Corporate Social Responsibility - Camusat · Since 2015, our e.power solutions have enabled avoiding: Objective 1: by building simpler, smarter and more suitable solutions for better

2017Report

CorporateSocial

Responsibility

This document deals with the major priorities ofCamusat Group’s Corporate Social Responsibilityapproach. Actions initiated in order to meet social,environmental and community objectives, as well asresults and progress to be achieved are also specified.

It covers the year 2017 and includes all entities of theGroup, unless otherwise stated. This report has notbeen validated by an external party.

Your questions and comments regarding this reportand, more generally, the Group CSR approach arewelcome at:[email protected]

02

ABOUTTHIS REPORT

Summary

Chairman’s message 4

Our Group 5

Executive Comittee 6

Solutions 7

Innovations 8

International Footprint 9

Our Values 10

Our Commitments 11

Social 13

Objective 1 14

Objective 2 16

Objective 3 17

Environmental 19

Objective 1 20

Objective 2 23

Objective 3 24

Community 25

Objective 1 26

Objective 2 27

Objective 3 28

Evaluation & Indicators 30

03

The telecom industry is constantly changing. Thearrival of 4G in emerging countries, the 5Gbecoming more precise, the growing need for dataexchange and the strategic changes made byoperators reveal the key points of the necessarydevelopment of telecom and energyinfrastructures in the near future.We are prepared to tackle this new challenge andalso the social, environmental and communityconsiderations that lie ahead.I am fully confident in the future and especially inthe energy and motivation of all our collaboratorsand stakeholders to achieve our CSR objectives.

Richard THOMASChairman

Richard THOMASCamusat Group Chairman

04

MESSAGEOF THE CHAIRMAN

excelling in

5business lines

over

2,700direct

employees

generating

160m€of turnover

(2017)

sucess story

40+years

operating in

35+territories

faithful to

3commitments

05

Our Group

06

Richard THOMASChairman

Emeric DONTCamusat Deputy

Chief Executive Officer

Florian RUBINAktivco Chief

Administrative & Financial Officer

Elodie PERRIGOTGroup Chief HR-CSR

& EHS Officer

Patrice CORDONNIERGroup Chief Procurement &

Logistics Officer

Sébastien MARTINGroup Chief Commercial & Business Development

Officer

Monica ROBUGroup Chief Internal

Control & Compliance Officer

Ivan NAZARSKIGroup Chief Technical &

Information Officer

Thibaut DE RODELLECAktivco

Chief Executive Officer

Laurent BOBENRIETHGroup Chief Financial

Officer

EXECUTIVECOMMITTEE

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The Group supports telecom actors to efficiently build and optimize their networks development all over the world by integrating the very latest telecom technologies through our

operational company Camusat on one hand, and, on the other hand, to offer them telecominfrastructures outsourcing solutions thanks to our dedicated investment vehicle, Aktivco.

Our solutionsEquipment Installation

& Commissioning

Fixed & Fiber OpticsNetworks

Managed Services,Maintenance & Operations

Power Systems& Renewable Energies

Telecom Site Construction& Installation

Mobile Telecom Infrastructures

Core NetworkInfrastructures

Energy Production& Distribution Infrastructures

Fixed TelecomInfrastructures

INNOVATIONSOUR

08

In 2017, Camusat decided to set up an ERP systemwithin the organization. This decision reflects theGroup’s desire to transform itself, in order tosupport its growth objectives.

This is a major change for Camusat, who sees in itthe opportunity of having a unique tool able ofcovering its large management scope whileimproving its operational efficiency.

Integrating all of our processes into a single,integrated tool will provide global visibility,general data protection and a world-classmanagement system.

HEADQUARTER IN FRANCE, INTERNATIONAL COVERAGE

(35+ territories)

* 2017 figures

09

FOOTPRINTOUR GLOBAL

FRANCE & ITS OVERSEAS

EASTERN EUROPE CALA

AFRICA & INDIAN OCEAN

MIDDLE EAST ASIA

150 200 370 1305 100 600

Our team has grown to more than 2,700 direct employees*:

Innovation Reactivity Diversity

10

VALUESCamusat Group values make-up its genetic code and guide all the staff members all over the world in their day-to-day activities.

OUR

Social Environmental Community

We think that doing business in a responsible manner from a social, environmental and community point of view, helps our company succeed and meet our stakeholders’ expectations.

