfriendly construction solutions.

Examples of this approach in-clude the hospital centre inDieppe, the healthcare complexin Arcachon, the combined mo-dernisation of a bus centre andconstruction of an office buildingin Rue des Pyrénées in Paris forIcade, and work carried out for an

energy performance contract covering secondary schools inthe Centre region.

Design-and-build – A new construction commitment

Architect: Groupe-6

Alpes-Léman hospital centre, Annemasse - Bonneville.

Bus centre, Paris (20th arrondissement).

Architect: Agence Metra et associés.

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In Saint-Nazaire, the health com-plex currently under constructionwill include a municipal hospitaland private hospital facilities witha combined capacity of 827 beds.The buildings, which will be linkedby a huge horizontal canopy, willshare and entrance hall and tech-nical facilities. This impressivedevelopment, which features awood-fired boiler system andsolar panels, will be operationalby the summer of 2012.

In Orléans, work began in Januaryon Oréliance, the largest privatehealth centre to feature in the2012 Hospital Plan. This centrewill house five medical facilitieswith a combined surface area of40,000 sq. m and a capacity of497 beds. The project designfeatures zero-maintenance pre-fabricated facades offering ex-ceptional energy performance.

In Jarny, the company has wonthe PPP contract to build the JeanZay secondary school, in a projectthat involves significant technicalchallenges. The work will be carried out on a site occupied by 1,600 pupils, and lessons areto continue throughout the

construction process. When thenew buildings have been comple-ted, the old ones will be demoli-shed and replaced with greenspaces.

In Lyon, work at the leisure andshopping centre being built forUnibail-Rodamco is nearing com-pletion. The 160,000 sq. m com-plex, which includes retail outlets,cinemas, restaurants and a hotel,will open in April 2012.

In Marseille, Pantin, Saint-Jean-de-Braye and Mérignac, ambi-tious retail and officedevelopments are currently beingbuilt for ANF, Hermès, LVMH andSégécé, respectively.

Working alongside local authorities to develop town and city centres

Work continues apace at the site of the Majunga Tower underconstruction at La Défense. The foundations and infrastructure werecompleted in 2011, and the tower is set to rise out of the ground witheffect from February 2012. This 195-metre, 47-storey structure des-igned by architect Jean-Paul Viguier has been specified with a view toobtaining the BBC Effinergie® energy efficiency label and the NF HQE®

high environmental quality label (together with the equivalent UK cer-tification). When completed in December 2013, Majunga Tower willbe ready to host no fewer than 4,500 workstations.

Majunga Tower – An architectural challenge

Current major projects

Eiffage Construction harnessesits interlocking expertise to pro-vide a comprehensive, diversifiedrange of services, helping localauthorities to create neighbou-rhoods with a coherent mix ofhomes, offices, shops and publicfacilities.

Following the completion in 2011of the St-Eloi and Ville d’Eténeighbourhoods in Wissous andArcachon, respectively, a numberof ambitious new projects werelaunched, including the 500-home Hauts de Joinville greenneighbourhood development,and the Grange Dame Rose pro-ject in Vélizy, featuring 65,000sq. m of floor space.

Work continues at the GrandCarré de Jaude development inClermont-Ferrand. This project,

which is emblematic of the city'sdynamic character, is exceptionalnot only by its size and city-cen-tre location, but also due to thefact that it stands on the remainsof a volcano.

The Hôtel Dieu conversion pro-ject in Lyon has now entered thesite setup phase, with work sche-duled to begin in 2013. This re-markable listed building is to begiven a new lease of life, housinga five-star hotel, upmarket retailoutlets, conference centre, of-fices and homes, complete withindoor courtyards and botanicalgardens.

Eiffage Construction continuedto gain traction in the area ofmixed-use developments in2011, signing contracts for majorprojects in several towns, inclu-

ding Nanterre, Gentilly and Saint-Ouen.

Architect: Jean-Paul Viguier

Leisure and retail centre, Lyon Confluence.

Architects and planning consultants: Agence Petuaud Letang

Ville d’été, Arcachon.

Architect: Jean-Paul Viguier


Eiffage Immobilier confirmed itsstatus as one of France's leadingproperty developers, with morethan 3,100 homes reserved and aland bank suitable for an additio-nal 6,000.

Eiffage Immobilier is a pioneer inthe area of managed urban, coas-tal and mountain accommoda-tion, developing numerousproperties in 2011, in Issy-les-Moulineaux, Concarneau, Pont-Aven, Val André and Les Saisies.

In Lille, Eiffage Immobilier is buil-ding serviced accommodation,two hotels and a number of res-taurants a stone's throw fromLille Métropole stadium.

Innovation and high energy per-

formance are among the hall-marks of Eiffage Immobilier pro-jects in the commercial sector, asillustrated by the handover of thenew head office of EiffageConstruction in Vélizy, and the

launch of the Cinq and Nautilusdevelopments in Bordeaux, andof the Equinox building in LyonPart Dieu.

The property development business is boomingin every region

The Visitation convent in Limoges, a 17th-century listedbuilding, has been renovated foruse as the central offices ofHaute-Vienne General Council.

In Paris, Pradeau et Morin, a "heri-tage" subsidiary of EiffageConstruction, restored the fourarcades that form the setting for

the Buren's Columns art installa-tion at the Palais-Royal. Thiscompany also handed over theRotonde de la Villette, a listedbuilding that now houses a res-taurant.

In September 2011, renovationwork began at the Hôtel Salé,which houses the Musée Picassoart gallery. By 2014, the gallery'sexhibition space will have tripled,making it the world’s largest gal-lery dedicated to Picasso.

After completing the restorationwork at the Zambelli rotunda inthe west wing of the Palais Gar-nier, and the north tower at thechurch of Saint Sulpice, EiffageConstruction set about giving a

new lease of life to the HôtelBourbon Condé, an 18th-centuryproperty designed by Alexandre-Théodore Brongniart.

Away from Paris, in Fréjus, theRoman arena has been broughtback to life as a blend of moder-nity and antiquity. In Marseille, aluxury hotel is currently underconstruction behind the refined18th-century façades of theHôtel Dieu.

Prestigious renovation projects

A number of maintenance agreements for complex structures came into fulleffect in 2011 as part of PPP or design-build-maintain projects. As its prisonfacility projects entered their operational phases, Eiffage Constructionexpanded its scope to the healthcare sector, via projects such as the SouthernParis Region hospital centre, the Alpes-Léman hospital centre and theforthcoming Saint Nazaire health complex. The maintenance phase of thenational police headquarters project in Issy-les-Moulineaux also began, in lateOctober.

Rolling out maintenance agreements

Floréal in La Seyne sur Mer.

Architect: Cabinet Luyton

North tower at the church of Saint-Sulpice,Paris 6th arrondissement

27


Eiffage Construction won a stringof prestigious contracts in theBenelux countries, where it is amajor player in the constructionand property development mar-kets.

In Brussels, the company was se-lected to build the 140-metreUp-Site tower. This development,featuring a mix of retail stores,offices and apartments, will bebuilt using innovative techniquesand will comply with the latestenergy efficiency standards. Also

in Brussels, Eiffage Constructionis to redevelop an industrial com-plex, building 119 homes sup-plied by a cogeneration plant.

In Antwerp, Eiffage Constructionis involved in the project to builda huge ship lock for Waaslanddocks. This lock, which is schedu-led to begin operating in 2016,will be four times longer thanAntwerp cathedral and as wide asa 19-lane motorway!

Construction work is now nearingcompletion at the Diabolo viaductin Haren. At 1,190 m long and 8.2m wide, this colossal structure is atextbook example of the com-pany's expertise.

Ambitious projects in the Benelux countries

The French property developers'association (Fédération des Pro-moteurs Immobiliers) presentedsilver pyramid awards to EiffageConstruction for three of its pro-jects: Oz’one, a BBC® energy-ef-ficient building in Montpellier'sbusiness district; the Grand Carréde Jaude development in Cler-mont-Ferrand; and the Cinq buil-ding in Bordeaux, which is tobecome the new headquarters ofEiffage Construction Atlantique.

EGF.BTP, an association of largecontractors presents "Clés d'Or"(golden key) awards in recogni-tion of exemplary construction

projects. In 2011, EiffageConstruction received theseawards for the Pierre-Joël secon-dary school in Riom and the Rési-dhome project in ArcachonPlazza.

The Mapic Awards 2011 prizewent to the ECHO shopping cen-tre in Kielce, Poland.

Meanwhile, RFID-based equip-ment traceability processes de-veloped by the Group won the2011 TP award for public works.Lastly, Eiffage Construction wonan award at the 2011 Eiffage In-novation Awards for its Pac.R2®

triple-function air-to-air heat

pumps, which provide all-electricheating, hot water and ventilationto BBC® energy performancestandards.

Talent rewarded

Eiffage Construction's portfolio includes some impressive projects inPoland, such as the shopping centre in Kielce, the Interferia spa hotelin Swinoujscie and the Thespian luxury apartment development inWroclaw, selected for the World Architecture Festival.

A growth plan has been devised, focussing in particular on strengthe-ning the railway division, which operates in a very promising sector, asPoland intends to modernise its entire rail network over the comingyears.

In 2011, Eiffage Budownictwo Mitex consolidated its activity by win-ning a contract to build a new shopping centre in Kalisz.

Opening up new markets in Poland

Architect: M

ackow Pracownia Projektowa

Thespian apartment building in Wroclaw.

Architect: Ateliers Lion and A.RR.C.

Up-Site tower, Brussels.

The 2011 TP public works award.

28


Eiffage Construction is deeplycommitted to sustainable deve-lopment and, in 2011, stepped upits rollout of the Group's Eco Eco(eco-friendly and economical)housing concept to help house-holds into high-quality owner-occupied or rented accom-modation.

As a partner of social housingproviders, the company is alsodeploying its H2CO "optimisedcost and consumption" housingconcept, which carries the"CQFD" label for cost, quality, reliability and speed of construc-tion. This innovative concept is based on a system of totallymodular homes.

Eco Eco and H2CO far exceed thetargets set for the BBC – Effiner-gie® energy performance label,and include the Group's latest in-novations, including the PAC R2®²heat pump and HVA ConceptTM

bathroom modules. To sustaina-

bly add value to existing homes,Eiffage Construction expandedits energy renovation business,including solutions that allowproperties to remain occupiedduring the work.

The challenge – innovative, energy-efficient homes for all

True to its values, Eiffage Construction provides support for youngpeople who lack work experience, helping them enter the labour market through apprenticeships and work-study training contracts.

Training courses, a mentoring system and the Phénix second-chancescheme are among the initiatives set up by Eiffage Construction to support employees' professional and personal development.

WORKING WITH THE ABBÉ PIERRE FOUNDATION

Building on a seven-year partnership, Eiffage Construction reiterated its commitmentto the Abbé Pierre foundation, which is striving to eradicate unfit housing. The newagreement, signed in December 2011, places significant emphasis on the pro bonoprovision of expertise and manpower as well as donations of construction materials tohelp implement projects supported by the Foundation itself or by organisations thatspecialise in social inclusion via the provision of suitable accommodation. The firstrenovation programmes under this partnership were carried out in Reims and Gagny in2011, with another planned in Beauvais in 2012.

Work-study training – A grass-roots approach

Architect: Tectum

H2CO housing in Vannes.

Julien Sarthe, an apprentice on awork-study programme at EiffageAménagement.

29

PUBLIC WORKS


Eiffage Travaux Publics has comprehensive expertise in infrastructure development, including road construction, urban development, civil engineering, rail projects, earthworks, environmental works and marine and riverside facilities.

IN FRANCE, THE COMPANY IS NOW ORGANISED AROUNDTHREE BUSINESS LINES: REGIONAL ROADS, REGIONAL CIVILENGINEERING AND MAJOR PROJECTSIt also has activities elsewhere in Europe (via several subsidiaries in Germany and the Iberian peninsula) and in Senegal, where it has been operating since 1926.

Eiffage Travaux Publics, which owns numerous quarries as well as an extensive network of aggregate coating units and binder plants, is one of Europe's largest suppliers of aggregate,binders and coated aggregate, also supplying materials for many of its own projects.

30,000 projects per year

22,783employees

350 industrial units in Europe

200 works centres

Profile

€3,889million in revenues

€4,725 millionin orders

Resurfacing the Nantua viaduct on the A40 motorway

31

ActivitiesPUBLIC WORKS

Achères Work to make theSeine Aval sewage

works compliant withEuropean standards

was completed.

Lille MétropolestadiumSeveral crucial stages ofthe stadium constructionprocess were carried outsuccessfully.

Bretagne - Pays de la Loire high-speed rail linkEiffage Travaux Publics is participating in the constructionand management of this major project for the EiffageGroup.

2011 highlights

Prado Sud tunnel Work continues on this underground infrastructure inMarseille. Complex phasing arrangements are necessary inthis dense urban environment.

Light at the end of the tunnelBreakthrough in the Violay tunnel on the A89 motorway, which at 3.86 kmis the longest motorway tunnel currently under construction in France.


Eiffage Travaux Publics is well prepared for the future, with a greatly increasedorder book, a number of flagship projects and a new corporate organisation.

Public Works

Becoming our main customers' preferred contractor

To make Eiffage Travaux Pu-blics's organisation clearer andmore consistent for its customersand employees, the company has

been structured into three busi-ness lines (excluding Europeansubsidiaries): Regional Roads,Regional Civil Engineering andMajor Projects. The RegionalRoads business line is organisedinto seven regions. The RegionalCivil Engineering business linefeatures four regions and threecompanies: Forézienne d’Entre-prises, Eiffage Rail and EiffageTravaux Maritimes et Fluviaux.The Major Projects business linecovers Major Linear Infrastruc-ture, Major Civil EngineeringWorks, Overseas Activities, and aspecial project: the Lille Métro-pole stadium. In addition to these

three business lines, a separateorganisation has been put inplace for the Bretagne - Pays dela Loire high-speed rail project.The new organisation reflects theGroup's determination to offercustomers the most effectiveblend of professionalism andlocal relationships.

Streamlined organisation

32

The 25-year public-private part-nership agreement for the futureBretagne - Pays de la Loire high-speed rail link was signed recently. This deal represents aninvestment of ¤3.3 billion. Eiffage is responsible for finan-cing, designing, building andmaintaining this line, which willlink Le Mans and Rennes by2017. Eiffage Travaux Publics, viaan economic interest grouping

named CLERE (Construction de laLigne Eiffage Rail Express), is tocarry out much of the work forthis 214-kilometre infrastruc-ture, which will cross two admi-nistrative regions, threedepartments and 57 communes.Some 200 engineering structuresincluding around ten viaducts willbe built along the route. Winningsuch a contract testifies to theability of the Group's divisions to

work together in perfect synergy.In the words of Imed Ben Fredj,head of the Design project forEiffage Travaux Publics: "Follo-wing on from the Millau viaduct,the A24 motorway in Portugal,the Perpignan-Figueras high-speed rail link, the A65 motorwayand Lille Métropole stadium, thisproject is set to durably consoli-date cross-divisional cooperationwithin the Eiffage Group".

A historic contract

A13 - RN13 link road (Calvados).

33

Lille Métropole stadium, which isbeing built by Elisa (a subsidiaryof Eiffage) via a public-privatepartnership, promises to be oneof a kind. The 50,000-capacitystadium features a sliding roofand a 29,500-seat "showcase".Creating such nested facilities isa remarkable architectural achie-vement!

Jean-Claude Mutel, director ofthe consortium responsible fordesigning and building Lille Métropole stadium, answers ourquestions:

- How is the work progressing?

We completed the concreteframes in 2011, and almost fini-shed the main structure. In earlyOctober, our teams lifted the en-ormous, 7,400 tonne steel roofframe and coverings into posi-tion. The shells of the neighbou-ring buildings that form the"Village du Grand Stade" are alsocomplete. The 3,000-space carpark is now under construction,and work on the electrical, hea-ting and air conditioning systemsis continuing.

- What difficulties have you encountered?

The schedule is very tight, requiring extremely meticulousorganisation in order to coordi-nate the various trades and tasks.There are currently 1,300 peopleworking at the site. Space is limited and every square metrecounts!

- What is planned for 2012?

We intend to finish the exteriorenvelope, install the movingplatform for the Showcase,complete the technical and architectural work, and carry out

the necessary tests and admi-nistrative formalities to have thestructure approved and authori-sed for use.

- How would you sum up such aproject?

I would stress the team spirit andresponsiveness demonstrated bythe three Eiffage Divisions (i.e.Public Works, Energy and Metal-lic Construction) and the archi-tects. We have all come togetherfor a common purpose, with – asin classical theatre – a unity ofplace, time and action.

Working together on Lille Métropole stadium

This new business unit of Eiffage Travaux Publics, set up in 2010, andits German counterpart Eiffage Rail Deutschland focus on all types ofrail-related works. The construction of the high-speed rail link between Perpignan and Figueras proved the Group's ability to buildthis type of turnkey infrastructure. Numerous other projects are currently in progress, including work packages V1-V3 for the Midi Pyrénées rail plan, work package 44 for the LGV Est high-speed line –for which Eiffage Travaux Publics was also awarded a major earth-works, engineering structures and communications work package anda design-and-build contract for a further engineering structure – andthe Dijon tramway system.

New opportunities for Eiffage Rail

APPOINTMENT

Jean-Louis Servranckx was appointedChairman of Eiffage Travaux Publics witheffect from 1 July 2011. Jean-Louis Servranckx is a graduate of the Ecole desMines engineering school in Paris andholds an MBA from INSEAD.

Work package 44 for the LGV Est line.


Involved in every tramway system in FranceEiffage Travaux Publics is a majorplayer in the tramway and light railmarket, and its teams are currentlymanaging all aspects of projects inNice, Bobigny, Bordeaux, Lyon andParis. Having all the expertise needed for a tramway projectavailable within the Group is ahuge advantage.

The Group provides innovative,effective solutions at every project stage including reroutingof utility networks, earthworks forthe track platforms, roadworks,track-laying and maintenance,

lighting and signalling, as well asdevelopment of public spaces andstations. The benefit for the customer is direct access to thefull spectrum of trades via a singlepoint of contact.

Eiffage Travaux Publics pays particular attention to reducingimpacts on the public domain. Itspriorities are to ensure maximumsafety for employees and usersthroughout the work, and to mini-mise inconvenience to local residents. Teams are busy on nu-merous construction and network

extension projects. The first tram-way line in Angers began opera-ting in the spring of 2011, withEiffage Travaux Publics carryingout two major work packagesconcerning 5.5 km of track, via itsregional offices.

In Dijon, 200 people are hard atwork on more than 20 km of line.Near Paris, Eiffage Travaux Publicswon the contract to build a tunnelfor the T6 Châtillon-Viroflay lineas well as two stations in Viroflay.

A bright outlook in underground worksWhether using explosives or tunnel-boring machines, EiffageTravaux Publics makes safe, expert use of the full range of un-derground works techniques, andstrives to ensure that any disrup-tion to local residents remainswithin acceptable limits. On theA89 motorway, more than 400people worked during the year onthe longest motorway tunnel cur-rently being built in France (3.86km). The French national radioac-tive waste management agency(ANDRA) awarded the Group thecontract to excavate 800 m oftunnels at a depth of 500 m at itsfacility in Bure, in the Meuse de-partment. Last but not least, Eif-fage Travaux Publics is helping tobuild the service tunnel for the

underground electrical intercon-nection between France andSpain under the Albères massif inthe Pyrenees. This tunnel, mea-suring 3.5 metres in diameter andapproximately 8.5 km long, willbe excavated using two tunnel-boring machines operating fromthe French and Spanish ends simultaneously. Work is schedu-led to run from late 2011 to themiddle of 2013.

In Monaco, Eiffage Travaux Publics recently secured thecontract for the 1,735 m TunnelDescendant between the Hauteand Basse Corniche. A number oflarge projects to expand the public transport network in theParis region are expected to belaunched in the near future.

34

The tramway in Angers.

35

The "Autoroute de l’Avenir" motorway in Senegal

Key strengths in Spain

Senegal's first toll motorway is nearing completion. The project isbeing led by Eiffage Travaux Publics, in partnership with Eiffage Sénégal, via a 30-year concession contract. A 4 km section was opened to traffic in October 2011. The ultimate goal is to link centralDakar with the city of Diamniadio, 25 km away. Work is scheduled forcompletion in 2013, at a cost of ¤192 million.

This is the first motorway assigned to a private concession operator to comply with European standards in French-speaking Africa. Thisbusiness model is likely to be adopted by other African nations.

Innovative and sustainableGB5® bituminous gravel is anaging-resistant coated aggregatethat is rigid and well-suited forcompaction. It uses 25% less bitumen and extends the lifecycle of road surfaces. This

patented material, designed bystaff at Eiffage Travaux Publics, is in the running for several inter-national awards. Some 110,000tonnes of this bituminous gravelwere produced in 2011.

In Spain, Eiffage Travaux Publicshas high-quality industrial facili-

ties (quarries, binder plants andaggregate coating units) andsolid trading positions. These assets have been far from negli-gible during the very severe crisisthat the country is currently experiencing. Among the high-lights of 2011: an engineeringand construction project on theAlbacete section of the Júcarmotorway; the conversion of thepitch at Atlético de Madrid's

stadium into a speed track for theStadium Race show; and theconstruction of the platform forthe high-speed rail link betweenAntequera and Granada. It shouldalso be noted that the companyhas obtained OHSAS certification,giving it a significant competitiveedge, and has won the Technolo-gical Innovation Award for theconstruction sector in the Auto-nomous Community of Murcia.

Operating in a challenging business climate, the five German subsidiaries(Heinrich Walter Bau, Faber, Lanwehr, Wittfeld and Eiffage Rail Deutsch-land) maintained essentially stable levels of activity in 2011. Highlights include projects to regenerate brownfield sites for ThyssenKrupp in Essen,work to widen the A3 motorway near Cologne and ongoing roadworksunder the terms of a PPP with the Lippe district authority. Efforts to restructure business units in this country are set to bear their first fruit in2012, bringing enhanced operating efficiency.

Staying the course in Germany

RD1324 road (Oise department).

Carrús arts centre – Elche, Spain.

New roads in Huckeswagen, Germany.


36


True to its values, the Group is pursuing its accident prevention policy. One third of Eiffage locations has already achieved the target of accident-free operation. In addition to "basic safety knowledge" training courses, a "health in the workplace"module was rolled out in 2011. This new course – developed by specialist partners including nutritionists, occupational physicians and social security organisations –covers topics such as healthy eating, preventing exposure to vibrations and adaptingwork practices to suit climate conditions.

Our target – Zero accident

The project to bring the Seine Avalsewage works in Achères intocompliance with European Unionstandards was completed in December.

Eiffage Travaux Publics, operatingin a consortium, was responsiblefor the civil engineering work. A special feature of this projectwas the use of shells and a screen

made of BSI®, an ultra-high perfor-mance concrete developed by Eiffage Travaux Publics. The re-construction of the Seine Aval se-wage works is a good example of asustainable development project,as it involves cleaning the banks ofthe river Seine, replanting 45 hec-tares of green spaces and reducingcarbon emissions by half.

Rebuilding the Achères sewage works

In brief

OVERSEAS DEPARTMENTS & TERRITORIESPOWER PLANTSWorking in partnership with Man(diesel engines) and Clemessy,Eiffage Travaux Publics is buildingthree oil-fired power plants onRéunion island, Martinique andGuadeloupe for EDF PEI.

MARSEILLEWATERFRONTMarseille is redeveloping its seafront. Eiffage Travaux Publics ismaking a contribution by carryingout upgrading work (involvingnatural stone, exposed-aggregateconcrete, street furniture, etc.) onBoulevard du Littoral. The phasingfor this project was particularlycomplex.

PRODUCTINNOVATIONThe Orthodalle® process developedby Eiffage Travaux Publics enablesthe service life of metallicengineering structures to beextended by around twenty years.This process was implementedwhen building a new bridge inIllzach, Alsace.

PARISMÉTRO Underground work worth almost¤170 million has been carried outfor the project to extend Line 12 of the Paris metro to neighbouringAubervilliers.

PPPPOLICE HEADQUARTERSEiffage Travaux Publics successfullycarried out the earthworks, exteriorworks and landscaping for the newnational police headquarterscomplex in Issy-les-Moulineaux,near Paris.

ENERGY


The Eiffage Group's Energy division, comprising Clemessy and Eiffage Énergie, is thesecond-largest player in the energy and data systems and networks market, offeringcustomers and partners levels of expertise and quality of service that can only be providedby a large group specialising in electrical and mechanical engineering, HVAC and operatingand maintenance services.

A GLOBAL OFFERING AND CUSTOM SOLUTIONSThe Energy division provides innovative, green and socially responsible solutions forinfrastructure, industry and the commercial sector.Working through a dense network of locations, the division handles operations of all sizes,from local projects to major national development programmes, both in France and ininternational markets.


23,628employees

€2,745millionin orders

Profile

39

ActivitiesENERGY

HospitalsThe Alpes-Léman and Southern Paris Region hospital centreswere handed over in 2011 and early 2012, respectively. TheEnergy division carried out the electrical and HVAC engineeringfor these two major projects.

High-speed rail line

The Energy division is toapply its rail sectorexpertise during the

new Bretagne - Pays dela Loire high-speed rail

link project led byEiffage.

Highlights 2011

Forclum becomes Eiffage Énergie All energy-related businesses now operate underthe same banner. The new identity reflects theirpride in being members of the Eiffage Group.

SpaceCNES and Arianespace once again displayed their confidencein Clemessy by awarding contracts to maintain and operatesafety, power distribution and instrumentation and controlsystems for their launchers.

40


The Energy division enhances the appeal of our urban environmentsby providing mobility, safety, communications and heritage solutionsthat help to make our towns and cities accessible, safe and pleasant to live in.

The Energy division supports sustainable urban developmentprojects by providing energy performance and optimisation solutions for urban facilities. Itstransport infrastructure servicescover the complete technical andenergy chain.

The division provides expertise forhigh-speed rail link, airport andmotorway projects, but also fortramway and bus infrastructure,

underground railway systems andcharging stations for green vehicles.

It is currently working alongsideEiffage Travaux Publics on the LeHavre tramway system, which isscheduled to begin operating inthe autumn of 2012.

In Orléans, the company is fittingtraffic lights at 60 road intersec-tions as part of a project to build asecond tramway line. Meticuloustask phasing is essential for thisproject, as multiple activities arebeing conducted simultaneously.

The Energy division is also working on signalling systems forthe Montpellier tramway system.

In northern France, 88 self-servicedocking stations for a cycle sha-ring scheme were installed forLille council, and there are plans toincrease the number of stations to400 by 2016. The key to winningthis contract was the develop-

ment of a prefabrication processfor the ground beams on whichthe cycle stands are mounted.

In Metz, the Energy division is taking part in the METTIS projectto develop a new public transportnetwork for the city, with respon-sibility for electrical engineering atthe maintenance and operationcentre, as well as low-voltagepower supplies to 37 shelters. The work, scheduled for comple-tion in late 2012, is to comply withextremely strict environmentalstandards.

Enhancing our lifestyles

More accessible cities…

The Energy division possessesspecialist expertise and providestechnical solutions for power generation applications. It ope-rates and maintains power plants,harnessing its in-depth know-ledge of the various systems. It ishelping EDF Energies Nouvellesto build a 31 MWp section for oneof the world's largest photovol-taic power plants, at a site for-merly used as a NATO airbase.The Group also handed over thephotovoltaic power plant at Ville-neuve-de-Marsan in the Landes

department. The company mana-ged every stage of the construc-tion of this 17-hectare solar farmwith a generating power of 8 MWp, including preparing theground and supplying and instal-ling the solar panels and currentinverting equipment. It continuesto stake its claim as a leading pro-vider of photovoltaic solutions,not least by winning a contract toinstall a total of 8 MWp of photo-voltaic roofing at some thirtysites throughout France; thework, being carried out in part-

nership with Samfi Invest, isscheduled to be completed bythe spring.

Energy expertise

The tramway system in Montpellier.

41

VERSAILLES GRAND PARC

Eiffage is demonstrating its expertise in the development and operation of information systems. July 2011 saw the start of work to build a broadband network to which 170 video protectioncameras will be connected for the Versailles Grand Parc authority.

Aesthetically pleasing, cost-effective solutions are beingimplemented to make our townsand cities safer and moreattractive.

In June 2011, the companyhanded over the architecturallighting system for the Tabarlybridge in Nantes as well as therenovated electrical installationat the Recouvrance bridge inBrest. In Spain, it installedarchitectural lighting for thehanging houses of Cuenca. Thenew LED-based system enablesthe lighting colour to be changedat will.

To make public spaces safer, theEnergy division supplies videoprotection systems that blendinto the environment and areadaptable for all types ofinstallation. The company hasalready won three orders to equipmotorways in eastern France.These contracts coverdeployment of roadside fibreoptic cables, video protection formajor roads, toll plazas and carparks, and modernisation andmaintenance work at toll stations.In Marseille, work was carried out

to bring the Vieux Port tunnel intoline with standards.

In Toulon, Eiffage is installing thetunnel operation and safetysystems for the second tube ofthe road tunnel under the city.The technological solutionsadopted will provide the standardof safety expected by thetunnel's many users. Uponcompletion, Toulon's urbantraffic flows will no longer bedisrupted by through-traffic.

In the Central African Republic,the Energy division renovated therunway lighting and otherfacilities at Bangui internationalairport, and carried out fibre opticand electrical engineering workfor the communication systemson the Dakar-Diamniadiomotorway in Senegal.

…that are safer and more attractive

INTERNATIONAL ACTIVITIES

The Energy division also exports its energy transmission and distribution expertise. In Spain,its teams built the Puerto Errado substation in Calasparra, to transmit the power generatedby a concentrating solar power plant. In Guinea, it is in charge of the project to renovate andextend the electrical networks in Conakry, the country's capital city.

Tabarly bridge in Nantes.

ActivitiesENERGY

42


Eiffage's Energy division is committed to making buildings safer and morecomfortable, reducing its customers' ecological footprints and limitingenergy consumption. State-of-the-art building operation systems are a feature of its energy performance solutions.

Elegance and energy efficiencyare the two watchwords. Hermèsawarded the company thecontract to install the electricaland fire detection systems at itsnew workshops at the Cité desMétiers in Pantin. The building isto be fitted with numerousenergy-saving systems, but all ofits technical components will beconcealed from view.

Electric vehicle owners will evenbe able to recharge their batte-ries in the car park.

In Ronchin, in the Nord depart-ment, the head office of Adéo isan example of outstanding

energy performance; the buil-ding features night-time coo-ling, automated windowopening/closing based on thedesired temperature, an eleva-tion fitted with photovoltaic pa-

nels and presence detector-controlled variable-intensitylighting. Eiffage is the solecontractor for this project, de-monstrating the benefits of itsglobal, all-trades offering.

Developingenergy performance

CURIOSITY

The Energy division is managing the lighting systems and installing solar panelsfor the Métaphone centre in Oignies in the Nord department. This unique buildingis both a concert venue and itself an urban musical instrument!

Upmarket solutions

In Villeneuve-la-Garenne, Altareaawarded the Eiffage Group thecontract to install the electricalsystems and building manage-ment system at the largest new-build shopping centre currentlyunder development in the ParisRegion.

In Germany, the company provi-ded all the electrical systems forthe Saturn chain of stores, inclu-ding an operation to install morethan 400,000 LEDs to light acentral hall.

Cutting edge expertise for the retail sector

Shopping centre in Villeneuve-La-Garenne.

Hermès at the Cité des Métiers in Pantin.

43

The Group’s strength lies in its abi-lity to pool and coordinate the ex-pertise and know-how of individualbusiness units to achieve maximumeffect when handling large projects. Energy performancecontracts are a perfect example ofthis approach. In the Centre region,18 secondary schools are beingfully renovated with the aim of reducing energy consumption by38% and greenhouse gas emis-sions by 50%.

Eiffage's energy expertise clearlymakes a difference, as the Grouphas been awarded the 25-year pu-blic-private partnership contract torebuild, operate and maintain thesecondary school in Jarny, in theMeurthe-et-Moselle department.

Similarly, the company is workingalongside Eiffage Construction tobuild the new education authorityoffices in Dijon, which will be handed over in August 2012.

Eiffage also completed the new Les Crozats and La Falaise holidayresidences in Avoriaz.

Bringing innovation to education, leisure and the arts

The Group's Construction, Public Works and Energy divisions have teamed up to build the new prison in Rodez. The 18-month programme of works got underway in September 2011. Once again,the customer benefits from a global solution, with a single contactcoordinating the various trades.

A new prison facility in Rodez

MUSÉE D'ORSAY

Marking the next chapter in its 25-year partnership with Eiffage, the Musée d’Orsay artmuseum awarded the Group - which recently modernised its building management sys-tem – a new contract to operate and maintain its technical facilities.

The synergy between the Group's busi-ness lines is particularly evident in thehospital sector.

In 2011, teams worked to install andmaintain electrical and HVAC systemsat healthcare facilities in Thonon,Roanne, Orléans, Metz and Clermont-

Ferrand, among other places. In July2012, they are scheduled to hand overthe electrical, access control and airhandling systems for the dialysis department at the Le Havre hospitalcentre. In Paris, Necker hospital awarded the Group the contract for theheating, ventilation and air conditioningwork package at the new Mother andChild unit, while the Group is installingthe high- and low-voltage electricalsystems at the Beauperthuy hospitalbeing built in Pointe-Noire, Guadeloupe. Lastly, work is nearingcompletion at the Saint Nazaire health

complex, which will soon provide high-quality patient care using state-of-the-art equipment.

