CSR Report 2009 - Habitat 62 59 (English)

8/8/2019 CSR Report 2009 - Habitat 62 59 (English)

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2009

REPORT ON THE COMPANYS

CORPORATE SOCIAL RESPONSIBILITY

Powered by EURHO-GR


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CSR in low-income housing P. 4-5

Key facts P. 6

CSR and Habitat 62/59 PICARDIE P. 7

Promoting social equilibriumof regions P. 8-11 Response to the demand for housing

Accessibility to housing to disabled and old people

Promoting social equilibrium of regions

Urban renewal Our policy of charge and rent

Preserving the environment P. 12-15 Our environmental policy

Fight against climate change

Raising awareness among tenants of environmental

challenges

Improvement in living environment and comfort of

tenants

Assuming our economicresponsibility P. 16-17 Responsible management of property

Leading and improvinggovernance P. 18-19 Relationships with our stakeholders

Efficiency and transparency in the functioning of the

decision-making process

Developing human resources P. 20-21 Development of our teams

Improvement in working conditions

Promotion of equity and diversity in jobs

Table summarising the EURHO-GR system of reference P. 22-26

Methodology & Glossary P. 27

Design: Creapress BBDO Written by: Agence KREACTUA - Communication Department: Denis Lannoy, Anne Painset, Bruno Deman

Coordination: DELPHIS : Julie Savary Photo credits: Olivier Leclercq, Richard Baron, Nicolas Clayssen, Habitat 62/59 Picardie,

The town Halls of: Grande-Synthe, Oye-Plage, Loos en Gohelle, St Amand les Eaux - Illustration: Picotto - 100% recycled paper

SUMMARY

Responsibility

Innovation

Trans-parency

Protection of

the Environment

Ethics


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HABITAT62/59PICARDIE

Reportonthecompanyscorporateso

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HABITAT 62/59 PICARDIE Report on the companys corporate social responsibility 3

EDITORIAL

Against a background of economic crisis andshrinking purchasing power, we have pursued

our course towards sustainable development

by retaining a company model whereby

financial, environmental and societal

performances are mutually sustaining.

2009 was marked by an inspection by the MIILOS (Inter-Ministerial Social Housing

Inspection Mission) which highlighted the recognition of our role as a benchmark

operator in our spheres of competence due to our ISO 9001 (quality management) and

ISO 14001 (environmental conservation) certifications". In addition, these two

certificates were renewed with no shortfalls last October.

This approach is essential if we wish to claim ourselves as a long-term partner with an

ethical guarantee. It is further strengthened by the recent legal institution of the social

benefit partnership agreement which establishes the association of Public Establishments

for Inter-communal Cooperation and negotiation with central government services over

the corporate strategic plan The preparation and the results we are able to show will now

be controlled as part of the planned biennial assessment conducted by central

government services.

Historically, our CSR plan has been conducted in three stages: the completion of a social

and environmental situational analysis on the company, the definition of focuses and

improvement objectives and, finally, the implementation of an action programme

accompanied by a reporting system allowing us to monitor progress. As a trailblazer

thanks to this proactive approach, we are today in a position to report with totaltransparency on the progress achieved and to render account of the extra-financial and

non-regulatory aspects. This is the response to our public purpose role, which is to create

value for all our stakeholders.

Since the publication of our first CSR report in 2008, we have followed a long road

towards business excellence. We have committed ourselves with unwavering

determination to this formative and motivating approach which today underpins the

HABITAT 62/59 PICARDIE culture.

We hope you thoroughly enjoy discovering our commitment to sustainable

development

CORPORATE SOCIALRESPONSIBILITY, APATHWAY TO EXCELLENCE

Christian ParentPresident of Supervisory Board of

Habitat 62/59 Picardie

Dominique AertsPresident of Executive Board of

Habitat 62/59 Picardie

Sustai-

nability

Respect

Accoun-tability

SocialMission

GeneralPerformance


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4 HABITAT 62/59 PICARDIE Report on the companys corporate social responsibility

The DELPHIS organisation brings together 19 low-incomehousing companies which manage over 150,000 units of

low-income housing in 16 regions of France. DELPHIS, acentre of research and development, is dedicated toprofessional excellence in low-income housing.Back in 2005, closely linking their stakeholders with theirthinking: local authorities, shareholders, financiers, buildingcompanies, local organisations, tenant and staffassociations, the members of DELPHIS developed a systemof reference of indicators, EURHO-GR*, whose aim was tomeasure the social, economic and environmentalperformance of social housing organisations.This project was then extended to the EURHONET Europeannetwork (see below).

These times of economic and social crisis further justify thisproactive undertaking to work towards Responsible Housing.

approach are acutely conscious of their public benefit and,more broadly, their economic, social and environmentalresponsibility to the communities in which they conducttheir activities as part of their public purpose role.Far from any required regulatory approach, writing aEURHO-GR report is not merely to render an annualaccount on past overall performance in total transparency. Itis also to commit ones company to a defined andresponsible strategy over the long term. It is to commit thatcompany to a set of clearly identified lines of improvement,with qualified and quantified objectives the results of whichwill, in their turn, be reported.

*EURopean HOusing Global Reporting

CSR IN LOW-INCOME HOUSING

A EUROPEANCOLLABORATION

THE FIRST EUROPEANSER APPROACH IN THELOW-INCOME HOUSINGSECTOR

DELPHIS CSR APPROACH

FranceFSMHABITAT 62/59 PICARDIELe Foyer RmoisLe Toit AngevinLogiPaysDELPHIS

ItalieALER BresciaALER MilanoATC TorinoIACPIPES Bolzano

ITEA Trento

AllemagneBauverein AGDOGEWO 21GBG MannheimGWG MnchenLWB

SudeFamilijebostderGavlegrdarnaMimerHyrebostderStngstadenVatterHemrebroBostder

Royaume-UniCanterbury City Council

EURHONET, The European Housing Network, is a network of

over 20 housing companies in France, Sweden, Germany, Italy

and the United Kingdom. They share a common interest: low-

income or public housing. Subject to different legislation, thesecompanies all respond to one common objective: they strive for

a more balanced society where the impact of their activities

upon their environment is controlled through responsible action.

Corporate members of EURHONET are committed

to creating a common model to account for theiractivities in accordance with the criteria of

Corporate Social Responsibility, CSR.

This concept may be interpreted in different ways.

For DELPHIS and EURHONET, it is a question of

voluntary integration of the social, economic andenvironmental dimensions in corporate activities,

through cooperation with stakeholders.

Through this process, we intend to discharge fully

and sustainably our general responsibility while at

the same time developing an ethical attitude

towards collaborators

EURHO-GR, SER SYSTEM OF

REFERENCE FOR LOW-INCOME

HOUSINGThe EURHO-GR system of reference presents acommon basis for the comparison of practices andperformance, while translating and respecting the

diversity of local and national contexts. Adaptationwork carried out by the different partners ofEURHONET resulted in the identification of 70%of common indicators in the system of referencefor the four user countries (30% are specific tonational contexts).The set of indicators provides the answer to afundamental question: what is meant byresponsibility towards society of low-incomehousing companies today?The system of reference is organised around thefive main challenges facing our sector of activity:- to promote the social balance of areas;- to preserve the environment; to discharge economic responsibility;

- to lead and improve governance;- to develop human resources.This text has been written by Mikael Carlsson, head ofcommunication for the RSE group of EURHONET inStngstaden (Sweden)


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ECOLE

Nos enjeux RSE

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Meeting the needs of tenants

To raise awareness among tenantswith a view to reducing their

consumption of energy and water To provide support to tenants insocial and financial difficulty

To favour the elderly remainingat home

...