11

Our commitments

Interview with:Elodie FEURTET, Chief HR-CSR & EHS OfficerEurope, CALA & Pacific Region

12

What are the main CSR challenges of Camusat Group?We have two major challenges.First of all, developing skills of our employees, retainingthem, but also attracting new skills within our Group. Thisis essential in order to cope with the ongoing evolution ofthe telecom market.Then, I would say optimising the energy efficiency of oursolutions. It’s one of the substantial needs of ourcustomers.

How to tackle these challenges?Tackling these challenges involves communicating andraising awareness among our employees through specificactions such as CSR-related challenges and quizzes,briefings, thematic days, participation in events with localassociations, etc.But the essential point is the involvement of managers andCSR interlocutors present in our subsidiaries: they are thereal local relays and key stakeholders without whomCamusat’s CSR approach could not be driven.

INTERVIEW

13

Promoting success, security and well-being of our employees.SOCIALCOMMITMENT

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In 2017, we noticed a drop in ourfrequency and severity rates, as well asin the number of work-related accidents,which can be explained by numerousprevention actions carried out over thepast two years by our subsidiaries.

A total of 13,959 EHS training hours weredelivered in 2017 on the following topics:• Working at Height,• Identifying and Decreasing

Occupational Hazards,• Wearing of PPE,• Preventing Electrical Hazards,• Using Mechanical Handling

Equipment,• Etc.

Developing EHS knowledge and skills ofour employees is a priority for our Group.Therefore, 65.72% of trainings providedwithin the Group is related to this topic.

Objective 1: by continuously strengthening accident prevention and protection of employees

0.22% 0.21%

9.10%

6.31%

2016

2017

Severityrate

Frequencyrate

In order to disseminate good practicesacross the Group, we have increased theEHS in-house training by developing newtraining modules in addition to theexisting one, namely the “Working atHeight” training:• First-aiders,• EHS introduction,• PPE verification.Thus, 707 employees received 6,364hours of training provided by our Groupin-house trainers, which stands for 45.60%of HSE trainings held in all subsidiaries.

Working at Height

First-aider

EHS introduction

18.9%

81.1%

Without work stoppage

With work stoppage

Number of work-related accidents: 37

14

Training hours provided

Trained employees


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Facilitating health and safety challengesinvolves preventing occupational hazardsand developing our employees’ safetyculture.We have strengthened internal EHSaudits on sites, to ensure compliancewith safety standards and to takecorrective measures, if necessary. Safety-related challenges and quizzes havebeen initiated at Group level to test theknowledge and to remind best practiceson specific issues.

Objectives for the upcoming years:

The Group will develop new in-housetraining modules to extend the currentoffer. These training modules will soon beavailable for our subcontractors and for ourcustomers’ employees.Group Safety Flashes were initiated in 2016.In order to have a more targeted preventionon professional hazards incurred in oursubsidiaries, additional Safety Flashes willbe initiated by local teams.It is important that all new employeesbecome aware of EHS best practices as soonas they are hired. Therefore, duringinduction, we will enhance raisingawareness on EHS.Lastly, EHS audits will be implemented onsites of our subcontractors.

First-aider training

Safety Award Ceremony – Camusat Botswana

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Objective 1: by continuously strengthening accident prevention and protection of employees


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In addition to in-house and externaltrainings, we rely on intragroup transfersof skills. This transfer consists of twoactions:• Call on a particular reinforcement of

technical teams aiming at working onspecific projects,

• Train teams for new activitiesfollowing the integration of newBusiness Lines in the subsidiaries.

These intragroup transfers enable us tooffer internal mobility opportunities toour employees.

Objective 2: by providing opportunities to grow and develop by training, skills development, talents detecting and follow-up

120 intragroup transfersin 2017

In an international context wherecompetition is fierce, developing skillsrequired to cope with marketdevelopments is a major challenge.Investment in training is thereforeunavoidable. Developing our employees’skills is fully integrated into the strategicmanagement of our subsidiaries.


Our HR teams will continue deployingactions identified for our Talents. Two yearsafter the launch of the program, theevolution of roles may be achieved, byreaching the objective of having our Talentspromoted on management and engineeringpositions.

In order to control the internal mobility ofour expatriate population, a webapplication, has been created.