The Energy division expands its hospital expertise

Jarny secondary school.

Beauperthuy hospital in Pointe-Noire, Guadeloupe.

ActivitiesENERGY


The Energy division is a partner of referencewith particular expertise in special-purpose facilities, installations on sensitive sites andcomplex projects. It provides customised industrial process design, integration, construction and optimisation solutions tailoredto the production requirements of its customersand partners.

The Energy division is developinga comprehensive range of sys-

tems and facilities to support automotive production and testing processes. There were anumber of significant successstories in 2011, both in Franceand elsewhere. The largestcontracts concern the turnkeyprovision of testing systems andassembly lines for Renault andNissan plants in France and othercountries.

Optimisingindustrial processes

A reputation for mechanical engineering expertise in the automotive industry

The Energy division is committedto maximizing safety at nuclearpower plants, and is participatingin the fire risk management pro-gramme for the French installedbase. In particular, it is responsi-ble for renovating fire protectionsystems at power plants in Fes-senheim, Civaux, Saint-Alban andLe Blayais.

Also, the French Atomic EnergyCommission (CEA) recently awar-ded the company the electricalengineering and utilities workpackages for the Jules Horowitzreactor project at the Cadarachesite. This reactor will produce ra-dioelements for use in medicalscintigraphy.

Ambitious projects at nuclear facilities

In brief

TOTAL PETROCHEMICALSThe green light was given for two newcontracts to supply analysers and otherlaboratory equipment. One is for Total Nigeria, and the other is for the Total"Pazflor" rig currently being towed to Angola. The Energy division also worksclosely with Total in France, via mainte-nance contracts for analysis systems atits refineries.

CNES AND ARIANESPACESPACE CENTREFollowing a pan-European competitivebidding process, CNES and Arianespaceawarded the Energy division a five-yearcontract to operate and maintain theGuiana Space Centre. The contract coversthe centre's security, protection andpower distribution systems as well aslauncher instrumentation and controlsystems.

LORRAINE – INSTITUT JEAN LAMOURCLEAN ROOMSThe Energy division is to install heating,ventilation and air conditioning equip-ment, as well as clean rooms, at InstitutJean Lamour, one of Lorraine's largestresearch laboratories.

SANOFI - GUERBETPHARMACEUTICALS EQUIPMENTMAINTENANCE Sanofi has renewed, for a three-year period, the maintenance contract for themanufacturing facilities at its site in Val-de-Reuil. The Group already providesmaintenance services for all of the labo-ratory facilities at the Marcy l’Etoile site,and has also won the maintenancecontract for the air handling units at allGuerbet facilities in the Paris Region.

The Le Blayais nuclear power plant.

4545

METAL

46


The Eiffage Group's Metal division - the longstanding leader in turnkey metallic construction - is an industrial designer and OEM renowned for its ability to innovate and apply its expertise to a wide range of complex projects in France and other countries.Its specialities include engineering structures, structural envelopes and elevations, heavystructures in buildings and factories, mechanical engineering, boilermaking, pipework and industrial works and maintenance.

DESIGNING AND BUILDING THE EXCEPTIONALEiffage Construction Métallique's "Structural Envelopes" business line includes severalcompanies with complementary expertise. Goyer is well known for its expertise in buildingaluminium joinery and elevations, while Laubeuf specialises in glass elevations and canopyroofs, and Eiffage Construction Métallique's "Special Structures" division focuses on metalroofing and elevations.

€775millionin revenues

4,819employees

€1,040 millionin orders

30% of revenues earned outsideFrance

Profile

47

In June 2011, Eiffel ConstructionMétallique became EiffageConstruction Métallique

ChinaThe first polar crane was handed over at the third-generation EPR nuclear power plant in Taishan, China.

A blue glass and steelcubeIn Montpellier, Laubeuf erectedthe elevations for the new townhall designed by architect JeanNouvel.

Offshore energyThe company secured a $424 million contract tobuild the living accommodation platform for theOfon oilfield in Nigeria. The Anguille platform leftthe Fos-sur-Mer plant in December 2011, boundfor Gabon.

A legendary structureThe Faidherbe bridge in Saint-Louis, Senegal, reopened to traffic on 19 November after being renovatedby Eiffage Construction Métallique.

ActivitiesMETAL

2011 highlights

The Anguille platform

48


Eiffage Construction Métallique is consolidating its position in largeprojects and in international markets, rising time and time again to the challenges posed by highly complex projects.

Eiffage Construction Métalliquehas been designing and buildingoffshore oil and gas platforms for

more than 40 years. The divisionis also active in the booming renewable energy sector, and,

in particular, in the wind powermarket.

The company won the construc-tion and installation contract forthe 124-bed living accommoda-tion unit for the Ofon field in Ni-geria. This six-storey module alsoincludes plant rooms, radio com-munication systems, a helideckand the platform's central controlroom. Construction work for the7,000-tonne structure is to beginin 2012 at three plants: ECM inFos-sur-Mer, Aveon Offshore inPort Harcourt and Niger Docks inLagos.

Also, the new "Anguille" drillingplatform was towed out of theFos-sur-mer plant in January2012, bound for Gabon, and hasbeen installed at the Anguille oilcomplex operated by Total.

An ambitious strategy

A bright outlook for offshore activities

What factorshelped youclinch theOfoncontract?

The customerapprec ia ted

our expertise but also our abilityto cooperate with local teams.This complex project is to involvemultiple plants, including those inColombes, Fos-sur-Mer and Lorient, as well Lagos and PortHarcourt in Nigeria. Part of the

construction work is taking placein France, in Fos-sur-Mer, withthe rest being carried out in Nige-ria by teams working under theEiffel Nigeria banner.

- Are there any new growth opportunities in the oil sector?Investment in the oil sector remains very strong. We are targeting certain geographicalregions such as Nigeria, sub-Saharan Africa, Libya, Azerbaijan,and possibly the Middle East.

- How do you intend to winmarket share in the wind powersector?

We are positioning ourselves asequipment suppliers, specialisingin masts and in the underwaterjackets inside which wind tur-bines are installed. This promisingmarket has the potential to gene-rate very significant activity vo-lumes and revenue, althoughfurther investment is required forthe transition to mass production.

Interview with Arnaud de Villepin, head of the Offshore Energy business

The Anguille drilling platform.

49

ActivitiesMETAL

In response to the request for proposals issued by the Frenchgovernment in July 2011 relating to its offshore wind powerprogramme, Eiffage Construction Métallique has joined forceswith the Dutch-Belgian company Smulders, which is the leaderin the European offshore wind power market. This partnershipwill generate considerable technological added value, justifyingthe investment in two new manufacturing plants, which are setto be built within the next three years on the north-west coastof France. These plants will mass-produce wind turbine mastsand metal foundations.

Europe – The boom in offshore wind power

Eiffage Construction Métalliquedesigns and erects bridges, via-ducts and footbridges. Its techni-cal expertise in this area isworld-renowned.

Unibridge® bridges are designedto meet the needs of emergingnations such as the Philippines,Iraq, Gabon and Sri Lanka. They

are transported in containers andcan be assembled with no needfor welding. Operating in aconsortium with Matière, EiffageConstruction Métallique is cur-rently working on two four-yearcontracts in the Philippines: onefor 418 rapid-assembly modularbridges, and the second for 70Ro-Ro dockside facilities that en-able vehicles to be loaded ontoand unloaded from ships. A rapidresponse by Unibridge® Tradingin the event of a natural disasteris essential. For example, the Fos-sur-Mer plant sent three bridgesto Australia when the state ofQueensland was devastated byflooding. Another five bridgeswere sent to Haiti.

Eiffage Construction Métallique

is the market leader in the reno-vation of existing structures. Thecompany recently completedwork rebuilding Faidherbe bridgein Saint-Louis, Senegal. Thisbridge, originally built in 1897and listed as a world heritage site,enables fishermen from Ndar is-land to travel to Saint-Louis, aneconomic powerhouse in a coun-try where fishing remains a cru-cial industry.

Innovative ways to bring people closer

GERMANY - UNIFIED BUSINESS CLUSTERS

The contract to build a bridge across the Moselle valley was awarded to aconsortium of companies led by Eiffel Deutschland (EDS). The 1,700 m longdeck, which weighs 25,000 tonnes and will be supported by piers risingbetween 104 m and 210 m over the river Moselle, will be made entirely ofsteel, like that of the Millau viaduct. This bridge will extend the A60 motor-way southwards, improving the link between the Benelux countries and theFrankfurt-Mainz economic basin.

50


Eiffage Construction Métalliquefabricated and installed the metalroof over the Lille Métropole sta-dium. Marking the climax to twoyears of preparatory work, the7,400-tonne steel roof framefeaturing two 205-metre steelmegabeams was hoisted into

position 27 m above the groundin an operation lasting a fewhours.

Each of the two megabeamsweighs 1,800 tonnes. They wereinitially assembled flat, on theground, before being rotatedthrough 90° to allow the opening

roof and related equipment to bemounted. A total of 50 peopleworked on this technologicalchallenge, and the componentsof this gigantic construction setwere manufactured in seven dif-ferent Eiffage plants across Europe.

Technological prowess on show at the Lille Métropole stadium

Eiffage Construction Métalliqueis a major provider of construc-tion, maintenance and renovationservices at nuclear power plants,both for operators such as EDFand for equipment manufactu-rers including Areva and Alstom.For example, in 2011, the com-pany supplied the polar cranes

and equipment access hatchesfor the EPR reactors underconstruction in Taishan, China,and Olkiluoto, in Finland, as wellas the heavy crane, feedwaterplant, condensers, heaters andmoisture separator-reheaters forthe Flamanville plant in France.

To improve the availability andservice life of the installed base,Eiffage Construction Métalliquetook part in major operations toreplace steam generators on the900 MW series, work on heavycranes and condensers (retubingwith orbital welding) and replacefeedwater plant heaters. The division carried out general main-tenance on piping components,mechanical devices and rotating

machinery, as well as manufactu-ring and renovating packagesused to transport nuclear mate-rials.

The outlook is very promising.The 1,300 MW plant series is nowgenerating maintenance activi-ties such as the renovation of fuelhandling machines and spent fuelpit bridge cranes, as well as ongoing renovation work oncondensers, and feedwater plantsmore generally. A major pro-gramme of safety improvementshas been planned in the light ofthe Fukushima accident. Toge-ther, these projects represent aconsiderable workload for thecoming decade.

Great potential in the nuclear sector

Polar crane at the Taishan plant in China.

51

ActivitiesMETAL

The "Fondation Louis Vuittonpour la Création" is a new artexhibition centre in Paris’s Boisde Boulogne, designed by archi-tect Frank Gehry. The building isa feat of architectural prowess,resembling a cloud with billowingglass sails. Eiffage ConstructionMétallique won the contract toinstall the 12 sail-like canopies,

which feature 13,500 sq. m ofcurved glazing. This assembly,consisting of 100,000 indivi-dually-designed components,will be mounted on a compositetimber and steel frame. Fifty peo-ple spent two years working onthe design. There are no verticalor horizontal lines in this complexstructure. Everything is curved, as

in a cloud. It was therefore neces-sary to develop a number of newspecial-purpose tools, includingwelding robots and spatial mea-suring instruments. The structureis to be assembled in 2012, withwork scheduled for completionby mid-2013.

Fondation Louis Vuitton – Managing complexity

Eiffage Construction Métallique isaccustomed to handling cutting-edge architectural projects. In2011, the company won thecontract for the Mont-Saint-Mi-chel light bridge. This 756 m long

structure will have a 2,000-tonnesteel frame supported by metal pil-lars embedded in concrete piles lo-cated every 12 m. Shuttles will beable to drive over the bridge, whichwill also have wooden planking

walkways for pedestrians.

Goyer was selected to erect theelevations on the Majunga tower inLa Défense, working alongside Eif-fage Construction. Their inclinationis calculated to minimise the im-pact of sunshine. Thermodynamicstudies were conducted, to opti-mise the characteristics of the ele-vations and the air conditioningsystem. The wave movement ismade possible by the dissymmetryof the plane relative to the core. Inthe Cantal department, EiffageConstruction Métallique recentlyrenovated the Garabit viaduct,which was built by Eiffel in 1884.Work to strengthen its seven piers,change the bridge bearings and re-place the 4,000 rivets was carriedout using traditional methods.

Tailor-made solutions

The Mont-Saint-Michel light bridge.

52


Faced with strong demand andthe need to produce more dieseland enhance the energy effi-ciency of its refineries, Total isbuilding one of Europe's mostcompetitive refinery complexesin Normandy (RN 2012 project).Eiffel Industrie won the contractto build seven modular structuresthat will enable a new crackingcolumn to be installed near the

refinery's atmospheric distillationunit. This project will involve90,000 person-hours of work, inLe Havre's docks and industrialestate and in the company's production shops in Sandouville.Eiffel Industrie is supporting Total's local recruitment policy bytraining aspiring young welderson work-study courses.

Supporting Total on ambitious new projects

With a portfolio of 90 mainte-nance agreements, Eiffel Indus-trie is a clear leader in thisspecialist activity. Although this isa fiercely competitive market,the vast majority of maintenanceagreements expiring in 2011were renewed for three to fiveyears. Total showed its confi-dence in the company by rene-

wing all its agreements. The lossof the contract with Lyondell wasoffset by a new agreement withRio Tinto in Gardanne. Eiffel In-dustrie's versatile, responsivemaintenance teams demonstra-ted their high standard of techni-cal proficiency and ability todevise bespoke agreements forcustomers.

Maintenance agreements – Customers show their loyalty

Eiffel Industrie managed to main-tain a high level of activity in spiteof the challenging economiccontext. The company is a majorplayer in the industrial works andmaintenance sector, particularlyin the area of scheduled facilityshutdowns. Eiffel Industrie alsooperates in the mechanical engi-neering and boiler-making indus-tries.

The company, which adapts toeconomic trends and targets newmarkets, is relaunching an engi-neering, maintenance and tech-nical support activity focussed on

project management and shut-down preparation. It is introdu-cing a range of industrial facilitycleaning and pickling services viamaintenance agreements, andstrengthening its positions in thehydraulic engineering, nuclearand naval repair sectors. In 2012,Eiffel Industrie intends to targetscheduled facility shutdown opportunities in other countries,particularly in Cameroon, Libyaand Morocco. The Industry divi-sion's ability to deploy highly-qualified personnel is its mostprecious asset.

New growth levers

In brief

PIPE SYSTEMSGROWTH BUSINESSThe tanks and pipe systems activitiesgrew significantly in 2011, driven by twomajor projects: C4 (creation of a 4 kmtransfer line at an operating facility) forExxon Mobil in Notre-Dame-de-Graven-chon (Seine-Maritime department), and a contract to manufacture and integratethe pipework and related equipment for the Anguille project.

MARINE ENGINEERINGSCHEDULED SHUTDOWNSThe company successfully carried outmaintenance work on the Belem (three-masted sailing ship), the Sara (pollutioncleanup vessel operated by the EuropeanMaritime Safety Agency), and the Samuelde Champlain (dredger).

OFFSHORE PROJECTS CAROUSELEiffel Industrie provided Saipem with four35-tonne gimbal mounts for a deepwateroil production project. The purpose of thesemounts is to position the loading lines leading to the FPSO storage vessel. Eiffel Industrie also produced a "carousel" forTechnip. This huge rotating basket, whichhas a diameter of 20 m and weighs 277tonnes, is used to store offshore hose linesaboard a ship.

53

CONCESSIONS AND PPP


Eiffage Concessions asserted its role as a builder and concession operator for motorways,railways and other large infrastructure, as well as for public facilities, buildings and urbandevelopment projects.

Operating through concessions and public-private partnerships (PPP), the company arranges financing for projects, carries out the engineering studies and constructionwork, and operates and maintains the finished structures over the long term.

PROJECT MANAGEMENT THROUGH COORDINATED EXPERTISEEiffage Concessions operates in a variety of sectors, including road and railinfrastructure, healthcare, safety, law enforcement, education and broadbandtelecommunications.

€14,362 milliontotal asset value

Profile

APRR- Second-largestmotorway operator in France and fourth-largest in Europe- Subsidiary of Eiffarie, a joint venture by Eiffage (which has a majority stake) and Macquarie

- 2,300 kmmotorway network.

- AREA (a subsidiary of APRR) operates a motorway network in the Rhône-Alpes region

- APRR has been listed on the Paris stock exchange since November 2004

Lille Métropole stadium.

55

ActivitiesCONCESSIONS AND PPP

National police headquartersMission accomplished: the newnational police headquartersblends in perfectly with its surroundings at the site of the fort in Issy-les-Moulineaux.

Lille Métropole stadiumAll divisions of the Group are working hard to build the "arenaof the 21st century".

Anniversaries APRR and its subsidiary AREA respectively celebrated 50 and 40 years of operation. As ever, their priorities are safety, smooth traffic flow, timely information and customer service.

2011 highlights

HealthcareThe new Southern Paris Region hospitalcentre was handed over on the 19th ofJanuary. France's biggest hospital PPPproject has resulted in a truly exceptionalfacility.

Bretagne-Pays de la Loire high-speed rail link The public-private partnership contract for the Bretagne-Pays de la Loirehigh-speed rail link was signed on the 28th of July. This ¤3.3 billion investment is Eiffage's largest-ever contract.

56


Eiffage Concessions stands to benefit from the public sector’s increasing useof concessions and PPP. Eiffage Concessions has harnessed its experience and the synergies generated by the Eiffage Group to become a trusted partnerof the State, public authorities and major clients.

The PPP and concessions marketaddresses a genuine need for facilities in areas such as law en-forcement (prisons and courts),safety, education (universities,the "Campus" plan, secondaryschools, etc.), the rail networkand energy performance in publicbuildings.

The crisis affecting public finances is prompting public-

sector clients to favour partner-ships with large private compa-nies. This applies not only togargantuan projects such as theconstruction of high-speed raillinks but also to more modeststreetlighting and urban road-works contracts worth a few million euros.

The Eiffage Group's multidiscipli-nary expertise and experienceputs it in an ideal position to address this demand.

The Millau viaduct is undoubtedlythe most eloquent illustration ofthe Group's expertise and stra-tegy. Similarly, the dependabilitydemonstrated by Eiffage on thePerpignan-Figueras high-speedrail link project was a key factorcertainly helped it win the orderfor the Bretagne - Pays de la Loirehigh-speed line, an exceptionalcontract that crowned many

months of painstaking efforts.Eiffage Concessions coordinatesthe activities of the Group's divisions, fostering synergies andoptimising cooperation. EiffageConcessions, which has develo-ped longstanding relationshipswith selected architects, paysparticular attention to clients'needs, but also to those of localstakeholders, both in France andelsewhere. Developments are underway in Belgium, Germanyand Senegal, where Eiffage isbuilding the first toll motorway,with an extension to Dakar airportat the planning stage.

Eiffage Concessions capitalises on its experience

A booming market

100% EIFFIGEN (National police headquarters - DGGN)

100% H’ENNEZ (Rennes university hospital)100% HANVOL (Annemasse-Bonneville hospital)100% HEVEIL (Southern Paris Region hospital centre)

100% EIFFLY 54 (Jean Zay secondary school in Jarny)

100% EFFICENTRE (18 secondary schools in the Centre region)

100% ELISA (Lille Métropole stadium)

100% SENAC (Dakar- Diamniadio motorway in Senegal)

100% EIFFAGE LIPPE (Road maintenance for the Lippedistrict in Germany)

100% ERE (Bretagne - Pays de la Loire high-speed rail link)

100% EIFFAGE CONNECTIC 78 (Broadband connectivityin Yvelines)

100% YVELINES CONNECTIC (Broadband connectivity in Yvelines – Second network)

65% A’LIENOR (A65 Pau-Langon motorway)

51% COMPAGNIE EIFFAGE DU VIADUC DE MILLAU50% TP FERRO (Perpignan-Figueras high-speed rail link)

41.5% TUNNEL PRADO SUD (Marseille)

36% NORSCUT (A24 motorway in northern Portugal)33% TUNNEL PRADO CARENAGE (Marseille)19.9% OPTIMEP 4 (prisons)19% L’HOURGNETTE SA (Marche-en-Famenne prison)

Participating interests in concessions (excluding APRR Group)

57

France's largest-ever PPPcontract, covering a 25-year pe-riod, was signed on 28 July 2011.The French rail infrastructureoperator, Réseau Ferré de France(RFF), selected Eiffage to finance, design, build, maintainand operate the Bretagne - Paysde la Loire high-speed rail linkbetween Le Mans and Rennes.When the line is completed in2016, passengers will be able totravel from Paris to Rennes in anhour and a half, and to Quimper or Brest in three hours.

The new line will enhance the attractiveness of the areas servedby it, delivering economic bene-fits for local businesses, service-

sector activities and tourism.

Some 10,000 jobs will be createdduring the works phase. Therewill be a permanent staff ofaround 2,800 working on-site,generating business for the accommodation, catering andday-to-day services sectors.Under the terms of the contract,30% of the work is to be subcon-tracted to independent, prefera-bly local, contractors, whiletrainees on vocational inclusionschemes are to account for 8% ofthe infrastructure work hours.

The final route was determined in a lengthy process that took environmental issues and the interests of the impacted popu-

lations (local residents, farmers,etc.) into consideration from theoutset. The design and consulta-tion process was launched in May2011 and will continue until July2012. Construction work, nowalso underway, is scheduled forcompletion in the autumn of2016.

Mobilising for a huge project

Eiffage Concessions provides ameticulous service at every stageof the projects entrusted to it,from the architect's initialsketches until the handover ofthe finished building, includinganticipation and optimisation of

the structure's operating costs.The Group has built a new gene-ration of hospitals that focus onpatient comfort and technologi-cal innovation and are designedto blend into their surroundings.The first such facility to open was

the teaching hospital in Rennes,followed by the Alpes-Lémanhospital centre, which was han-ded over on the 21st of July2011. This pleasant, functionalhospital blends harmoniously intoits surroundings. The design pro-cess focused on environmentaland healthcare quality, and thehospital will open in February2012. Meanwhile, the new Sou-thern Paris Region hospital cen-tre, which straddles the boundarybetween the towns of Corbeil-Essonnes and Evry, began trea-ting patients in January 2012.This ultra-modern, 1,017-bedbuilding centralises the activitiesof 27 hospital facilities previouslydispersed across the region. Thevery high-quality building washanded over on schedule.

A new generation of hospitals

IN FIGURES

• 182 km of new line between Connerré (east of Le Mans) and Rennes• 32 km of interconnections with existing lines• A new line exclusively for passenger traffic, apart from the section north of Le Mans(passenger + freight traffic)

• Benchmark speed: 320 km/h• "Virgule de Sablé-sur-Sarthe": a 3.6 km link between the Bretagne and Pays de la Loirebranches that will operate at 160 km/h

The Southern Paris Region hospital centre.


58


The new national police head-quarters in Issy-les-Moulineauxwas handed over on schedule tothe customer's great satisfaction,demonstrating the efficiency ofthe Group's organisation. Thisachievement was a team effort

by the divisions, which contribu-ted their expertise in areas suchas preparation and financing ofmajor projects, construction,energy solutions and publicworks. This new nerve centre ofthe national police service, whichaccommodates a staff of 1,500was financed and built by Eiffageunder the terms of a 32-year pu-blic-private partnership deal. Itwas built on the site of the formersouth bastion at the fort of Issy-les-Moulineaux. The complex obtained HQE® high environmen-tal quality certification as well as the THPE very high energy performance label.

Cross-divisional synergies for the nationalpolice headquarters project

Elisa is a company set up by theGroup to manage the project and subsequently operate Lille Métropole stadium. Each year, inaddition to 25 football matchesplayed by the resident club, LOSC,Elisa intends to schedule three orfour sports or entertainment

events in "stadium" mode(50,000 seats) and some 15events in "showcase" mode(10,000 to 30,000 seats). Theaim is to render Lille Métropolestadium attractive to a very broadcross-section of the public, making it a flagship venue for

professional sport and entertain-ment. Fixtures will include football and rugby matches,concerts, major family entertain-ment shows, etc.

The "showcase" is a key featureof the business strategy, and canaccommodate basketball, tennis,boxing, handball and other indoorsports competitions. It is also anideal venue for concerts and liveentertainment.

Lille Métropole stadium also pos-sesses the necessary infrastruc-ture for hosting trade shows,including a 200-seat auditoriumand numerous meeting roomsand reception areas. No detail hasbeen overlooked, enabling localbusinesses, universities and thestadium's partners to organiseevents such as conferences,trade shows and gala evenings.

Lille Métropole stadium stirs the emotions

A FOCAL POINT OF THE NEIGHBOURHOOD

No less than ¤60 million was invested in a number of annexes to the Lille Métropolestadium, which have been built by Eiffage Construction. These include two hotels, a mixed-use residence, a fitness centre and around ten restaurants, as well as officefacilities, all designed to operate in synergy with the stadium.

59

The Group disposed of 80.1% ofits subsidiary Optimep 4 to theDG Infra Yield investment fund inDecember. Optimep 4 was set upby Eiffage to perform a PPPcontract to design, finance andbuild four prison facilities inRoanne, Lyon, Nancy and Béziers,

and maintain them for 30 years.These prisons, designed to accommodate a total of 2,800 inmates, were handed over in2008 and 2009.

The Group still owns 19.9% of theequity in Optimep 4, and willcontinue to maintain the prisons

until the end of the contract, demonstrating its commitmentto an ongoing partnership withthe State.

This transaction vindicates Eiffage's strategy of investing inPPPs, which dates back to 2004.

Prisons – A successful business model

Eiffage Concessions has signed a 25-year PPP agreement to rebuild, operate and maintain theJean Zay secondary school inJarny.

The Group has made a commit-ment to obtain the BBC Effiner-gie® label, which certifies verylow energy consumption. Thebuilding work is to be carried outwith the site still in use by its1,600 pupils. The ¤58 millionproject is to be handed over inthree tranches between 2013and 2015.

This new order consolidates Eiffage's status as a partner ofeducational institutions and au-thorities seeking to optimise theenergy performance of their buil-dings. The Group is well placed towin another two PPP contractsconcerning eight secondaryschools in Seine-Saint-Denis de-partment.

Also in 2011, the company han-ded over 14 of the 18 secondaryschools concerned by the energypartnership contract entered into

with the Centre region in August2010. In addition to building re-novation works, this PPP agree-ment covers the design andinstallation of energy solutionsthat minimise consumption ofnon-renewable energy. The tar-get is to achieve a 40% saving inprimary energy consumption anda 57% reduction in greenhouse

gas emissions. This project repre-sents an investment of ¤36 mil-lion. This type of energyperformance contract based onguaranteed energy savings is setto become more popular inFrance, and the Group intends toharness its experience to play anactive role in this area.

Working with regional authorities for greener schools

A FIRST IN BELGIUM

Eiffage Concessions entered into a public-private partnership with the Belgian state,via a design, build, finance & maintain (DBFM) contract for a new prison in Marche-en-Famenne. This 312-inmate facility is scheduled to begin operating in July 2013,after a 22-month construction phase. The DBFM agreement covers a 27-year period.

Jean Zay secondary school in Jarny.


60


Eiffage Concessions maintainsand operates emblematic struc-tures such as the Millau viaduct.In 2011, traffic increased by1.3% to reach 4.8 million vehicles. The viaduct remains atourist attraction, and 556,000people have visited the dedicatedinformation areas. The viaduct is tipped to be listed as a worldheritage site alongside its prede-cessor, the Garabit viaduct.

The A24 motorway in Portugalhas improved access to the northof the country. The PortugueseState has decided to introducetoll charging. The A65 Pau-Lan-gon motorway, which opened totraffic in 2010, is achieving itsgoals, not least in terms of safetyimprovements. In 2011, moto-rists covered a total of 300 million kilometres without anyserious accidents. The motorwayhas eight interchanges with thesecondary road network, signifi-cantly improving access to theareas through which it passes.This enhanced accessibility willencourage economic growth and

tourism, in turn generating additional traffic. Motorists opting for the A65 route save anhour on their journey time bet-ween Bordeaux and Pau. In 2011,an average of 10,000 customersper day used the motorway, andthis figure is expected to rise overthe coming years. The operator'ssales strategy (featuring passesfor regular users, car parks for carpooling, etc.) is also designed toboost traffic. Lastly, Eiffage is pursuing its environmental programme, not least by creating1,372 hectares of restored habitat for species affected bythe motorway.

In Marseille, work is now under-way on the project to extend thePrado Carénage tunnel, which hasbeen very popular with motoristsover the past 18 years. Similarly,the Prado Sud tunnel, due to openin 2014, will make access to thecity centre much easier and boosttraffic through the Prado-Caré-nage tunnel. These two tunnelsare covered by long-termconcession agreements withMarseille Provence Métropole: 32years in the case of the Prado-Ca-rénage tunnel and 46 for thePrado Sud tunnel.

Eiffage Concessions pursued its24-year programme to renovatethe road network in the Lippe dis-trict of Germany, to the custo-mer's satisfaction. Lastly, asection of Senegal's first toll mo-torway opened on the 28th ofOctober 2011. Traffic levels arein line with forecasts, opening upprospects for further PPPs andconcessions in West Africa.

Road infrastructuresuccess stories

Eiffage holds a total of nine delegated public service contracts forbroadband networks. The company continued its roll-out of 4,700 kmof fibre optic network and 800,000 fibre-to-the-home (FTTH)connectors under the terms of eight delegated public service agreements and one PPP contract with local and regional authorities.The Yvelines Connectic, Drôme-Ardèche and Côtes-d’Armor networks were all commissioned in 2011.

Improving broadband access

Some 17,000 athletes are expected to run inthe second Eiffage Millau Viaduct Race, whichwill be staged on the 13th of May 2012.Runners will cross the famous viaduct in bothdirections during this 23 km event.

A65 Pau – Langon motorway.

61

FOCUS ON APRR

62


There was a modest increase in traffic in 2011, and revenues rose by 4.2%, driven by further improvements in operational performance,the rollout of automated toll charging and the opening of three newsections of motorway.

Total traffic increased slightly(1.6%), with the effects of Europe’s

mid-year economic crisis partly offset by very favourable weather

conditions. Revenues grew by 4.2%.APRR is sparing no effort to conso-lidate the productivity gains achie-ved by toll barrier modernisation,and to help teams adapt to new or-ganisational arrangements that re-duce operating costs per kilometretravelled. The EBITDA and EBITDAmargin continued to grow, vindica-ting the Group's choice of a profita-ble, sustainable growth model. In2011, the Group celebrated the50th and 40th anniversaries ofAPRR and AREA, respectively, andfocused its priorities on safety, cus-tomer service and information, andon ensuring that traffic flowssmoothly.

APRR – A network on the move

A slight increase in traffic

In 2011, new sections of motor-way opened on the A432 (12 kmresulting in significant time

savings for customers travellingbetween the northeast and northof Lyon), A406 (9 km resulting inshorter, safer journeys betweensoutheast and south Mâcon) andA714 (9.6 km between the A71and Montluçon, upgrading a dan-gerous section of main road tosafer motorway standards). The A406 and A714 projects arepart of the strategy to create aneast-west road corridor (Route

Centre-Europe Atlantique -RCEA) between France's Atlanticcoast and central Europe.

The network grows by 30 km

KEY FIGURES2011 revenues: €2,021.6million

Consolidated operating profit on ordinary activities: €995million

21 billion kilometres travelled

4,000 employees

Monestier-de-Clermont viaduct on the A51.

A432 opening ceremony

63

APRR pursued its efforts to improve safety for its customersand employees. Its commitmentto smooth traffic flow and real-time information is fulfilledthanks to the efforts of controlroom staff, and through variable-message signs, guidance by themeshed network, the AutorouteInfo 107.7 radio station, an improved journey-preparationwebsite, roadworks information

initiatives and ongoing tests ofspeed control and journey timeinformation solutions.

During the busy summer andwinter holiday periods, free entertainment is provided forcustomers, encouraging them to take regular breaks, which

reduces the risk of accidents.APRR chose "motorways and forests" as the theme for its 23rd"Aires d’Eté" entertainment fes-tival, a very successful event forwhich more than 3,000 hours ofshows, workshops, games andexhibitions were organised.

A huge operation to renovate facilities and improve customerservice was rolled out, includingthe introduction of well-knownurban hospitality brands such asPaul, Hippopotamus and Berts.These more modern and comfor-table service areas are in keepingwith our drive to improve custo-mer satisfaction and enhance theGroup's image. This upgradingprogramme will be completed in2012.

Customer satisfaction, assessedvia an annual survey, remainedunchanged from 2010 at an average rating of 7.7 out of 10

In 2011, 84.8% of transactions attoll barriers were processed usingautomatic methods such as elec-tronic toll collection and automaticpayment terminals (compared with77.5% in 2010). Electronic toll col-lection continued to gain ground,making up 47% of transactions.This payment method is particularlypopular with HGV drivers, who useit in 82.7% of cases.

To speed up the flow of trafficthrough toll barriers, APRR laun-ched an ambitious programme inlate 2010 to create drive-throughelectronic toll collection lanes thatenable customers with a Liber-tpass to proceed through the tollstation at a speed of 30 km/h.

Other upgrading work was also carried out, including the continuedrollout of electronic toll collectionfacilities including all-class, all-pay-ment lanes, improved lane signageat toll barriers, lane reconfigura-tions, additional lanes and work tomake automatic lane channellingmore reliable. By the end of 2011,132 of the Group's 150 toll stationswere either partially or fully auto-mated.

The toll charging sector experien-ced significant change in 2011 withthe introduction of agreementsthat govern the changing nature ofwork in this sector and enable employees to develop new skills toprotect their jobs.