Developing human resources

To promote the diversityand plurality of accessto employment

To raise awareness amongand train staff on the challengesof sustainable development

..

Maintaining andrenovating property

To preserve the quality ofthe housing stock

To improve the energy performanceof buildings (insulation,ventilation etc.).

To encourage the installationof water-saving equipment

To facilitate access for personswith reduced mobility

To improve green areas ...

Contributing to territorial enhancement

To promote the social equilibriumand attractiveness of the regions

To prioritise local employment andthe local economy

To support actions for social cohesion To meet the expectations of stakeholders

(local authorities, shareholders, suppliers,employees etc.)

..

Developing and building

To construct buildings with lowenergy consumption

To promote renewable energies To encourage clean worksites To trace the ecological

quality of materials

CORPORATE SOCIALRESPONSIBILITYIN LOW-INCOME HOUSINGResponsible commitment by a low-cost housing company covers all of its activities.

Whether constructing or managing, the social and environmental impacts areparticularly important. For each activity, find out the key actions implemented



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Who are we?The aim of HABITAT 62/59 PICARDIE, created at the end of 1965, is to

provide:

the construction, acquisition and restoration of buildings for low-incomehousing the development of land, in particular the creation of housing estates

the supervision of building works

the rental, property and social management of buildings for low-incomehousing

management on behalf of third parties

the sale of housing

Its geographical coverage extends across the departments of Pas-de-Calais, Nord and Somme. HABITAT 62/59 PICARDIE today manages

property holdings comprising over 20,000 units of housing (and similar

premises) divided equally into blocks of flats and individual dwellings and

has created around 2,000 units of housing for purchase. In 2009, theturnover was 98,306,000 Euros across all sectors of activity. The total

workforce comprised 226 people on 31 December 2009.

Number of employees 226 Turnover 98 306 kNumber of local centres 2 Net accounting result 5 119 kNumber of agencies 10 Self-financingt 7 378 k

KEY FACTS

NETWORK OF DECENTRALISED AGENCIESWORKING ON BEHALF OF CLIENTS Nord-Pas de Calais

et Picardie

Our supply

Number of tenants 55 000

Number of units of housing managed 20 231Distribution individual / blocks of flats 41% blocks of flats

44% individual13% special accommodation

2% miscellaneousDescription of rentals (*) Flats, individual and intermediary housing units

Low-cost residential flats

Specific establishments (young workers, old people,disabled people, students, etc.)

Annexes and extras to housing

Commercial premises

Average age of property 23 ans

(*) : Present the diversity of the supply, from student housing to retirement homes,

private house etc. Specify the proportion of homes and dwellings directly managed by

the ORGANISATION


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OUR SER STRATEGY

Consistent with our role as social landlord, we strive to be a centre of excellence in the

area of housing, bolstering the public purpose (convergence of social, economic and

environmental factors), despite current challenges: a rise in construction costs, short

supply of labour in the construction industry, scarcity of land, increased interest rates,

dismal economic climate.

In this context, and in order to contribute to a resolution of the housing crisis, we intend

to structure our development around the following strategies:

To excel in the basics

We wish to improve constantly the life of our clients.

The organisation ensures the quality of existing properties, buildings, yield and supplies,

particularly through voluntary quality and environmental policies (maintaining ISO

9001 and 14001 in all certificated activities).

The attention given to each stage of the move to permanent housing contributes to the

development of a quality relationship with each client. The networking of the

geographical area by commercial agencies, the quality of services provided by caretakers

and operational teams guarantee proximity and

reactivity whenever necessary.

To be a player who makes a difference

Seeking partnerships is a constant concern to deal

with the issues of concentration and the intensification

of competition and to anticipate new French and

European legislation.

Furthermore, alliances with different networks,

movements, schools and organisations strengthen the

influence of the organisation.

To be an innovative player in the

marketplace

Innovation is at the heart of the organisations strategy.

It is present in

Leading sustainable development projects

Innovative products

Use of new energies, new materials (thermography,

carbon balance, etc.)

Construction applying standards of the future

Environmental and quality management

implementation of social and environmentalresponsibility CSR)

internal control and code of ethics

community development

and the development of the skills of tomorrow.

TO ACT AS A REFERENCE

FOR CORPORATE SOCIALRESPONSIBILITY

The point of view of theCaisse des Dpts etConsignations(Consignments and Loans Fund)

For the Caisse des Dpts, thisannual meeting constitutes acontinuation of the sincere and

frank working relationship wehave enjoyed throughout theyear with HABITAT 62/59PICARDIE.

Scrutiny of the companys financial position,underpinned by information on its developmentprojects and strategic focuses, provides us withan opportunity for dialogue with otherstakeholders (the Banque de France andfinancial institutions in addition to thecompany), on the means and resources employedby HABITAT 62/59 PICARDIE.The development of a low-income rental supply,the insistence on quality of service for tenants,

continual information provided to partners... allillustrate and demonstrate the company'scommitment to the public purpose role.The exemplary nature of the companysapproach deserves to be emphasised.

REPORT BY A STAKEHOLDER

C

Mme Franoise Duquesne,CDC (Consignments and Loans Fund) Lille


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Purchase of low costhousing

Distribution of productionby housing group

RESOURCES of households

20092007

11,41%

0,22%

4,22%

0,30%

2008

2,73%

0,26%

Sale of low rental housing from property

Purchase of new low-cost housing

from production

20092007

19,20%

0,09%

80,70%

22,20%

0,70%

76,90%

2008

15,50%

0,20%

84,20%

100% of ceiling of income

20092007

85,51%

11,47%

3,02%

86,06%

8,07%5,87%

2008

87,15%

9,35%3,50%

Very low income (PLAI) (PLUS, PLUS CD)

Intermediary (PLS, PLI)

1.1. PROMOTINGSOCIAL EQUILIBRIUM

IN THE REGIONS


Response to thedemand for housingCHALLENGESThe contextThe local context of the Nord-Pas-de-Calais and Picardy

regions indicates a growing need for housing. HABITAT

62/59 PICARDIE has set itself the goal of expanding theaccommodation supply, whether this is traditional housing

for families or special establishments for particular

situations, in partnership with local authorities. The move

to permanent housing is taken care of by COPRONORD

Habitat, the subsidiary offering protected low-cost housing

purchase schemes aimed at first-time buyers, by

guaranteeing repurchase, resale and access to rental

housing in the event of an incident. It has been possible to

develop relationships of confidence with local authorities

over the years, thanks to our recognised know-how and

capacity for innovation.

OUR STRATEGYSustainable housing, a strong expectation among our

clients.

As a trailblazer in the design and construction of innovative

accommodation, HABITAT 62/59 PICARDIE engages in in-

depth thinking on the sustainable performance of new and

old housing. It was by involving all stakeholders in a

discussion group that the concept of sustainable housing

was created. Thanks to its proven performance, it should

become the norm for future constructions and renovations.

OUR PERFORMANCE656 new rentals during 2009 (including housing and

special accommodation).


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Accessibility tohousing to disabledand old people

OUR STRATEGYThe set priority is to promote dependent persons remaining

at home. A special study is being carried out in advance of

any custom adaptations to the housing. HABITAT 62/59PICARDIE is providing the assistance needed to prepare the

dossier and to provide technical monitoring of the service

provisions

OUR PERFORMANCEIn 2009, 120 accommodation units underwent technical

adaptation work for an amount of 358,800. In total, 351

units were modified to take account of the disability or age-

related needs of the tenants.

Proportion of housing designedand/or specially adapted for the

elderly or disabled

2009

10,43%

The municipality of Oye-Plage in the Pas-de-Calais is made

up of hamlets and its housing is widely dispersed throughout

its territory. It has a nature park, the Platier dOye, and a

10km coastal line. These areas are as much an advantage as

a constraint for the development of our municipality of 5,800 inhabitants.