The Talent Management programlaunched two years ago is ongoing. Thus,Individual Development Plans have beendefined and the implementation ofprogress actions is currently underway.Targeted actions focus on theenhancement of managerial, technical,financial and leadership skills.

Total number of training hours:

21 241

Breakdown by professional category:

63,11%

9,66%

8,40%

18,83%

Worker

Administrative

Supervisor

Manager

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OU

RObjective 3: by promoting diversity and inclusion

57 different nationalities within the Group’s headcount

With operations on 5 continents and inmore than 35 territories, the number ofnationalities already existing withinCamusat keeps increasing, to reach 57 atthe end of 2017.Camusat’s ability to open up to newhorizons, to adapt to differences, todesign new practices lies at the origin ofour success.Convinced that cultural diversity is anasset, our intercultural teams are a leverfor creativity and innovation, aiming toundertake new projects and conquer newmarkets.

• Gender equality: In 2017, we noticeda positive trend in the employment ofWomen in technical professions. Tosupport its new professionalorientations, our female employeepopulation has also benefited fromenhanced access to professionaltraining.

Headcount on 31/12/2017:

2 738employees

12,49% 87,51%

Training in 2017 vs 2016:

8,86%12,68%

91,14%87,32%

2016

2017

Training – Camusat Kenya

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Objectives for the upcoming years :

Thanks to new communication campaignson diversity and inclusion, a collective andpositive dynamic shall further develop.Success will be celebrated on a larger scale,we will get even more subsidiaries involvedin this process.

Recognition of performance - CamusatDominican Republic

• Celebrating success: Sharing a positiveexperience is beneficial as it bringssatisfaction and energy to a team.Recognition of achieved goalsenhances chances of success in thefuture. Celebrating the success of ouremployees brings a general well-beingthat contributes to the integration andinvolvement of all. To this end, Group’ssubsidiaries have set up employeereward and recognition systems.

• Young people induction: Convinced ofthe importance of matching thetraining offer with the business needsof companies, our subsidiariespromote partnerships with schoolsand universities. This way, youngpeople are granted internships andwork-study programs that better caterto the needs of company. At Camusat,this is reflected by an increase in thenumber of internships / work-studyprograms, real recruiting lever, most ofwhich end up with hiring.

Welcoming of a trainee – Support Group Romania

Recognition of performance - CamusatMali

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Objective 3: by promoting diversity and inclusion

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ENVIRONMENTAL Providing our customers with quality, low environmental impact products & services and demonstrating our commitment to reduce our own impact.COMMITMENT

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Since 2015, our e.power solutions haveenabled avoiding:

Objective 1: by building simpler, smarter and more suitable solutions for better efficiency

Our Group offers two green solutions inits products and services portfolio:e.power and pure solar energy systems,to meet our customers’ demands.

In 2017, we expanded our range ofe.power offers. The range now includes 3e.power solutions: e.pC, e.pL and e.pM.The last solution developed, i.e. e.pM, isintended for installation on reducedfootprint and / or for events purposes.This new product, as well as the first twoe.power solutions already existing,complies with the most stringentenvironmental regulations. Our e.powersolutions reduce fuel consumption and,consequently, emission of greenhousegas, while maximising battery lifetime.

On the entire existing product range, fuelsavings vary between 40 to 80%,depending on the options chosen bycustomers compared to a classic gensetsolution.In order for the e.power range to meetnew demands from our customers andnew sites specificities, our R&Ddepartment is currently working on thedevelopment of a fourth e.powersolution, named e.pDC.

43410 350

6 688

26 500

6 556

31 480e.power sitesinstalled217

e.pM by Camusat

It will have the advantage of offering adirect current solution while meeting thevarious objectives of reducingconsumption. This new solution will bemarketed in 2018.

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generators

fuel filters

oil filters

liters of waste oil

CO2 emissions(in tons)

NOx emissions (in kg)


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Since 2015, our pure solar solutionsenabled avoiding :

Our pure solar solutions consist ofquality equipment to ensure maximumperformance and system reliability in thelong run. Their design also enables futureoptimisations, if necessary. They arecustomisable and designed to meet alldemands of our customers all over theplanet. Our “100% solar” solutionsreduce fuel consumption by up to 100%and consequently, they reduce CO2emissions.