Facilitating toll paymentsUSING MOBILEPHONES TO IMPROVE SAFETY

APRR launched "SOS Autoroute", the firstonboard application designed for reportingincidents on the APRR and AREA networks.This new geolocation-based applicationoffers the same functions as the emer-gency telephones located every 2 km alongthe network, and enhances the reliabilityof information provided in the event of anincident. It optimises the action taken byemergency response crews and roadsideassistance personnel, while helping to keepmotorists safer and reducing the risks associated with people walking along the roadside. The application, which isavailable free of charge from Apple Storeand Android Market, had been downloadedmore than 55,000 times by the end of2011.

ActivitiesAPRR

Constantly enhancing service levels

64

In order to greet and inform its customers more effectively, APRR laun-ched an ambitious programme to deploy new signage at its 253 restand service areas in 2011. APRR is to enhance its brand visibility by ins-talling new totem signs between 1.6 m and 8 m tall, as well as billboardsinspired by street furniture.

APRR standing proud

Continuously improving safety isthe Group's top priority, with resources being channelled intopractical initiatives. Results are improving: the total number of accidents decreased by 12%compared with 2010, and accidents resulting in injuries fellby 11.9%. There were nine fewerfatalities (30 in 2011 comparedwith 39 in 2010, 31 in 2008 and2009, and 61 in 2007).

As part of its continuous improve-ment strategy, the APRR group in-vested in equipment enabling it toinfluence events in real time, usinginformation from video protectioncameras, geolocation data from

emergency response vehicles anddata from the interconnectedcontrol stations across the net-work to take action appropriate toeach situation and inform custo-mers.

In 2011, even though the weatherwas much more clement than in2010, more than 1,000 peoplewere mobilised to keep the roadsopen during the winter, enablingcustomers to travel on all our mo-torways almost without interrup-tion.

Regular awareness campaignsdesigned to encourage a shift indriver behaviour were run across

the network. The main themes in2011 were "driving in wintryconditions", "driver fatigue","drugs and alcohol on the road"and "excessive or inappropriatespeed".

A number of events were organi-sed at the start of busy holiday pe-riods to raise awareness amongdrivers. In particular, a temporaryhotel was set up at the Beaune ser-vice area in partnership with IKEA,to encourage motorists to take abreak. More than 10,000 custo-mers enjoyed a twenty-minute"power nap" before continuingtheir journeys.

Safety first

APRR has invested heavily in safety, via a road surface renovation programme, widening work on the A31and A36 motorways, new lighting in the Chamoise and Dullin tunnels, safety and signalling improvements at toll stations, additional signage to prevent motorists from driving the wrong way, more effective safetybarriers and solutions to prevent trespassing and other intrusions on the network (wildlife fences, etc.), and solutions to make maintenance work safer.In this area, geolocation is being used to enable teams to respond more quickly to incidents.

SUSTAINABLE DEVELOPMENTContext and organisation 66 to 76

Group values 77 to 98

Reducing our ecological footprint 99 to 112

Sustainable construction 113 to 128

Preparing for the future 129 to 136

Methods, measurements and checks 137 to 148Con

tents

65

66

Activity and Sustainable Development Report 2011

28

21

19

January

Eiffage Foundation

CSSP

CREF sustainabledevelopment training, West

Launch of the“Wood in all itsforms” photo

contest

February

Eiffage Annual General Meeting

APRR “Fight Litter”

day

APRR “Sustainable Development

Week” programme

29

21

16

9

9

June

Launch of the InternationalYear of Forests (02/02)

World Water Day(22/03)

Sustainable Development

Week

International Day for Biological

Diversity (22/05)

World Environment Day

(05/06)

Sustainable development in 2011An integral part of our businessesThe legal and regulatory framework governing labour relations and environmental affairs has been strengthenedover the past decade, in keeping with strong public demand. True sustainability entails more than simply measuring criteria, however justified or even essential that may be.Sustainable development must be a core element of the Group's businesses, and Eiffage has set its sights onachieving this level of maturity.Additional efforts must be made to effectively implementthe multiple facets of sustainable development,

particularly in the context of contracting processes. Eventoday, however, operational sustainable development is awellspring of innovations that benefit the Group. Processesfor managing environmental impacts (in particular in termsof reducing carbon emissions, waste recovery, water resource management and preserving biodiversity) andsocial and economic impacts underpin our expertise, quality and responsibility, providing undeniable benefitsthat match the corporate social responsibility policies ofour customers.

March

22

16

9

20

1

April

27

26

25

4

30

22

22

25

Eiffage Travaux Publics:“Water” challengeawards ceremony

Group sustainable development seminar

Presentation of PHOSPHORE III to theGeneral Management

Committee

Eiffage Foundation

CSSP

Signing of PHOSPHORE IV

partnership agreement

May

Creation of EiffageConstruction Métallique

participation in National Biodiver-

sity Strategy

“Research & Innovation” Award (AEF) for the BEGI

academic chair

inauguration of Volnay (Eiffage

Construction’s positive-energyhead office in

Amiens)

Forclum job fair

Phosphore presenta-tion at the “Vision de

la ville du future”(Imagining the city of

the future) confe-rence, organised by

the CGDD

CREF sustainable development

training, Paris region

Corporate philan-thropy awards forthe environmentand sustainable development,

“Environment andCommunity

Service” category,for partners Eiffage

and SNL Union.

Group sustainabledevelopment

seminar

Publication of the“Water and Aquatic

Environments” policy

Eiffage Travaux Publics: launch of the “Water”

challenge

BEGI academicchair makes SMBG

ranking of bestMaster’s

programmes

31

67

July

PHOSPHORE III presentation at theEIVP (City of Paris

Engineering School)summer training

programme

Online publicationof the Phosphore III

interactive tool

CREF sustainabledevelopment

training, NormandieCentre

Participation in European study on

parasitic diseases inamphibians

Graduation ceremony for thesecond class of

students to complete the BEGI

programme

30

22

25

9

August

Group sustainable development seminar

PHOSPHORE presentation at

Transcités convention

CREF sustainable development training,

Paris region


North

Eiffage “BiodiversityFeedback” Day at

worksites

APRR “Diversity & EqualOpportunity” Day

Presentation of sustainable

development policyto Eiffage European

Committee

28

19

17

15

8

30

21

September

30

23

10

4

4

25

22

13

November

Group sustainable

development seminar

Eiffage Institutemorning eventfor all alumni

CREF sustaina-ble development

training, Centre-Est

13

6

6

December

First Eiffage“Business

and Biodiversity”gatherings

31

January

Biodiversity week

BEGI: Biodiversity, Environment and Major InfrastructuresCGDD: General Commission for Sustainable DevelopmentCREF: Eiffage Regional Training CentreCSSP: Project Selection and Monitoring CommitteeGEODE: operational environmental management software

Awards

Greater expertise in sustainabledevelopment

Partnerships / Sharing

Commitments

Philanthropy

Planning & Innovation

Eiffage: Internal

Sustainable development BACKGROUND AND ORGANISATION

25

21

14

13

8

1

26

10

October


Sud-Ouest

“Innovation” GrandPrize (Fimbacte) for PHOSPHORE

CAS (Strategic Analysis Centre)

report: “Public fundingharmful to

biodiversity”

Participation in “Project-based

sustainable transitionin cities” conference in

Aix-en-Provence

Participation in Rencontres Capitalesforum in Marseille:

“What will a sustainable city look

like in 2030?”

Results of “Wood in all its forms” photo contest

Third class of BEGI students begins

studies

Forclum becomes Eiffage Energie

Awarding of Comité 21“Sustainable

Development Ribands”

“Business & Environment”

Award (category: Biodiversity)

Eiffage FoundationCSSP

Inauguration of EiffageConstruction’s energy-

efficient head office

Launch of GEODE

PHOSPHORE presentation

at INTA convention inGrenoble

Eiffage InnovationAwards ceremony

Carrefour des Jeuneset de l’Innovation

(“Youth and InnovationForum”)

68


This year, the Annual Sustainable Development Report has been reorganised for earlyimplementation of planned new requirements relating to transparent social andenvironmental reporting, and to make certain themes easier to selective reading.

The report now contains:The main document, which is combined with the Activity Report submitted to the French financial markets supervisorybody, AMF, and published jointly with the Financial Report; this document mainly contains a description of the Group'spolicies relating to key themes, together with summary assessments and targets, "Themed guides" containing more detailed information relating to the various sections of the report,"Project datasheets" for particular initiatives, describing exclusive expertise, beacon projects and noteworthy internalor external operations and transactions.

The latter two are available in electronic form only, via the "Sustainable Development" tab on the Eiffage Groupwebsite (www.eiffage.com).

Reorganisation of the Annual Sustainable Development Report

PAPER DOCUMENTS AVAILABLE

Activity Report

Sustainable Development Report

Background

Values

Reducing our ecological footprint

Sustainable construction

Preparing for the future

Methods, measurements (international scope) and checks

DOCUMENTS AVAILABLE VIA THE INTERNET ONLY

EIFF

AGE ANNUAL RE

PORT

"Targets and Assessments" guide

"Ethics & Commitments" guide Native documents

Project datasheets

Project datasheets

Project datasheets

Project datasheets

Project datasheets

"Environment" guide

"Sustainable

"Carbon" guide

"Human Resources & LabourRelations" guide

"Civil Society" guide

Construction" guide "Pilot

Project datasheets

69


Against a backdrop of booming emerging markets and pressure on raw commodities – notto mention events such as the Fukushima disaster and the economic and budgetary impactof the debt crisis – the industrialised economies had difficulty finding levers for sustainablegrowth in 2011.

Uncertain growthAs the world economy recovered, dynamic growth inemerging nations drove up prices for oil and raw materials,unravelling the gains in purchasing power previouslyachieved in Europe. In importing countries, particularly inEurope, the growing scarcity of non-renewable resourcesis becoming an increasingly pressing issue; furthermore,the major disaster in Fukushima prompted certain countries to question the wisdom of the nuclear solution.The situation was exacerbated by severe market turbu-lence from the second quarter of 2011, due to the unpre-cedented sovereign debt crisis in the euro zone, which hashad knock-on effects on the lending facilities available to governments, resulting in severe budget balancing programmes, as well as tough restrictions on access to credit by households, businesses and local authorities. The growth forecast was scaled back from 2% to 1.75%in late August, before being downgraded to 1% in Novem-ber. Faced with this problematic climate, it is by no meanscertain that businesses will be able to rebuild their marginsand households increase their purchasing power.

Tentative green shootsIN THE BUILDING INDUSTRY After three consecutive years of sluggish activity, volumesincreased slightly in 2011 (+ 1.2%), aided by a recovery innew-build housing (+ 3.0%) and the maintenance and improvements market (+ 1.3%).However, production in the non-residential new-buildmarket continued to decline (- 2.3%), as the full effect of the increase in new projects has yet to be felt. Further-more, although the sector began to create employmentagain in France, generating approximately 9,000 additionaljobs (1,000 employees and 8,000 full-time equivalenttemporary workers) over the year, this trend may not bemaintained in 2012.As the goal of easing the national debt burden has resultedin strict budgetary discipline, a prudent approach is required, as we brace ourselves for the combined impactsin 2012 of an increase in VAT for construction and renovation work, changes to the capital gains tax system,

revised terms for the "Prêt à Taux Zéro" interest-free loanfor first-time buyers and the scaling back of the Loi Scellierbuy-to-let incentive scheme.

IN THE PUBLIC WORKS SECTOR In France, the green shoots of recovery observed in early2011 withered, with activity in public works falling in thethird quarter. According to the national public works federation (FNTP), the sector achieved an overall increasein activity of 3% in 2011 and revenues grew by 5% to¤40.8 billion, but the outlook for 2012 is less bright. The surge in the volume of orders won by Eiffage in Francein August 2011 was largely attributable to the contract forthe Bretagne – Pays de Loire high-speed rail link and wasnot followed by a significant upturn elsewhere. Although favourable weather conditions resulted in a 3%year-on-year rise in the number of hours worked, thenumber of permanently-employed labourers was 2.4%lower, as companies took the precaution of using tempo-rary workers to absorb the additional workload.

A sensitive context

FOCUS ON...Changes in the divisionsOn 27 June 2011, the Eiffel division became the "Metal division".Its scope includes:• All "historic" businesses of Eiffel Construction Métallique (now EiffageConstruction Métallique) as well as its subsidiaries based in Europe,Africa and the French overseas departments and territories,

• Industrial services businesses (Eiffel Industrie),• Goyer and Laubeuf, specialising in structural elevations,• ETCM and Ger2i, specialising in pipe systems,• Barep, specialising in valve systems.

On 1 October 2011, Forclum became "Eiffage Énergie", reflecting itsstatus as a member of the Group and coinciding with the reorganisationof the division as follows: • The division is now structured by business line, and each region hasa representative who participates in supervisory "business groups"(energy efficiency, operation and maintenance, infrastructure, powergeneration and thermal engineering),

• Prior to the creation of Eiffage Énergie Thermie on 16 September2011, each region was allotted a specialist thermal engineering subsidiary.

70


IN THE ENERGY SECTOR Total energy consumption did not increase significantly inFrance in 2011, but forecasts point to higher peakconsumption, prompting the public authorities to adaptpower generation, transmission and distribution infrastructure, and to greatly expand the use of energy saving systems and incentives.The grid operator RTE released a multi-year projection of the electricity supply and demand balance in France,commenting: "Security of supply in mainland Franceshould be ensured until 2015. From 2016 onwards, the riskof failures exceeds the acceptable limit, creating a need for significant additional power generation or loadshedding capacity."The "Energies 2050" commission tasked with analysingpossible energy policy scenarios for France found that the58 nuclear reactors in the operational fleet will be able tocontinue operating subject to additional investments in safety and maintenance (arising out of the Fukushima accident).

This scenario also highlights the need to accelerate the"energy shift" by controlling demand via solutions such asenergy saving certificates and the development of renewable energy. This path is littered with obstacles; forexample, the photovoltaic and wind power markets werevolatile in 2011 due to re-balancing of the revenuestreams generated by renewable energy technologies.

Lastly, with a lack of energy storage technologies, hopesremain that denser, smarter power grids will provide thenecessary flexibility to strike a balance between powerproducers and consumers, which are often located in different places and subject to different time-relatedconstraints.

Sources: INSEE, 2011 RTE supply and demand forecast

Main Eiffage locations in Europe

Concessions and PPPs Public Works

Metal Construction Energy

MANCHESTER

LONDON

HANOVRE

ALBACETELISBON

POZNAN

BRATISLAVA

OSTRAVAKRAKOW

KIELCE

WARSAW

LUXEMBOURGBRUSSELS

PORTO

SEVILLE

MADRID BARCELONA

ALZEY

BORKEN

WARENDORF

WALLENHORSTHAMBURG

MÜLHEIM

ESSEN

DACHAU

ERBA

MILAN

FIGUERAS

ALICANTE

European focus Building on solid roots in France, Eiffage's businesses reach across Europe, building high-speed rail links, airports, motorways and exceptional buildings fromPortugal to the limits of Poland.A full list of the Eiffage Group's consolidated European companies is includedin the 2011 Financial Report (p. 58).Data relating to the social and environmental performance of the Group'sconsolidated European companies in 2011 is included at the end of the 2011Sustainable Development Report (p. 145).

71


Within the Group's businesses, sustainable development has quickly come to be associatedwith innovation and expertise. Nevertheless, these advanced technical solutions, howevermuch business they may generate, are still faced with two major issues that must beaddressed by the company's sustainable development strategy:• How can business practices be standardised with appropriate consideration for sustainabledevelopment, thereby reducing the risks associated with "weak links"?• What levers exist to address over-segmentation in the working organisation, in order to lessen the risk of sustainable development being isolated from the operationalbusinesses?

At the cutting edge on mature issues,while also anticipating emerging issues

AN INCREASINGLY MATURE ENVIRONMENTWhether in construction, metal, energy, public works orconcessions, effective energy management and reducinggreenhouse gas emissions have been priorities for severalyears. Consideration is given to these issues both in thecompany's internal management (via measurements andcorrective action) and in the Group's business proposals,where they are increasingly becoming a differentiatingfactor.

In comparison, the issue of biodiversity protection - whichwas still emerging in the mid-2000's - reached maturityquickly. It has been fully reflected in the Group's sustaina-ble development policy since 2008, and considerable progress has been made in terms of in-house training andbuilding relationships with third-party stakeholders. The overall approach to preserving biodiversity during thedesign and construction phases of infrastructures, as wellas during their subsequent operation, is now generally implemented by means of a three-pronged "avoid, reduce,offset" strategy. This issue has seen a major transforma-tion in the way that Eiffage Group businesses, and theconstruction sector in general, approach their relationshipswith the living world.

With effect from 2011, the challenge of managing waterresources is also being prioritised, and efforts by theGroup's business units have been stepped up considerablyin this area, in terms both of consumption and of potentialdamage to wetland environments.Reducing waste at source and recovery – industrial, whenever possible – of waste generated by constructionand public works, is another strategic pillar in Eiffage's sustainable development action plans. Considerable scopefor progress still remains in this area.

LABOUR RELATIONS – A GAP BETWEEN MATURE ISSUESAND MORE RECENT TOPICS Although the Group has for many years dedicated substantial resources - with encouraging results - to certain labour relations issues such as risk prevention, employee safety and work inclusion for young people,other topics have been tackled only more recently.

For example, managing psychosocial risks and preventinghealth risks associated with the Group's activities are twoissues rapidly coming to prominence in the divisions' action plans. The topic of equal opportunities for men andwomen has been targeted more recently, but the benefitsare not yet measurable.

Promoting sustainable developmentamong operational personnelSignificant progress is currently being made in terms of the operational implementation of sustainable develop-ment strategy, in response to regulatory requirements andincreasing demand from clients. This trend confirms therole of sustainable development as a fundamental shift inthe Group's businesses.

The strategy pursued by the Sustainable Development department is to leverage these regulatory requirementsand requests (which are potentially differentiating factorsin contract bidding processes) in order to make social andenvironmental best practices the norm for Eiffage Groupbusinesses. Sustainable Development departments aretherefore strongly encouraged to help operational teamsprepare proposals, and to make this internal service syste-matically available. To ensure that this strategy is implemented uniformly, therollout of operational tools to manage the growing body ofsustainable development expertise has been stepped up.

In particular, tools such as the GEODE operational environ-mental management applications, the carbon calculatorsoptimised for the Group's various activities, the life cycle

A strategy for change

72

analysis application, the biodiversity risk prevention packand the guide to the HQVie® "high quality of life" sustai-nable construction baseline have been formatted for easyoperational use.

Sharing best practices is another effective and unifyingcompany policy included in all of the divisions' sustainabledevelopment programmes. However, a framework is required for organising systematic feedback, which isequally useful in the event of an environmental incident.For example, with effect from 2011, pilot sustainable development projects have been conducted, focussing onthe temporary drainage systems installed at worksites toprevent accidental pollution of aquatic habitats. The aimof these projects is to thoroughly analyse any accidentsand to carry out R&D on new systems suitable for the widevariety of ground conditions encountered at constructionsites.

Taking internal change management to the next levelAlthough sustainable development expertise and the toolsto harness it are available within the Group, it is still necessary to ensure that they are used on an everydaybasis by large and small business units alike. This owner-ship of sustainable development by all businesses and management levels requires action to modify workingpractices and the relationships between core businesses,as the desired synergies do not always occur sponta-neously. Examples of innovation in this area include theproject for the Bretagne-Pays de la Loire high-speed rail

link, which in 2011 introduced several management inno-vations designed to encourage businesses to implementpractical environmental measures.

The changes include:

A cross-divisional sustainable development committeewith decision-making powers. The committee includesrepresentatives from the project's technical manage-ment team, the operating company and Eiffage's Sustainable Development department,

Operating guidelines for the carbon emissions technicaland economic arbitration fund set up for the rail link project, which describe the respective roles of the purchasers, environmental engineers and project mana-gement in the analysis and decision-making process.

Although technical innovations frequently play a role, thereal key to ensuring that sustainable development has anincreasingly natural, effective influence on the entire chainof command and works hierarchy is for the various stake-holders to work together systematically from the outset.

"Biodiversity at worksites" feedback conference (21/09/2011 - Eiffage Travaux Publics - Eiffage Construction - APRR).

"Anticipating the consequences

of climate change" section

"Strategic tenders"section

Rolling out sustainable

development across the core

businesses" section

"Corporate" section Measure, manage

and report

73


Aware of the strategic value of sustainable development for Eiffage's businesses, theManagement Board decided in 2005 that the Sustainable Development department wouldreport to it directly.

Sustainable Development department The Group's Sustainable Development department:Reports to the CEO with effect from July 2011, followingthe change in governance,Sits on the Group's Management Board, which meetseight times a year,If requested by the CEO, attends meetings of the Group'sExecutive Committee comprising the Chairman of theBoard of Directors, the CEO, the CEOs of the various divisions, the Deputy CEO in charge of Concessions andthe Finance Director.

This department, which has a staff of nine, is supported by a dedicated network of correspondents in the management teams at division and corporate levels.It produces the Group's two-year sustainable developmentaction plans in conjunction with the divisions, which implement them in a manner appropriate to the specificfeatures of their respective businesses.

The department is organised as four sections:

The "Corporate sustainable development" section,works with the divisions to organise Eiffage's sustainabledevelopment policy and reporting arrangements for theinitiatives in the corresponding action plans. It managesrelationships with external partners (industry associationsand interest groups, higher education and research part-ners, corporate responsibility ratings agencies, ...), in particular via consultation processes. In addition, the Sustainable Development department's initiatives inareas – such as sustainable development managementtools and expertise and watch services relating to envi-ronmental regulations – are rolled out to all Eiffage Groupbusiness units by this section.

The "Anticipating the consequences of climatechange" section focuses on adapting to restrictiveenergy and climate contexts that potentially threaten thesustainability of the Group's businesses. Its activity centres on the "Phosphore" forward-looking sustainableurban development research project, which adopts asystemic approach to sustainable cities and promotesthe development of low-carbon methods and technolo-gies, and/or all-renewable energy solutions.

The "Strategic tenders" section incorporates all aspects of sustainable development into tenders relatingto major linear infrastructure projects (such as road bypasses, motorways and high-speed rail links) and largefacilities such as universities, hospitals and sports venues.

The "Rolling out sustainable development across thecore businesses" section rolls out social and/or environ-mental expertise and innovative solutions developed bythe Phosphore project or for strategic tenders. The roleof this section is to provide support to the operationalbusiness units.

The sustainable development networkThe Sustainable Development department coordinates a network of sustainable development directors and managers. This network consists of:Two sustainable development representatives per division,One corporate Purchasing Coordination representative, One corporate Human Resources representative.

The action plans devised by the network, which meets fourtimes a year, are implemented very effectively via the division-level purchasing, environment, quality and humanresources networks, which channel the efforts of the relevant regional managers.

Putting sustainable developmentcentre stage

HOW THE SECTIONS INTERACT

74


Implementing Quality, Safety and Environmental certification processes is a shared objective for all Group divisions.The table below shows the progress achieved over the past three years in terms of certification,with sales by certified companies expressed as a percentage of total sales.

Certification

Percentage of sales with ISO 14001 certification

2009 2010 2011

75.58 100 100

Quality, Safety and Environmental certification

APRR

2009 2010 2011

NC 0 0

Clemessy

2009 2010 2011

69.90 91.99 92.46

EiffageConstruction

2009 2010 2011

8.47 12.66 20.04

Metaldivision

2009 2010 2011

71.53 77.90 77.07

EiffageÉnergie

2009 2010 2011

24.02 82.20 96.60

EiffageTravauxPublics

Percentage of sales with ISO 9001 certification

2009 2010 2011

100 100 100

APRR

2009 2010 2011

98.66 98.51 96.66

Clemessy

2009 2010 2011

90.97 97.58 94.62

EiffageConstruction

2009 2010 2011

64.70 84.68 87.61

Metaldivision

2009 2010 2011

83.37 81.58 81.81

EiffageÉnergie

2009 2010 2011

91.20 94.80 95.90



Percentage of sales with safety certification

2009 2010 2011

0 0 0

APRR

2009 2010 2011

54.86 59.83 40.34

Clemessy

2009 2010 2011

47.77 64.02 69.96

EiffageConstruction

2009 2010 2011

50.31 45.11 63.09

Metaldivision

2009 2010 2011

33.63 36.37 40.84

EiffageÉnergie

2009 2010 2011

12.40 11.70 28.40


Note that, where percentages have decreased, this is not due to a loss of certification, but to strong sales growth in activities that have not been certified.

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Eiffage’s efforts to incorporate sustainable development into its businesses mean buyers willhave to fully accept its sustainability expectations and requirements and apply them at everystage of the purchasing process.Suppliers and subcontractors, who contribute to innovation and the Group’s value (some 50%of its revenues), act as catalysts driving the sustainable development policy.

Organisation and guiding principles

Since 2007, the Corporate Purchasing Coordination department has been responsible for making purchasescommon to all divisions, coordinating their activities, ensuring consistency and strengthening the purchasingfunction. Its major objectives are to provide the Group witha consistently strong purchasing performance, to supportthe continuing improvement of practices and to conveyEiffage’s values in its relations with suppliers (650 underframework contracts).

A “Purchasing Code of Conduct” was created in 2009, followed in 2010 by the publication of the “Eiffage Responsible Purchasing Policy”, which now guides the businesses’ purchasing strategies.

The policy mainly focuses on:

professionalising the purchasing field,

developing lasting relationships with suppliers and subcontractors who share Eiffage’s environmental, social and civic values, with a special focus on relationswith SMEs and local players,

expanding responsible purchases in the areas of work integration and disabilities.

The divisions’ Purchasing Departments tailor the policy totheir areas of responsibility and set priorities. Some havecreated a charter signed by suppliers working under a framework contract (Metal Division, Eiffage Travaux Publics and Clemessy).

The divisions’ purchasing network comprises nearly 200professionals. To sharpen their responsible-purchasingskills, they have access to a knowledge base published bythe firm Achats Concept Eco, which helps them preparefor meetings by providing an understanding of sustaina-bility issues related to purchasing families, well-knowntools and the market's maturity.

2011 activities

PROFESSIONALISATION AS A CATALYST FOR PROGRESSThe training programme launched in 2010 by the Purchasing Coordination department continued in 2011,notably with APRR’s year-end introduction of a modulewith a “carbon” component. For its part, Eiffage Construc-tion sought to enhance its purchasing expertise as part ofits 2011-2013 purchasing policy by providing buyers withan average of two job training modules per year.

Responsible purchasing

Electric vehicle in use at the Fos-sur-Mer plant (Eiffage Construction Métallique).

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LASTING RELATIONSHIPS AND SHARED VALUES

Responsible purchasing gives top priority to partner-ships. An assessment of suppliers’ social and environ-mental responsibility is a prerequisite for entering into a long-term relationship. Current tools have already enabled the Group to assess 200 strategic suppliers, andthe divisions’ Purchasing Departments plan to expandthe programme to regular suppliers. At APRR, key suppliers have been identified and their CSR assessmenthas been scheduled for 2012.

Eiffage Construction has made innovation a driving forcein developing relations with its suppliers. The PurchasingDepartment has set up a process for collecting innova-tive suggestions from vendors. The long-term goal is tofind a solution within an average timeframe of less thansix months.

COMMITMENT TO WORK INTEGRATION AND DISABILITYPROGRAMMESThe divisions carried out numerous activities in 2011 insupport of the supported employment sector.

Eiffage Construction, for example, made a large volumeof purchases (¤584,000) from this sector and encoura-ged this type of subcontracting in areas other than traditional supply contracts, particularly in the trades,such as masonry, plastering and painting. In addition,subcontracting to the supported employment sector isone of the five components of the division’s disabilitypolicy.

The services used by Eiffage Énergie include cleaningwork clothes, removing festive lights, pre-wiring electrical cabinets and managing registration books forthe head office’s car fleet. In early 2011, the divisionproactively sought to double the revenue generated byservices contracted out to the supported employmentsector.

At its head office, the Metal Division has undertaken several initiatives in partnership with work integrationorganisations, including the creation of an ironing andtailoring service with Secours Emploi, groundskeepingby a company in the supported employment sector, andcleaning of company and staff cars by young people in a work integration programme..

CARBON REDUCTION COMMITMENTSince 2008, the Group has conducted an ambitious vehiclepolicy in support of sustainable development, such as set-ting CO2-emission rules for its car fleet. The key feature isan average CO2 reduction of nearly 12% from 2009 to2011.Electric vehicles have been tested for two years (see p. 102), especially this year as part of the Save (SeineAval electric vehicle) project carried out by Renault and itspartners.

IN ACTIONA most unusual visit On Tuesday 18 October, some 20 adults and social workers from the “Les Papillons Blancs” ESAT(sheltered workshop and social service agency for the disabled) visited APRR’s logistics centre inBeaune. These adults collated “Lettres Max” (express post) during the summer period, and thecentres’ team wanted to show them how important their work was to the coding process for onlineordering of toll collection badges.

Group Values

77

78


Eiffage’s “Ethics & Commitments” guide seeks to bring together all aspects of the Group’s ethical approach andmake it as transparent as possible.

This document, which lays out the values, rights and dutiesapplicable to each employee, is available on the Group’s intranet and web sites. It is also regularly distributed duringCREF sustainable development training seminars (see p. 86). The “Ethics & Commitments” guide addressesthe following subjects:

since 1991, Eiffage’s Charter of Values and Mission Sta-tement has served as a common, unifying foundation forthe entire Group. The values expressed, which were reaf-firmed and updated in 2008, underlie all of Eiffage’scommitments to its internal and external stakeholders.

fair competitive practices and fraud prevention,

respect for people,

respect for suppliers,

environmental protection,

highlighting of the Group’s national and internationalcommitments,

safeguards.

Strong, lasting values fosteredby General Management

Ethics & Commitments Guide(www.eiffage.com)

By joining the Global Compact, Eiffage made a commitment to address, disseminate and advance the UN’s major principles: upholdthe freedom of association and the effective recognition of the rightto collective bargaining; uphold the elimination of all forms of forcedand compulsory labour; uphold the effective abolition of child labour;and eliminate discrimination in respect of employment and occupation. Moreover, nearly all countries in which the Group operateshave ratified the International Labour Organisation’s fundamentalconventions.Eiffage is fully committed to ensuring compliance with these rules.

COmmITmeNT

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Sustainable development GROUP VALUES

A robust mechanism that survives short-lived fads and stands the test of time, employeeshare ownership remains the bedrock of the Group’s corporate culture.Owning more than one quarter of the capital, employees are living proof of the solid mutualtrust built up between all socio-professional categories and generations.

From 21 March to 4 April 2011, all Group employees withthe exception of those working at Clemessy – were, aseach year, invited to subscribe to shares in Eiffage 2000,the open-end employee investment trust (Sicav d’Action-nariat Salarié - SICAVAS).Their investment was facilitated by:

a matching contribution (limited to ¤4,680 this year) representing:- 25% of any profit-sharing funds invested; and- 50% of any other contributions (funds from incentiveor personal savings schemes or reinvestment of available shares).

the option of spreading out payments over 12 monthswhile still taking advantage of the 50% matching contribution.

Employee share ownership in 2011 Last year marked the twentieth anniversary of employeeshare ownership in the Group, and the success of this initiative has not let up. Despite the difficult economicconditions, employees remain as committed and as confident in the Group as ever: in 2011, 28,000 employees, representing more than half the eligible workforce (53%), subscribed ¤142 million (more than in 2010). Currently, 85% of employees in France are shareholders of Eiffage and own more than 26% of the capital. This situation is unique in France, and the Groupwill draw strength from it for many years to come.

Employee share ownership, a sustainable choice

2011 subscribers

Total number: 28 227 in 2011(2009: 32,700, 2010: 29,144)

New: 1 362 in 2011(2009: 7,093, 2010: 4,095)

Breakdown of new subscribers

Workers: 618 in 2011(2009: 4,339, 2010: 2,283)

Managers: 300 in 2011(2009: 768, 2010: 1,107)

Technical, clerical and supervisory staff: 444 in 2011(2009: 1,986, 2010: 705)

Investment by funding source

In millions of euros 2011 2010 2009 2008Employee contributions 13 12 8 18Company loans - - - 4Plan 12 10 10 9 11Incentive scheme 29 31 38 40Profit-sharing scheme 21 21 21 58One-off bonus - - 22 -Reinvestment 27 24 20 20Matching contribution 42 43 52 45Total 142 141 170 196

Investment by division

In millions of euros 2011 2010 2009 2008APRR 16 15 17 20Eiffage Construction 47 46 53 64Eiffage Travaux Publics 39 39 48 53Eiffage Construction Métallique 7 6 7 4Eiffage Energie 31 33 43 53Head Offices 2 2 2 2Total 142 141 170 196

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In a sluggish economy, the divisions have sought to maintain their youth hiring andretention initiatives, while retaining current employees with an active training policy.

An alternative path to recruitmentThe divisions’ recruitment strategies are based on ongoingprogrammes approved by their general managements.They involve: hiring more young people by diversifying recruitmentsources and improving new employee orientation,

making the recruitment process objective to ensure diversity and equal opportunity,

fostering long-term employment through, for example,internal mobility,

retaining and accommodating disabled and senior employees,

hiring hard-to-place individuals by providing back-to-work programmes.

YOUTH EMPLOYMENTThe divisions have been offering an increasing number ofinformation and education programmes to attract studentsto their job opportunities. These include partnerships withschools, career exploration events and the use of apprenti-ceship and work-training contracts (see p. 85). In 2011, forexample:

The Metal Division participated in more than 25 careerfairs, and internships and work-training contracts accounted for 25% of its new hires.