Our wish is to improve Oye-Plage by turning it into a resort with a tourism and

heritage economy. Constructing BBC (low energy consumption) housing

satisfies a number of criteria: Economic criteria, by reducing household energy

bills, and Sustainable Development criteria, through the choice of constructionmaterials and the integration of the housing units into the coastal environment.

In HABITAT 62/59 PICARDIE we have found a partner who is capable of aligning

with our strategy, in terms of citizenship, environment and economy.

PROMOTINGSOCIAL EQUILIBRIUMIN THE REGIONS1.

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The promotion ofsocial equilibrium inthe regionsOUR STRATEGYThe housing allocation policy is designed with concern to

maintain the sociological balance of the populations

housed. Accordingly, all proposals are scrutinised by the

Housing Allocation Committee taking several criteria into

account: size of the housing unit and family make-up,

proximity of the place of work and facilities which meet theneeds of the applicant, resource thresholds and affordability

ratio. Priority publics are the subject of particular scrutiny,

as are internal changes.

OUR PERFORMANCE81% of allocations in 2009 involved tenants whose

resources are below 60% of the thresholds.

The Housing Allocation Committees operates completely

transparently and their deliberations are attended by the

elected representatives of the municipalities concerned.

PERSONNAL ACCOUNTOlivier Majewicz,Mayor of Oye-Plage, General Councillor for the constituency of Audruicq


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Peace of mind oftenantsOUR STRATEGYPeace of mind of tenants, a major element of the qualitypolicy of HABITAT 62/59 PICARDIE, is ensured through a

network of caretakers and building staff who identify any

incivility and remedy immediately any failure to adhere to

internal regulations. Additionally, a 24-hour stand-by

service means local staff can be contacted in the case of a

serious incident through a permanently manned post. The

telephone call out number is also given to organisations

involved in emergency situations. The effectiveness of this

system is regularly checked and evaluated.

Innovation 2010 : The Mieux VivreEnsemble (Living Together Better) charter

Out of concern to improve living conditions, therepresentatives of HABITAT 62/59 PICARDIE and the

tenants of apartment blocks have entered into a contract

setting out their reciprocal commitments to improve the

living environment. These commitments are displayed in

the entrance halls of the residences.

OUR PERFORMANCE84% of clients interviewed in 2009 declared themselves

satisfied with neighbourhood relations and 81% with the

security of their immediate environment.

Social diversitythrough access to

home ownershipCOPRONORD Habitat, a subsidiary of the HABITAT

62/59 PICARDIE Group, constructed 25 housing units

for low-income access to ownership, awarded the

Accommodation & Environment label, at Grande-Synthe.

Constructed on an ANRU National urban renewal

agency site, the 25 access-to-ownership properties at

Grande-Synthe benefit from special environmental

features.

Several targets were achieved thanks to the

Accommodation & Environment label, such as an energy

efficiency level of 70Kwatt/h/m2/year (primary energy),

electricity saving installation, sustainable design of thebuilding shell, the appropriate choice of building

materials, water-saving installation, acoustic

performance, air renewal management and the

adaptation of waste sorting areas. Furthermore, the

organisation of the worksite observed the "clean

worksite" rules.

The ANRU and the Regional Council subsidised this

exemplary scheme. In addition, a partnership with the

Urban Community of Dunkirk helped to obtain financial

grants for the purchasers.

Sale price: between 146,000 and 160,000 for 6

Type V and 19 Type IV housing units with means-

testing.

GOOD PRACTICE

New program in Grande-Synthe

Quantitative indicatoron social cohesion

Payroll of local staff workingfor social cohesion

2007

18,55/log

2008

16,63/log

2009

18,67/log


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Our policy of chargeand rent

OUR STRATEGYSetting the rents is covered by a legal framework providing

for a maximum applicable to each rental programme. In

terms of regulations, changes in rent are examined by the

Supervisory Board following a general approach: they are

the result of, firstly, the investments needed to extend the

supply and, secondly, the maintenance requirements of

existing property.

Aware of the constant impoverishment of tenants, our

course of action has tended towards a balance between

economic and social factors. The rent policy decided upon

is then adjusted according to the sociological factors

obtaining within households; some groups being at the top

practicable limit of rent, others deliberately placed at a rentlevel which is adapted to the social situations encountered.

Rents applied through the new programmes are also

monitored: while in the majority of cases the maximum

rent is applied from first occupancy to maintain the

financial balance approved when the programme was set

up, the ceiling for rents for low-income housing is 20%

more than the rent for council flats.

Regarding rental charges, the adjustment is made to

instalments invoices to ensure accurate billing. Significant

improvement works to accommodation are carried out with

the aim of reducing energy costs.

OUR PERFORMANCEThe implementation of the Social Benefit Partnership

Agreement allows for the possibility of structuring rents by

adjusting some rents to take account of the quality of

service provided. Conscious of its tenants' economic

difficulties, HABITAT 62/59 PICARDIE decided not to

impose increases under this new regulatory environment.

Distribution of levels of rentof our properties

Affordability ratioby new households

PROMOTINGSOCIAL EQUILIBRIUMIN THE REGIONS1.

Objectives

Our prioritiesConcluding a 6-year Social Benefit

Partnership Agreement with central

government services, stipulating quality

commitments which exceed the

regulatory requirements

To bring together the local council

groupings by instituting a constructive

dialogue in the sphere of the local housing

plan and the decentralization of competence

in relation to housing.

Our commitentsIn accordance with our commitments,

we give preference to the social

treatment of debts through the Social

Commission whose aim is mediation

before any legal steps are taken

Our 2010 objectives:- To reduce rental charges in terms of energy

and to maintain a policy of rents

compatible with tenants resources

- To promote the move to permanent housing

- To maintain the provision of housing which

is adapted to the needs of local authorities.

Averageprice

4,07/m2

4,97/m2

6,60/m2

Averageprice

3,90/m2

4,77/m2

6,33/m2

Averageprice

3,97/m2

4,87/m2

6,48/m2

2007 2008 2009

Very low income housing (PLAI, PLA-TS...)

low income housing (PLUS, PLA)

Intermediary (PLS, PLI...)

2,32%2,50% 1,80%

2007 2008 2009

Changes in the amountof rents

29,35%23,71% 23,86%

2007 2008 2009


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Every year, HABITAT 62/59 PICARDIE takes part in Sustainable

Development Week, but also [pursues this initiative] throughout the year by

organising awareness raising activities among its tenants/clients.

"Crutile, give new life to what you throw out" was created in this spirit of

informing and awareness-raising around the notion of waste produced by

everyone.

The children of tenants participate individually and collectively in the creation of an object made

from recycled waste.

This activity was run in 2010 together with other social landlords. They worked together to raise

awareness of environmental issues among young people.

As part of the European Conference on Sustainable Cities and Towns, Crutile received a very

favourable reception. This encourages us in the development and dissemination of this community

project.

PERSONAL ACCOUNTDenis LANNOY,Director of resources, HABITAT 62/59 PICARDIE

Our environmentalpolicyOUR STRATEGYHABITAT 62/59 PICARDIE declares its determination to be a

good corporate citizen and to minimise the environmental

impacts resulting from the design, construction, maintenance

and exploitation of its assets. Conscious of its responsibilityas a land developer, HABITAT 62/59 PICARDIE intends to

act in partnership with its client decision-makers, its

suppliers and its clients to limit emissions into waterways,

the air and soil and to save resources. On a day-to-day

basis, this means a commitment to :

Conserving non-renewable resources, water resources in

particular, through its choice of products, materials and

equipment in its accommodation

Reducing the quantities of waste produced throughout the

lifecycle of the buildings and optimising waste reclamation

Reducing energy consumption and prioritising the use of

renewable energies

Transmitting an environmental culture to its clients and

suppliers

Preventing any pollution caused by its activities

Complying with or exceeding all legal or regulatory

requirements and other voluntarily adopted requirements

Maintaining the environmental management system to

allow for continual improvementAll staff members and contractors must act with respect for

these environmental commitments

OUR PERFORMANCEAn environmental analysis for all activities

Improving environmental results

No shortfalls detected during the audit for ISO

14001 renewal in October 2009

Accommodation and Environment certification to 20

housing units

2.2. PRESERVING THEENVIRONMENT


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PRESERVINGTHE ENVIRONMENT2.