In 2017, our engineers conducted a large-scale project to internalise themonitoring of all our Group’s solar sites(approximately 1,000 sites), that waspreviously managed by our customers.

Thanks to our Global Network OperationsCenter (g.NOC), this new monitoringenables us to improve the analysis of thesolar sites installed by Camusat. Thus, wecan detect defaults on sites and performremote maintenance interventions.In addition, we can now observeconsumption trends, isolate sites withanomalies, upstream detect technical andenergy problems.With this predictive maintenance, theultimate goal is to improve the technicalperformance and energy efficiency ofour sites.

5 292

35 449

15 373

2 574

Solar sitesinstalled501

Pure solar energy system

21


oil filters

liters of waste oil

CO2 emissions (in tons)

NOx emissions (in kg)

5885 292

generators

fuel filters


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TO of products and services bringingenvironmental added value:

In 2015, the R&D department of Camusatstarted to work on the development ofvertical axis wind turbines.During the year of 2017, conducted testswere successful, thus enabling us to offerthis innovative solution to our customersstarting with 2017. Our solution enablesthe integration of a vertical axis windturbine in our existing metal structures.It provides the advantage of solving theproblem of ground surface for theimplementation or optimisation of a sitewhile optimising energy consumption. Ithelps minimise deforestation.

Diagram of a vertical axis wind turbine

Batteries recycling is also anenvironmental project conducted by ourGroup. The procedure for the storage andrecycling of batteries in connection withspecialised external companies is inplace.

Purchased products and services

Sold products and services

9 719 000€

9 808 128€

22



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RObjective 2: by protecting the environment

In addition to actions aimed at mitigatingdeforestation, in 2017, our Group alsoorganised specific actions aimed atraising awareness among our employeeson environmental protection by sortingwaste.Thus, we organised a Group CSRChallenge: “Eco-tower”. The objectivewas to collect and sort waste generatedin subsidiaries, in order to build a towermade of recyclable materials.

Some subsidiaries have also organized“Eco-days”: these team building activitiesaim at making employees aware of theimportance of waste collection and theirimpact on the environment. Waste iscollected either nearby our premises or inspecific places in partnership withassociations.

Finally, partnerships for wildlifeprotection are also being set up withNGOs such as WWF in our Pacific region.

Camusat Myanmar, winner of the “Eco-tower” Challenge

Camusat Haiti during the “Clean Haiti” operation


A Tree Day will be set up at Group level toraise awareness among subsidiaries on theimportance of forests for ecosystems.The procedure and tools dedicated to themanagement of industrial waste andhazardous products developed in 2017 willbe implemented in each subsidiary.

NGO

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In addition, our Group promotes the useof vehicles having less than 5 years sincetheir manufacturing date, more energy-efficient, in order to optimise fuelconsumption and to reduce greenhousegas emissions.

2015 2016 2017

Group consumptions:

Objective 3: by reducing our environmental footprint

Reducing our environmental footprintincludes reducing our fuel consumption.One way to reduce them is to optimizetravels of our teams who provide themaintenance of our sites. Thus, wedeployed a tracking module, integratedinto our e.sight tool. To date, 13subsidiaries (2 in 2016) manage theirvehicle fleet with this tool. During theyear of 2017, this resulted in a fuel savingof 908,333 liters, equivalent to avoidingthe emission of 506 tons of CO2.

Tracking via e.sight


At Group level, additional industrial wasterecycling channels will be identified toinitiate new partnerships and thus improvethe local network.

New Group Challenges will be initiated. It isa way to federate employees around teambuilding activities on the environmentaltheme.

The Group will carry on using the e.sighttool. The aim is to integrate new fleets ofvehicles in this tool, on a yearly basis.

25 615

2016

2017

22 589

29 014

in m³ in Mwh in Kg

1 3811 666

2 008 12 81510 027

14 486 2015

1 044 vehicles on 31/12/2017

49 721 Stored oils

Recycled oils27 632 26 167

92 01873 601

17 129

Stored oils vs recycled oils:

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COMMUNITY Investing in development and recognition within our host communities.

COMMITMENT

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COMMITMENT

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RObjective 1: by creating job opportunities for local communities

One of Camusat’s strengths lies in itslocal anchorage. Present on 5 continents,operating in more than 35 territories, theintegration of our Group locally isparamount to our development. Facedwith very dynamic labour markets inemerging countries, we have chosen tobe more and more present on local jobfairs. In order to favour local hiring, beingcloser to our potential future employeesis at the heart of our recruitmentstrategy.