Eiffage Énergie enjoys a partnership with ESIGELEC engineering school in Rouen. The division helps train students and adapt coursework to market needs, whilethe school advises the division on its hiring of interns andapprentices and informs students about the company.

Eiffage Construction sponsors certain schools and training programmes, such as INSA in Rennes, Ecole Centrale in Paris and ESITC in Cachan, allowing studentsto combine an internship or final thesis with an operational project at the division.

At the end of the year, engineering students studying sustainable development and building at the Ecole Centrale in Paris visited Eiffage Construction’s GalerieArtem construction site in Nancy. The works team described the site, construction techniques and trades,while the head office’s recruitment department explainedthe division’s organisation and internship opportunities.

Hiring and retention

IN ACTIONJobZone and Job Academy: paving the way to secure employmentOn 20 May 2011, Eiffage, represented by its Construction, Travaux Publics and Énergie divisions, participatedin the Neuhof job fair (“JobZone”) in Strasbourg. This unique career fair brought together more than 50 companies and many public agencies in the region, giving over 500 job seekers an opportunity to meetwith recruiters. The event is expected to be held in other cities as well.Eiffel Industrie joined the “Job Academy” project, created in Saint-Nazaire in early 2011. The goal is to makeit easier for residents of disadvantaged neighbourhoods to find secure jobs by giving them an opportunity todevelop a network, with the support of an employee from a local partner company who acts as a mentor.

Engineering students from the Ecole Centrale de Paris at the Artem construction site(Eiffage Construction Nancy and Eiffage Construction Métallique Ouvrages Spéciaux).

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EQUAL OPPORTUNITYThe divisions have all made a commitment to ensure diversity and equal opportunity during the recruitmentprocess. Numerical hiring goals now apply to young peoplefrom underprivileged neighbourhoods, women in operational positions, and older and disabled employees.Adopted in 2009, the Group policy that proactively supports employing people with disabilities played a particularly active role in 2011. It seeks to change employee attitudes toward the disabled and promoteconditions favourable to their hiring and retention.

TACKLING JOB INSECURITYThe divisions try to limit the use of temporary workers andalways seek alternative solutions, such as internal transfersand organisational and planning efforts.

WORK INTEGRATION: A PATH TO EMPLOYMENTEiffage has traditionally viewed temporary employment asan entry point into the company, the first step of a comprehensive process leading to fixed-term or permanent employment. Intended for the long-termunemployed and at-risk youth, this programme has built-in safeguards since the company can evaluate thecandidate on the job.Eiffage long ago formalised its commitments, largely bycreating charters (equal opportunity, apprenticeship andcorporate diversity charters) and adhering to the “Plan Espoir Banlieue” of 2008 (a pledge to hire 3,000 youngpeople from underprivileged neighbourhoods in threeyears). In addition to this overall policy, the Group practicesan active work integration policy, which serves as an effective recruiting tool:

Partnerships with educational institutions, including apprentice or adult training centres and general or voca-tional secondary schools. The École de la DeuxièmeChance (Second Chance School), for example, createdby the City of Paris in partnership with Eiffage, helpsyoung people who have dropped out of school developthe qualifications they need for skilled employment.

Active partnerships with local work integration organi-sations, including Pôle emploi, Mission Locales andAFPA. Local worksite-related projects are conducted,with goals often exceeding the minimum requirementsin the public procurement contracts’ labour clauses.

Financial support and active participation in the CREPIs(Regional Work Integration Clubs), which take practicalsteps to help marginalised populations enter the workforce and play a leading role in local public policiesrelating to employment, social cohesion and urban development (see p. 94).

Actively supporting work-training and in-house trainingprogrammes (see p. 87).

2011 REVIEWThe Group maintained a consistent level of recruitment in France, hiring 5,200 employees, including nearly 1,500 young people under the age of 26.

IN ACTION6th annual “Carrefour des Jeunes” youth forumSome 400 young people gathered on 4 November 2011 to mark the grand finale of their comprehensive orientationperiod at the Group, featuring training courses, seminars andlong-term mentoring.The Carrefour des Jeunes, held each year for young Eiffagemanagers, provides an opportunity for new employees to discuss the Group’s activities and values among themselvesand with their managers.

Employee handbooks describe our divisions’ values,our organisation and our businesses.

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Integrating young hiresAll the divisions provide comprehensive orientation programmes in addition to orientation days, employeehandbooks and seminars. They rely on a network of in-house trainers and trained mentors (2,378 active men-tors at end-2011), who work with new employees as theyassume their responsibilities. Twenty young Metal Divisionengineers, for example, took part in the eighth and ninthorientation and work-training programmes set up by thedivision. Over a six-month period, these young peoplewere introduced to the Goyer plant, the Lille Métropolestadium worksite and the Fos-sur-Mer plant as part of theprevention module and the division’s business approach.

Saving jobsPallier le caractère irrégulier des activités, favoriser l’évolution des salariés vers des postes disponibles, créerune culture commune par l’échange de personnel entre les entreprises, sont autant d’objectifs forts qui guident leGroupe dans son action.

In particular, the divisions carry out job retraining policiesin line with changing markets, skills and physical abilities.Examples:

training is provided to improve worker qualifications.Thirteen workers at Eiffage Construction’s Notre Damede Gravenchon site, for example, took a nine-modulecourse on basic formwork skills from September to lateNovember 2011.r),

job retention of the most vulnerable employees is oneof the disability plans’ objectives that local disabilitycoordinators are responsible for promoting.

Internal mobility: one solution Job and geographic mobility are a vital necessity and beneficial for both companies and employees, with skillenhancement, career advancement and with job vacanciesfilled by qualified staff. Since 2010, the divisions have alladopted mobility policies that standardise practices, specify the conditions for transferring employees andguide them through the process.

And they all follow the same guideline: all qualificationsbeing equal, internal applicants receive priority consideration.

“Human Resources and Labour Relations” guide (www.eiffage.com)

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Protecting employees’ health and physical well-being has long been a value stronglypromoted by the Group.Our strict prevention policy has been expanded and strengthened over the years.All the divisions are driven by three key factors: training, innovation in the areas of equipment and processes, and the sharing of best practices.

A common culture based on bold policies In addition to compliance with regulatory requirements,APRR promotes risk prevention every step of the way. It strives to develop a safety culture by making sure that allemployees adopt behaviours that limit day-to-day risks.Eiffage Construction also advocates comprehensive prevention. The division has made “zero tolerance” its motto, an attitude that encourages it to promote suggestions for improving safety and discourage attitudesthat ignore risky situations.In the Metal Division, prevention is based on the ambitioustarget of obtaining MASE certification for all its businesses.The MASE label is awarded for effective safety manage-ment centred on a continuous improvement approach.Eiffage Énergie conducts a prevention policy based on involving the entire management team and continually improving behaviours by adopting a permanent preventionand safety culture. To that end, each regional departmentimplements a specific prevention action plan.Clemessy’s safety programme addresses all risks, includingthose related to lifestyle. In its QSE manual, the division advocates the same uncompromising approach to the failure to wear personal protective equipment.

Training and information: two pillars of an effective safety programme Educating and training employees is the key prerequisitefor achieving the major objective shared by every division:“zero accidents”. The divisions carry out targeted awareness-raising activities and training programmes forall employees, regardless of their level of responsibility ortype of contract (fixed-term, permanent or temporary).Examples:

prevention training for Eiffage Énergie’s site and othermanagers and VigiAttitude training for each business’semployees,

obligation for everyone at Eiffage Construction to taketraining courses chosen by the prevention department,

safety training required as part of APRR employees’orientation process and quarterly in-house informationcampaigns,

comprehensive safety training process at Eiffage Travaux Publics, including basic safety skills.

Protection, a basic step

IN ACTIONDaily well-beingIn addition to targeted prevention and safety efforts, the divisionstake wider personal-health measures both within and outside theworkplace. APRR Rhône’s “Vis ta mine” group, for example, hasdeveloped a health prevention programme focused on diet, sleep,addictions, lifestyle and, more recently, counterfeit medicines.The Eiffage Énergie Postal unit, part of the regional Export andSpecialities department, conducted an educational campaign onnutrition and eating habits.The Eiffage Énergie and Clemessy Export and Specialities departments have concentrated on addiction to alcohol and other psychoactive substances.Lastly, Eiffage Travaux Public is developing a comprehensivehealth protection project called the “Workplace Health Plan”,which promotes initiatives that employees’ can take in their personal lives to protect their health.


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A winning combination of good tools and best practicesThe divisions are investing in equipment to improve work-place safety (and in some cases innovating by designingthe appropriate equipment). Equipment use and employeebehaviour are subject to strict procedures. For example:

Eiffage Construction distributed a list of approved shoring towers and guard rails to its regional divisions,together with new guidelines for the use of such equipment.

APRR automated the collection of takings from its tollstations on the A406 and A432 motorways. It also designed a system of self-sealing hatches for tunnels,which won an Eiffage Innovation Award in the "Technicalimprovements in the field" category.

Journeymen working for Eiffage Travaux Publics nowperform warm-up exercises before starting their shifts.The division also designed an "active jig" to prevent collisions between raised dump-truck skips and bridgesor power lines; this invention also won an Eiffage Innovation Award in the same category.

Sharing and improvingThe Group and its constituent divisions share safety-related best practice via internal competitions such as theEiffage Innovation Awards and the operating and risk prevention ribands awarded by APRR and AREA.A number of dedicated knowledge-sharing tools are alsoused, including Clemessy's "QSE kiosk", Eiffage TravauxPublics’ risk prevention feedback forms and "accidentnewsflashes", Eiffage Énergie’s incident forms and localrisk prevention initiative forms, and Eiffage Construction'snational risk prevention baseline.

Situation at the end of 2011The action taken by the divisions paid off, with nearly allachieving a decrease in lost-time injury rates. The Group'saccident frequency fell to 16.94 from 18.78 in 2010. Theseverity rating was 1.08, marginally higher than the 2010figure of 1.06. Regrettably, the Group experienced threefatal accidents in 2011.

Other results:

The agreement on preventing stress and psychosocialrisks signed in 2011 covers the whole Group apart fromAPRR and AREA, which already have their own agreements.

All divisions have introduced initiatives to assess and mitigate "arduous work". In particular, Eiffage Énergie hasdrawn up an "arduous work" blueprint, and APRR and AREAhave both produced "arduous work" action plans.

Clemessy achieved its goal of substituting 80% of carcinogenic, mutagenic and reprotoxic (CMR) products.

Eiffage Construction rolled out its annual Risk Preventionplan across all regional divisions.

All regional divisions of Eiffage Énergie produced a Safety action plan.

Nearly two-thirds of the Metal division's businesses haveobtained MASE certification.

APRR began to implement a new Safety action plan attoll barriers.

24% of Eiffage Travaux Publics labourers and forementook "SMS2", the new, enhanced version of the division'sbasic safety training course.

Focus of the 2012-2013 action plans As in previous years, training was the cornerstone of thedivisions' action plans.The issues of arduous work and psychosocial risks werealso highlighted.

"Human Resources and Labour Relations" and "Targets and Assessments" guides (www.eiffage.com)

SEE ALSO...

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Continuing vocational training is an effective means ofmeeting employees’ career development goals, improvingtheir skills and expanding the Group’s expertise, while retainingstaff as well.

By giving priority consideration to its own employees, the Group fosters their ongoing career development and“employability” regardless of their initial training.

Policies and organisations in support of shared successIntegrating new hires, fostering employee development,supporting change and mobility, and guiding managerialcareers and Group-wide projects, such as those related toDEOAP (Diversity & Equal Opportunity Action Plan), the divisions’ human resources departments conduct policiesconsistent with programmes developed in previous yearswhile also responding to new realities, such as emergingtechnologies, market trends, staff turnover and a changingage pyramid. Their training courses, provided by specialistorganisations, are designed to be user-friendly.

Since 2009, for example, Clemessy has been conducting a“career development programme” that seeks to assess skillneeds and identify employees who require training. Its “Institut des métiers” trains over 1,000 employees annually, from operators to managers. APRR bases its programme on topic-specific “training kits” covering management, workplace prevention and safety, the environment and project implementation.

Training, acting responsibly for the benefit of us all

FOCUS ONAcquiring a professional degree or certificate through job experience (VAE)

Under VAE, non-degreed or uncertified employeeswith at least five years of experience in the samejob are eligible to take the level-5 exam (the equivalent of a CAP: vocational aptitude certificate).In 2011, 11 Eiffage Construction Côte d’Azur masons and formworkers enrolled in this programme and received diplomas.

2011 Review In addition to safety training and work-training courses,the divisions’ training plans in 2011 again mainly focusedon enhancing knowledge and skills, through qualificationcourses whenever possible. With the exception of EiffageTravaux Publics and Concessions, fewer training courseswere held.

Training programme (expenditures as a percentage of payroll.)

2010 2011APRR 3.95 3.69Clemessy 3.77 2.38Concessions 1.27 2.16Construction 2.6 2.39Métal 2.01 1.67Énergie 2.82 2.3Travaux Publics 1.53 1.85Holding 3.25 2.88

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TRAINING OF CONSTRUCTION-SITE STAFF: A VARIETYOF CHALLENGESA wide range of efforts are involved in training construction-site staff, from required safety training toskills enhancement, using a certificate course if possible.Examples:

The divisions make every effort to offer their employeestraining programmes leading to qualifications, such asdiplomas and certificates. Clemessy, for example, hasdeveloped various vocational programmes, such as:

• “foreman” training leading to a CQPM (metallurgical industry qualification certificate) as “independentteam manager”, equivalent to a Bachelor’s degree andawarded by the UIMM (Metallurgical Industry andTrade Federation)

• “project manager” training leading to a “project manager” university degree awarded by the Universityof Haute-Alsace.

At Eiffage Construction, the team leader, an essential linkbetween the workers and corporate management and akey player in risk prevention, structural quality andhuman relations at the site, can take advantage of targeted training in the areas of management, prevention, organisational issues and the team leader’srole within the management structure. In 2011, 200team leaders participated in these courses.

AREA acquired a simulator that helps operators at theoperating and traffic safety centre gain a better understanding of motorway infrastructure and its specific characteristics. The division also provides motorway job training for its road crews, which coversmoving around safely on motorways and at toll plazas,handling conflict or traumatic situations, operatingconstruction equipment and transporting hazardousmaterials.

MANAGEMENT TRAINING: A VITAL NECESSITY The Group meets its managerial training objectivesthrough two major in-house programmes:

The Eiffage Regional Training Centres (CREFs), whichopened in 2005, provide essential training to managerialstaff in key areas such as management, labour relations,the legal environment, financial management, sustainabledevelopment and trade. A total of 2,745 managers completed the training in 2011.

The Eiffage Institute, a corporate university created inpartnership with ESSEC business school, has trainedmore than 250 high-potential managers during a flex-time, MBA-equivalent programme since its inception in 2003.

All the divisions also offer their own management trainingprogrammes, among them:

APRR, with its “Rendez-vous du Management”, a programme that supplements the division’s traditionalmanagerial training, with more than 180 managers signing up for at least one of the eight seminars on innovation and current topics of managerial interest.

The Metal Division, which offers six two-day trainingcourses for its engineers, contract managers, productionengineers and works foreman, held jointly with a trainingorganisation.

NewS ANd NOTeSBEGI, the academic chair in biodiversity, environment and large infrastructures devoted to the interaction between biodiversity protectionand the design, construction and operation of major infrastructures, offers a yearly 395-hour diploma-granting training programme to 25 students, including 10 Eiffage employees (see page 105 and the “Environment” guide).

Eiffage Institute, class of June 2011.

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WORK-TRAINING AND IN-HOUSE TRAINING PROGRAMMES: ON THE PATH TO PERMANENT EMPLOYMENTIn 2011, as in previous years, Eiffage helped several thousand inexperienced young people and low-skilledadults to obtain a diploma that will open doors to a lastingjob providing entry (or re-entry) into the workforce. At end-2011, there were 2,396 participants in work-training programmes among the total workforce. It shouldbe noted that work-training participants with disabilitiesand adult job seekers take the same training with the sameinstructors.

In order to attract candidates, the divisions held more career-exploration programmes for young people by, forexample, participating in “open days” at institutions thatprovide relevant training and developing twinning pro-grammes with secondary schools. In 2011, 3,522 peopletook advantage of job training opportunities at the Group.

Some divisions decided to open their own training centres.One example is Eiffage Travaux Publics, which now haseight such centres that each train 10-45 people annually,with an exam pass rate of more than 75% and a hiring rateof up to 90%.

BASIC TECHNICAL KNOWLEDGE: THE PRIMARY KEY TOCAREER ADVANCEMENTCareer development and a command of essential safetyskills first require a good knowledge of the basic tools ofthe trade. Strengthening these skills is therefore a key goalfor several reasons. Examples include:

Eiffage Construction developed “Phidias”, a multimediaeducational tool designed for blue-collar and white-collar workers taking continuing vocational training and self-training programmes who wish to learnmore about methods for building structural works,

Clemessy set up advanced training programmes on usingIT tools that focus on their basic functions (Windows environment, Internet environment, e-mail, Word andExcel).

2012-2013 priorities All the divisions are again offering training courses in support of their safety action plans. These courses implement the Group agreement on preventing stress andpsychosocial risks by training the members of the healthand safety committees.The action plans address all aspects of the responsible development of both employees and companies, includingtraining staff in emerging issues (new materials, energyand specific sectors, such as pharmaceuticals and aeronautics) and new technologies; operationally applyingthe Group’s diversity policy; raising employee awarenessof psychosocial risks; integrating young hires; and makingsure employees fully understand the relevant regulations.

Guides: “Human Resources and Labour Relations” and “Objectives and Assessments”(www.eiffage.com)

COmmITmeNTA long-term effortEiffage Énergie has been partnering with the Drancy office of AFORP (Paris Region Association for Training and Development of Industrial Company Staff) for 22 years. This partnership involves an annual work-training programmefor some 50 young people seeking vocational and advanced vocational certificates (CAP and BTS) out of 85 apprenticesthat Eiffage Énergie hires in the Paris region each year. Over the past five years, 100% of the trainees have successfullycompletely the programme and the division’s retention rate has been 70-80%.

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With over 100 nationalities identified at the Group, social diversity is not only the rule but anindisputable fact.The diversity principle, which has been accepted and reaffirmed since Eiffage’s first Charter of Valueswas published in 1991, is part of a larger objective: ensuring equal opportunity for all Groupemployees without discriminating on the basis of gender, age, national origin, religion, social class or health status.

A long-term commitmentIn recent years, Eiffage has been working to create a sustainable culture of diversity within the Group. Buoyedin 2010 by the deployment of the Diversity & Equal Opportunity Action Plan (DEOAP), Eiffage remains mainlyfocused on boosting its efforts across the board and standardising its practices.

Management training takes prioritySince 2010, a CREF management training module (see p. 86) completely devoted to managing diversity andequal opportunity has been regularly offered during Eiffage’s regional training seminars.In addition, diversity and non-discrimination receive significant attention in seven other modules: Annual performance review, Management levels 1, 2 and 3, Labour Relations levels 1 and 2, and Job interview. Theseall serve as “booster shots” to regularly remind managersof the key principles.

DEOAP: a programme implementationtool The DEOAP, which encourages the divisions to implementproactive policies, breaks down commitments into cross-divisional or topic-specific measures.The Group continually monitors priority aspects of the plan:

work-training programmes and support,

diversity in the hiring process,

educating staff about diversity management objectivesand training,

promoting gender equality,

providing basic skills training,

managing career development, including job retention.

Taking stock at year-end 2011 GENDER EQUALITY MAKES GRADUAL PROGRESSMost of the Group’s occupations have traditionally beenmale-dominated. The divisions, however, have been hiringmore women (up 750 in 2011) and the rate of female employment has risen by 0.26%. A large number of targeted action plans and company agreements, togetherwith performance monitoring indicators, address genderequality in the areas of remuneration, promotions, trainingand career development.

Diversity Wide-open opportunities

COmmITmeNTNo discriminationWith a clear picture of its staff’s wide diversity, Eiffage gears its policies towards equal opportunity. That does not mean, however,that it intends to establish positive discrimination. This issue, whichwas raised when the Group made a commitment to young peoplefrom disadvantaged neighbourhoods in 2008, has been decided:hiring is based on equal skills.

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DISABILITIES: CHANGING ATTITUDES AND PRACTICES Through specific action plans or agreements signed withAGEFIPH (Interregional Support Services for Visually Impaired Adults), the divisions have been basing their efforts on five priorities:

educate all employees about disabilities,

create a network of regional coordinators,

develop external partnerships to support job retention,

create more job opportunities for people with disabilities(90 hired in 2011),

expand cooperation with the supported employmentsector.

SENIORS: ROLLOUT OF ACTION PLANSAll of the divisions have continued rolling out their senioraction plans, which focus on shared priorities: skills enhancement, career development, retirement planningand skills transfer, especially through mentoring.One of the priorities implemented was the introduction ofa mid-career assessment by trained staff.

AND THE CONTINUING STRUGGLE AGAINST ILLITERACYA lack of basic literacy skills is not only an obstacle to socialintegration and career advancement, but also a risk factorin jobs where understanding instructions is an essential requirement, especially when it comes to safety.The divisions affected by this issue have largely continuedtheir efforts to identify the employees concerned and toimprove their basic skills.

2012-2013 action plansConsolidating achievements and reaching new heights: allthe divisions continue to include initiatives to promote diversity and equal opportunity in their action plans, withrenewed and even greater commitment.

IN ACTIONA new way of conveying the message During national disability week in the autumn of 2011, APRR launched a postercampaign called “Leur différence, ce n’est pas leur handicap” (Their disability isnot what makes them different). One poster features six employees whose disability,which is not visible, raises the question of what really makes people different. Their name, job title and special qualities, such as “uniter”, “astute”, “friendly” and “attentive”, appear under their photographs.The campaign included a brochure with information about disabilities, the company’s policy, job retention and recognition of the disabled worker’sstatus.

Guides: “Human Resources and Labour Relations” and “Objectives and Assessments”(www.eiffage.com)

IN ACTION“Bridges” for all With the knowledge gained from a successful experiment in 2010 in the Centre Est region, Eiffage Énergieexpanded a French-as-a-foreign-language and illiteracy programme to the employees of all Group divisionsin early 2011.Called “Bridges”, this programme seeks to teach and improve basic skills, including arithmetic, oral expression,reading and writing. Employees can ask to take this voluntary 112-hour course. In 2011, 118 employees participated in the training.

Bridges – Learn or brush up on reading, writing and arithmetic

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Eiffage seeks to develop ongoing social dialogue based on responsiveness and respect forothers. In France and the Group’s countries of operation, staff representative bodies havebeen set up and operate in compliance with current regulations.

A draft agreement for the EuropeanWorks CouncilIn March 2011, General Management and all trade unionssigned a draft agreement on renewing Eiffage’s EuropeanWorks Council.Planning ahead, they incorporated new EU rules from European directive 2009/38/EC of 6 May 2009 into theagreement even before it was transposed into French law.In particular, the new agreement redefines the conceptsof “information” and “consultation” as they apply to European Works Councils and specifies their responsibili-ties in relation to national bodies.The rule providing for two annual meetings was retained.

“PSR” agreement After a preparatory work phase with ANACT (NationalAgency for the Improvement of Working Conditions), a stress and psychosocial risk prevention agreement wassigned on 16 May 2011.The three-year agreement represented the first step in adivision-wide programme (with the exception of APRR andAREA, covered by their own agreements) with long-termaims.The agreement was presented to all Works Councils, Euro-pean Works Councils and health and safety committees toensure a wide distribution of its contents and objectives.A Group monitoring committee and monitoring groups ineach division will be set up to oversee its implementation.

An ever-thriving social dialogue

FOCUS ONDetails about the psychosocial risk agreementPlaying a key role in the programme, the health and safety committees will track the indicators specified by theagreement on an annual basis. This will give them a clear picture of the risk conditions, enabling them to identifydifficult situations as early as possible.Moreover, in order to completely fulfil their mission, the committees will appoint one of their members as a coordinator, who will receive special training on the issue of stress and psychosocial risks. The company will fundthis two-day training course.The agreement also states that work is a factor to keep in mind in the prevention of stress and psychosocial risks.To that end, 15-minute sessions or the equivalent will be periodically devoted to safety.In the event that stress, discomfort or conflicts in one of the Group’s working units reach a level that cannot bemanaged by the usual regulatory mechanisms, the agreement calls for trying the “situations-problems” analyticalmethod developed by the ANACT network.The agreement also emphasises the important role that managers play in preventing stress and psychosocial risks.Management training currently provided at the CREF seminars (see p. 86) addresses employee well-being in theworkplace. Information about the agreement will be disseminated, and training content will be modified based onfeedback. Training courses for middle managers, conducted at the divisions, will also have to address stress prevention and psychosocial risks. The approach and content will need to be consistent with the CREF trainingprogrammes.

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New measures on arduous work Preventing arduous work gained new momentum in 2011after many years of efforts by the Group, which puts toppriority on health and safety in its human resources policy.The divisions developed new measures with the same objective and approach but tailored to their businesses’operating methods. These measures, which are based onassessments, round out and strengthen initiatives alreadyundertaken.

And more...EXTENSION OF LONG-TERM CARE INSURANCE In 2008, under the terms of a Group agreement, Eiffageset up a health insurance scheme that covers most of itssubsidiaries. Also included is long-term care insurance forretiring employees and their spouses. This cover is basedon a “death and accidental disability” scheme that supplements the current insurance plan.The agreement has been regularly amended to integratenew companies. The most recent amendments were signed in November 2011.

OTHER AGREEMENTSIn all the divisions, social dialogue led to the signing of company- and establishment-level agreements on a variety of issues.The agreements signed after the mandatory annual negotiations and the agreements on employee profit-sharing and incentive schemes played a central role.One significant feature this year: in several divisions, management and labour strengthened the gender equalityagreements that they entered into or renewed.

IN ACTIONA few examplesAPRR-AREA• Renewal of profit-sharing agreements (APRR and AREA)• Renewal of the Employment and Expertise Plan (EEP) agreement(APRR)

• Renewal of the disabled employment agreement (AREA) • Gender equality agreement (AREA)• Psychosocial risk prevention agreement (AREA)

Metal Division • Working hours agreement (SED)• Agreement on expanding health insurance cover (Laubeuf and Sermig)

• Gender equality agreement (Eiffel Industrie)

Eiffage Énergie• Signing of an agreement on the UES (economic and social unit)• Third agreement on the extension of terms of office at the FORCLUMUES (10/03/2011)

• Third agreement on the election of Central Works Council membersand extension of terms of office for certain employee representativesin the FORCLUM UES (12/07/2011)

• Framework agreement on organising voting for Central Works Councilmembers in the FORCLUM UES (12/07/2011)

• Agreement on UES operations (23/03/2011)• Framework agreement on electing employee representatives to theFORCLUM UES (23/03/2011)

• Framework agreement on electing Central Works Council membersto the FORCLUM UES (23/03/2011)

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Smoothing traffic flow, improving access to the regions, developing local heritage assetsand promoting workforce integration of the long-term unemployed: the impact of theGroup’s business activities on regional development and job creation helps drive theregions’ social and economic vitality.

Contributing to regional developmentYear after year, Eiffage’s businesses strengthen the tiesthey have forged with the regions in which they operate.

MOTORWAYS BOOST LOCAL ECONOMYAPRR conducts a proactive regional development policy.In the first half of 2011, motorways and interchanges wereopened that relieved traffic congestion and supported theregions’ economic development by connecting suburbanresidential areas with employment hubs. Examples:

The 12 km A432 motorway (Les Echets-La Boisse)smoothes traffic flow heading towards the Alps from thenorth-east of Lyon.

Opened in March, the Mâcon south bypass (A406) linksthe A40 motorway to the Central Europe-Atlantic Roadand now links up with the A6, which heads south fromMâcon. Eagerly awaited by the region’s residents andcompanies, this 9 km section helps relieve congestion inMâcon’s city-centre and provides direct motorway access to the Aproport commercial port.

SAVING HAUT-SAVOIE’S BIOLOGICAL HERITAGEThe Crêts Blancs service area on the A410 motorway andthe Seynod Sud interchange on the A41 both becamesmall arboretums in the Haute-Savoie region in 2011.The partnership between AREA and the Association desCroqueurs de Pommes de Haute-Savoie (a group that protects local fruit varieties), led to the creation of a 1,000sq. m orchard planted with old local varieties of apples,pears and plums. This site will host various activities, suchas pruning workshops, fruit picking, school outings and aHeritage Day.The Seynod interchange site now features 53 species offruit trees typical of regional orchards, as well as some1,000 trees and bushes, including hazel, ash, alder andmaple, that are conducive to biodiversity.

Supporting regional development

The A406 was inaugurated on 7 March 2011, with Jean-François Roverato,Eiffage CEO, in attendance.

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ASSESSING THE SOCIOECONOMIC IMPACTS OF INFRASTRUCTURES The French Domestic Transport Act (LOTI) of 30 December 1982 requires a regular review of the regionalimpact of major infrastructure projects.Over the years, APRR has set up observatories on the A71,A39 and A77 motorways. Analyses suggest no direct causal effect between local motorway construction andregional development. They do, however, conclude thatlocal actors – in public, private, institutional and businesscircles – play a decisive role in tapping into the benefits of new motorways, by incorporating them into local development plans and programmes.In 2011, APRR also made its expertise available in Senegal,where it is building the Dakar-Diamniadio motorway, by helping to create a dedicated socioeconomic and environmental observatory. Five research reports havebeen completed and will be presented in 2012.

UNIBRIDGE®: RESTORING TRANSPORT LINKS IN COMPLEXSETTINGSSince 2008, Eiffel Construction Métallique has been producing and marketing the Unibridge®, a quick-assem-bly modular bridge designed and patented by Matière. A Unibridge® is a structure made of basic modules measuring 1 m by 11.40 m that can be joined together to widen one lane of traffic into two or to lengthen thespan. The bridges are assembled with metal cylinders,which offer two advantages: fast assembly and zero risk oftheft. The basic modules, which are relatively light at a little

more than 11 tonnes, can be transported on 12 m seacontainers without any additional freight charges and donot require the use of heavy material-handling equipment.A six-member team needs only a few days to assemble abridge, whose carrying capacity meets the major worldstandards for permanent structures.In view of its easy and quick assembly, a Unibridge® can beused in emergency situations as a temporary or permanentstructure. Its proven ability to withstand earthquakesmakes it particularly suitable for seismic zones.

FOCUS ONSeeking to expand the work of motorway observatories in France,APRR conducted a study on the development of business parks served by the network and located near interchanges in both timeand distance (eight minutes).The study, which took place during the economic crisis of 2007-2009,showed that business parks located in the suburbs of a large metropolitan area and close to motorways lose fewer jobs than thosethat are isolated or located in smaller urban areas.

The Crêts Blancs service area (A410) (AREA).

A Unibridge® in the Philippines (Metal Division).

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LOCAL JOB CREATION AND SKILLS TRANSFERThe Metal Division is traditionally the most export-oriented business. Métal “expatriates” put their cutting-edge skills to use and train local staff during large,complex projects (EPR in China, Unibridges® in the Philippines and Iraq, and offshore oil services projects inNigeria and Gabon).

In most case, skills transfer leads to local job creation. Eiffage Construction Métallique and Eiffel Nigeria Limited,for example, won a huge EPCC (Engineering, Procurement,Construction, Commissioning) contract to build a residential compound at the Ofon oil field site operated byTotal off the Nigerian coast. This project represents nearly$140 million and more than one million working hours forthe local community, translating into 500 jobs over 12 to16 months for Eiffel Nigeria Limited and its partners, notto mention their indirect subcontractors.

COMMUNITY OUTREACH: AIDS PREVENTION IN SENEGALSince 2003, Eiffage Senegal has played a leading role inpreventing AIDS, a scourge that still runs rife in many countries. Employees, subcontractors and residents livingnear worksites are educated about this issue in partnershipwith public organisations, such as the CNLS (National AIDSPrevention Council), CNP (National Employers’ Council) andrelevant civil society organisations, such as Sida Service.

During World AIDS Day on 1 December 2011, Eiffage Senegal held information programmes and distributed freecondoms at its permanent facilities and worksites. Resultsfrom the first half of 2011 indicated that 1,015 people received information, 1,309 were tested and 18,500condoms were distributed.

Improving job opportunitiesWORKING ON BEHALF OF THOSE LEFT BEHIND (REGIONAL WORK INTEGRATIONCLUBS)Created in 1993 at the initiative of an Eiffage Constructionsubsidiary, the Regional Work Integration Clubs (CREPIs), anetwork of non-profit organisations, provide assistance tojob seekers each year and bring together more than 1,000member or partner companies of all sizes representing awide range of business sectors. Acting as bridges betweenjob seekers and employers, the clubs aim for secure employment. Providing counselling, career planning, work-training programmes and mentoring, they also involve Group companies, which take a proactive approachto assisting hard-to-place individuals. In 2011, the networkhelped 2,334 job seekers throughout France(www.crepi.org).

WORK INTEGRATION: MEETING OBLIGATIONSThe second phase of the East European High-Speed Lineproject will include a large-scale work integration programme led by Fougerolle Ballot, an Eiffage company.As part of its contract with Réseau Ferré de France, theFrench railway network, the company has reserved morethan 103,000 hours for marginalised individuals. Achievingthis major objective has encouraged the Terrassementsubsidiary of Eiffage Travaux Publics to enter into a majorpartnership with the Sarrebourg Maison de l’Emploi (employment office). After taking a practical test using asimulator, 44 people took a training course on operatingheavy equipment. During the middle of the project, 80 people eligible for the set-aside provision were hiredat the site, bringing total working hours to 70% of the objective.