GOOD PRATICE

Signature of the Sustainable DevelopmentCommitment Charter with the CollectifRgional Entreprises et DveloppementDurable (Companies and SustainableDevelopment Regional Collective).Signed on 17th February 2009, this charterembodies the proactive commitment ofHABITAT 62/59 PICARDIE to sustainabledevelopment. Three priority spheres ofaction are defined: Incorporation of respect for theenvironment into the management of thecompany, in accordance with Standard ISO14001 The introduction of a sustainableprocurement policy through the reduction insettlement periods for suppliers and byintroducing an eco-products database Continuous improvement in processes andeconomic, social and environmentalperformances through the application ofperformance indicators.The commitments made are the subject of anannual assessment.

Indicators for environmental impact

Fight againstclimate change

OUR STRATEGYOur commitment to energy saving is focused on two

complementary avenues: qualitative efforts for less energy-

greedy housing and an appropriation of green actions by

clients living in our housing.

OUR PERFORMANCEOver the period 2005-2009, 715/housing unit invested

on improvements to the existing housing stock

Personalised advice on reducing energy bills upon key

handover

Design of new housing with thermal requirements above

the regulatory standards

Model initiatives financed by the provision of additional

own-funds

The Qualitel label for all new housing units constructed

Proportion of new and renovated dwellingsmeeting an environmental standard over andabove regulatory requirements

2007 2008 2009

100,00%100,00%100,00%

Proportion of dwellings constructed orrenovated with the application of environmentalmanagement of the works

2007 2008 2009

100,00%100,00%100,00%

CO2 produced by company vehicles

2007 2008 2009

159130124

1 130 370Total km travelled 1 186 000 1 256 403


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of tenantschildren through teaching workshops.

Our objective is to encourage a day-to-day sustainable

lifestyle on the part of our clients. Among the most

significant actions carried out in 2009, the Crutile

competition for the children of tenants, participation in

Sustainable Development Week, the sorting centre visit and

the partnership with the Naturalistes Sans Frontires

association have been the most significant.

Improvement in livingenvironment andcomfort of tenants

OUR PERFORMANCE

84% of clients interviewed in 2009 declare themselvessatisfied with their living environment.

16% of housing is equipped with a water saving Des

contrles systmatiques des fuites deau lors de lentre

THE "ECO-LOGIS" STRIP TO

ENCOURAGE ENERGY SAVING

Explained to each new tenants,

this is a simple tool to acquiregood habits

GOOD PRATICE

Raising awarenessamong tenants ofenvironmentalchallenges

OUR STRATEGYTransmission of an environmentally friendly culture to our

tenants is a priority of our environmental policy. HABITAT

62/59 PICARDIE implements campaigns to raise

awareness of waste sorting and reduction at source, water

conservation, responsible behaviour concerning heating andprevention of pollution through continuous information. Our

action is not limited to tenants but is also aimed at children

20092007 2008

65 683m3

47 056m3

107 606m3Indicators formanagement ofwater

Quality indicator on awareness-raisingactions

Total theoreticalsavings achievedthrough theinstallation of water-saving equipmentand rain-waterrecovery

YES YES YES

YES YES YES

YES YES YES

2007 2008 2009

TenantsEmployees

Serviceproviders

Employees

Service

providers

"Environmental protection" training sessions for

all new recruitsCrutile competition open to the children of employees

Awareness-raising meeting on environmental protection

Occasional environmental audit and checking of

environmental specifications by the H&S coordinator for new

construction sites


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PRESERVINGTHE ENVIRONMENT2.

Objectives

Our priorities-Integrating environmental factors into ourdecisions-Reducing our ecological footprint, and thatof our clients and suppliers-Renewing our ISO14001 certificate,enhancing our environmental commitment-Continuing to implement the concept ofsustainable housing

Our commitmentsRespecting our 2010 environmental

management programme, which providesfor quantified targets for eachenvironmental policy focus, in particular:. by continuing our efforts in waste

reclamation and reduction. by adopting an energy saving approach for

our operations sites. by making responsible investments in the

existing property portfolio (replacement ofboilers, joinery and insulation)

. by using our eco-products database for allour purchases

. by conserving water resources (quantityconsumed)

. by making innovations in new builds toguarantee housing of a higher qualitythan provided for by regulations

Automatic checks for water leaks when a new client moves

in Safety checks whenever tenants vacate, and monthly

checks in the common areas 21,624 for improvements to

green areas

.

Loos en Gohelle 6 housing units, a model example of theapplication of sustainable development

Since 2006, the Conurbation Committee of thePorte du Hainaut (CAPH) has put great effortsinto pursuing an ambitious policy of combatingglobal warming, with the aim of controlling therise in charges for tenants in low-rentaccommodation, particularly energy bills.Every year, the CAPH allocates a budget of2.3 million for building subsidies, which ismore than double the funds provided by centralgovernment, so that the new build and

Alain Bocquet,Deputy, Mayor of St-Amand Les Eaux

INTERVIEW renovation projects of low-cost accommodationlandlords meet energy performancerequirements, ahead of the BBC" (low energybuilding) standards.

The results achieved year on year make ourConurbation an exemplary area. I am delightedthat Habitat 62/59 PICARDIE shares theseaims and has risen to the challenge with, forexample, the renovation of 92 apartmentdwellings in Saint Amand les Eaux and theplanned construction of 43 apartment dwellings

which meet the BBC standards.


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La gestionresponsabledu patrimoine

OUR STRATEGYThe property belonging to HABITAT 62/59 PICARDIE hasan average age of 23 years. The aim of the maintenance

policy is to ensure the long life of buildings, the safety of

assets and of people and to maintain a quality supply. The

strategic property plan, updated in 2009, allows the

analysis of the portfolio from three angles: the condition of

dwellings, commercial appeal and financial profitability. It

guides all decisions relating to the sale of rental

accommodation, the demolition of housing, the change of

use or works to be carried out. Investment and operational

budgets are defined according to the findings of the

strategic property plan and the views of clients. In terms of

use of financial resources, purchases are governed in

accordance with three principles: freedom of access to

orders through the largest competition possible,

transparency of purchasing procedures and equality of

treatment of suppliers.

OUR PERFORMANCE37 rental properties were sold during 2009.

1,675 housing units designed or specially adapted for the

elderly or disabled

An analysis of tender offers according to the following

criteria: price of provision of services (40%) technical

merit (20%) professional, financial and quality

guarantees (20%) environmental protection (20%)

Breakdown of distributed revenueAverage expenditure onmaintenance and improvement

by unit of accommodation

2003-2007

465,81/log

2004-2008

556,09/log

2005-2009

715,32/log

Annual investment in overallgrowth of property

53068K 41916K 64500K

2007 2008 2009

9525K

110071K

9K

26054K

8437K

84971K

4K

22567K

9078K

98326K

26K

24022K

2007 2008 2009

Suppliers and service providers

Employees

Tax authorities

Banks

13K

566K

17K

716K

16K

575K

Shareholders

Stakeholders

3.3. ASSUMING OURECONOMICRESPONSIBILITY


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ASSUMING

OUR ECONOMIC

RESPONSIBILITY3.