We are also responsible for developingindirect employment.Thus, in our Responsible Purchasingapproach, we ensure to developpartnerships with local suppliers. Ourobjective is to have at least 90% of oursuppliers located in the countries wherewe are present.

Having a responsible approach in ourPurchasing actions also consists inverifying that our subcontractors andsuppliers comply with our CSRcommitments.Thus, due to the development of ournetwork of Purchasers, we havemultiplied the CSR audits initiated in 2016at our “strategic” suppliers and we haveimplemented this good practice with ourlocal suppliers.

Objectives for the upcoming years :

We will develop our employer brand inorder to communicate more extensively onall our businesses lines in the countrieswhere we operate.

Recruitment fair – Telcam Morocco

93,98%

95,29%

2016

2017 % localemployees

% local supervisors& managers

% localsuppliers

88,28%

88,29%

92,46%

91,32%

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COMMITMENT

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As a member of the United NationsGlobal Compact, ethics is essential in thegood practice of our business. Thecompliance with our Ethics Codeconcerns both our employees and ourstakeholders.

Every employee who joins CamusatGroup is made aware since his/herintegration. One-off training sessions areorganized in our subsidiaries to capitalizeon the key messages delivered.

The governance and CSR audits carriedout in the subsidiaries enable us to verifythe application of good conduct rulesexisting in our Ethics Code.

It is also an opportunity to makemanagers aware of their key role incommunicating with their collaboratorsabout:• the content of the Ethics Code,• the existence and purpose of our

ethics alert.


In order to enhance compliance with ourrules of good conduct, a “Compliance andInternal Audit” department will be created;it will be exclusively dedicated to internalaudits.

In order to broaden compliance withanticorruption rules to all our stakeholders,we will implement an anticorruption policy,that we will subsequently communicate anduse for raising awareness on this specifictopic.

Audit

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COMMITMENT

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RObjective 3: by contributing to improve local living conditions

Present mainly in emerging countries, ourGroup pays particular attention tocontribute to the improvement of localliving conditions.

As every year, our subsidiaries work to:• Help with rehabilitation following

natural disasters,• Fight against poverty,• Contribute to better sanitary

conditions,• Defend causes around sporting

events.

Our subsidiaries implement actions bymobilising our employees and thusdevelop their associative culture.

Sponsoring 4L Trophy –CGTI by Camusat

Support to education -Camusat Kenya

Call for solidarity -Camusat New Caledonia

Fight against illiteracy -Camusat Uganda

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COMMITMENT

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For the last two years, Camusat has beensupporting volunteer employees involvedin associations carrying out projectsrelated to health, education andenvironment.

In 2017, the “I volunteer with Camusat”campaign supported the project of Mr.José ULYSSE, Technician within oursubsidiary Camusat Haiti and volunteerfor the association AJPV “Association ofProgressive Youth of Vialet”.

The project consists in supporting thetraining of 80 troubled young people infour sectors of building:• Masonry,• Floor tiling,• Plumbing,• Electricity.

This project meets needs ofreconstruction of buildings by complyingwith the seismic standard regulations inHaiti, following the earthquake of January12, 2010 which had caused massivedestruction of houses and severedamages.

“ I volunteer with Camusat ” - Camusat Haïti

29

Objective 3: by contributing to improve local living conditions

30

EVALUATIONSOUR INDICATORS &

In addition to the indicators that enablethe Group to get accurate information,the Group’s subsidiaries oversee andmanage an annual CSR action plan. In2017, our CSR managers worked ondefining local stakeholders so that CSRactions may better match theirexpectations.

In order to continuously progress, everyyear we add:• new indicators in order to enhance

the accuracy of the information,• new actions to manage CSR stakes

towards our employees and, moregenerally, our local stakeholders.

Reporting parameters: this annual reportcovers the performance of our CSRcommitments for the year 2017, as of 31December 2017.

Scope of the information: theinformation was collected within all oursubsidiaries, taking into account theorganizational changes in 2017 (creation,closure, transfer of activity).

Reporting protocol: as previous years,information was collected through e.csrweb application (e.csr KPIS and e.csrACTIONS modules).