AND EXCEEDING OBLIGATIONSIn 2011, Eiffage Construction Picardie set an excellentexample with two work integration initiatives:

At the 51st Régiment de Transmission site in Compiègne, 13,000 hours were completed with thehelp of mentors under the set-aside provision (social inclusion and work integration) instead ofthe 3,500 hours required by law.

In addition, six people were hired on a permanent basis atthe Allées de l’Impératrice site, also in Compiègne, eventhough the set-aside provision was not a contract obligation. This programme will be a joint civic initiativeby the company, MEF (employment and training office)and Mission Locale, a local support centre for unemployedyouth.

An activity at the Chateauvillains rest area (A5) during the International Year of Forests.

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The social acceptability of the Group’s activities has now become a necessity. From aproject’s initial design to infrastructure operation, consultation, information transparency andmonitoring are essential to a business’s long-term viability. Understanding our stakeholders,reaching out to the community and preventing any risks arising from mutualmisunderstanding are major challenges faced by our businesses.

Consultation and change in governanceThe Group’s new governance team decided to postponethe consultation and dialogue process with the ScientificCouncil.

2011: Meeting with the communityGiving consideration to stakeholders needs, expectationsand analyses plays a pivotal role in Eiffage’s developmentstrategy. The Group and its divisions regularly improvetheir consultation and communication efforts with a variety of initiatives tailored to local situations.

MAKING PROJECTS “ACCEPTABLE”While Faidherbe Bridge in Saint-Louis (Senegal) was beingrestored to its original appearance, Eiffage ConstructionMétallique teams made a real effort to inform and consultwith local residents to give them a better understanding ofthe type of work being done and the steps being taken tolimit traffic disruptions. The programme not only achievedits goals but also received recognition by being nominatedfor a 2011 FNTP Innovation Award in the “Project Accep-tability” category. (FNTP: an industry association)

External stakeholders, commitments and dialogue

Whether concerning a new link or an exceptional phase ofmotorway operations, APRR regularly reaches out to thecommunity through websites, dedicated e-mail addressesand meetings with local authorities and players. Theseconversations may also lead to changes in the initial project. During new projects, the company initially partnerswith local elected representatives to meet with residents,owners, farmers and businesses in the community andhear their concerns.s…

NewS ANd NOTeSAs part of its sustainable development strategy, Eiffage has been conductingcommunity forums with Comité 21 (French Committee for the Environmentand Sustainable Development) since 2008, with the aim of hearing the expectations and analyses of a representative panel of stakeholders. The lastsession, which was especially productive, took place on 25 March 2010 (see2010 Sustainable Development Report, p. 56), with the Group’s CEO in attendance.The Scientific Committee’s membership and duties are detailed in the "Ethics& Commitments" guide, available at www.eiffage.com.

Reconstruction of Faidherbe Bridge in Saint-Louis, Senegal (Metal Division).

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LISTENING TO CUSTOMERS AND TAKING ACTIONIn 2010, Eiffage Construction management decided to conduct a satisfaction survey among 300 major customers; the results were then analysed and put to usethroughout 2011. Expectations identified by the surveyled to the creation of working groups seeking practical solutions, with a focus on action plans that could be immediately implemented. The issues addressed concerned worksite cleanliness, the fight against undocumented labour, the quality of deliveries and thebuilding familiarisation process.In 2011, these commitments were displayed at all EiffageConstruction worksites in France.

PROMOTING OUR BUSINESSES AND CREATING DIALOGUEMeeting with the community, launching projects and participating in local events give the Group a chance tofamiliarise the community with its activities and attractcandidates to its job opportunities.Eiffage Travaux Publics has been offering local activitiesfor many years. In 2011, these included a visit by secondary school students to a Paris tramway site, a TreeDay event at the Trialsa project in Spain and a guided tourfor children to the Val d’Agenais sand quarries. The goal always remains the same: explain the various aspects of little-known occupations while promoting good environmental practices.

Each year, APRR also holds meetings with customers andschools to describe the division’s activities. Because APRRis, by nature, the division closest to the end-user, it uses anumber of communication tools to help customers feelmore comfortable with the motorway network. These include motorway information kits (“Apprendre l’autoroute”), whose first five issues – breakdowns, tunnels,hard shoulders, toll plaza and motorway services – werepublished in September 2011.

IN ACTIONMajunga tower: a very tall building in the city-centre The construction of a skyscraper in a densely populated urban setting is subject to many restrictions, especiallywhen the site footprint is so tight. Solutions do exist, however. In addition to construction camps supported by a metal frame overhanging the adjacentstreet, the logistics were carefully calibrated to minimise noise and traffic congestion:• flexible start times, using staggered hours, for the 500 worksiteemployees,

• precise timing of deliveries and truck movements,• creation of a buffer zone for parking waiting trucks,• clear signage for heavy equipment and pedestrian traffic,• lifting equipment on the façade to supply the floors,• widening or diversion of adjacent roads during construction,• continually updated information for local residents

FOCUS ONEiffage Construction Métallique, partner to the Bridge exhibition In just 12 months, the “Bridge” exhibition in Avignon attracted more than 270,000 visitors. Invited by the organizer BMG Avignon Tourisme, Eiffage Construction Métallique handled thetechnical aspects of the event. The division showcased its extensive expertise by contributingmodels, photographs, films, machining parts and a 9 m long Unibridge® prototype to illustratethe exciting adventure of creating a bridge.

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JOINING FORCES FOR SAFETYAs the division most directly involved in the safety of people using its infrastructure, APRR provides training sessions for its customers. The division, for example, heldan in-depth information day on tunnel traffic safety for 11 drivers who ply the regular TER bus line between Sélestat and Saint-Dié. As regular users of the tunnel (onetrip per hour), these drivers serve as key links in the evacuation chain in the event of an accident. The trainingcovers personal protective equipment, first-aid stations,evacuation shelters, a visit to the motorway control centreand a shuttle tour of the safety tunnel and an evacuationshelter.

SHARING WITH THE DESTITUTE Community service initiatives are on the rise at Eiffagecompanies, which have traditionally been supportive oflocal communities. APRR Paris, for example, donated twosmall vans to the UMPSA (Mobile Emergency ResponseUnit) in the Loiret area for transporting volunteers andemergency supplies. In the Lyon region, AREA donatedfour large vans to Samu Social (assistance for homelesspeople) and Restos du Coeur (soup kitchens) for use in aiding the most destitute people.Eiffage Senegal and Eiffage Travaux Publics Rhône-Alpes/Auvergne provided financial and logistical supportfor a project conducted by the Saint-éA-Kabadio organi-sation, which is installing a 150-pot rope water pump inKabadio in the Casamance area. They also supported the“Enfants du désert” children’s aid organisation in partner-ship with the Touques fire brigade, and enabled studentsfrom the Eiffage Travaux Publics training centre to participate in night rounds with Restos du Coeur volunteersthrough the “You give, you receive” programme, which wassuccessfully introduced in 2010.

On the drawing board... A community forum with Comité 21 focusing solely on social issues is slated for 2012. Eiffage businesses are seeking to expand community outreach by inviting engineering students to visit major construction sites, suchas the Lille Métropole stadium, encouraging participationin the Greater Paris planning process and presenting the Phosphore tool to secondary school students and interested stakeholders.

“Civil Society” guide (www.eiffage.com)

FOCUS ONAPRR raises customers awareness of staff safety Over the 2,300 km of APRR networks, 500 motorway employees work to ensure customer safety.Their tasks expose them directly to the dangers of fast-moving traffic, and fatal accidents sometimes occur, asin Tournus (A6) in 2011. To gain public acceptance, APRR has been conducting an inventive awareness campaign:456 of the division’s vans display the faces of 16 volunteer employees, with the slogan: "Watch out for theirlives - they are protecting yours".


“Jardin des Arbres” rest area on the A77 motorway (Loiret department)

THANK YOUSThe public sometimes sends positive feedback. After a visit to theJardin des Arbres (see 2010 Sustainable Development Report, p. 60), for example, Ms. Genèves-Ferrara, principal of Châtillon-Coligny school, wrote: “Hello, I wanted to thank you for our autumnwalk at the Jardin des Arbres on 7 November, which went very well.The children were able to collect many different plants, which we’regoing to use in class for various projects. The teachers liked how easy it was to walk around the site because it was so wellmaintained. The children were able to move around easily and safely. Thank you and we hope to see you again”.

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Eiffage developed a social responsibility tool for “Building a shared worldtogether” when it created its corporate foundation in 2008. Seeking to promoteits employees’ and retirees’ civic-minded initiatives, the Foundation supportsprojects for which they volunteer. The 71 projects supported by the Foundationsince its inception illustrate the wide-ranging commitment to community serviceshown by employees, who sponsor the projects submitted.

Initially established for a five-year period, the Foundationnow has a multi-year programme with a ¤1.5 million budget. With a focus on job opportunity and back-to-workprogrammes, the funded projects stand at the crossroadsof social, civic and environmental challenges. Priority isgiven to supporting employee projects, but the board ofdirectors may choose to fund special projects, such as the partnership with the Solidarités Nouvelles housing aidorganisation.

Employee projectsCurrent and retired Group employees are actively involvedin the Foundation’s work, submitting and sponsoring projects, helping them get underway and assessing theirperformance.Twenty projects were supported by the Foundation in2011, representing a financial commitment of more than¤210,000.

Agreement with SNL UnionInitiated in 2010 by the Foundation’s Board of Directorsand approved by the Sustainable Development Department, the agreement with SNL Union created a special partnership after several Eiffage employees presented an initial project involving an SNL housing renovation in Saint-Rémy-les-Chevreuse.

SNL works to provide housing for people with great instability in their lives. Through this partnership, the Eiffage Foundation supports social integration effortsthrough housing programmes, creates local jobs and seeksto make eco-friendly housing widely available.The Foundation supports SNL with a two-year grant of ¤145,000.

A community crossroads:Eiffage Foundation

KEY FIGURES

Breakdown of 71 projects supportedby category – November 2011

Training: 37%

Employment: 29%

Housing: 14%

nd civic engagement: 14%

Culture: 6%

93 mentors since 2008

71 projects supported since 2008

IN ACTION2011 achievementsThe partnership between Eiffage and SNL Union led to the constructionof five subsidised flats in Chevreuse valley that were inaugurated inApril. In addition, since 2010, SNL has been carrying out two projectsthat involve building and renovating “very social” housing in Palaiseauand Ste Geneviève des Bois, with a focus on energy cost containmentand the use of wood (goal: BBC* label). These 13 new flats will be handed over in 2012.

Corporate Philanthropy Awardfor the environment and sustainable

development; category: “Environment and Social

Responsibility” (MEDDTL*, March 2011)

* MEDDTL: French Ministry for Ecology, Sustainable Development, Transport and Housing

*BBC: Bâtiment Basse Consommation (low-energy building)

Foundation programmes, project follow-up, whatever happened to..., SNL Union agreement and more: Websitehttp://www.eiffage.com/cms/fondation/ presentation.html

Reducing our ecological footprint

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Biodiversity 2010 photo competition - Julie Paulin

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Each year, Eiffage conducts 30,000 projects - ranging from small jobs to European-scalestructures - via a network of more than 1,000 locations, and is well aware of the importanceof controlling the ecological footprint of its activities.

For a number of years, the Group has been organising:

Prevention and management of risks relating to environmental aspects of its activities, by developingspecialist expertise and providing appropriate tools,

Research and development in the area of low-emissiontechnical processes, controlling diffuse and indirect environmental impacts, conservation through more rational use of resources, and seeking a better understanding of the interactions between the Group'sactivities and biodiversity issues,

Rollout of ISO 14001 certification across all businessunits.

These efforts apply to Eiffage's internal scope, and are alsoreflected in the Group's tenders.

Commitment by top-tier management…General Management has clearly demonstrated its commitment to reducing the Group's ecological footprint,with universally-distributed documents that structure itsactivities:

Founding charters defining Eiffage's position on issuessuch as "Biodiversity" and "Water and Aquatic Habitats",signed by the Chairman and distributed throughout allbusiness units in the form of posters printed in severalthousand copies,

Social and environmental performance commitments byindividual divisions.

… and a policy based on proven toolsThe Group's environmental policy has several pillars:

Management and measurement

- Effective environmental management achieved by deploying environment management systems and sharingbest practices- from .

- Implementation of the GEODE operating environmentmanagement application development jointly by Eiffageand Red-On-Line; this software enables the Group's business units to handle environmental issues such as regulatory compliance and environmental analyses at theirsites, waste management and emergency situations.

Environmental policy woven intothe Group's culture

Trees and shrubbery (hazel, alder, ash, maple, ...)planted along the meandering Eparis,

a stream that crosses the site of the new Seynod-Sud interchange on the A41 motorway

in Haute-Savoie

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Sustainable development REDUCING OUR ECOLOGICAL FOOTPRINT

- Energy efficiency and decreased greenhouse gas emissions: analysis and reduced consumption of resources, greater use of renewable energy, and special-purpose environmental comparators that helpbusinesses to choose between technical solutions.

Prevention and management of risks and impacts associated with activities

- Systematic environmental analyses at permanent sitesand environmental analyses at work sites using theGEODE application.

- Dedicated environmental legal watch carried out formore than seven years with support from a specialistconsultant.

- Systematic training for environmental managers in Groupcompanies, and regular employee awareness campaignsrelating to environmental issues (in particular when employees begin working at project sites).

- Particularly proactive biodiversity preservation strategy,including a postgraduate-level in-service training coursein partnership with the University of Paris I, feedback onbest practices, a "biodiversity pack" designed to assistbiodiversity risk prevention, and a system to pool theGroup's knowledge via a "Biodiversity document collection " containing studies of species and habitatsthat have already been conducted.

Environmental considerations factored into businessproposals

Proposals made to customers must comply with the highest standards and systematically aim for innovation inenvironmental matters:

- Eiffage uses tools (such as the environmental compara-tors included in its business proposals) to manage thematerials and waste cycle. This approach enhances theenvironmental performance of the Group's projects,often exceeding the customer's specifications by:

> Proposing options that preserve natural resources by harnessing renewable resources or using recycledproducts,

> Presenting tenders via a total cost of ownership approach that includes operating and maintenancecosts that enables easy comparison of the respectiveoperating costs and environmental impacts of alternative versions,

> Optimising site waste management, reducing waste atsource, ...

- Developing R&D activities focused on ever-greenerpractices and processes, and rolling out sustainable solutions that combine performance, cost control and reduced environmental impacts. Examples include EBT®,EFEME®, HRR® and Luciole®.

- Anticipating the consequences of climate change for theGroup's business lines (via the Phosphore forward-looking research project, which aims to break with current processes in favour of appropriate strategies andsolutions for cities in the post-carbon era by conductinga comprehensive, systemic analysis of the requirementsof sustainable cities, seeking methods and solutions tobreak down the barriers between urban issues such asmobility, energy, new construction versus renovation,and ecosystem-related services in urban environments).

COmmITmeNTTo underline its fundamental importance, the environmental policy isdescribed in the "Ethics & Commitments" guide.

"Environment" guide (www.eiffage.com)

The Bretagne-Pays de la Loire high-speed rail link (for which the contract between RFF and Eiffage was signed in July 2011) is an example of a major infrastructureproject incorporating very stringent environmental requirements from the design phase, via the "avoid, reduce, offset" principle.

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In 2008, Eiffage adopted a pioneering stance by transparently publishing the results of its firstcarbon assessment, which identified the main sources of emissions, enabling corrective actionto be focussed accordingly. The Group is currently implementing a greenhouse gas emissionassessment tool that will enable even small establishments to perform their own assessmentsas part of the "corporate" regulatory assessment in 2012.

The Eiffage carbon strategy is aimed at internal partnersas well as the Group's customers. Efforts focus on:

Measuring and reducing the carbon footprint of the Group's activities,

Harnessing greenhouse gas emission reductions as a competitive advantage.

Rolling out expertise This dual focus calls for formally recognised carbon expertise. Each year since 2008, the Group has trainedaround 50 people to use the ADEME carbon assessmentmethod, rolling out this expertise across all business units.By the end of 2011, more than 200 employees had received training.

More accurate carbon footprint measurements The Group's next greenhouse gas emission assessment,calculated on the basis of regulatory requirements using2011 data, will be published in the autumn of 2012. The method and resources used will also enable greenhouse gas emission assessments to be establishedfor units not subject to the requirements of decree 2011-828 of 11 July 2011 (establishments, subsidiaries,regional divisions ...).

Action to decrease Eiffage's internal carbon footprintA number of sustained initiatives designed to decreasecarbon emissions within Eiffage's internal scope have beenrunning for several years:

training in eco-driving, with the twin aims of reducingtraffic accidents and decreasing carbon emissions.

since 2008, the management policy for the Group'scompany car fleet has set maximum carbon dioxideemissions limits (no more than 120 g CO2/km for themost commonly-used vehicle category (82% of vehicles). This measure has a significant impact, giventhat Eiffage renews between 20% and 25% of its fleeteach year.

awareness among employees and to conduct pilotschemes with a view to rolling them out if successful. For example, Eiffage Energie is now using bicycles forelectrical cabinet maintenance operations, APRR hasbegun salting its motorways with "salt fines" from localindustrial residues rather than salt extracted from Mediterranean salt marshes, and Eiffage Travaux Publicshas run a poster campaign.

Several projects trialling electric vehicles have also beenset up. For example, Eiffage Construction uses the RenaultKangoo ZE, while the Metal division is using the Citroën C0and Eon Motors vehicles. Eiffage Energies operates internal combustion engine-powered trucks equippedwith battery-powered aerial baskets.

A sustainable carbon action plan

For winter treatment of the motorway networkin Combe de Savoie, APRR is replacing coarsesalt with salt fines, a natural residue of the industrial process used at a factory located nearthe brine plant. (The salt fines are introducedinto the brine production tank).

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Carbon-oriented sales initiativesStarting in 2010, Eiffage has gradually increased the roleof carbon criteria in its sales offering, by:

Calculating the "carbon weight" of technical solutionsfor the customer, via: - Environmental comparators included in business proposals that provide an objective environmental rationale based on accurate calculations of greenhousegas emissions by all construction trades. For example,Eiffage Construction uses a "life cycle analyser" to assess the greenhouse gas emissions of a projectand one or more variants; Eiffage Energie uses theClim’Eco comparator and related software applicationto assess the internal heat inputs and losses in buildingshells; and Eiffage Travaux Publics, in partnership withthe French road industry association, USIRF, has developed the SEVE "environmental variants" comparator for use across the industry.

- Innovative offerings such as Clemessy's “Synerg-SEE"and “Clem-SEE” energy efficiency solutions, based onan "Analyse, Support, Control" approach.

- Carbon-oriented client supportAlthough many public and private-sector clients

require contractors to include greenhouse gas emissionassessments in their project tenders, this is not enoughto make the carbon footprint a decisive factor in thefinal choice. It is therefore necessary to offer, from thetendering stage, a range of different technical solutionsand technical and economic options to reduce greenhouse gas emissions, including emissions produced during the works phase.Eiffage therefore prepares its proposals for major infrastructure projects with input from a dedicated "carbon footprint" client support team, which studiesways to streamline the project

organisation and choices relating to areas such as general construction processes and materials, types of structures and facilities, alternatives to the conventional construction processes and the scope forreduced-emission procurement.

- Carbon arbitration fundThe proposal submitted by Eiffage in 2010 for the Bretagne - Pays de la Loire high-speed rail project included an unprecedented provision for a ¤6.4 million"carbon arbitration fund". The purpose of this fund is to finance any differences in cost between conventional construction processes or materials andso-called low-carbon alternatives during the construc-tion phase. In addition to the financial aspect, the fundbreaks new ground in three areas: firstly, in economicterms, by internalising the funding of carbon costs viaa dedicated budget; secondly, in technical terms, bycommissioning an independent carbon adviser to identify carbon costs via life cycle analyses ofconstruction solutions and materials; and lastly in managerial terms by facilitating cooperation betweenthe project team's purchasers, environmental engineers and technical engineers.

Conducting R&D into reduced-emission processesInnovative solutions are being developed throughout theGroup, and in particular by Eiffage Travaux Publics, whichis working to optimise its reduced-carbon production,focusing its efforts on a range of low-emission technicalsolutions:

- ongoing industrialisation of the EBT® low-temperaturecoated aggregate process, which generates only half the greenhouse gas emissions of a conventional coatedaggregate process,

- rollout of the foam road coating technique, which en-ables all types of coated aggregate to be manufacturedby existing facilities at a temperature of 130°C (compared with 150°C to 175°C for conventional coatedaggregates),

CO2& cos

t assessm

ent Arbitration

Carbon Arbitration Fund

Final, reasoned choice of technical solution/material

Managerial dimension

Before choosing solutions and materials, hold meetings with:• Technical Project Manager,• Purchasers,• Environmental engineers.

Technical and environmental dimension

Compare solutions and materials based on:• Their carbon weight over the project lifetime,• The price per tonne of carbon emissions avoided.>> rbitration data sheets produced by a firm of independent

consultants(carbon-oriented client support).

Financial dimension

Dedicated budget for bridging the cost difference between conventionalsolutions and alternative low-carbon solutions.

Bicycles used for maintenance work in the narrow streets of Caen (Eiffage Energie)

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- optimisation of coating temperatures for conventionalcoated aggregates, in order to keep energy consumptionto a strict minimum,

- controlling secondary sources of heat loss, such as theprocess that holds binders at a desired temperature.

Supplying reduced-emission equipment such as dynamic uninterruptible power supply systems.This process, which stores kinetic energy, helps to reduce direct emissions from a site by totally eliminatinggreenhouse gas emissions during normal operation. Thedynamic UPS solution implemented at Lille Métropolestadium will halve the venue's greenhouse gas emissionsduring its operational phase.

Update on action taken in 2010-2011The initiatives described in the 2010-2011 carbon planswere a natural part of the Group's broader carbon strategy.The results are very satisfactory, both in terms of awareness/training (by the end of 2011, more than 1,500employees had been instructed in eco-driving techniques,and more training was provided in the use of carbon calculator tools) and in terms of compliance with Eiffagepolicy on choosing company cars and developing salesstrategies.

Focus of the 2012-2013 action plansThe highlight of the 2012-2013 action plans will be aGroup-wide greenhouse gas emission assessmentconducted by all of Eiffage's French business units. This project will involve all management tiers. Initiativesfine-tuned in the light of the results will include:carbon assessment training provided by the French environment and energy management agency (ADEME),as included in previous action plans,systematic use of in-house calculation tools to determine the carbon costs of technical solutions andmaterials,inclusion of carbon-oriented client support in major pro-ject proposals and rollout of the carbon arbitration fund.

Other areas in which the divisions intend to introduce or pursue initiatives include trials with electric vehicles,support for regional divisions preparing tenders includinggreenhouse gas emission assessments, rollout of videoconferencing, rollout of car pooling and remote training centres (APRR), and improved operational carbonperformance (Eiffage Energie).Lastly, APRR intends to reduce its customers’ greenhousegas emissions by introducing systems to regulate speedson certain motorways and by continuing to roll out non-stop electronic toll collection.

"Carbon" and "Targetsand Assessments" guides(www.eiffage.com)

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Since 2009, the Eiffage Group has operated its businesses in accordance with abiodiversity policy based on a pioneering set of specific targets and initiatives.

A combination of regulatory requirements, requests fromclients and public demand has ensured that much greaterconsideration is now given to issues relating to the preservation of natural habitats, plants and wildlife, withcompanies now vying to stand out from their competitorsin this respect.In 2009, Eiffage introduced a policy aimed at continuouslyenhancing its expertise in this area, both in the field (at work sites and quarries) and at each stage of the projectlife cycle.

Two fundamental texts signed by the Chairman – the "Biodiversity Charter" (May 2009) and the "Water andAquatic Habitats Charter" (March 2011) – were designedto rally employees around major goals. At the end of May2011, Eiffage officially joined the "National BiodiversityStrategy", confirming the Group's commitment shoulder-to-shoulder with the institutional authorities.

Situation at the end of 2011

AWARENESS AND INTERNAL TRAININGThe Eiffage/University of Paris I corporate academic chairin biodiversity, the environment and large infrastructures,established in 2009 and specialising in biodiversity

issues in the contextof large infrastructureprojects, enables 25Eiffage Group em-ployees and outsidestudents to acquirelegal, economic and technical knowledge relevant to project-related environmental challenges.

In-house tools used to manage risks more effectively include the "Biodiversity risk prevention and management"pack, the "Biodiversity document collection " and feedbackmeetings for sharing operational best practices (the first such dedicated intra-Group meeting was held on 21 September, at the initiative of Eiffage Travaux Publics).

Lastly, detecting and rewarding best practices and innovations is a natural extension to the Group's strategyof continuous improvement and knowledge sharing. Highlights in 2011 included a competition for "Best practices relating to protection of plants, wildlife and outstanding natural habitats", organised by Eiffage TravauxPublics, and the introduction of a "Biodiversity SpecialPrize" at the Eiffage Innovation Awards.

Biodiversitycomes of age

Fish-friendly trash screen(Eiffel Industrie – Biodiversity SpecialPrize at the 2011 Eiffage InnovationAwards). The Sanctuaires de Lourdeshydroelectric power plant is equippedwith the only trash screen of its kindin France. This system automaticallycollects any foreign objects present inthe feedwater while allowing safe,easy passage for migrating eels andyoung salmon swimming down theGave river. To achieve this, the bars inthe bar screens were set considerablycloser together and fishway pondswere installed.

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COOPERATION WITH INDEPENDENT EXPERTS Since launching its "Biodiversity" strategy, Eiffage hasconstantly sought to share its knowledge and work withexternal partners. Examples of this open approach includethe 2010 framework agreement with the National ForestryOffice (ONF) and the Group's involvement in the FIPAN®

experimental scheme set up by Dervenn to preserve ecosystem services.

Through its participation in working groups that structurehow biodiversity issues are taken into consideration by theGroup's businesses, Eiffage shares its experience and is able to actively address issues at an early stage. Forexample, it acts as a construction industry representativefor the European "Business & Biodiversity" campaign runby IUCN*, is a member of the "Avoid, Reduce, Offset" wor-king group run by the French Ministry of Ecology, Sustai-nable Development, Transport and Housing (MEDDTL),and holds "Eiffage / University of Paris I Panthéon-

Sorbonne breakfast sessions" covering various technicaltopics. Eiffage is also a member of the working group on"Public subsidies harmful to biodiversity" at the Centred’Analyse Stratégique, and Eiffage Concessions has joinedthe "Linear infrastructure & biodiversity club" set up by a number of French organisations that manage linear infrastructure (namely ERDF, GRT Gaz, RFF, RTE, TIGF, VinciAutoroutes and VNF).

Supporting scientific research is another area in which Eiffage has been active, through its participation in a national study of the distribution of chytridiomycosis (afatal infectious disease afflicting European amphibians)and its contribution to the "COPAFAUNE" doctoral thesisdeveloped by Jérôme Prunier (University of Lyon II, Ecosphère), which concerns the genetic dispersion of amphibians on either side of the A6 motorway.Lastly, a number of light-hearted publications were

IN ACTIONAs part of the European "Business & Biodiversity" campaign, Eiffage teamed up with IUCN and the University of Paris I Panthéon-Sorbonne to organise theinaugural "European workshop on large infrastructure projects and biodiversity",in Paris in January 2012.

IN ACTIONAn overhead crossing for the Greater Horseshoe batThe leading cause of biodiversity loss in industrialised countries is the fragmentation of natural habitats. GIE A65, the economic interest groupingset up to design and build the A65 motorway between Pau and Langon,tackled the issue of preserving the ecological corridors used by observedwildlife species and those potentially present.

The diagram opposite illustrates the design, in 2011, of a wildlife crossing near Roquefort specifically intended to caterto the unorthodox flight pattern of the Greater Horseshoe bat.This species navigates along existing hedges, skimming themicrorelief. It has a "visibility sphere" of only a few dozen cen-timetres and suffers from a dangerous attraction to lightsources. Building a wildlife crossing would raise the bats' flightpath and significantly reduce the risk of collision with passingvehicles.

A special scientific protocol has been implemented to measurethe effectiveness of this innovation, which was developed in2011 and built in February 2012.

• Structural and ecological design: Eiffage Travaux Publics withscientific advice from Bourges Natural History Museum.

• Consultants: ZIRK and Végétude.

The Greater Horseshoe bat (rhinolophus ferrumequinum)With kind permission from Laurent Arthur, Bourges Natural History Museum.

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produced to raise public awareness and knowledge of issues directly relating to the environment and biodiver-sity. These included the "Motorway Guides – On the Roadto Sustainable Development" collection introduced byAPRR in 2008, which is being expanded regularly.

DETECTING SITE IMPACTS In accordance with the Group's stated goals, a number ofinitiatives were launched to study the impacts of its sitesand activities on biodiversity. Several divisions conductedresearch at their sites, including Eiffage Construction Métallique in Lauterbourg, where programmes to developand preserve biodiversity are currently being set up in close partnership with environmental protection organisations.Eiffage Construction conducted an inventory of its equipment depots located in areas of special ecological interest, and implemented protection measures to addressthe environmental issues identified.

Focus of the 2012-2013 action plansEiffage's actions are systematically aligned with the goalsdefined in the Biodiversity Charter. The Group's actionplans are also shaped by the strategic orientations of the National Biodiversity Strategy and the related commitments.

The main aim is to integrate biodiversity preservation intothe Group's operational practices. Accordingly, the follo-wing initiatives have been confirmed for 2012-2013:maintain the biodiversity, environment and large infrastructure course and have it qualified as a Master'sdegree with effect from 2012,assess the practices of the various divisions, with support from DERVENN and the EBE Vie tool developedby the French Ministry of Ecology, Sustainable Development, Transport and Housing,roll out expertise via shared tools and feedback,factor in biodiversity issues at the earliest possible stagewhen tendering for contracts,maintain a constructive dialogue with active externalpartners, including organisations such as IUCN.

IN ACTIONThe Bretagne - Pays de la Loire Natural Heritage Intervention Fund (FIPAN®-BPL)The research and development arm of Dervenn, a company based in Rennes, has been developing the FIPAN® approach since2009, in partnership with Qualitechs, a firm of agricultural consultants.The FIPAN® approach creates a local dynamic involving farmers, who have a crucial role to play in the future of our ecosystems. It features an innovative business model designed to fund costs relating to the ecological functions of land, sustaining natural resources and preserving biological continuity. FIPAN® provides for agro-ecological initiatives to ensure that these aims are achieved.The experimental programme adopted for the Bretagne – Pays de la Loire high-speed rail link upholds a positive, optimistic visionof the countryside as a source of economic, ecological and agricultural value. It is based on a principle of "payments for ecosystemservices".The first phase of the Bretagne/Pays de la Loire FIPAN® project will run for six years, and is to be followed by research to identifyappropriate longer-term measures. Eiffage developed the project and was the first partner to make a financial contribution to thefund, investing €750,000, which represented 15% of the final amount.

On 2 December 2011, the project – which has received support from RFF, the relevant regional environmental authorities (DREALs),the Regional Council of Bretagne and the European office of IUCN – won the French Ministry Ministry of Ecology, Sustainable Development, Transport and Housing's "Entreprises et Environnement" award, in the Biodiversity category. The project has also been shortlisted to compete in the Biodiversity category at the European Commission’s European Business Awards for the Environment in 2012.

*IUCN: International Union for Conservation of Nature


"Environment" and "Targets and Assessments" guides(www.eiffage.com)

As a "hands-on" local stakeholder, Eiffage made an official commitment in 2011 toformalise and redouble its efforts to achieve economic performance without compromisingwater resources, and – in addition to complying with contractual and regulatory obligations -to promote rational water management both in its internal activities and through itsbusiness offering.

This proactive policy, which commits the Group to a responsible, progress-oriented approach, focuses on fourmain areas:managing consumption of water resources, preventing and mitigating any risks in respect of waterresources and aquatic habitats,encouraging standardised best practices,developing and spreading innovations that help to preserve water resources and aquatic habitats

Update on action taken in 2010-2011The "water management" targets set in the corporate anddivisional action plans for 2010-2011 were achieved. In particular:the Eiffage "Water and Aquatic Habitats" charter wasproduced, promoted and distributed across the divisions, eiffage Travaux Publics created the "H2O Challenge" toidentify and share best practices,eiffage Construction produced a letter of commitmentas well as a "water law" training course and toolkit,APRR pursued its multi-year "water resource protection"programme with the aim of protecting potable waterbore-holes and strategic watercourses against direct accidental spillages of pollutants.

The shared goal of improving practices was reflected by anumber of practical initiatives. In particular:regional contracts were introduced (concerning the analysis of discharged water, the cleaning of protectionpools, ...), APRR created ponds and introduced innovative cleaningtechniques, Processes were introduced, notably to decrease impacts on water resources (e.g. the choice oflocation for the dye-penetrant inspection booth* at the Eiffel Industrie Turbomachines plant in Pau, and enhanced management of water discharged by subsidia-ries at Eiffage Energie's 10-hectare site in Verquin),water protection procedures were implemented at project sites (for example to protect the stream flowingthrough the site of the Saint-Germain-Lembron secondary school renovated by Eiffage Construction),Eiffage Travaux Publics has developed quarries in such away as to ensure that water resources and biodiversityare protected during transport movements.

Lastly, in terms of anticipating climate change, a workinggroup devoted to water issues was set up as part of the Phosphore III forward-looking research laboratory (see p. 130).