Franck LONGUEVAL,Atlante Architectes

Objectives

Our prorities A win-win partnership withour suppliers

An improvement in our mutual

performances

Our commitments To ensure that requests for technical

assistance are processed within 2working days

To maintain an average period of 30 days

for payment to our suppliers To enhance good environmental

practices and quality of service on the

part of our partners

Atlante Architectes is a group of 20 architectsand architecture graduates. A multiplicity ofintegrated skills combined with an opennetwork of partners provides it with the meansto respond unfailingly to the challengespresented by the various assignmentsentrusted to it, in France or abroad.

The architectural profession has had tobroaden its traditional fields of competence.In addition to project development, todays

Day-to-day maintenance providers(minor repairs)

A T card to evaluate performance sent toclient for each order- Seven elements to measure quality

- adherence to date of meeting- adherence for timeframe for action- quality of work carried out- total work carried out

- cleanness of premises after works- removal of old materials- recommendation

SUPPLIER OBJECTIVE:Minimum 88% satisfied clients

22,546 T cards sent / 5,025 T cardsreturned Average recommendation rate: 93 %

2 suppliers have to respect qualityimprovement plan

4 partnership terminations

Service providers (heating,

plumbing and ventilation)

Complaints by clients Analysis of reasons for complaints

Quality- failure to adhere to meeting time- failure to answer phone- on order piece

SUPPLIER OBJECTIVE:complaint rate below 10%

721 complaints recorded Complaint rate between 1.9%

and 17.6% New maintenance contracts on

01/01/2010

Contractors

Design phase out of 16 pointsThree evaluation criteria :

- adherence to timeframe- conformity with quality

requirements- conformity with environmental

targetsExecution phase out of 22 points

Three evaluation criteria:- monitoring works- management of reserves- administrative completion

OBJECTIVE: 19 points minimum

17 sites evaluated One supplier being monitored Meeting to raise awareness among

all contractors the 19/03/2009

2009 results

Mechanisms to evaluate supplier performance

architect is closely involved as early as thefeasibility study stage and he is called upon toconduct with rigour and professionalism hismission of general synthesis, which requiresgreater technical expertise than was the case inthe past.Architects tend to prefer working toconstraints; as a case in point, we appreciate thefact the HABITAT 62/59 PICARDIE isISO9001 and 14001 certified: the exactingnature of the methods in actual fact allows us towork more easily and, I have to say, with asynergy which produces results.


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TRAINING FOR NEW ADMINISTRATORS

Introduced in 2009, the aim of this internally delivered

training is to provide useful references for the exercise

of the responsibilities of administrator and a knowledgeof the social housing field. Ethical rules, HABITAT

62/59 PICARDIEs governance, risk management,

internal control and SER are all covered. This training is

aimed at newly appointed administrators.

Relationships withour stakeholdersCHALLENGESHABITAT 62/59 PICARDIE wishes to act in the general

interest of its stakeholders by sharing its mission, its long-term vision and its values. In this spirit, this involves

maintaining a constructive and permanent dialogue with

each of its stakeholders with the aim of satisfying the

expectations of the various partners

OUR PERFORMANCEwith tenantsA dynamic Council for Consultation and for project

initiatives

A Social Commission, originating from the CCL (Housing

Accounts Commission), to handle serious arrears

Traceability of complaints through electronic document

management introduced in 2009

with suppliersNetwork of exchanges of the organisation DOMOPALE

Dveloppement

A Transparency meeting with our financiers (CDC

(Consignments and Loans Fund) banks etc.

with territorial authoritiesParticipation by territorial authorities in internal decision-

making processes (Commission for Allocation of Housing,

Commission for Bids, a selection panel for tenders)

Participation in the Supervisory Board and Genera

GOOD PRATIQUE

INTERVIEW

FACEs mission is to mobilisecompanies to combat exclusion.FACE Calaisis, currently comprising

some 50 companies, has decided to focus initially onemployment by targeting people from priority areas viaan initiative called Job Acadmy.The initiative aims to promote talent and mobilisecompanies to secure long-term jobs. This initiativecombats discrimination relating to the place ofresidence and enhances the skills of people hithertoexcluded from the job market.HABITAT 62/59 PICARDIE is contributing to thefinancing of a feasibility study whose purpose is thecreation of an organisation for social mediation.HABITAT 62/59 PICARDIE is also opening its doors toshow its core activities and perspectives to residents ofthese areas and it is contributing to reducinginequality in terms of social networks.

Franck DELAMARRE,President of FACE

4.4. LEADING ANDIMPROVINGGOVERNANCE


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Efficiency andtransparency in the

functioning of thedecision-making body

OUR PERFORMANCEGiving reasonable assurance as to the risk control associated

with all activities, in particular by:

A internal control manual (risk mapping and associated

coverage level);

Regularly revised documented procedures;

Regulations internal to the Executive Board specifying the

spheres of competence of each managing agent;

Job descriptions and clearly established delegations of

authority; Activity monitoring indicators;

The conduct of an annual campaign of internal audits;

An inspection conducted by MIILOS in 2009, which

reached very favourable conclusions.

LEADINGAND IMPROVINGGOVERNANCE4.

Objectives

Our priorities To manage the changes needed toimprove our performances

To evaluate our strategic roadmap ona regular basis, and adjust it should theneed arise

Our commitments To guarantee the application of ethicsand professional conduct in thefunctioning of the decision-making

bodies

To inform our stakeholders withcomplete transparency

To train administrators in the newchallenges

Quality indicator on transparency and ethical conduct in the organisation

Indicator on the number of

agreements

Action plans for improving

tenant satisfaction

26

The number of active agreements with tenants' associations and resident groups

106,150the material contribution provided in 2009 by HABITAT 62/59 PICARDIE

The following are among the main actions for progress:

Cleanliness of common areasSignage at apartment blocks

Service quality for maintenance service providers (new quality requirements in contracts as

of 1st January 2010)

Management of reserves in newly delivered housing unitsArrival and departure inventories

The delegation of purchase orders to building caretaker level


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Developmentof our teamsOUR STRATEGYHABITAT 62/59 PICARDIE leads an ambitious voluntary

policy of training and development of the skills of all workersgiving each the possibility of following a quality, motivating

career path. It is the desire of HABITAT 62/59 PICARDIE that

skills be used, that changes in jobs be anticipated and that

staff be developed professionally on a continuous basis.

Training needs are evaluated and career plans identified

during an annual discussion between the colleague and the

manager. Staff improvement is achieved through an

evaluation of their potential, coaching, validation of skills

gained through experience, etc. In agreement with the

corporate culture, staff assume responsibility for themselves

through the transmission of the necessary information and

skills.

OUR PERFORMANCEA tailor-made professional induction scheme for all new

employees with nomination of a mentor.

Development of safety procedures (training, cross-

disciplinary group, safety booklet etc.)

Creation of an internal Individual Right to Training catalogue

Training expenditure in 2009 was in the order of 123,276

for a total of 142 employees taking part in one or more

training programmes

Improvement to training appraisal materials

90% satisfaction among staff with training delivered

Environment awareness-raising activities (staff visits to

sorting centre etc.)

The participation of teams in European exchanges throughEURHONET

In 2009, 14 employees received training on how toreduce their fuel consumption and greenhouse gasemissions.