31

3 modules :


Internal Assessment:The HR, CSR & HSE structure set up lastyear enables the Group to carry outspecific audits on HR, CSR & HSE. In theinterest of ongoing improvement, theseaudits allow us to set up correctiveactions plans and to follow them.

At the end of 2017, the group decided tocreate a “Compliance and InternalAudit” department dedicated to controlall the processes implemented / to beimplemented in the subsidiaries. Inaddition to auditing operational,financial, governance and otherprocesses, the HR, CSR & HSE processesare also part of an audit.

• Then, the EcoVadis platform assessesthe performance of our Group in termsof Corporate Social Responsibility.Since 2015, we have been awarded thesilver medal every year, which ranks usamong the top 30% of best rankedcompanies.

External Assessment:The external assessment is carried out bytwo expert third parties:• First, by signing the United Nations

Global Compact. We sent our“Communication On Progress” (COP)which enabled us to renew ourmembership for the year 2017.

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Our indicators & evaluationSOCIAL

Unit of measure

2017

HEADCOUNTS

Total headcount on 31/12/2017 Number 2738

Women Number 342

Men Number 2396

Distribution of headcount per type of contracts

Permanent contract Number 1587

Temporary contract Number 1151

Distribution of employees per geographical area

Africa % 51,34

DROM COM and Pacific % 3,70

Asia % 24,02

Caribbean and Latin America % 15,20

Europe % 11,22

Middle East % 4,11

Distribution of employees per professional category

Workers % 53,10

Administratives % 15,78

Supervisors % 19,61

Managers % 11,50

Hirings/Leavings

Hirings Number 1303

Leavings Number 1025

Intragroup transfers Number 120

LABOUR RELATIONS

Employee staff representatives Number 32

TRAINING AND SKILLS

Total training hours Hours 21241

EHS training hours Hours 13959

Average of training hours per employee Hours 7,76

Employees trained internally – Work at height Number 254

Employees trained internally – First aider Number 232

Employees trained internally – EHS awareness Number 221

Training hours provided to Women % 12,68

Training hours provided to Men % 87,32

Training hours provided to „Workers” employees % 63,11

Training hours provided to „Administratives” employees % 9,66

Training hours provided to „Supervisors” employees % 8,40

Training hours provided to „Managers” employees % 18,83

Annual reviews achieved % 54,02

HEALTH AND SAFETY AT WORKD

Work-related accident Number 37

Work-related accident leading to a work stoppage Number 30

Calendar days of work stoppage following a work-related accident Number 1106

Frequency rate % 0,21

Severity rate % 6,31

DIVERSITY

Nationalities Number 57

Headcount feminization % 14,27

Supervisors and Managers Women % 26,90

Women members in the Group Executive Committee % 50

Employees under the age of 30 on 31/12/2017 Number 1020

Employees above the age of 50 on 31/12/2017 Number 151

Employees in a disability situation Number 7

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ENVIRONMENTUnit of

measure2017

GREEN HYBRID AND SOLAR SOLUTIONS

Generators avoided Number 1022

Oil filters avoided Number 11980

Waste oil avoided Liters 61949

Fuel filters avoided Number 15642

Direct greenhouse gas emissions avoided Tons 21929

Nox emissions avoided Kg 34054

Green solutions sold Number 193

Part of hybrid genset provided and installed by Camusat on sites % 40

WASTE OIL

Recycled waste oil Liters 73601

Stored waste oil on 31/12/2017 Liters 17129

PAPER

Paper used Kg 12815

WATER

Water used mᶟ 25615

ELECTRICITY

Electricity used Mwh 1381

VEHICLES AND FUEL

Vehicles on 31/12/2017 Number 1044

Average consumption per vehicle Liters 4425

COMMUNITYUnitof

measure2017

LOCAL ANCHORAGE

Local employees % 95,29

Supervisors and Managers local employees % 88,28

RESPONSIBLE PURCHASING

Purchasers trained on Responsible Purchasing % 50

Local suppliers % 91,32

Our indicators & evaluation

© 2018 CAMUSAT GROUP. All rights reserved.

contact : [email protected]

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Corporate Social Responsibility - Camusat · Since 2015, our e.power solutions have enabled avoiding: Objective 1: by building simpler, smarter and more suitable solutions for better