Focus of the 2012-2013 action plansAll the corporate anddivision-level initia-tives planned for thenext two years areconsistent with thegoals defined in the"Water and AquaticHabitats" charter.These initiatives include pursuing theprogrammes launchedin the 2010-2011plans, training em-ployees, managingwater efficiently atsites, running pilot projects and raisingawareness among customers

Responsible water policy

COmmITmeNTThe Chairman and Managing Director signed the "Water and AquaticHabitats" charter in April 2011, reflecting management commitment tothis approach.

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Digging the runoff water buffer pool at Eiffage Energie's Verquin facility.

The Eiffage "Water & Aquatic Habitats" charter(April 2011).

"Targets and Assessments" guide(www.eiffage.com)

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Eiffage Group companies are aware of the need to manage environmental impacts associatedwith their activities, including waste, emissions into the ground and the atmosphere, noisepollution, visual pollution and unpleasant odours.

Responsible policiesThe practical commitments made by the divisions in thearea of environmental impact management are recordedin widely-distributed documents such as the Quality andEnvironment charters published by Eiffage Énergie, andmore recently the "Low-Nuisance Worksites" code ofpractice produced by Eiffage Construction. In late 2011,Eiffage's Sustainable Development department introduced GEODE, an environment-oriented operationalmanagement software application (see p. 100) with theaim of providing the Group's facilities with the means toeffectively manage all their environmental impacts.

The divisions tackle waste recycling Each year, the construction sector generates more than250 million tonnes of waste, representing almost threequarters of the total quantity produced by the market sector. Efforts to identify greener practices therefore tendto focus on material life cycle analyses and recycling. Solutions range from systematic conventional recycling to research and development programmes in the area ofindustrialised waste recovery.

For example:Eiffage Travaux Publics has adapted its industrial strategy to include investments in systems that increaserecycling rates during the manufacture of coated aggregate.

Environmental impacts…… and solutions

Previous generations of coating facilities – which were ableto use no more than 20% recycled aggregate – are beingreplaced by new plants capable of operating with at least40% recycled materials.

After concluding its first national waste collection agree-ment with Recyclum (a used lamp recycling organisa-tion) in 2006, and subsequently strengthening itspartnership through the division's commitment to thenational rollout of Recyclum's recycling scheme forcompanies’ waste electrical and electronic equipment in2010, Eiffage Energie has rolled out the dual collectionprocess across all its locations. Five of the division'scompanies were voted "best collection point" in theirrespective regions, one in the "Lighting" category, andthe remaining four in the "Business WEEE" category.

*Déchets d'équipements électriques et électroniques* Ressuage : procédé de contrôle non destructif des soudures

COmmITmeNT

Recycling as an art form! The 800 sq. m tarpaulin used to cover the Zambelli rotunda during the14-month renovation project at the Palais Garnier (Paris Opera) was cleaned and recycled into picture and bags that made novel corporate gifts for Eiffage partners. The bags were made by the Amis del’Atelier foundation for disabled children and adults.

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Close protection for the ground beneathour feetThe issue of soil pollution is being addressed via a globalstrategy based on risk assessments and rational manage-ment of sites according to their purpose. Eiffage Groupcompanies make it their duty to prevent accidents by providing "close protection". In addition to equipment suchas retaining tanks, absorbent kits, settling tanks and oil andsludge traps installed in washing area drains, a series ofprocedures and practical guides have been produced forgeneral use. For example, Eiffage Construction produceda guide in 2011 that addresses soil pollution risks at eachstage of property development projects.

Air quality monitoring For the past six years, the potential health risks associatedwith atmospheric emissions from aggregate coating plantshave been targeted as part of a national campaign led bythe French road industry association (USIRF), to which theScience department of Eiffage Travaux Publics has activelycontributed. USIRF, in partnership with CITEPA (the cross-trade atmospheric pollution technical research centre), is in the final stages of implementing a databaseon emissions from aggregate coating stations. The purpose of this database is to measure emissions of various pollutants, and in particular those concerned by thesecond national environmental safety plan. This voluntaryinitiative is part of a wider effort to enhance the social acceptability of the division's production facilities through

transparent reporting and better communication with localresidents. APRR and AREA continued to support two associations with official approval to monitor air quality in and around Lyon and Grenoble in the Rhône-Alpes region. AREA is helping to develop the action planassociated with the renewal in 2012 of the atmosphericprotection plans covering these two cities.

Better quality of life of local residentsThe footprint of a work site or linear infrastructure cannotbe assessed in terms of "carbon" or "biodiversity" alone,since noise, visual pollution and unpleasant odours alsohave a non-negligible impact on workers and local residents alike.

REDUCING NOISE…APRR is pursuing its multi-year "noise protection" programme. Sensitive areas identified using 3D mappingsoftware receive priority noise attenuation treatment, generally by insulating walls or installing soundproofingearth barriers or screens to provide protection at source.Flagship examples in 2011 include the construction of a1,800 m long, 3 m high earth barrier along the A432 motorway near Tramoyes, and the erection of 2,300 m ofsoundproofing screens along the A714 (9,600 m sectionof motorway that links Montluçon to the A71).

Soundproofing screen at Nautes bridge on the A714 motorway.

FOCUS ON...A companion guide to the charterTo accompany the rollout of its "Low-Nuisance Worksites" charter, EiffageConstruction produced a guide for use by site personnel. The guide complieswith the requirements for Target 3 "low-nuisance worksites", as defined in the HQE® high environmental quality baseline. It includes a chapter onmanaging noise and keeping sites clean, and describes best practices suchas giving priority to quiet techniques and equipment, using ready-cut or prefabricated materials and carrying out noisy operations simultaneously.

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Eiffage Travaux Publics also conducts research into reducing noise pollution generated by roads. The divisionpursued work on the development of noise-abating coatedaggregates that reduce tyre noise. Next-generation Nanophone® coated aggregate delivers a gain of 2 dB to3 dB compared with a conventional noise-abating coatedaggregate. This product has been in development for several years, and was used for several significant projectsin 2011, including the Voie Mathis project in Nice.

…AND CONTAINING ODOURSPractical action is being taken to tackle the odour pollutioncaused by bitumen and liquid fuels, particularly at aggregate coating plants and during critical operationssuch as the filling of storage tanks. Eiffage Travaux Publicsfacilities continue to trial gaseous waste condensing processes that significantly reduce odours (by at least37%). For example at the site operated by Produits Routiers de la Brie et du Gâtinais (PRBG), three tanks wereconverted to enable top venting, while releases from thesystem's low points are now contained in leak-tight collecting tanks..

Soil pollution and management of emergency situationsRARE AND PRECIOUS EXPERTISE…The Travaux Publics division spearheads the Group's expertise in the area of soil decontamination and employsseveral acclaimed specialists.Gauthey is enhancing its offering by developing ever moresophisticated techniques, such as thermal desorption(which uses steam to extract pollutants). Boutté, whichspecialises in demolition and dismantling activities, is enhancing its expertise in the management, disposal and

recovery of all types of site waste. Forézienne d'Entreprisealso operates a flourishing dismantling business, and isnow taking on projects involving major pollution manage-ment challenges, particularly at brownfield sites.

… AND SENSIBLE MANAGEMENT OF EMERGENCY SITUATIONS Eiffage personnel sometimes have to deal with emergen-cies such as soil pollution resulting from an accident or thediscovery of previously unreported pollution. The environ-mental management systems implemented by EiffageGroup companies and the GEODE application's "Emergency Situations" module allow optimised manage-ment of such emergencies.

Focus of the 2012-2013 action plansThe Group will further enhance its expertise in the area ofwaste solutions over the next two years. The divisions willcontinue developing techniques to improve recyclingpractices; in particular, Eiffage Travaux Publics will upgradethe SEVE environmental comparator to include new recycling performance indicators, respond to calls for "Recycling" projects issued by ADEME (the French envi-ronment and energy management agency), work to professionalise recycling activities and support theconvergence of recycling and aggregate production. Eiffage Énergie will be supporting the emergence of newapproved processing industries for specific categories of WEEE, several of which are to be introduced in 2012.In addition to these measures, the divisions are to use theGEODE "Waste" module, and in particular its updated inertwaste and recycling features.

Vizille: Following a thorough audit of the site of the arts centre beingbuilt for Vizille municipal council, excavation work was carried out inmultiple passes. Materials were screened and any soil polluted by hydrocarbons was treated on a leakproof platform for which a runoffwater collection tank was built. Gauthey processed approximately 1,500 cubic metres of spoil in this way. .

"Sustainable Construction" and"Targets and Assessments" guides(www.eiffage.com)

IN ACTIONAn unpleasant surpriseIn June 2011, the earthworks for pier P2 of the Arbouans viaduct being carriedout by Eiffage Travaux Publics as part of the A36 motorway widening project hadto be halted when suspicious materials smelling strongly of solvent were dugup. After analysis of these substances, the site's red zone was placed underconstant supervision of a Gauthey employee. Specialist transport contractorsworking to very strict safety standards removed the contaminated earth to class1 waste disposal facilities.

* Class 1 facility: Waste disposal centre authorised to process hazardous waste

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In addition to the focus on environmental impact management, rationaluse of natural resources offers an effective lever for decreasing theecological footprint of the Group's activities.

The natural environment - A precious resource to be used sparinglyLimiting sprawl and optimising land use are crucial goalsfor APRR when building or widening motorway infrastructures. Permanent and temporary land requirements for such projects are therefore defined assparingly as possible.APRR currently occupies more than 10,000 hectares ofland destined for facilities such as verges, embankmentsand reserves for widening projects, fences, central reservations, rest areas, toll barriers and toll stations. A dedicated operational policy covering rational mainte-nance of these areas has been produced. Known as the"natural environment policy", it is designed to be easilyread by customers and employees. In addition to regulatory compliance, the aims of this policy relate to:

safety of employees, customers and local residents,

minimising inconvenience to customers,

compliance with corporate and divisional sustainable development and environmental policies,

sustainability of structures.

This "nature area policy", expressed in terms of goals andrequired service levels, is adapted for individual districtsvia dedicated organisational documents such as mowingplans, woodland upkeep schedules, the "nature area handbook" and the "special guide to rational use of plantcare products".

Material recycling and waste recoveryEiffage Travaux Publics has long been aware of the economic and ecological benefits of recycling as a meansof minimising raw material consumption and reusing demolition materials. Motorway construction projects involving the removal of existing road surfaces traditionallyoffer good opportunities for recycling, as the resource(materials removed) is available in the right place at theright time to satisfy the requirement for new surfacingmaterials. Furthermore, motorway projects tend to be assigned high-capacity production facilities, which arebetter suited to the special constraints associated withmaterials recycling.

Examples of projects in 2011:all 1,200 cubic metres of demolished reinforcedconcrete from the existing slabs at the Aéroports deParis site was reused when creating the de-icing areasfor the Seuil 27 project,

some 30,000 cubic metres of materials recovered during the continuous reinforced concrete demolitioncampaign launched by APRR in 2004 was recycled foruse when upgrading the final 12 km of the 38 km dualcarriageway section of the A5 motorway between Chaumont and Troyes. Part of the recycled material wasused in the new coated aggregate, and the rest was allocated to nearby works or other distribution channels(in particular the steel from the recovered rebars).

Sustainable use of resources

FOCUS ON...A new framework for recycled coated aggregateIn the autumn of 2011, APRR adopted a policy on recycling road surfacing materials with the aim of standardisingthe practices of the divisions in response to their customers' calls for tenders. All submissions must now include a"recycling-oriented" variant. Target proportions of recycled coated aggregate are set according to the nature of thework, and measures relating to aggregate quality are implemented.

The crushing station set up atthe Aéroports deParis site whereEiffage TravauxPublics is creatingaircraft de-icingareas.

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Sustainable construction

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The Group's businesses use an extensive range of exclusive products and processes that offer a winning combination of cost-effectiveness, performance and controlled environmentalimpacts, in order to satisfy increasingly stringent societal and environmental requirements.

2011 – Rollout year Several years of research and development work into special techniques designed in the Group's divisions cameto fruition in 2011.

Eiffage Construction finalised PAC.R2®, an all-electric solution that harnesses the properties of air-to-air heatpumps. This versatile system is easy to install, use andmaintain, and is suitable for new-build and retrofit applications. It provides balanced ventilation, water heatingand central heating, recovering heat energy both fromoutside air and from exhaust air leaving the home. The equipment, which produces more energy than itconsumes, complies with the requirements of the calculation engines for the RT2012 thermal regulationsand is eligible for the BBC® energy efficiency certificationfor two- to five-room apartments.The division has also begun to roll out its HVA Concept™prefabricated bathroom modules, which are produced atits plant in Fresnay-sur-Sarthe, itself built on a convertedbrownfield site previously occupied by SEB. The industrialdesign enables certain tasks to be transferred from theworksite to the factory, improving quality, reducing sitenoise and optimising lead times. At a time when the business is facing radical change, this solution stays onestep ahead, offering a practical response to a number of emerging issues, including the growing scarcity of qualified labour, ever tighter schedules and increases in thenumber of reservations put forward by clients.

Harnessing the experience acquired by the Phosphore forward-looking sustainable urban development laboratory, the Metal division, via its Goyer subsidiary, hasdeveloped a multi-skin lightweight building elevation system that modifies the energy properties of the buildingenvelope and also generates power to suit the building

users' requirements when exterior climate conditions permit. This "sun slat" exterior skin design, which was patented in 2011, combines several functions: Controls sunlight and heat entering the building by adjusting the slat positions,Totally blocks light and provides additional thermal insulation and soundproofing,Guides natural light into the rooms,Generates heat and electrical power.

Eiffage Énergie has never been more active in the marketfor cutting energy costs. The division has developed several street-lighting processes to address variedrequirements in terms of architectural prestige lighting,urban safety, user comfort and energy savings.The division designed a software application to geo-refe-rence every street light fitting in a city. This application,named Fléore 2, streamlines management and mainte-nance of the installed base and enables substantial electricity savings. In 2011, the solution was implementedin Aurillac.The LED-based street light system patented in 2010 successfully underwent preliminary trials in 2011, and theprototype development and real-life site testing phasesare scheduled for 2012.Maintenance of electrical systems is a core recurrent business, and the division has developed several processesto optimise its operations in this area, including:Endoscopic inspection of street lamp interiors, to themasts for bad connections and corrosion, thereby reducing the risk of equipment falling. Some 8,000masts have already been inspected in Issy les Moulineaux, Vanves, Meudon, Chaville and Ville d’Avrayin the western Paris region.

Exclusive expertise in sustainable construction

The special practices and processes developed by the divisions in previous years are listed in the "Exclusive Practices and Processes" section of the "Sustainable Construction" guide. (www.eiffage.com)

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Sustainable development SUSTAINABLE CONSTRUCTION

Another process in use since 2009 for geo-referencinglight fittings geo-locates photographs of pylons takenby maintenance teams during inspections (for the purpose of inventorying the facilities of the grid operatorRTE), analyses any damage and accurately costs the necessary works. As of 2011, these geo-referencedimages are organised and consolidated in a database.This invaluable data can be processed by means of queries (based on structure names, voltage classes, geographical areas, structures, faults, ...). In the Grand-Est region alone, 340 structures have been examined,and more than 100,000 photos logged.When RTE expressed a wish to trial a pylon aging studyrequiring no lockouts or special equipment, EiffageÉnergie suggested using a drone capable of taking high-definition photographs and video of hard- or impossible-to-access structures. This innovative solution offers multiple benefits in terms of employeesafety and time savings.

Eiffage Travaux Publics continued its research in the area of sustainable development of responsible roadconstruction techniques. Following the success of initialexperimental trials in 2010, the division deployed GB5®

bituminous gravel on busy main roads in 2011. Using thishigh-performance coated aggregate for road base courses

reduces thickness and lessens the environmentalimpacts, at a cost per squaremetre similar to or less thana conventional base course.

The division also applied Nanophone® next-genera-tion acoustic coated aggre-gate in significant projects,including the Voie Mathisroad in Nice. This materialreduces tyre noise by up to 3 dB compared with a conventional low-noise aggregate.

The way forward… The processes now being used are the result of lengthy research and development. Moreover, development andfine-tuning of several special processes in partnership withthe divisions' core business lines – and other industryplayers working on such fundamental issues - is set tocontinue in 2012.

The drone takes high-definition photographs and video footage ofhard- or impossible-to-access structures (Eiffage Énergie).

Laying Nanophone® in Vias (Eiffage Travaux Publics).

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The requirements arising out of the Grenelle environmental summit and "high environmentalquality" certification schemes have put the role of wood in sustainable construction into a newperspective.In 2011, Eiffage Construction introduced a "wood policy" consistent with the main thrusts of the Group's sustainable development policy.

A three-pronged approachWood features in sustainable construction solutions in three main ways:wood is an excellent material for eco-design, in particu-lar in composite concrete and timber structures,wood is used as an energy source in biomass-fired boilers, particularly as wood-based energy variants arebeing proposed more systematically,wood is a natural resource that respects the principlesrelating to biodiversity impact protection and offsettingas well as carbon offsetting designed to render projectscarbon-neutral.

A restrained solution ideal for eco-designThe use of wood as a building material is consistent withthe principles applied by Eiffage Immobilier when eco-designing structures, and notably composite woodand concrete structures. This material offers a host of opportunities in the affordable green housing segment:

effective external thermal insulation,better carbon balances for projects,factory-assembled solutions that reduceonsite working times,structural properties of low-mainte-nance, untreated solid wood panels,waste recovery.

Looking ahead…By the end of 2012, the Purchasing department at Eiffage Construction will

have completed the tasks of:referencing suppliers and subcontractors able to fulfilcurrent and future requirements,identifying potential regional partners, updating the map of wood sources (including certifica-tion and traceability data, ...) initially created in 2009.

Eiffage Construction's R&D department includes wood inits research programmes, treating it as either a substituteor complementary construction material, as is currentlythe case with the Lignum programme. Lignum buildingswill harness the natural storage properties of wood, optimising energy consumption and revealing outstandingcarbon performance when the building's life cycle is analysed. For this range of buildings, Eiffage ConstructionIndustries will produce solid timber-framed bedroom modules at its factory.The inclusion of wood (whether in the form of wall cladding and weatherboarding, additional storeys in renovation projects or prefabricated modules), and moregenerally the concept of using dry fibres in constructionprojects will be gradually incorporated into the action plan.Lastly, Eiffage Construction carries out wood-oriented industrial technology watch via the ECODEV Green Valleyindustrial cluster in the Vosges department.

Using wood to build differently

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The energy efficiency issue is not only stimulating demand in the market among energyspecialists such as Eiffage Énergie and Clemessy, but is also yielding practical solutions thatsatisfy requirements in terms of limiting fossil energy consumption and keeping the utility billsof end users under control.

Harnessing expertise for the long termThe Group's subsidiaries are optimising their synergies and fine-tuning their expertise in order to provide comprehensive solutions to customers' requirements andto anticipate their future needs.

Dedicated new organisationsEiffage Énergie has focused its strategy on the development of tools and expertise, in a process led by the"energy efficiency" business line. This "task force", whichwas set up at the Eiffage Énergie Business Conference on28 January 2011, is made up of a dozen experts drawnfrom several of the division's regional divisions. These specialists have the skills to perform an overall analysis ofchanging demand trends and rapidly adopt appropriatetechnical and commercial measures.

In addition to this system, for which a dedicated collaborative working portal has been set up, team members obviously discuss best practices, projects andregulations relating to energy efficiency .

Targeted training In the regional divisions of Eiffage Energie, at least twocontract managers per administrative region have taken afive-day, SERCE* energy efficiency course since 2007.

Energy performance,A shared horizon

* SERCE (Syndicat des entreprises de génie électrique et climatique): Electrical engineering and HVAC industry association

Adéo headquarters in Ronchin.

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By the end of 2011, more than 1,100 employees of Eiffage Énergie and Eiffage Construction (including salesrepresentatives, contract and pricing managers, sectormanagers and works supervisors) had taken part in FEE-Bat training courses (see Sustainable DevelopmentReport 2010, p. 102). This training aims to build a commonenergy efficiency culture for technicians and sales personnel, and promotes the systematic inclusion of anenergy-efficiency variant in all tenders submitted.

Lastly, as part of the partnership between Eiffage and Promodul (see Sustainable Development Report 2009,p.95), for which employees were trained to use Promodul's"BAO tertiaire" energy optimisation software, more thanone version of the application has now been deployed byEiffage Énergie: an "Expert" version for use by specialists,and two "Light" versions in each region.

In addition, several technical training courses were rolledout in 2011, to help sales representatives communicateconstructively with customers on energy efficiency matters. These special courses designed for contract managers and sales managers were run by two EiffageÉnergie's regional divisions (Centre and Normandie) andby SOCAMIP, a subsidiary of Eiffage Construction.

Cross-divisional strategies continue to gain groundCross-divisional strategies enable the Group to operatemore effectively from the project design phase:

A joint organisation has been implemented by the Nordregional divisions of Eiffage Construction and EiffageÉnergie, resulting in an "energy efficiency" unit staffedby specialists from the regional businesses. This unitexamines the technical feasibility of preliminary projects

and technical variants, and supports sales initiatives. Shared performance targets have been set for variouscategories, including government and education buildings, social housing organisations, and buildings andinfrastructure for private-sector customers.

A multidisciplinary "energy efficiency" department hasbeen set up as part of Eiffage Énergie Sud-Ouest's maintenance activity, providing technical support tocompanies during energy efficiency surveys and preliminary audits relating to targeted projects. This department cooperates with the energy efficiency department of Eiffage Construction to provide an all-trades service greatly appreciated by customers.

Energy efficiency centre stage in 2011 In keeping with the objectives defined in their 2010-2011action plans, Eiffage and its various divisions have developed a number of products and tools to make energyefficiency an intrinsic aspect of their activities.

Optimised lightingEiffage Énergie focused its development efforts on solutions to reduce energy costs (including LED-basedstreet lights and a street light geo-referencing system).APRR conducted several trials in 2011 involving switching off lighting on motorways and using LEDs intunnels (in the Chamoise tunnel on the A40 motorway),and also researched ways to optimise the replacementof old electrical equipment in its facilities, an area offering significant potential in terms of energy savings.

FOCUS ON...Bright prospects for APRR-AREAIn the same vein as the conference on biodiversity in 2010, a day-long event on the topic of energyefficiency was organised on 2 December 2011.Some 20 specialists from APRR & AREA's Environment, Building and Facilities subsidiaries presenteda range of electricity and fuel saving initiatives conducted since 2009; the meeting provided the opportunity to assess the relevance of these initiatives and confirm the priorities for 2012-2013.Participants were also able to share their experiences and learn about alternative practices, withfeedback from Eiffage Énergie and a presentation of the innovative concept of energy solidarity (solidarité énergétique®) developed by the Phosphore forward-looking research project.

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Managing energy costs, from design to installationClemessy has developed a comprehensive technical offering based on an appropriate building managementsystem (Synerg-SEE) that manages utilities and includeslighting control and heat control features. This technicalsolution is backed by services from the company'senergy efficiency department (Clem-SEE), which auditsinstallations and supports customers by suggestingtechnical and budgetary solutions to decrease relianceon energy-intensive sources and provide effectivecontrol and monitoring of energy bills.

Technical and sales innovations Eiffage Construction finalised the PAC.R2® heat pump,which complies with the requirements of the calculationengines associated with the RT2012 thermal regulationsand with the BBC® energy efficiency label for two- to five-room apartments.Eiffage Travaux Publics developed the PRO3 monitoringsystem and installed it at three aggregate plants, whereit optimises energy consumption by the coating processcycles.

All Eiffage divisions have been actively developing theirexpertise in high energy-performance constructionsince 2008, resulting in the construction of several particularly environmentally-friendly buildings, includingthe headquarters of Eiffage Construction in Vélizy,Adeo's head office in Ronchin and the Volnay positive-energy building in Amiens, which is the newheadquarters of Eiffage Construction Picardie.

Focus of the 2012-2013 action plansEiffage Construction finalised the PAC.R2® heat pump,which complies with the requirements of the calculationengines associated with the RT2012 thermal regulationsand with the BBC® energy efficiency label for two- to five-room apartments.Eiffage Travaux Publics developed the PRO3 monitoringsystem and installed it at three aggregate plants, where itoptimises energy consumption by the coating process cycles.

FOCUS ON...A framework agreement for RT2012 compliance In response to the airtightness requirements for residential buildingsintroduced by the RT2012 thermal regulations, Eiffage Construction anda specialist survey organisation named Cetii (Centre d’Expertise enThermographie Infrarouge et Infiltrométrie) concluded a frameworkagreement on building airtightness in September 2011. Under the termsof the agreement, Cetii will provide the Group's regional divisions withauditing, training and consulting services relating to air permeability.The planned training courses will be run in 2012.

Eiffage Construction has its head office in theVolnay positive-energy building in Amiens.

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Eiffage consolidated its reputation for expertise in design-and-build projects in the renewableenergy market. Customers demonstrated their confidence in the Group, launching a host ofinnovative projects in many different areas, including solar, wind and hydroelectric power,biomass and biomethanisation, as well as multi-generation and multiple energy solutions.

A dedicated focus group within EiffageEnergieIn 2011 Eiffage Énergie, already a key player in the marketfor new energy technologies, marshalled its expertise within the "power generation" focus group, incorporatingthe former "renewable energy network" and the "PV club"run by Luxsolis (cf. Sustainable Development Report 2010,p. 109). This focus group, comprising around 40 specialistsfrom the division's companies, researches innovativetechniques for producing renewable energy and helps tospread best practices, in particular those relating to the following growth levers:

onshore and offshore wind power,

photovoltaic power (ground-based and rooftop),

hydropower micro-turbines,

geothermal energy: heat pumps, urban heating systems,

biomass via wood-fired cogenerating boilers producingheat and electrical power,

gas-fired cogenerat ion (mains gas) , Biogas methanisation/cogeneration Organic Rankine cycle(ORC) technologies.

Expertise and innovations consolidatedin 2011UNDER THE SUN…The companies in the Énergie division reasserted theircommitment to photovoltaic power in 2011, with someeven offering turnkey services that cover everything fromsystem design to administrative formalities relating to gridconnections and buyback agreements. The large numberof projects carried out in 2011, certain of which were particularly innovative, testify to their expertise. A fewhighlights are described below:

Eiffage Énergie has developed significant expertise applying a novel technique imported from the UnitedStates. Solyndra modules, which feature thin-film technologies on glass cylinders, offer multiple benefits.In particular, they are lightweight and less sensitive to wind than other designs, as well as being largely unaffected by orientation. The first three solar powerplants in Europe to be equipped with these special modules, each of which has a generating capacity of approximately 1.3 MWp, were connected to the grid in2011, in Toulouse, Cavaillon and Rognac.

Renewable energy Multidisciplinary expertise

The 17 ha – 8 MW solar farm in Villeneuve-de-Marsan (Eiffage Énergie).

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Eiffage Énergie handled several large turnkey solar farmprojects, including those in Villeneuve-de-Marsan (8 MWp) and Barp (248.4 kWp),

Clemessy installed photovoltaic power systems in twobusiness service centres in Chaumont (3.5 MWp) andHombourg (2.9 MWp), which is the largest photovoltaicsystem in the Haut-Rhin department,

in July 2011, Clemessy began work to install the first 12 MWp tranche (150,000 solar panels) at an exceptionally large photovoltaic power plant being builton the site of the former NATO air base in Toul, inMeurthe et Moselle. Lorraine d’Eiffage Travaux PublicsEst is also taking part in this project.

… AND CATCHING THE WIND When tendering, Eiffage Énergie produces diversified proposals that include variants featuring renewableenergy-based power generation solutions. For example, on the project to create a green neighbourhood in Courcelles-lès-Lens, Eiffage Énergie was noted for its proposal to install a vertical-shaft wind turbine to powereither the street-lighting system or the school that is to bebuilt in the neighbourhood.

Eiffage Construction Métallique, in its capacity as a member of the French renewable energy association (Syndicat des Énergies Renouvelables), focused conside-rable attention on the response to the call for tenders fora major "offshore wind power" project issued by theFrench government in July 2011. The Metal division, whichhas been building offshore oil rigs for more than 45 yearsis now applying that experience in the emerging marinerenewable energy sector.

FOCUS ON...Constructive dialogue The LumiWatt photovoltaic power testing and training centre was officially opened on 5 May 2011 in Loos-en-Gohelle. At this new facility,designed to host R&D activities for contractors and project sponsors,ten innovative static and mobile technologies are trialled and monitoredin real-life conditions. Cd2e, EDF, the district authority of Lens-Liévin,Loos-en-Gohelle municipal council and Eiffage have participated in andsupported the project from the outset.

Prototype of a newvertical-shaft windturbine being tested alongsidethe A6 motorwaynear Auxerre(APRR).

Lumiwatt - Loos-en-Gohelle.

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BIOMASS AND MULTI-ENERGY SOLUTIONSBiomass heating - from system design to maintenance –is among the energy solutions favoured by Eiffage, because it is environmentally-friendly and generatessynergies within the Group in terms of industrial civil engineering and heating engineering. As well as those installed for the Group's own use, numerous biomass boilers were installed following competitive bidding processes.

Highlights from 2011: The Southern Paris Region hospital centre began operating Europe's first tri-energy biomass boiler. Whensupplied with 100 cu. m of wood per day, this 3.5 MWfacility is able to satisfy 50% of the hospital's heatingrequirements as well as 10% of its electric power needs.Compared with the conventional gas-fired energy solutions typically installed in hospitals, the biomass boiler delivers carbon emission savings of almost 4,300teq CO2 per year.

The Annemasse-Léman hospital centre commissioneda 2.5 MW biomass boiler, supplied by two 90 cu. m truckloads of wood chips each week. The boiler coversapproximately 70% of the hospital's heating and hotwater requirements.

The Facture power plant in Biganos, which was completed in September 2010 and has been fully operational since 2011, consumes 500,000 tonnes of waste wood each year. Two steam turbines (20 and40 MW, respectively) generate power for internalconsumption and distribution via the RTE grid, and supply steam for use by the local paper mill.

Vivacités (the Caen public transport corporation), hadtwo tri-energy boilers installed during the completeoverhaul of the boiler room at its bus and tram depot.

HEAT AND COOLING FROM UNDERGROUNDCooling the ambient air during the summer and warmingit during cold weather is a green solution in every respect.Harnessing this principle, a 1,000 cu. m/h balanced forcedventilation system connected to heat-exchanging earthpipes located 2 m underground, was proposed and subsequently installed at the "Maison Pour Tous" socialcentre in Fleury-les-Aubrais. The system, designed and built by Eiffage Énergie Centre Loire, is particularlyeconomical in terms of power consumption and greenhouse gas emissions.The Group also works with a natural cooling techniqueknown as "free-cooling", as at the Adeo facility in Ronchin,for example.

Looking ahead…Science departments at Eiffage business units are currently working on a wide range of R&D topics, includingfloating and sea floor-based offshore wind power, energyrecovery technologies, the PAC R131 heat exchanger, andthe development of solutions with the HQVie® "quality of life" certification.Developing systems to generate – and, above all, to store– electricity generated from renewable sources is a strategic priority for the companies in the Energy division.Producing power close to the point of consumption is onlypart of the answer; it is important to also issues relating toenergy storage, positive-energy buildings capable of"energy solidarity" with renovated existing buildings, andencouraging a general trend towards more restrainedconsumption by end users.


FOCUS ON...Yet more constructive dialogue APRR, the Group's motorway concessions division, is a member of Wind For Future (W4F), an association of stakeholders in the wind power sector in central and eastern France. As such, it workswith SMEs and laboratories to install low- and medium-power wind turbines to power rest area lightingsystems and road signs. In 2011, APRR also continued trials of a prototype vertical-shaft wind turbinedriven by surges of wind energy created by passing heavy goods vehicles.

Cogeneration plant in Vinet, designedto supply 17 hectares of agriculturalgreenhouses.

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Several Eiffage business units are active in the nuclear sector, providing expert services bothduring plant design and construction phases and for operation and maintenance in sensitiveenvironments. This wide-ranging expertise is provided to customers to help them comply withstricter site safety requirements, particularly in the wake of the historic accident in Fukushima.

Longstanding expertise in nuclear design-and-build projectsAll Eiffage divisions except Concessions have nuclear-related activities:Eiffage Construction Métallique provides "design, build,maintain and operate" services in this sector. The division primarily supplies special-purpose lifting andhandling equipment that is suitable for intense operatingconditions and/or able to withstand exceptionally strongearthquakes. By supplying equipment access hatches,the division is playing a direct role in constructing thefuel building containment systems at the three EPR plantunits currently under construction around the world.

Over the past 50 years, Eiffage Travaux Publics has helped to build nearly half the nuclear power plants inthe French fleet. The division harnesses the knowledgeand expertise acquired over that period to develop innovative methods and products that satisfy the highestsafety standards.

Safety compliance work following the Fukushima accident and ensuingEDF-ASN audit The Group's design offices were very busy in 2011, working on requests for work arising out of the upgradingof safety requirements following the Fukushima accident.The revised requirements mainly relate to flood risk ma-nagement, enhanced seismic performance, strengtheningof existing infrastructures, safe storage of borated water,temporary autonomous power and intruder protection.

Recognised multidisciplinary plant operation and maintenance expertiseMore than 800 employees in various Eiffage Group business units hold "DATR" radiation exposure qualifications, certifying their ability to work safely in ionising environments.

The teams working for Clemessy's nuclear departmenthave more than 40 years of experience, accumulated viamore than 10,000 maintenance operations and projectsto reinforce existing structures, alter utility systems andcreate new structures designed to withstand potentialaccident scenarios.