Training future housingprofessionals appropriately for theneeds of the company is one of the

key issues arising in encounters between students ofBTS (Advanced Technicians Certificate) ProfessionsImmobilires and HABITAT 62/59 PICARDIE.Offering training programmes within the Groupsvarious departments, exploring the specific featuresof social housing compared with the private sector,supplementing theoretical training with practicalexperience, providing the company with newtraining techniques and technologies, to obtain a

synergy between BTS (Advanced TechniciansCertificate) Professions Immobilires and theHABITAT 62/59 PICARDIE Group.Social housing is often perceived as a very socialsector for the uninitiated. In a difficult economiccontext, where the private sector appears"inaccessible" for many, social housing isrediscovering its credentials through its publicpurpose role. In fact, our students are also turningto this sector; it offers career prospects and isperceived to be less chaotic than the private sector.

Mme LEMIR,Manager, BTS (Advanced TechniciansCertificate) Profession Immobilire

INTERVIEW

GOOD PRACTICE

TRAINING IN ECO-DRIVING

5.5. DEVELOPINGHUMANRESOURCES


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Promotion of equityand diversity in jobs

OUR STRATEGYHABITAT 62/59 PICARDIE promotes the development oflong-term employment and gives great preference to

permanent contracts. Recruitment and internal promotion

are the subject of joint decisions between the Human

Resources department and the operational department

concerned. In addition to equity in recruitment, priority is

given systematically to internal promotion. The human

resources management policy allows for the automatic

replacement of agency staff from the third day of absence

and of building caretakers for the entire period of absence.

An integration programme for replacement staff provides

rapid familiarisation with the company and optimal

adaptation to the post

OUR PERFORMANCETo encourage internal promotion, each post requiring to be

filled is first advertised among all staff.

32%: the rate of internal promotion

Loyalty building among replacement staff

Participation in a number of employment forums

Partnership with the world of education

DEVELOPINGHUMANRESOURCES5.

Objectives

Our priorities Our training is 80% effective

70% of the targets set in individualinterviews are achieved

A staff satisfaction measure called

Social barometer 2010

Our commitments Late career interviews; information onthe VAE (work experience validation),the CIF (individual training leave), theDIF (individual right to training), theskills audit and the new retirementprovisions for employees of 45 yearsand older

Development of professionalintegration for the disabled

Actions to promote gender equality

Pursuit of partnership with the worldof education

To recognise the merits of individualsand teams in the light of efforts madeand results obtained

Breakdown in annual volume of trainingby employee group

Amount of specificcontracts (CIEemployment initiativecontract, CI-RMAintroductory contracts,apprenticeshipcontracts, professionalcontracts, return-to-work contracts, etc)

74,00

40,00

51,00

Nb of

employee

2007 2008 2009

Local staff

Administrative staff

Supervisors

32,00

3,00

1306,00

617,00

1110,00

Nbof hours

921,00

71,00

80,00

29,00

41,00

Nb of

employee

27,00

1,00

1446,00

515,00

826,00

Nbof hourss

521,00

70,00

46,00

23,00

39,00

Nb of

employee

25,00

9,00

832,00

475,00

944,00

Nbof hours

1013,00

480,00

Executives

Managersa

0,36%0,46% 0,52%

2007 2008 2009


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SOC PROMOTING SOCIAL EQUILIBRIUM OF REGIONS 2007 2008 2009

SOC 1 RESPONSE TAILORED TO DEMAND FOR HOUSING WITHIN THE REGION

SOC 1.1

Average surface area by housing type

TI

TIITIII

TIV

TV

TVI et plus

2006 property 2007 production 2008 production 2009 production

70,66 m2 36,13 m2 na 36,25 m2

82,00 m

2

59,23 m

2

53,85 m

2

54,79 m

2

78,76 m2 72,94 m2 72,49 m2 71,87 m2

158,00 m2 87,46 m2 88,60 m2 86,59 m2

154,00 m2 101,79 m2 103,30 m2 91,56 m2

nant 218,00 m2 na 135,00 m2

SOC 1.2

Distribution of production by housing group Very low income (PLAI)

low income (PLUS, PLUS CD)

Intermediary (PLS, PLI)

5,87 % 3,50 % 3,02 %

86,06 % 87,15 % 85,51 %

8,07 % 9,35 % 11,47 %

SOC 1.3

Increase in rental supply Property including

housing for rental

Homes

2,62 % 2,57 % 2,05 %

3,24 % 2,85 % 2,05 %

8,03 % 2,71 % 2,02 %

SOC 1.4Purchase of low cost housing Sale of low rental housing from property

Purchase of new low-cost housing from production

0,30 % 0,26 % 0,22 %

4,22 % 2,73 % 11,41 %

SOC 2 RENTALS AND SERVICE CHARGES

SOC 2.1

Distribution of levels of rent of our properties

Very low income (PLAI, PLA-TS...)

low income (PLUS, PLA...)

Intermediary (PLS, PLI...)

Prix moyen Prix moyen Prix moyen

3,90 / m2 3,97 / m2 4,07 / m2

4,77 / m2 4,87 / m2 4,97 / m2

6,33 / m2 6,48 / m2 6,60 / m2

SOC 2.2 Changes in the amount of recoverable service charges by dwelling 0,27 % 0,23 % 1,83 %

SOC 2.3 Changes in the amount of rents 2,50 % 1,80 % 2,32 %

SOC 2.4 Ratio recoverable service charges/rents 10,16 % 10,11 % 12,79 %

SOC 2.5 TAffordability ratio by new households 23,71 % 23,86 % 29,35 %

1. This is an increase in rents decided upon by the Board of Directors/Supervisory Board, unlikely to correspond to the actual increase.

PROMOTING SOCIAL EQUILIBRIUM OF REGIONS

SOC 2.2 and 2.4: The calculation of the result for 2009 is based on recoverable charges for which provision has been made and not on regularisedrecoverable charges

Reminder of the organisations key figures

TABLE SUMMARISING THEEURHO-GR SYSTEM OF REFERENCE

Number of housing units

Proportion of individual housing units

Number of employees

Turnover

20 231

41 % blocks of flats44 % individual13% special accommodation2% miscellaneous

226

98 306 K

- Information temporarily uncollected or non-consolidated.

* Information not available.# Company does not wish to provide this information.


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SOC 2007 2008 2009

SOC 3 SOCIAL DIVERSITY

SOC 3.1Rate of internal changes in allocations during year 13 % 11,25 % 13 %

SOC 3.2a

Rate of internal changes due to demolition and important restoration

Socioe conomi c profi le of n ew tenants Bel ow 2 5 y ears of age

AGE of households 25 to 39

40 to 59

60 to 74

Over 75

RESOURCES of households 100% of ceiling of income

COMPOSITION of households Single person

Single-parent family

Childless couple

Couple with child(ren)

Other (cohabitation, co-tenancy, etc.)