At the end of 2011, EDF renewed all of Eiffage Énergie'sexisting qualifications (covering electrical systems, instrumentation and control, HVAC, rotating machineryand valve maintenance) for a three-year period, and extended their scope to include dismantling operations.

Teams from the Metal division and Eiffage Travaux Publics also provide maintenance services at sites located in conventional areas (e.g. overhead cranes and condensers) and on the nuclear island (e.g. steamgenerators and casks).

What about nuclear power?

FOCUS ON...Waste storageNuclear waste volumes are steadily growing. Solutions for storing thiswaste in specially-equipped underground cells and tunnels are currentlyin the advanced stages of testing. Eiffage Travaux Publics, which has widelyrecognised expertise in underground works, has chosen to provide itsknow-how, techniques and innovative flair to clients dealing with this issue.The division is already active at one pilot site in eastern France: CIGEO, anindustrial facility for geological storage of high-level and long-lived inter-mediate level waste, designed and run by the national radioactive wastemanagement agency, ANDRA.

Radioactive wastecontainment cask (Metal division).

The polar crane at theOL3 plant unit in Finland(Eiffage ConstructionMétallique).

Since 2008, the Eiffage Group has been designing, building and maintaining turnkey structuresthat showcase the industry's know-how in every aspect of sustainable construction, includingexclusive practices, environmentally-friendly materials, energy efficiency and renewable energy.Through its buildings, roads and clean transport solutions, Eiffage continues to seize theopportunities arising out of the Grenelle environmental summit, reasserting the Group'scommitment to "build differently".

Deep green buildingsEiffage Construction's sustainable development policystructures the division's offering and achievements interms of the design, construction and renovation of buildings and other structures. The goal of decreasing thecarbon and environmental footprints of buildings is being addressed by, among other things, optimisingconsumption of materials and resources, limiting energyconsumption in the design and operation of structures androlling out the eco-design offering.

LOW CONSUMPTION ACROSS THE BOARDBBC Effinergie® certification is awarded to new buildingsor new sections of buildings that have very low energy requirements, thereby helping France to achieve its targetof dividing greenhouse gas emissions by a factor of four by 2050. In 2011, Eiffage Construction began or completed the construction of numerous buildings eligiblefor this demanding certification.

Examples include:

the O’zone project in Montpellier, comprising 11,200 sq. m of retail space and offices,

the Euratlantique project in Bordeaux, with 161 homesand services including a crèche, gym and multimedia library,

an exemplary social housing development in Saujon.

Building differently

The O’zone project in Montpellier

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DUAL BBC® AND HQE® CERTIFICATION FOR "DEEPGREEN" BUILDINGSFor Eiffage, qualifying for BBC® energy efficiency certification is an important objective, but not the onlyone, as the Group's approach covers both the constructionand the operation of its buildings. For example, the newhead office of Eiffage Construction in Vélizy, which wasofficially opened in late 2011, illustrates the Group's exacting requirements and expertise in the area of sustainable construction. The Energy and Metal divisions,appointed by the Construction division, took part in theconstruction of this building, which has been designed toqualify for the BBC Effinergie® energy efficiency labeland HQE® "high environmental quality" certification whenin operation. This dual certification ensures that occupantsenjoy comfortable, healthy working conditions in a building with a limited impact on the environment. The building is designed to comply with the requirementsof the forthcoming RT2012 thermal regulation, with a primary energy consumption of less than 50 kWh/sq.m/year and greenhouse gas emissions not exceeding 2 kgeq CO2/sq. m/year.All aspects of the building's design and operation havebeen optimised, including water (resulting in consumptionalmost 75% lower than in a conventional building), wasterecycling, transport and energy.

SOLUTIONS FOR EMERGING NEEDS OF INSTITUTIONALCUSTOMERSHomes are not the only buildings concerned by certifica-tion schemes and labels.Eiffage Construction designed and built an open section at Chambéry prison. This affordable new structure, whichdelivers excellent thermal and acoustic performance andis eligible for the BBC Effinergie® energy efficiencyscheme, also provides a work inclusion programme for inmates.

This progress strategy is also benefiting schools. For example, the division entered into a public-private partnership with the Regional Council of Lorraine to design,build (with the site still occupied) and maintain the newJean Zay secondary school in Jarny. Under the terms of thedeal, the building must obtain the BBC Effinergie® label.Lastly, in another public-private partnership, EiffageConstruction handed over the new national police headquarters in Issy-les-Moulineaux in late 2011. The division is also to provide maintenance services for thenext 32 years at the new building, which qualifies for "highenvironmental quality" (HQE®) certification.

IN ACTIONThe Centre region's energy performance contract hitsits initial goals The energy performance contract signed in July 2010 by EiffageÉnergie and the Centre Regional Council applies to 18 secondaryschools for a 15-year period. The contract stipulates that expen-diture on energy must be reduced by 5% in the first year of ope-ration. This was achieved, not least by micro-managing gas andelectricity consumption. A campaign to raise awareness amongstudents, teachers and administrative staff facilitated the adoptionof essential green practices. The goal now is to reduce energycosts by 40% and greenhouse gas emissions by 50% within threeyears.

A Pyramide d'Or for the Grand Carré de Jaude The Grand Carré de Jaude residence in Clermont-Ferrand won second prize at the2011 Pyramides d’Or awards, sponsored by GRDF (Gaz Réseau Distribution France).This award is presented in recognition of the overall quality of services provided,environmental friendliness, comfort, well-being and value for purchasers. It alsoacknowledges the information provided to purchasers by Eiffage Immobilier regarding responsible behaviour that helps to save energy and preserve the environment.

2011 Pyramides d’OrGRDF AwardSecond Prize

Eiffage Construction head office in Vélizy.

FOCUS ON...Pushing back the limits The Majunga Tower, located in the La Défensebusiness district of Paris,is designed to comply notonly with the requirementsof the BBC® and HQE®certification schemes, butalso to achieve the "Excellent" rating underthe British certification programme known asBREEAM® (Building Research EstablishmentEnvironmental Assessment Method).

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The HQVie®"quality of life" baseline is a source of added value for sustainablecitiesThe HQVie® "high quality of life" baseline is a formal implementation of Eiffage's systemic approach to designing projects that meet the highest standards of sustainable development. It is based on the operational experience of the various divisions of the Eiffage Group –in essence a turnkey city builder – and on recommenda-tions issued by elected representatives, planning specia-lists, environmental experts and social scientists. TheHQVie® approach, which favours people-centred projects,is applicable to all types of development and all types of geographical configuration.A comprehensive sales offering is being developed that addresses the environmental and social challengestargeted by the Grenelle environmental summit.

In December 2011, Eiffage Immobilier Centre Est won thecontract for the first property development designed usingthe Eiffage HQVie® method. This project, located in thePresqu’île development area in Grenoble, comprises 140 homes, together with 344 sq. m of business premises,210 sq. m of shared facilities and a 304 sq. m day-nursery.

The development has a total floor area of 11,343 sq. m.As well as delivering exemplary energy performance (beating the BBC® standard by 30% and with a primaryenergy requirement of less than 15 kWh/sq. m/year for heating), all the planned homes comply with the "futureproofing" principles developed by the Phosphoreforward-looking research project. Their modular designenables them to be reconfigured as two-, three- or four-room apartments with no structural work and only limited finishing work. As a result of this reversible flexibility, these apartments not only offer a practical response to shifting trends in terms of family lifestyles, butcan also be easily adapted to reflect changes in occupants'accommodation needs over the course of their lives.Including wood in building frames, elevations and insulation, using HVA ConceptTM" industrial kitchen andbathroom modules developed by Eiffage Construction, andinstalling a next-generation LED-based interior and exterior lighting system developed by Eiffage Énergie areamong the other measures that help Eiffage to make thisproject a "foundation stone" on which to build sustainablecities for the post-carbon world.

“Clean” transport and infrastructure solutionsTRAMWAYS…Tramways and light rail systems are an ideal solution forgreen mobility in smaller cities, and generally enjoy a goodimage among the public. They make for a cohesive city, inparticular by serving as a vector for regeneration in theareas through which lines run. Operating through the Eiffage Travaux Publics and Eiffage Énergie divisions, Eiffage provides a comprehensive, multidisciplinary offering based on a systemic approach that coordinatesthe many interlocking specialities required for this type ofproject in urban environments. This interwoven expertisecovers earthworks, rerouting of existing utilities and othernetworks, road redevelopment, installation of rationalstreet-lighting and traffic lights, platform building, tracklaying (via Eiffage Rail, a subsidiary of Eiffage Travaux Publics set up in 2010), installation of ticketing systems,safety and video protection systems and provision of 24/7maintenance with a maximum response time of 60 minutes.Projects to create (as in Dijon), extend (as in Paris) or renovate tram lines tends to be carried out in dense urbanareas. This makes them complex operations for which thedivisions frequently devise innovative solutions to reducethe impacts on the public domain and ensure maximumsafety for employees and passengers during the works,while also striving to minimise costs and optimise schedules.

…AND ROADS"HQE® sustainable roads" certification was awarded forthe first time in France on 23 November 2010, for a roadconstruction project led by Eiffage Travaux Publics involving a dual carriageway bypass for the town of Cantinin the Nord department. The new road, which opened on22 June 2011, is a textbook example of successful environmental and social integration. The related

Jean Zay secondary school in Jarny.

The planned Cam-bridge project inthe Presqu’île de-velopment area inGrenoble, which isthe first such pro-perty project des-

igned using theEiffage HQVie®

baseline.

Rapport d’activité et de développement durable 2011

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sustainable development assurance plan specified by theGeneral Council of the Nord department is organised inthree main parts: an environmental assurance plan:• carbon emissions: perform monthly carbon assessments, produce most materials locally, assessuse of recycled materials, ...

• biodiversity: respect biological cycles of living speciesduring works, clearly define sensitive areas and createalternative biological corridors, ...social and societal aspects: implement ambitious workinclusion measures, open the project to local residents(with regular information meetings and regular sitetours), strive to avoid disrupting residents' lifestyles andminimise work-related nuisances, ...innovation facilitated by the division's R&D teams: recycle clinker from household waste incinerators foruse in road surfacing materials, recycle crushed concretefrom demolition sites, use gravel for road surfacing binders, Sidmix® binder made from steelmaking slag, Microphone® low-noise bituminous concrete, ...

Motorway rest areas have not been overlooked, and are increasingly becoming exemplary sites. For example, theAllier-Doyet area on the A71 motorway aims to be a showcase for the Allier department, with a green, educational focus. The project features environmentally-friendly buildings. The winter garden and the footbridgelinking the Saulzet and Doyet rest areas will be focal pointsof the "green path" being built as a companion to the Allierdepartment's Éco-Parc project.

Sustainable industrial processesEiffage Travaux Publics has long been committed to rational aggregate production, and the division designs and builds its material processing and operational facilitieswith careful consideration for their natural and human environments. For example, at the quarry in Thorame-Haute (in the southern Alps), which has been undergoingmodernisation work for several years, the aggregate coating plant was replaced in 2011. The site's visual impacthas been reduced, and its ecological footprint is being decreased by recycling material-washing water and recovering runoff water.

Looking ahead… Sustainable construction considerations are systematicallyincluded in design, construction and renovation processes.Eiffage and the construction sector as a whole are wellaware that "sustainable construction" is an irreversible fundamental trend and a source of innovation, progressand activity for the Group's businesses.

Medium-term trends:widespread acceptance of the principle of restraint, bothin terms of the extraction of natural resources (encompassing materials, water and natural spaces) during the construction phase, and in terms of rationalmanagement of energy, water and waste flows duringthe operational phase,rollout of eco-design and low-carbon solutions, and better use of wood in particular,enhanced building conversion potential, achieved byadopting hybrid specifications and taking account of foreseeable changes in use patterns from the designstage,planning for risks associated with the consequences ofclimate change (such as heat waves, torrential rain andflooding) and design measures that provide resilience atvarious scales (e.g. building, block and town/city).

Together, these principles structure the Eiffage HQVie®

"high quality of life" baseline.

"Sustainable Construction"guide and related sheets(www.eiffage.com)

Work in progress at the Cantin bypass (Eiffage Travaux Publics).

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Over the past three years, Eiffage Construction has worked hard to design homes that offer a winning combination of energy performance and optimised costs, in keeping with therequirements of the Grenelle environmental summit. These competitive homes are the resultof advances in streamlined design, industrialised production and energy saving solutions.

H2CO homes The H2CO range of optimised cost and consumptionhomes was developed in partnership with Tectum for acontest relating to the urban development, constructionand architecture plan (PUCA). This product, which has beenawarded the CQFD label in recognition of its cost, quality,reliability and rapid construction, enhances the division’sability to bid for design-and-build contracts put out to tender by social housing organisations and property developers. Two H2CO developments have already beenhanded over by the Eiffage Construction Ouest and EiffageConstruction Grand Est regional divisions, and four otherprojects are currently underway, making a total of almost300 homes.

EcoEco homes – economical and eco-friendlyThe aim of the EcoEco (economical and eco-friendly)concept devised in 2009 is to build homes that deliver excellent energy performance at a low cost. This conceptopens up new possibilities for devising mixed develop-ments of starter homes and rented social housing.Construction work is currently underway on two projectsin Melun and Peypin, and a further 11 operations are at thedevelopment stage. All in all, these projects concern some1,300 homes, representing a significant share of EiffageImmobilier's annual production.

"EHPAD Evolution" - Accommodation solutions for the dependent elderly Eiffage Construction's healthcare division, in partnershipwith Eiffage Construction Centre Est, Côte d'Azur and Méditerranée, coordinated all aspects of the developmentof an 84-bed retirement home design: EHPAD Evolution.This energy-efficient (BBC®-certified) building is designed to be sold for no more ¤1,200 excl. VAT per sq.m of floor area (except in the Paris region). When presen-ted at the Gerontexpo trade show in Paris in May 2011,EHPAD Evolution's innovative "Lego®-like" configurationattracted a great deal of interest, since it enables the design to be adapted to suit different programmes andmeet users’ requests . The accommodation can also beconverted to meet the particular needs associated with theprogression of cognitive degenerative diseases.

Eco-design and green property development

Eiffage Immobilier Méditerranée's 73-home"Terrasses de l’Étoile" development in Peypin.Each apartment will beequipped with an HVAConcept™ bathroom module and the buildings’exterior walls will be fittedwith insulating cladding.

FOCUS ON...An eco-design toolThe life cycle analyser developed by Eiffage Construction is wellsuited to the eco-design process, enabling designers to:• Compare products or buildings,• Perform carbon assessments of construction materials,• Take account of energy and water consumption over the desiredservice life,

• Automate the calculation and analysis of environmental impactdata.

Around one hundred environmental and health declaration formswere included in the application in 2011, making it possible to record almost all of the materials used in buildings. This has helpedEiffage Construction to clinch certain contracts, such as the Paysde Retz secondary school project in Pornic.


Preparing for the future

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The construction, building, public works and concessions sectors are highly exposed tosustainable development issues such as carbon footprints, pressure on natural resources andthe various impacts on biodiversity."Preparing for the future" therefore involves adopting environmental precautions and strivingfor social equity as well pursuing legitimate efforts to sustain the Group's business activities.Although these activities clearly have impacts, they are also a source of solutions.

Preparing for the future therefore requires a two-prongedstrategy:

1. Develop a global vision of the future of theGroup's businesses, which are essential to the development of our society, particularly as urban livingbecomes the norm, driven by far-reaching social andeconomic shifts and increasing demand for physicaland virtual mobility.

Eiffage has the businesses required to become a turnkeycontractor for the post-carbon sustainable city of 2030.Such is the goal of the Phosphore forward-looking sustainable urban development project. Phosphore hasbeen researching systemic analysis methods and whollysustainable technical solutions since 2007.

In the first half of 2011, Phosphore applied the third session of its research to a very real 300-hectare site

located north of Strasbourg. The results of Phosphore IIIare available to the public on the Group's website(www.eiffage-phosphore.com).In June 2011, the focus of the Phosphore project shiftedto a much more ambitious scale: a 31,000-hectare areathat is home to more than 400,000 people.Another feature of this fourth stage of the project is the innovative partnership established with the district authority of Grenoble , which has a direct interest in sharing the results of this research.

Preparing for the future…

FOCUS ON...Phosphore takes an all-round, unified approach to eco-mobility challenges, energy issues at various scales, urban renewal througha mix of new-build positive-energy buildings and renovation of existing structures, the development of new urban services andreinstating ecological services in towns and cities.A second aim of the project is to develop appropriate sustainabletechnical solutions in the light of this analysis.

Eiffage has chosen to contribute to the public debate on sustainable cities by making the resultsobtained by the Phosphore project available on itswebsite. The site includes animated maps and informative videos about the palette of technicalsolutions devised for our post-carbon cities(www.eiffage-phosphore.com).

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2. Support research and development focussedon totally sustainable technical solutions thatdeliver undeniable and measurable environmental benefits. The Group's R&D efforts target three areas inparticular:

Construction materials and processes that help to limit fossil energy consumption and related greenhouse gas emissions. To encourage their use, a new financial instrument known as the carbon technical and economic fund was set up in 2011 toenable decision-makers to arbitrate more easily in favour of lower-emissions solutions (see p. 103).

Construction materials and processes that enablemore rational extraction of natural resources.

Soil deterioration and fragmentation of natural habitats leading to a loss of biodiversity undeniablyaffect the acceptability of the Group's businesses.Eiffage has a duty to respond by giving these issuescareful consideration throughout the life cycle of its projects, from the design phase through to theconstruction and long-term operation of infrastruc-ture and buildings.

Research into demolition and nature restoration processes. While the longevity of the buildings andinfrastructure produced by Eiffage has long been a yardstick of the Group's expertise, the need for end-of-life planning and reversible construction processes is now apparent. Recreating natural spacesin this way is a particularly fertile field for R&D acti-vities as we enter an era of sustainable development.

Sustainable development PREPARING FOR THE FUTURE

Restoring natural spaces at the Rue aux Anglais project in Rouen (Boutté - Eiffage Travaux Publics).

Before (November 2011) During (December 2011) After (January 2012)

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Eiffage's research and innovation strategy focuses on designing and managing economical,green solutions that help to achieve the goal of reducing the footprint left by the Group'sactivities.

APRR – Innovation for safety and the environmentAPRR's sustainable development and innovation activitiesare managed by the Major Investment and Developmentdepartment, which resulted from the merger of two existing departments. The new entity has an "Innovationand development" unit that operates a proactive watch andinnovation policy via an internal network of around ten correspondents.

APRR is pursuing its involvement in programmes to develop intelligent transport systems in Europe, in particular by taking part in the "EasyWay" programme,which aims to cut traffic congestion and decrease carbondioxide emissions.

The division also maintains close relationships with thescientific research community, in particular by:

Providing funding for theses and hosting postgraduatestudents researching safety-related topics such as roadsurface aging, or environmental subjects, such as theecological transparency of motorways (e.g. Copafaune –see p. 106) and invasive plant species,

Providing access to the motorway network, which offerscompanies and design offices a vast arena for experi-mentation, enabling them to test their innovations inreal-life conditions; such partners include SETRA (e.g.GB5®) and the French motorway association, ASFA.

Eiffage Construction operates an openpolicy on products and services

The Innovation, Research and Sustainable Developmentdepartment (IRD2) is organised as two units ("Researchand Development" and "Quality and Environment/Innova-tion"), supported by the networks of the Energy, Quality,Environment and Innovation managers. The department'sinnovation policy focuses on the following four areas:

Change managementRegulatory changes arising out of the Grenelle environ-mental summit triggered a process of fundamentalchange in the construction industry. To reflect this shift,the division set up a change management unit reportingto the R&D department. This unit's role consists in supporting the efforts of the internal expertise networksworking on heat engineering challenges, and in supervi-sing the ambitious training programmes introduced toaccompany their efforts.

A plant in Fresnay sur Sarthe that specialises in applyinginnovations to the Group's products and servicesThe Fresnay sur Sarthe plant, which was built in 2009 ona brownfield site formerly occupied by SEB, is used byEiffage Construction as a centre for experimenting, demonstrating, developing and implementing processesbased on advances in, or the adoption of, sustainabletechniques satisfying a combination of cost, schedule,environmental quality and energy performance criteria.The centre, which has a staff of 140, currently providesthe following products and services to Eiffage Construc-tion companies:

• HVA Concept™ products for use in solutions involvingthe assembly of complex, high added-value subassem-blies, such as prefabricated bathroom modules,

• PAC.R2® energy modules (see p. 114),

• Special energy performance-related training courses,such as training in the use of thermal imaging camerasand air-tightness test procedures.

Totally sustainable R&D

FOCUS ON...Technical and science departments from all divisionshave contributed to the Phosphore forward-lookingsustainable urban development project from the outset. In 2011, more than 35 organisations took partin the fourth session of the project, which focused ona virtual representation of the Grenoble district.

Laying GB5® bituminous gravel on the A49 motorway(Eiffage Travaux Publics – APRR).

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Enhancing the Group's energy performance services offeringThis centre raises the profile of the Group's products, andthe range of services provided to funding customers andto users is to be progressively enhanced, harnessing userservice solutions that have already been successfullytested nationwide. This activity is to focus in particularon the renovation market (REHA+ Environnement, Renovalis, ...).

Opening up to the supplier network and competitivenessclustersAs a "sustainable construction integrator", the division isnaturally attentive to the needs of its suppliers and partners. The R&D department maintains relationshipswith leading material producers such as Lafarge and Saint-Gobain, and conducts research relating toemerging requirements in terms of construction techniques, products and services. The R&D departmentis a member of the PGCE eco-construction civil enginee-ring centre in Nantes, a sustainable construction resource centre that helps businesses to anticipate newregulatory and societal requirements.

Innovation is an everyday activity for theMetal division The international reputation of the Metal division as a specialist in complex projects involving metal is driven byhigh-performance design offices staffed by nearly 200 engineers. The division's Development departmentmanages "core business" projects and the prototypes thatdemand the most advanced expertise and technical flair.

Innovation flourishes in the Metal division. In 2011, 80 entries were submitted to the Eiffage Innovation Awards,and 46 of those were considered to be of a high enoughstandard to be presented. This quality was highlighted in the "2010-2011 innovation catalogue", which was produced to encourage active support for projects, whether in terms of filing patents, applying for tax creditsfor research projects, running sustainable developmentpilot projects or entering innovation and sustainable development competitions.

FOCUS ON...The Purchasing, Innovation and Suppliers CommitteeThe purpose of this committee is to foster strong relationships with suppliers and share the best innovative practices arising out of the division's projects. In October 2011, the Côte d’Azur regional division and the Purchasing department organised the first Eiffage Construction Innovative Productsand Suppliers trade show (EFPI) in Sophia Antipolis. A total of 23 exhibitors (including Legrand, RenaultAntibes, SFR, Eiffage Construction and Eiffage Energie) showcased their innovations to a communityof more than 200 buyers, customers and partners.

The HVA ConceptTM bathroom module manufacturing plant in Fresnay surSarthe (Eiffage Construction).

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Eiffage Énergie targets energy management solutionsIn 2011, Eiffage Énergie's Technical and Science department naturally focused on developing products relating to energy savings and renewable power generation.This yielded several innovative products:

A low-cost lighting solution for the commercial sector,industrialised in partnership with Eiffage Énergie Électronique. This product, which is now commerciallyavailable, won the Grand Prize at the 2011 Eiffage Innovation Awards.

A prototype universal energy meterdesigned to providesimple measurements of a commercial building's electricity consumption by floor area and use type.

A prototype of an energy-saving street light designedto simultaneously light the road and the pavement. Particular effort went into the visual design of this programmable, modular device, to ensure that it blendssmoothly into the urban environment.

A new programmable logic controller for EiffageConstruction's PAC.R2® heat exchanger, incorporatingfeedback on the first installed systems and implemen-ting heating configuration and optimisation functions.

Eiffage Travaux Publics - From long-range planning to implementation

The R&D choices made by the Public Works division closelyreflect its commitments to responsible operation, with afocus on preserving natural resources, reducing the carbonfootprint, preventing occupational hazards, capitalisingand transferring skills and expertise, and addressing customers' requirements for innovative, sustainable andcost-effective solutions. R&D activities relating to thehealth impacts of products used by the division were alsostepped up.

In road construction, R&D focused on three main areas:

Saving resources, in particular by recycling coated aggregate and recovering industrial by-products such asfly ash from paper-making processes and steelmakingslag. A major study examining the performance of recycled coated aggregate is currently being carried outby the division's laboratories, in partnership with BP andENTPE.

Performance of construction materials, including the first applications of GB5® bituminous gravel (see p. 115).

In civil engineering, several R&D projects are currently underway, including:

Orthodalle: This process, derived directly from the "Orthoplus" research project run by ANR*, strengthensfatigued orthotropic bridges by replacing the bituminousmaterial used on the deck plating with a thin slab offibre-reinforced ultra-high performance concrete(UHPC). This process was used for the first time in 2011during the renovation of Illzach bridge in Haut-Rhin.

FOCUS ON...The ANR Recyroute project winds downThe ANR-Recyroute project for fibre-reinforced concrete made with aggregate millings for use as the basecourse in roads designed for heavy or very heavy traffic, which was launched in 2008, is now ending, havingyielded approved solutions for reprocessing coated aggregate. It will now be possible to authorise the useof these new materials with specifications as defined using the French road design method.

Using the Orthodalle process for the Illzach bridge renovation project (Eiffage Travaux Publics).

* ANR: Agence Nationale de la Recherche (national research agency)

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Badifops: The aim of this ANR-backed research projectis to improve our understanding of the cracking processand qualify the ductility obtained when fibre-reinforcedUHPC is used in conjunction with passive rebars, the aimbeing to issue recommendations for sizing structuresfeaturing fibre-reinforced UHPC and passive rebars inearthquake-resistant designs.

Optimisation of composite twin-girder rail bridges:the aim of this project is to develop a new design forcomposite twin-girder rail bridges that requires less steelwhile being less subject to deck strain. These technolo-gical advances are to be implemented in three viaductsalong the Bretagne-Pays de la Loire high-speed rail line.

CEOS.fr, a national project to develop more advancedtools and engineering practices for estimating and predicting the behaviour and condition of componentsof reinforced or pre-stressed concrete structures.

Clemessy – Planned innovation Clemessy organises its R&D activities based on three-yearplans oriented by business line. The current plan placesparticular emphasis on ensuring the best fit between thedivision's offering and its customers' requirements interms of performance, productivity and environmentalsustainability.Priority is therefore given to R&D projects (managedjointly by operational departments and the Industry department) relating to the development of reusable basicsolutions that offer benefits in terms of the division's competitive positioning in its three core businesses: measurements, optimisation and maintenance.Clemessy has teams of engineers working on numeroushigh added-value projects consistent with the sustainabledevelopment goals arising out of the Grenelle II environ-mental summit. These include development work for an electric vehicle in connection with the "data city", R&Drelating to electric aircraft, new methods of producing renewable energy, communications between vehicles andinfrastructures, precise power management and the SmartGrid, and devices for monitoring emissions and indoor airquality.

IN ACTIONFinal stage of the TRACC SUDOE programmeSince 2009, Eiffage Travaux Publics has been taking part in TRACC SUDOE, a cooperative R&D programme spanningsouthwest Europe that seeks solutions for adapting road construction techniques to take account of climate change.French, Spanish and Portuguese road building and operating companies joined forces with public stakeholders toproduce a methodology guide that facilitates decision-making by project sponsors, project managers and industryprofessionals regarding greener road construction techniques. Eiffage Travaux Publics Sud-Ouest has taken partin eight experimental projects for the programme, including one in Lamasquère using cold-process bituminousconcrete made entirely with recycled coated aggregate. The conclusions of the TRACC programme are to be debatedin March 2012 in Valladolid, Spain.

Emulator platform for onboard devices (Clemessy).

The Eiffage Innovation AwardsThe purpose of the Eiffage Innovation Awards, introducedin 2007 and held every two years, is to foster the spirit ofinnovation and acknowledge outstanding examples ofcreative flair put into practical by the divisions.

These awards are totally in keeping with the Group's strategy, and aim to reward efforts to devise constructionsolutions for the future, taking into consideration existingand future regulatory requirements as well as the need tocomply with the Group's principles of social fairness andenvironmental precaution.

Organised by of the sustainable development departmentsat corporate and division level, the awards are open to allemployees. They recognise creative energy, stimulate Eiffage's subsidiaries in France and elsewhere in Europe,encourage people to pool their knowledge, and foster aneffective innovation network across the Group.

The winners of the 2011 Awards were selected in June,and received their awards on 4 November.A total of forty initiatives were nominated

The "Pilot Projects" strategyThe Pilot Projects strategy introduced in 2007 supportsthe emergence of prototypes that address sustainable development issues and require specialist expertise.The aim of the strategy is to promote innovation and thedevelopment of reproducible technical solutions, as wellas sales offerings with enhanced sustainable developmentcredentials or a combination of high performance andcontrolled risk that address latent or emerging sustainabledevelopment challenges.The strategy offers the Group's businesses an opportunityto demonstrate their innovative expertise via a proactiveapproach.

FOCUS ON...The jury's Grand PrizeThe jury's Grand Prize was awarded for a lighting module designed by Eiffage Énergie. The winning solution provides effective, graduatedlighting, combined with energy-efficient operation, ease of installationin renovation projects and the flexibility to adapt to changes in users'working environments.

Two promising EiffageGroup initiatives

FOCUS ON...PrinciplesPotentially suitable projects are initially selected by the divisions’ sustainable development departments, and the corporate SustainableDevelopment department then certifies those that match the specifiedcriteria.Selected projects may qualify for financial assistance from Eiffage'sSustainable Development department, which also provides practicalsupport, ensuring that they are implemented effectively, promoting themand encouraging their rollout across the Group.

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Leaflets accompanying the 2007,2009 and 2011 Awards are availa-ble on the Group's website(www.eiffage.com).

The "Pilot Projects" guide describessome of the prototypes selected sincethe strategy was launched (www.eiffage.com).

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Methods, Measurements and Checks

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Disseminating sustainable development expertise requires design and operational tools thatcan standardise and safeguard methods and practices.

GEODE, the Group’s environmental management tool

The online version of the Group’s environmental management tool, GEODE, waslaunched in November 2011.This application, unrivalled in the market, provides Group entities with a provenand comprehensive method for managing environmental risks, enabling themto focus their operational response on:managing environmental issues, and more specifically, regulatory concerns,meeting ISO 14001 requirements, particularly in terms of monitoring and registration.

Special biodiversity management toolsIn 2010, the Sustainable Development Department created targeted operational tools for employees. These tools aredesigned to prevent harm to biodiversity and manage risks during the performance of their tasks.

BIODIVERSITY RISK PREVENTION AND MANAGEMENT KITThe biodiversity kit is an innovative tool intended for environmental, company and operating managers. The kit addressesthe regulatory and operational challenges involved in protecting project-related biodiversity as well as the ecological engineering skills needed for preserving plant and animal species during both the works and operational phases. The kit is regularly enhanced with feedback from the Group’s worksites.

Operational tools for sustainable development

FOCUS ONCustomised intelligence tailored to the Group’s business activities Since 2004, Eiffage has receiveddedicated legal intelligence on safety and the environment with thehelp of a specialist service provider.A weekly national and European intelligence bulletin, full access tonational and European regulations,topic-specific information sheetsand customised support provideenvironmental coordinators with regulatory information relevant to their projects and highlight therelated risks. Environmental legalintelligence has become an integralpart of GEODE, with site-specificcustomisation based on the activitydata entered by users.

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Sustainable development METHODS, MEASUREMENTS AND CHECKS

BIODIVERSITY DOCUMENT COLLECTION(« Fonds documentaire biodiversité »)An in-house library with some 120 recent nature studiesused by the Group during the tender process, the collectionhas been available on the Eiffage intranet site since March2011. The aim is to share more ecological knowledge ofnatural habitats and flora and fauna species encounteredduring the course of business.

ECONOMIC ASSESSMENT MODULE FOR ECOLOGICALOFFSETTING Designed by a multidisciplinary in-house working group,this tool is based on the latest regulatory information andinternal feedback (especially from the A65 and A406 motorways) and is used during the tender process and theproject development phases.

Sextant: for optimalhuman resources management

Featuring five separate management modules (Trainingand Skills, Management, Contracts, Mobility/Recruitment,Temporary Employment), the Sextant HR information system – a development tool for the human resourcesfunction –continued to expand throughout the Group, andachieved its rollout objectives in 2011.

NormacredA new management software for certifications and business referrals developed at Eiffage Énergie, Normacred is eventually slated to become a Group tool. It conducts targeted searches of division companies qualified in a selected field, making it easier to createsynergies between businesses during the tender process.

Intr@normes: for all Group businessesA standards management tool available to all Eiffage employees since 2007, this application provides access toall French standards.It also offers interactive, standards-centred monitoring of the regulations necessary for every employee’s profes-sional needs, and includes an electronic warning system.

Social and environmental reporting tools

SOCIAL REPORTINGMost of the numerical data in the social reporting toolscome from individual divisions’ payroll processing applications. The data are extracted through IT queries andsummarised in the Sextant tool.A dedicated interface provides access to indicator valueswithout human intervention.The divisions’ human resources directors verify the results.Any corrections are entered in the payroll processing software and a new report is produced in Sextant.The Enablon reporting tool consolidates labour informationnot obtained by this method.

CIVIC AND ENVIRONMENTAL REPORTINGSince 2004, the Enablon tool has been collecting data on civic and environmental indicators as well as any socialinformation that has not been processed elsewhere.More than 580 contributors and 380 validators from all thedivisions help gather information. Ten administrators areresponsible for managing data entry, monitoring dataconsistency and overseeing publication..

FOCUS ONAnd the winner is… In 2011, Intr@normes registered more than45,000 document views, and 15 standards wereconsulted over 100 times.The NF C15-100 standard, which sets regulationsfor electrical installations, was by far the winner,with over 1,600 views.

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*Important note: In 2011, Eiffage conducted a review of its indicators. Some were retained (name, definition and calculation method)and thus have a history dating back to 2009 and 2010. Others were deleted, replaced or supplemented or their definition or calculationmethod were modified. As a result, only their 2011 value is presented here.

Employment report – FranceEiffage

Eiffage Metal Eiffage Travaux Holding Total APRR Clemessy Concessions Construction Division Énergie Publics France

1. Employment

Workforce Total workforce - Managers 2011 538 929 17 2,315 729 2,145 2,232 251 9,156 Total workforce - Technical, clerical and supervisory staff

2011 1,828 2,518 48 2,293 1,480 4,875 4,633 99 17,774 Total workforce - Blue-collar workers 2011 1,543 1,478 0 6,777 2,216 7,717 11,456 0 31,187 Total workforce2009 4,008 4,933 59 11,741 4,296 15,506 18,502 339 59,3842010 3,981 4,934 67 11,478 4,428 15,160 18,294 360 58,702 2011 3,909 4,925 65 11,385 4,425 14,737 18,321 350 58,117 Percentage of women managers – total workforce2009 26.69 7.26 53.25 14.38 8.62 10.24 7.58 27.91 13.162010 26.93 7.66 46.15 15.51 13.18 11.51 11.80 26.43 13.622011 27.75 8.54 52.94 15.55 14.57 12.18 13.31 26.38 14.52Percentage of women technical, clerical and supervisory staff – total technical, clerical and supervisory workforce2011 46.39 15.92 59.18 32.36 18.79 23.27 23.17 27.18 25.67Percentage of women workers – total blue-collar workforce2011 40.31 1.29 NA 0.78 1.32 1.67 0.56 NA 3.08Percentage of women – total workforce2009 42.49 9.67 35.71 9.80 11.84 11.03 11.53 25.81 11.552010 41.93 9.77 57.89 10.11 8.96 10.17 7.62 25.54 11.532011 41.51 10.11 57.58 10.24 9.19 10.34 7.85 26.61 11.79Number of work-training participants at 31/122011 66 181 0 400 189 655 904 1 2,396Number of nationalities represented in the workforce2011 14 27 2 63 31 56 72 8 NPNumber of active mentors2011 109 173 0 538 168 454 936 2,378Annual number of trainees2011 47 194 2 1,087 90 1,149 932 21 3,522

Hirings / DismissalsTotal number of fixed-term + permanent hires – managers2011 22 69 3 272 89 139 214 35 843Percentage of fixed-term + permanent hires – women managers2011 45.45 14.49 66.67 20.22 17.28 21.58 19.16 31.43 20.71Total number of fixed-term + permanent hires - technical, clerical and supervisory staff 2011 123 170 110 338 180 433 439 8 1,801Percentage of fixed-term + permanent hires, technical, clerical and supervisory staff - women2011 39.83 13.53 56.36 30.47 27.98 22.56 32.80 75.00 29.73Total number of fixed-term + permanent hires – blue-collar workers2011 92 139 0 488 260 512 1,071 0 2,562Percentage of fixed-term + permanent hires – women blue-collar workers2011 18.48 2.16 0 2.66 1.17 0.98 0.47 0 1.80Number of fixed-term + permanent hires2011 237 378 113 1,098 529 1,084 1,724 43 5,206Total number of young hires under 26 years2011 80 99 57 344 133 295 448 6 1,462Total number of senior hires 50 years and over2011 16 17 0 35 63 62 116 3 312Total annual number of work-training participants

2011 113 261 1 607 294 946 1,364 3 3,589Dismissal of permanent employee, excluding breach of contract2011 1 50 0 274 79 207 422 5 1,038

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EiffageEiffage Metal Eiffage Travaux Holding Total

APRR Clemessy Concessions Construction Division Énergie Publics France

Average annual gross remuneration, excluding leave Managers 2011 58,689 50,085 76,465 61,208 54,840 52,357 57,214 83,666 NP Technical, clerical and supervisory staff2011 30,986 30,827 24,345 31,944 32,985 29,959 32,388 34,916 NPBlue-collar workers2011 28,329 24,507 NA 26,998 25,605 25,600 25,234 NA NP

2. Work schedulesRate of part-time work among male managers2011 0.00 0.35 0.00 0.61 0.89 0.64 0.57 1.60 0.59Rate of part-time work among women managers2011 2.68 11.39 0.00 6.85 6.25 5.77 7.74 5.97 6.50Rate of part-time work among managers2011 0.74 1.30 0.00 1.58 1.67 1.26 1.52 2.76 1.46Rate of part-time work among male technical, clerical and supervisory staff2011 1.27 0.91 5.00 0.57 0.09 0.72 0.31 0.00 0.61Rate of part-time work among female technical, clerical and supervisory staff2011 11.96 25.19 37.93 12.57 11.28 13.31 11.11 3.57 13.42Rate of part-time work among technical, clerical and supervisory staff2011 6.23 4.77 24.49 4.45 2.19 3.65 2.81 0.97 3.90Rate of part-time work among male blue-collar workers2011 6.88 0.61 NA 0.24 0.29 0.37 0.20 NA 0.49Rate of part-time work among female blue-collar workers2011 31.74 5.26 NA 15.09 7.14 24.81 46.88 NA 29.66Rate of part-time work among blue-collar workers2011 16.90 0.68 NA 0.35 0.38 0.78 0.46 NA 1.39Rate of part-time work among white-collar workers2011 9.82 2.88 18.18 1.44 1.18 1.80 1.19 2.24 2.17Standard absentee rate2011 7.55 7.15 4.35 8.30 8.73 6.90 10.42 3.24 NP

3. Social relationsSOCIAL, CULTURAL & SPORTING ACTIVITIES AND CHARITABLE CONTRIBUTIONS (%)2011 5.19 4.11 1.49 5.57 4.67 4.77 5.78 2.56 5.15

4. Health and safetyAccident frequency rate2009 11.71 12.54 0.00 24.74 11.94 15.33 19.76 0.00 NP2010 13.30 15.11 0.00 21.19 12.63 16.50 23.76 0.00 18.782011 11.63 15.31 20.17 19.27 11.06 15.94 19.49 3.33 16.94Accident frequency rate – temporary staff2009 20.11 NP 0.00 40.61 NP 39.17 26.35 0.00 NP2010 8.95 NP 0.00 52.46 43.60 44.49 25.70 0.00 36.672011 7.52 27.38 0.00 49.15 12.32 37.84 45.24 0.00 37.90Regulatory severity rate2009 0.41 0.48 0.00 1.51 1.28 0.82 1.24 0.00 NP2010 0.63 0.65 0.00 1.73 0.40 0.80 1.25 0.00 1.062011 0.84 0.77 1.03 1.50 0.35 0.80 1.37 0.11 1.08Recognised occupational diseases attributable to the company in 20112011 18 6 0 86 16 49 98 0 273

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5. Training Total number of training hours 2011 77,116 49,556 0.00 207, 665 46,873 243,672 248,211 7,623 880,716 Total training cost (%) 2009 4.06 3.97 0.56 2.40 2.12 2.85 1.64 0.00 2.512010 3.95 3.77 1.27 2.60 2.01 2.82 1.53 3.25 2.522011 3.69 2.38 2.16 2.39 1.67 2.30 1.85 2.88 NP

6. Equal treatment Number of disabled employees (DOETH form, box C)2009 75.99 168.65 1.22 318.44 144.84 355.76 418.14 1.00 1,484.042010 74.36 142.37 1.00 318.79 142.35 379.30 496.89 2.00 1,558.062011 92.60 145.00 2.00 383.93 158.07 453.02 598.57 1.75 1,834.94Number of units employed under contracts with specialist EA, CDTD or ESAT entities (DOETH, form D)2009 2.20 7.81 0.55 8.42 9.92 20.40 12.62 0.18 62.102010 3.12 5.02 0.48 8.15 6.97 14.43 12.19 2.48 52.842011 2.87 16.00 0.27 25.74 5.71 20.19 14.62 0.07 85.47Eligible employee shortfall after ECAP reduction (DOETH form, box G)2009 54.09 55.16 1.77 157.37 43.58 186.50 599.89 3.60 1,101.962010 51.08 40.68 1.50 143.27 55.19 118.43 117.66 12.41 540.222011 37.75 36.00 0.73 179.67 76.22 254.34 224.46 5.68 814.85Allowances paid (DOETH, form P) in euros2009 284,927 253,678 0 363,834 163,634 738,646 383,19680,518 2,238,4332010 272,279 201,491 0 300,095 176,226 636,416 277,35354,551 1,918,4112011 198,990 182,498 2,500 257,014 228,610 558,109 240,01624,897 1,692,634Disabled employees hired in 20112010 4 1 0 15 6 9 30 0 652011 3 2 0 28 20 16 20 1 90

Environmental report - France1. General environmental policy Environmental training – total training hours2011 7,450 0 0 570 1,013 8,263 1,512 56 18,864Amount of posted environment-related provisions (in ¤)2009 0 111,000 0 387,810 0 63,500 3,095,385 0 3,657,6952010 0 82,000 0 375,000 0 67,100 4,745,859 0 5,269,959

2011 0 135,000 0 375,000 0 0 5,992,297 0 6,502,297Amount of environment-related guarantee bonds (in ¤)2009 324,000 0 0 17,940 0 0 13,870,778 0 14,212,7182010 324,000 0 0 0 0 0 14,356,340 0 14,680,3402011 324,000 0 0 0 0 0 19,328,164 0 19,652 ,164Amount of environment-related preventive investments (in euros)2009 12,948,794 0 0 508,955 219,714 212,363 6,759,693 0 20,649,5192010 5,375,000 0 0 399,416 223,257 267,263 3,572,454 0 9,837,3902011 7,388,600 0 0 624,854 313,598 133,625 9,902,683 0 18,363,360Amount of preventive expenditures for environmental operations (in euros)2009 15,793,276 0 0 1,008,476 149,657 1,298,600 4,557,554 0 22,649,5192010 14,047,217 0 2,500 1,066,142 79,252 1,213,228 2,582,465 0 18,990,8042011 16,952,774 0 2,500 1,270,751 130,560 935,062 3,189,147 0 22,480,794Expenditures for preventive operations (%)2009 0.85 0.00 0.00 0.05 0.02 0.07 0.14 NA NP2010 0.72 0.00 0.05 0.04 0.02 0.07 0.08 NA 0.232011 0.84 0.00 0.00 0.04 0.02 0.05 0.09 NA 0.19Costs for corrective action after a court decision (in ¤)2011 0 0 0 0 0 0 0 0 0

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2. Waste managementHazardous waste (in tonnes)2009 200 103 0 454 265 785 868 NA 2,6752010 133 95 0 249 235 2,059 3,908 NA 6,6792011 241 188 0 200 267 180 3,663 NA 4,739Non-hazardous waste (in tonnes)2009 6,395 724 6 22,678 2,670 94,458 62,436 NA 189,3672010 6,374 583 6 25,500 2,733 7,657 57,200 NA 100,0532011 6,804 1,448 6 119,555 2,660 9,845 9,374 NA 149,692Inert waste (in tonnes)2009 0 20 0 34,669 192 161,591 1,782,283 NA 1,978,7552010 0 24 0 41,282 311 126,415 1,952,034 NA 2,120,0662011 0 584 0 47,036 62 97,706 1,388,135 NA 1,533,523Waste-related expenditures (in ¤)2009 1,562,284 NP 600 11,287,128 338,801 1,571,474 4,702,101 2,326 19,464,7142010 1,392,545 NP 600 11,297,650 340,233 1,620, 221 5,464,651 0 20,115,9002011 1,428,786 405,192 900 11,194,913 350,340 1,438,786 6,220,103 0 21,039,020

3. Sustainable resource consumption Water (in cu. m)2009 500,100 27,232 8,839 500,156 46,706 48,001 1,476,339 6,139 2,613,5122010 462,016 25,193 10,966 363,948 56,660 47,317 1,204,965 5,082 2,176,1472011 467,409 20,572 10,334 327,169 48,865 44,200 1,298,012 6,761 2,223,322Electricity (in GWh)2009 78.6 12.1 1.5 60.9 15.4 19.1 91.9 3.4 282.92010 73.8 11.5 1.6 62.6 19.0 20.8 98.2 3.5 291.02011 77.3 11.5 1.5 49.0 17.7 18.9 105.8 2.7 284.4Renewable energy production in kWh sold to EDF2011 57,230 0 0 264,840 0 85,099 78,164 0 485,333Diesel (in litres)2011 5,791,103 1,594,215 30,038 7,591,807 2,709,230 19,577,217 39,043,332 78,447 76,415,389Petrol (in litres)2011 43,602 48,264 50 168,852 18,103 528,836 484,781 0 1,292,488Kerosene (in litres)2011 NA NA NA 4,498 616 NA 282,000 NA 287,114Domestic fuel oil (in litres)2009 1,177, 602 NA 16,500 650,206 600,483 1,196,135 55,364,986 NA 59,005,912

2010 1,014,701 NA, 14,950 827,192 674,917 1,488,929 44,886,848 NA 48,907,5372011 484,667 NA, 14,229 597,539 467,071 1,332,181 45,544,124 NA 48,439,811Heavy fuel oil (in litres)2009 NA NA NA 15,841 NA 19,686 10,489,379 NA 10,524,9062010 NA NA NA 4,284 NA 9,987 16,281,144 NA 16,295,4152011 NA NA NA 5,707 NA 3,879 10,583,785 NA 10,593,371Gas (kWh)2009 6,083,380 10,925,487 NA 2,194,073 18,809,335 7,935,273 516,488,438 7 562,435,9932010 4,831,338 10,389,797 NA 8,097,427 22,116,066 8,430,607 507,956,797 7 561,822,0392011 5,396,396 9,701,279 NA 4,352,192 17,274,748 6,580,158 538,105,987 NA 581,410,760Total consumption of aggregate (in tonnes)2009 NA NA NA NA NA NA 32,065,442 NA 32,065,4422010 NA NA NA NA NA NA 40,565,941 NA 40,565,9412011 NA, NA, NA NA NA NA 27,653,230 NA 27,653,230

NP: data not providedNA: not applicable

Reporting on Eiffage Travaux Public energy consumption was modified in 2011. Reporting now includes energy use by road constructioncompanies prorated on the basis of the division's percentage of ownership. This change seeks to ensure consistency between the datapublished in the annual report and those set to be published in the upcoming report on the greenhouse gas effect. Corrections were also made to 2010 consumption data for Eiffage Travaux Publics, Eiffage Construction and the Metal Division in res-ponse to an audit conducted by the statutory auditor, which revealed errors or omissions.

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4. Special processes ARC 700 or similar (in sq. m)2009 NA NA NA NA NA NA 533,248 NA 533,2482010 NA NA NA NA NA NA 307,674 NA 307,6742011 NA NA NA NA NA NA 411,109 NA 411,109EMF 200 (in sq.m)2009 NA NA NA NA NA NA 113,566 NA 113,5662010 NA NA NA NA NA NA 28,500 NA 28,5002011 NA NA NA NA NA NA 0 NA 0EBT (in tonnes)2009 NA NA NA NA NA NA 64,662 NA 64,6622010 NA NA NA NA NA NA 105,690 NA 105,6902011 NA, NA NA NA NA NA 93,101 NA 93,101Number of patents filed during the year2011 0 0 0 3 2 0 7 0 12

5. CertificationsEnvironment, quality & safety certifications ISO 14001-certified revenues (%)2009 75.58 NP NA 69.90 8.47 71.53 24.02 NA NP2010 100.00 0.00 NA 91.99 12.66 77.90 82.20 NA NP2011 100.00 0.00 NA 92.46 20.04 77.07 96.60 NAISO 9001-certified revenues (%)2009 100.00 98.66 NA 90.97 64.70 83.37 91.20 NA NP2010 100.00 98.51 NA 97.58 84.68 81.58 94.80 NA NP2011 100.00 96.66 NA 94.62 87.61 81.81 95.90 NASafety-certified revenues (%)2009 0 54.86 NA 47.77 50.31 33.63 12.40 NA NP2010 0 59.83 NA 64.02 45.11 36.37 11.70 NA NP2011 0 40.34 NA 69.96 63.09 40.84 28.40 NA NP

ContributionPERCENTAGES OF GROUP ENTITIES' CONTRIBUTIONS TO THE DEVELOPMENT OF PUBLISHED FIGURES FOR FRANCE

Employment Environment Social2010 2011 2010 2011 2010 2011

Concessions 97 % 73.30 % 100 % 100 % 78.30 % 84.60 %APRR 96.70 % 100 % 100 % 99.10 % 100 % 100 %Eiffage Construction 99.60 % 98.30 % 96.90 % 98.90 % 97.70 % 97.50 %Holding 95.50 % 100 % 78.50 % 100 % 55.50 % 94.80 %Eiffage Travaux Publics 95.50 % 97.70 % 93.40 % 97.20 % 86.60 % 94.80 %Metal Division 100 % 100 % 100 % 100 % 100 % 100 %Eiffage Energie 97.50 % 99.20 % 93.20 % 99.60 % 93.10 % 99.60 %Clemessy 78.10 % 100 % 89.20 % 94.20 % 61.50 % 100 %EIFFAGE GROUP 96.90 % 98.10 % 94 % 98 % 90.50 % 96.60 %

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Employment report – Europe

Germany UK Benelux Spain Italy Poland Portugal Slovakia Senegal

1. Employment

Workforce Total workforce2011 3,160 43 3,179 2,291 161 552 478 86 1,335 Percentage of women – managers2011 23.50 0 NP 16.77 0 17.39 14.29 0 10.25Percentage of women – total workforce2011 10.50 14.29 NP 7.80 9.94 30.49 8.99 19.79 4.49

Hirings/ Dismissals Number of fixed-term + permanent hires2011 313 4 264 327 5 31 62 13 537Number of dismissals2011 53 0 528 102 0 112 19 10 9

2. Health and safety Accident frequency rate2011 51.90 0 51.06 44.81 0 6.00 9.52 0 23.95 Severity rate2011 0.25 0 1.89 1.05 0 0.15 0.13 0 0.57

3. Training Total number of training hours 2011 24,518 450 18,322 22,626 310 1,412 5,390 204 NP

Environmental report – Europe1. Sustainable resource consumption Water (in cu. m)

2011 20,513 2,235 NP 158,603 952 1,594 662 768 43,043 Electricity (in GWh)2011 7 0 NP 16 0 0 0 0 NPFuel (in litres)2011 5,235,375 NP NP 11,103,386 72,262 16,198 332,674 1,360 10,100,000Domestic fuel oil (in litres)2011 168,658 0 NP 8,371,560 0 305,702 0 197,927 650,000Gas (in kWh)2011 7,004,966 6,304 NP 8,817,159 29,782 0 0 0 0Total consumption of aggregate (in tonnes)2011 173,162 NA NA 2,770,170 NA NA NA NA NP

2. Environment, quality & safety certifications ISO 14001-certified revenues (%)2011 77.70 0.20 NP NP 100 100 62.00 100 100ISO 9001-certified revenues (%)2011 100 100 NP NP 100 100 93.00 100 100Safety-certified revenues (%)2011 13.15 0.20 NP NP 0 100 62.00 100 0

Eiffage has decided to gradually include its European subsidiaries in its employment and environmental reporting. For the first year, cer-tain data are being published separately from the French data. This first reporting year has not been reviewed by the statutory auditor.Next year, the employment and environmental performance data for the European companies will be integrated with the French dataand will also be reviewed separately.

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Further to your request, and in our capacity as Statutory Auditor ofEiffage, we have carried out a review for the purpose of enabling usto express reasonable assurance on a selection of sustainable development indicators relating to 2011, as published in the Sustai-nable Development section of the Group’s 2011 Annual Report.

The sustainable development indicators selected for the "France"scope are:

EMPLOYMENT INDICATORS:Accident frequency rate for all employees (occupational accidents),Regulatory accident severity rate for all employees (occupationalaccidents),Number of disabled employees (box C on DOETH form),Number of units contractually associated with disabled-friendlycompanies (box D on DOETH form).

ENVIRONMENTAL INDICATORS: Electricity consumption, Diesel, petrol, kerosene, domestic fuel oil and heavy fuel oilconsumption, Gas consumption,Water consumption,Hazardous waste quantities,Special processes: surface areas treated or quantities used (ARC700 and EBT).

These indicators were produced under the responsibility of Eiffage’sSustainable Development department, in accordance with theGroup’s internal reporting procedures, which are available on requestfrom the Group’s head office.

Our responsibility is to form a conclusion regarding these indicators,based on our review.

Nature and scope of our reviewWe conducted our review in accordance with the doctrine of the national association of statutory auditors (Compagnie Nationale des Commissaires aux Comptes) applicable to this assignment. We performed the procedure described below to obtain reasonableassurance that no material irregularities exist with regard to the selected indicators. Obtaining a higher level of assurance would haverequired a more extensive review.We reviewed the existing organisation implemented by the Groupas well as the existing reporting procedures, examining theirconsistency, relevance, reliability, objectivity and comprehensibi-lity. We also examined the related reporting tools. To verify thatthe procedures had been properly understood and applied, weconducted interviews and consistency tests:• at Eiffage Group headquarters, with representatives of the Sustainable Development Department,

• in Group entities, with the employees responsible for sustainabledevelopment reporting within each of the Group divisions included in our review, namely Eiffage Construction, Eiffage Travaux Publics, Eiffage Concessions, Eiffage Construction Métallique, Eiffage Energie, APRR and Clemessy.

We reviewed the consistency and veracity of the indicators selected for the "France" scope with regard to the existing organisation and procedures, the available documents and the reporting tools used.This work consisted of interviews, consistency checks and detailchecks to verify calculations and compare data with supporting documents. These were carried out:• with regard to data collection, in the following Group establish-ments, with the employees responsible for sustainable develop-ment reporting: "Eiffage Travaux Publics Ouest Petit Couronne","Eiffage Travaux Publics Fougerolles Ballot Terrassement", "Eif-fage Travaux Publics Charente Limousin – Aytre et SaintGeorges", "Bocahut Haut Lien, Glageon et Saint Hilaire", "EiffageConstruction Ile de France Paris", "Eiffage Construction AlsaceFranche Comté - Strasbourg", "Eiffage Construction Lorraine -Nancy", "Eiffage Construction Pays de la Loire – Maine et Loire","Eiffage Énergie Transport & Distribution - Verquin", "EiffageÉnergie Electronique", "Eiffage Énergie Auvergne – Roche LaMolière", "Eiffage Énergie Ile de France – Dammarie Les Lys","Eiffage Construction Métallique – Barep", "Eiffage ConstructionMétallique - Maizières", "APRR DR Paris – District de Nemours","Clemessy Siège - Mulhouse"

• with regard to data validation, in the Operational Departments ofthe following Group establishments, with employees responsiblefor validating sustainable development information:"Eiffage Travaux Publics Ouest Haute Normandie", "Eiffage Travaux Publics Fougerolles Ballot Terrassement", "Eiffage Travaux Publics Charente Limousin", "Bocahut", "EiffageConstruction Ile de France", "Eiffage Construction Alsace FrancheComté - Strasbourg", "Eiffage Construction Lorraine", "EiffageConstruction Pays de la Loire", "Eiffage Énergie Transport & Distribution", "Eiffage Énergie Electronique", "Eiffage ÉnergieAuvergne", "Eiffage Énergie Ile de France – Arc de Seine Sud","Eiffage Construction Métallique head office", "APRR head office", "Clemessy head office".

• with regard to consolidation of the indicators, at Group head office:

- with representatives of the Sustainable Development Department.

We were assisted in our work by our sustainable development specialists.

Conclusion Our review revealed no material irregularities causing us to doubtthat all significant aspects of the examined indicators were established in accordance with the Eiffage Group internal reportingprocedures applicable in 2011.

Neuilly-sur-Seine, 15 March 2012

Review report by one of the Statutory auditors on a selection of sustainable development indicators publishedin the 2011 Eiffage Annual Report

One of the statutory auditorsFor PricewaterhouseCoopers AuditYan Ricaud Thierry RaesPartner Partner, PricewaterhouseCoopers AdvisoryStatutory Auditor Sustainable Development Department

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Response to the Global CompactThe Global Compact initiative was launched in 2000 by the Secretariat-General of the United Nations to provide a framework for busi-nesses willing to commit to the common goal of creating a more stable, fairer and more open global market and prosperous, dynamicsocieties. (http://www.unglobalcompact.org)

Signatories agree to align their strategies and activities with ten universally-acknowledged principles relating to human rights, labourstandards, the environment and anti-corruption.

Eiffage joined the Global Compact in 2005, renewing its commitment annually in a letter sent to the Secretary-General of the UnitedNations. This letter, known as "Communication on Progress", describes all initiatives undertaken by Eiffage in keeping with the principlesof the Global Compact. It is available to view on the Group's website.

Global Compact principles Eiffage response (chapters in Annual Sustainable Development Report) Pages

HUMAN RIGHTS 1 Support and respect the protection Valeurs / Valeurs fortes / Engagement - Cahier « Éthique & Engagements » 78of internationally proclaimed Valeurs / Recruter et maintenir dans l’emploi – Protéger- Former- Diversité 80 - 89human rights Valeurs/ Développement territorial – Améliorer l’accès à l’emploi 94

2 S’assurer de ne pas se faire complice de violations de droits fondamentaux Valeurs / Valeurs fortes / Cahier « Éthique & Engagements » 78

LABOUR STANDARDS 3 Uphold the freedom of association and the effective recognition of Values / Core values / Commitment - "Ethics & Commitments" guide 78the right to collective bargaining Values / Dialogue with workforce 88 & 89

4 Soutenir l’élimination de toutes les Context and organisation / Responsible purchasing 75 & 76formes de travail forcé et obligatoire Values / Core values / Commitment - "Ethics & Commitments" guide 78

5 Uphold the effective abolition of child labour Values / Core values 78

6 Eliminate discrimination Values / Core values / Commitment - "Ethics & Commitments" guide 78in respect of employment Values / Recruitment and employment – Protection - Training- Diversity 80 - 89and occupation Values / Local development – Improved access to employment 94

ENVIRONMENT 7 Support a precautionary approach Values / Core values / Commitment - "Ethics & Commitments" guide 78to environmental Reducing our ecological footprint / Policy – Carbon – Biodiversity - Water –challenges Other environmental impacts 100 - 112

Preparing for the future / Preparing for the future - R&D – Eiffage Innovation Awards – Pilot projects 130 - 1368 Undertake initiatives to promote Context and organisation / Responsible purchasing 75 & 76

greater environmental Values / Core values / Commitment - "Ethics & Commitments" guide 78 andresponsibility Values / Local development 90 - 92

Reducing our ecological footprint / Policy – Carbon – Biodiversity - Water – Other environmental impacts - Resources 100 à 112Sustainable construction / Know-how – Energy performance – Renewable energy- Building differently – Ecodesign 114 - 127Preparing for the future / Preparing for the future - R&D - Eiffage Innovation Awards – Pilot projects 130 - 136Methods, measurements and checks/ Tools / GEODE – Biodiversity toolkit, social and environmental reporting toolkit 138 &139

9 Encourage the development and Context and organisation / Strategy 71 & 72diffusion of environmentally Values / Core values / Commitment - "Ethics & Commitments" guide 78friendly technologies Reducing our ecological footprint / Policy – Carbon – Biodiversity - Water –

Other environmental impacts - Resources 100 - 112 Sustainable construction / Know-how – Energy performance – Renewable energy- Building differently – Ecodesign 114 - 127Preparing for the future / Preparing for the future - R&D - Eiffage Innovation Awards – Pilot projects 130 - 136

ANTI-CORRUPTION 10 Work against corruption in allIts forms, including extortion And bribery Values / Core values / Commitment - "Ethics & Commitments" guide 78

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For more information...(www.eiffage.com)

Tim

elin

e…

Profile

Eiffage is the third-largest construction andconcessions company in France and the fourth largest in Europe, with state-of-the-art expertise in

construction, public works, energy and metallic construction,and a particular focus on concessions and public-privatepartnerships (PPPs). Thanks to the efforts of almost 70,000 employees, Eiffagegenerated revenues of ¤13.7 billion in France, Europe andthe rest of the world.Eiffage designs, finances, builds and maintains facilities that enhance our everyday lives, such as road and railinfrastructure, healthcare institutions, public and privatebuildings and urban developments. Always one step ahead,Eiffage is building the future...

An innovative, comprehensive offeringEiffage's greatest strength is its expertise across the fullspectrum of construction activities, which enables it tohandle projects from A to Z. This was a decisive factor inwinning the contracts for flagship projects such as the Millauviaduct and the A65 Pau-Langon motorway, and is nowenabling the Group to tackle ambitious projects such as theBretagne - Pays de la Loire high-speed rail line and the LilleMétropole stadium.

The Eiffage Group's cohesion derives from its core values,which include a culture that values fine structures, acommitment to sustainable development, innovative flairand an employee share ownership programme stretchingback more than 20 years.

82%of employees in Franceare Group shareholders


69,976employeesat 31 December 2011 (not including temporary staff)

1889 I Eiffel Tower

1959 I Tancarville bridge

1989 I Louvre Pyramid

1984 I Palais Omnisport Paris-Bercy stadium

2004 I Millau Viaduct

2009 I Perpignan-Figueras high-speed rail line

2016 I Bretagne - Pays de la Loire high-speed rail line

2012 I Lille Métropole stadium

2010 I A65 motorway

2011 I Southern Paris Region hospital centre

Published jointly by Eiffage's Communication and Sustainable Development departments.

Design and production: Actifin +33 (0)1 56 88 11 11

Photo credits: Actophoto/R. Bouchu, Alainphoto, Altarea, Angers Loire Métropole/O. Calvez, G. Arnaud, Artur Jasinski & WspolnicyStudio, Atelier 111 architects, Audiofocus, O. Azema, Balloïde photo, Balloïde photo/JC. Rifflard, A. Béraud, B. Bertin, J. Bertrand,L. Boegly, Boutté, X. Boymond, T. Cachon/L’Alsace newspaper, C. Camus, CEVM Eiffage/Foster&Partners/D. Jamme, Chabanne

& Partenaires architects, X. Chabert, J. Chrétien, J. Damase, O. Dannreuther, L. de Serres, DGGN, Dimson/L. Soulez, P. Duflot, O. Dupont,EDF, Eiffage/P. Gautier architecture/3e œil, Elisa/Valode & Pistre architects/Pierre Ferret Atelier d’Architectures/M. Lerouge, ESA/CNES/Arianespace, G. Galoyer/Jamais Vu !, Garcia, JL. Girod, Groupe 6 architects, F. Hédelin for TEP, Héliodrone, C. Huret, Kaovik, La France Vue

du Ciel, T. Lavernos, P. Le Doaré, V. Leloup, A. Liprandi, G. Lorriaux, S. Martinez, B. Miranda, MORPH, L. Perquis, Photec, A. Pic,A. Poupeney, RDAI architecte, Recyclum, RFF, JM. Schwartz, Société Duval architects, Stucin, Studio Bergoend, Studio photos, Tandem/K.

Warny, G. Tordjman, Toshi Kubota/Metra, A. Toureau, TVO, G. Uféras, Unibail-Rodamco/L’Autre Image/JP. Viguier et Associés– architecture and planning, E. Walle, WE EF Lumières à Nantes/Architect M. Barani/Lighting engineer C. Marty/Ingelux and Zaoum.

Photo archives: Eiffage, Eiffage Travaux Publics, Eiffage Construction, Eiffage Sénégal, Eiffage Construction Métallique, Goyer, Eiffel Industrie, Eiffage Énergie, Clemessy, APRR, AREA and regional divisions.

Imprim’Vert® is a collective mark that aims to promote the implementation by printing sector businesses of practical initiatives that proactively contribute to environmental preservation. The programme is based on three simple criteria: effective management of hazardous waste, safe storage of hazardous liquids and the use of non-toxic products, in accordance with the Kyoto protocol.

This document was printed using plant-based inks on Condat Silk paper, which is certified under the Programme for the Endorsement of Forest Certification (PEFC) as being sourced from sustainably managed forests.

Making the difference

Activity & SustainableDevelopment Report

2011

Activity & Sustainable Development Report 2

011

Making the differencetogether

We ROSE TO THE CHALLENGE of

building the Millau viaduct, the world's

tallest bridge.

We have ACCOMPLISHED FEATS

OF ENGINEERING to build the Lille

Métropole stadium with its sliding roof.

We are GATHERING OUR FORCES

to lead one of Europe's largest rail

construction projects: the Bretagne -

Pays de la Loire high-speed line.

By harnessing our wealth of expertise to

go further, build higher and constantly

innovate …

WE CAN TRULY MAKE THE DIFFERENCE!

163 quai du Docteur-Dervaux, 92600 Asnières-sur-Seine, FranceTel: +33 (0)1 41 32 80 00 Fax: +33 (0)1 41 32 80 10 – Website: www.eiffage.comShare capital ¤348,648,524 (87,162,131 shares of ¤4 each)

Registered in the Nanterre Trade and Companies Register under no. 709 802 094

SIRET code: 709 802 094 01130 – APE code: 7010 Z

activity & sustainable development report making the difference … · 2014-02-12 · profile e...

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