NATIONALITY of households French

Foreign

27,57 % 24,35 % 29,92 %

44,60 % 44,32 % 41,49 %

20,58 % 21,76 % 21,75 %

5,73 % 7,13 % 5,07 %

1,53 % 2,43 % 1,77 %

76,90 % 84,20 % 80,70 %

22,20 % 15,50 % 19,20 %

0,70 % 0,20 % 0,09 %

25,02 % 28,73 % 30,45 %

22,47 % 25,44 % 26,91 %

16,57 % 14,98 % 19,13 %

34,94 % 29,57 % 23,12 %

1,01 % 1,29 % 0,39 %

98,99 % 99,67 % 96,60 %

1,01 % 0,33 % 4,39 %

SOC 3.3 Proportion of tenants receiving housing benefit 57 % 57 % 57 %

SOC 4 ACTIVITIES FOR SOCIAL COHESION

SOC 4.1

Social cohesion programmes Inclusion/integration through housing

Integration through jobs/training

Development of social links

Yes Yes Yes

No No Yes

Yes Yes Yes

SOC 4.2 Payroll of local staff working for social cohesion 18,55/log 16,63/log 18,67/log

SOC 5 SOCIAL ASSISTANCE

SOC 5.1 Expenses devoted to social assistance (per unit of housing) 18 /log 15 /log 15,23/log

SOC 6 ACCESS FOR DISABLED AND OLD PEOPLE

SOC 6.1Proportion of accommodation designed or adapted specifically for old ordisabled people * * 10,43 %

SOC 7 PEACE OF MIND OF TENANTS

SOC 7.1Policy of organisation to guarantee tenants peace of mind

% of tenants with peace of mind

Yes Yes Yes

90 % 88 % 84 %

SOC 8 CITY POLICY

SOC 8.1 Proportion of investments made over the year devoted to districts prioritised incity policy (construction, demolition, restoration, and residentialisation)

7,94 % 1,39 % 2,20 %

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PROMOTING SOCIAL EQUILIBRIUM OF REGIONS

ENV PRESERVING THE ENVIRONMENT 2007 2008 2009

ENV 1 ENVIRONMENTAL POLICY

ENV 1.1Organisations environmental policy

Related budget

Yes Yes Yes

1604 k 1628 k 2094 k

ENV 1.2Proportion of new and renovated dwellings meeting an environmentalstandard over and above regulatory requirements

100,00 % 100,00 % 100,00 %

ENV 1.3Inclusion of criteria of environmental traceability in calls for tender for

suppliers and implementation of monitoring process

No Yes Yes

ENV 1.4Proportion of dwellings constructed or renovated with the application ofenvironmental management of the works

100,00 % 100,00 % 100,00 %

Preserving the environment

na na na


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ENV FIGHT AGAINST CLIMATE CHANGE 2007 2008 2009

ENV 2 LUTTE CONTRE LE CHANGEMENT CLIMATIQUE

ENV 2.1

Ene rgy classi fi cation of bui lding s A (bti trs performant)

B (51-90 kWh/m2/an)

C (91-150 kWh/m2/an)

D (151-230 kWh/m2/an)

E (231-330 kWh/m2/an)

F (331-450 kWh/m2/an)

G (building greedy on energy)

Classification of property according 80 kg CO2/m2/an

- % - % 0,00 %

- % - % 0,60 %

- % - % 28,80 %

- % - % 38,90 %

- % - % 19,50 %

- % - % 9,00 %

- % - % 3,20 %

- % - % 0,60 %

- % - % 2,60 %

- % - % 23,80 %

- % - % 38,00 %

- % - % 30,00 %

- % - % 4,80 %

- % - % 0,20 %

- 164,19 kWh/m2 /year

-

-

- 114,78 kWh/m2/year

- - 25,18kg quiv.CO2/m2/year


227 kWh/m2 par an 235 kWh/m2 par an 253 kWh/m2 /year

212 kWh/m2 195 kWh/m2 228 kWh/m2

7kg quiv.CO2/m2 /an 8kg quiv.CO2/m2 /an 7kg quiv.CO2/m2/year

5kg quiv.CO2/m2 /an 4kg quiv.CO2/m2 /an 5kg quiv.CO2/m2/year

ENV 2.2b Proportion of new accommodation supplied by renewable energy (fully or partially) 0 % 18 % 4 %

ENV 2.3CO2 produced by company vehicles

Total km travelled

114 tonnes 124 tonnes 130 tonnes

1037744 km 1130370 km 1186000 km

ENV 2.4

Means of transport used by employees Private car

for daily work-home journey Carpooling

Bicycle

Public transport

On foot

Other

85,29 % 85,71 % 84,40 %

8,82 % 9,52 % 10,09 %

0 % 0 % 0 %

4,90 % 3,81 % 4,58 %

0 % 0 % 0 %

0,98 % 0,95 % 0,92 %

Daily distance travelled on average per employee Private car

Carpooling

Bicycle

Public transport

On foot

Other

36 km/day 38 km/day 40 km/day






ENV 3 WATER MANAGEMENTENV 3.1 Water consumption of property 0,88 m3/m2 0,73 m3/m2 *

ENV 3.2

Proportion of accommodation with: water-saving equipment

a system of rainwater recovery

Total theoretical savings achieved through the installation of water-savingequipment and rain-water recovery

6,46% 10,70 % 15,86 %

0 % 0,15 % 0,23 %

47056 m3 116033 m3 107606 m3

ENV 4 PLANNING AND LANDSCAPE

ENV 4.1 Expenses devoted to improvement of green spaces (per unit of accommodation) 1,57 1,19 1,30


Preserving the environment

ENV 5 SOCIAL COHESION ACTIONS

ENV 5.1

Tenants

Employees

Service providers

Yes Yes Yes

Yes Yes Yes

Yes Yes Yes

Activities to raise awareness and providetraining on the environment for :

ENV 7 SOCIAL COHESION ACTIONS

ENV 7.1

Sound insulation

Heat insulation

Ventilation

98 % 98 % 85 %

98 % 98 % 85 %

100 % 100 % 85 %

Proportion of accommodation built usingmethods exceeding current regulations

Energy consumption Average

MedianFunctional sites

Median

Greenhouse gas emissions Average

Energy consumption Average

MedianNew accommodation

Median


- 213,83 kWh/m2/year

109,22 kWh/m2/year-

-

-



Property Energy consumption Average

Median

Median


ENV 2.1. The calculation is based on 15,860 energy performance diagnoses carried out, which is 774 non-diagnosed housing units


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ECO ASSUMING OUR ECONOMIC RESPONSIBILITY 2007 2008 2009

ECO 1 PROPERTY MANAGEMENT

ECO 1.1 Proportion of older properties renovated each year 0,64 % 5,31 % 3,25 %

ECO 1.2Average expenditure on maintenance and improvement by unit of

accommodation

2003-2007 2004-2008 2005-2009

465,81 /housing 556,09 /housing 715,32/housing

ECO 1.3

Vacancy rate (total vacancies)Method

Less than three months in use

Over three months in use

0,28 % 0,36 % 0,61 %0,05 % 0,07 % 0,19 %

0,19 % 0,26 % 0,34 %

0,04 % 0,03 % 0,08 %

ECO 1.4 Net self-financing related to rent 14,53 % 15,56 % 9,84 %

ECO 2 LOCAL ECONOMIC FABRIC

ECO 2.1

Revenue redistributed to: Employees

Suppliers and service providers

Tax authorities

Banks

Shareholders

Social participants

8437 k 9078 k 9525 k

84971 k 98326 k 110071 k

4 k 26 k 9 k

22567 k 24022 k 26054 k

17 k 16 k 13 k

716 k 575 k 566 k

ECO 2.2 Annual investment in overall growth of property 53068 k 41916 k 64500 k

ECO 3 RESPONSIBLE PURCHASING

ECO 3.1 Responsible purchase practices No No Yes

ECO 4 EQUITY TOWARDS SUPPLIERS

ECO 4.1 Mechanism for evaluation of suppliers in terms of quality and service provided Yes Yes Yes

GOV DIALOGUE AND SATISFACTION 2007 2008 2009

GOV 1 DIALOGUE AND SATISFACTION OF TENANTS

GOV 1.1 Number of meetings organised with residents as part of a process of dialogueimplemented by the organisation

9 11 11

GOV 1.2 Results of tenant satisfaction surveys 96 % 90 % 90 %

GOV 1.3 Action plan to improve tenant satisfaction Yes Yes Yes

GOV 2 ASSOCIATIVE SECTOR

GOV 2.1Number of live agreements with residents' groups and associations

Total material contribution

21 26 26

89544 103744 106150

GOV 3 ETHICS AND TRANSPARENCY

GOV 3.1 ETHICS PROCEDURES No No No

GOV 3.2 Strategic roadmap No Yes Yes

GOV 4 DIALOGUE AND SHARING OF INFORMATION WITH TERRITORIAL AUTHORITIES

GOV 4.1Personalised information scheme for territorial authorities

% scheme covered

No No No

0 % 0 % 0 %

GOV 5IMPROVEMENT IN FUNCTIONING AND SKILLS OF MONITORING AND

DECISION-MAKING BODIES

GOV 5.1Number of sessions to raise awareness/train administrators in the challengesof the low-income housing sector

0 0 1

GOV 5.2 Documents defining the roles and responsibilities of administrators No No No

GOV 5.3 Evaluation of the functioning of the Board of Directors Yes Yes Yes

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ASSUMING OUR ECONOMIC RESPONSIBILITY

LEADING AND IMPROVING

HR DEVELOPING HUMAN RESOURCES 2007 2008 2009

HR 1 DEVELOPMENT OF EMPLOYMENT

HR 1.1

Breakdown of staff by job type Permanent contracts

Fixed term contracts

Temporary

91,53 % 90,95 % 93,24 %

8,47 % 8,84 % 6,40 %

0 % 0,21 % 0,36 %

DEVELOPING HUMAN RESOURCES


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HR DEVELOPING HUMAN RESOURCES 2007

2008 2009HR 1.2

Breakdown in annual volume of training by employee group

Maintenance workers

Local staffAdministrative staff

Supervisors

Executives

Managers

Number of

employees

Number of

hours

Number of

employees

Number of

hours

Number of

employees

Number of

hours

na na na na na na

74 1306 h 80 1446 h 46 832 h40 617 h 29

41

515 h 23 475 h

51 1110 h

51

826 h 39 944 h

32 921 h 27 521 h 25 1013 h

3 71 h 1 70 h 9 480 h

HR 1.3

Rate of internal promotion by staff group (average)

Maintenance workers

Local staff


Supervisors

Executives

Managers

26 % 18 % 32 %

na na na

0 % 6 % 20 %

17 % 0 % 0 %

0 % 9 % 0 %

9 % 3 % 12 %

0 % 0 % 0 %

CONTINUOUS IMPROVEMENT OF WORKING CONDITIONS

HR 2.1 Policy to promote health of employees and balance betweenprofessional and private life

Yes Yes Yes

HR 2.2 Rate of satisfaction among employees 79,43 % - -

HR 2.4 Responsible profit-sharing No No No

HR 2.3Proportion of absences linked to occupational accidents and diseases andstress

0,69 % 0,60 % 1,76 %

HR 3

HR 2

PROMOTION OF EQUITY AND DIVERSITY IN EMPLOYMENT

HR 3.1

Breakdown of employees by group and gender

Maintenance workers

Local staff


Supervisors

Executives

Managers

Men Women Men Women Men Women

na na na na na na

43,40 % 56,60 % 44,09 % 55,91 % 39,47 % 60,53 %

16,30 % 83,70 % 20,76 % 79,24 % 16,97 % 83,03 %

49,20 % 50,80 % 49,34 % 51,66 % 49,15 % 50,85 %

77,80 % 22,20 % 77,42 % 22,58 % 81,60 % 18,40 %

100 % 0 % 100 % 0 % 100% 0 %

HR 3.2

Breakdown of annual gross salaries by group and by gender

Maintenance workers

Local staff


Supervisors

Executives

Managers

Men Women Men Women Men Women

na na na na na na

21717,06 k 21643,76 k 24401,01 k 24027,29 k 25102,86 k 23819,37 k

24507 k 19222,14 k 25867,33 k 26443,93 k 25421 k 20473,52 k

27543,34 k 22457,41 k

47683 k

33368,32 k 28091,05 k 34193,93 k 27226,44 k

50245,57 k

207 k

46943,75 k 35386,29 k 43035,46 k 34634,67 k

# #

#

# # # #

HR 3.3

Amount of specific contracts (CIE, employment initiative contract, CI-RMA,introductory contracts, apprenticeships, professional contracts, return-to-workcontracts, etc.)

0,46 % 0,52 % 0,36 %

HR 3.4 Gap between the bottom 10% and top 10% of annual salaries 3,31 % 3,27 % 5,40 %

Trainee - 0,12 % 0,02 %

Average employees over the year Proportion of absences related to stress is measured approximately and very inaccurately Employees on permanent contract at 31 December of reference year

DEVELOPING HUMAN RESOURCES

- Information temporarily uncollected or non-consolidated* Information not available# Company does not wish to provide this information

2008 2009


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METHODOLOGY

GLOSSARY

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Reportonthecompanyscorporates

ocial

responsibility

APL : Personalised assistance forhousing allows recipients to reduce their

housing expenses by reducing loan

charges for new buyers and owner-

occupiers, as well as rental charges for

tenants. The amount of APL depends on

the family situation of the recipient, the

amount of their income and their rental

costs.

BBC : (Btiment BasseConsommation): Low consumption

building, one of the 5 levels of the high

energy performance label, namely a level

which aims for consumption below 50%

of the regulatory energy consumption for

service sector buildings and a

requirement level of 50kWpe/m forprimary energy for residential. This is the

equivalent of the Passivhaus construction

standards in Germany.

CAF : (Caisse dAllocations Familiales):Family allowances fund, a public body in

charge of family allowance payments. The

CAF therefore pays various housing

assistance payments such as the APL

(personalised assistance for housing), the

ALS (social housing allowance), the ALF

(family housing allowance) etc.

CUS :Conventionnement dUtilit Sociale):

Social Benefit Partnership Agreement:

Arising from the French law on

"mobilization for housing and the fight

against exclusion" of February 2009, the

CUS is a restructuring of the global

Social Benefit Partnership Agreement.

An approach based on the organisations

strategic property plan with reference to

local policies on accommodation, the

CUS primarily constitutes the contractual

framework which fixes, for a period of 6

years, the organisations commitments toits key social roles (social management

and allocations, quality of service,

adaptation of the property portfolio and

the construction of new housing etc.)

ESH : Company offering low-incomehousing, a company specialising in all

types of accommodation. It builds,

manages and improves dwellings

designed for rent or ownership. It is

involved in development and urban

planning on its own behalf or for a third

party. It provides services in all aspects of

accommodation. It operates on an urban

level in the treatment of districts. At the

end of 2006, 284 ESH managed around

2 million units of low-cost housing and

homed over 4.5 million people.

HLM : Low-rent accommodation

HPE : (Haute Performance

Energtique): High Energy Performancelabel To be awarded this, a building must

not only be thermally efficient, but it must

also be certified in respect of safety,

sustainability and the conditions of use of

the heating, sanitary hot water

production, air conditioning and lighting

installations or on the overall quality of

the building.

HQE : French standard for High QualityBuilding Processes distinguishes buildings

which are comfortable, healthy and

provide greater respect for the

environment

MSA : (Mutualit Sociale Agricole):Agricultural Social Mutual Fund

ORU : Urban renewal operation

PDH : Departmental housing plan

PLA : Assisted rental loan arising fromthe Barre reform in 1977. Provided to

combine assistance to infrastructure with

assistance to people, it can assist 80% of

households thanks to a resource threshold50% greater than the previous thresholds

for ordinary low-rent accommodation. In

September 1999, the PLA was replaced

by PLUS (rental loan for low incomes).

PLAI : Rental assisted inclusion loanfor families which may experience specific

difficulties in integration and whose

resources do not exceed the thresholds.

PLH : Local housing plan

PLS : Low-income rental loan mayfinance acquisition or construction of

dwellings for rental as well as the

corresponding improvement works. The

PLS does not give rise to a right for a state

subsidy. However, it does give the right to

reduced-rate VAT and exemption from tax

on buildings for 25 years.

PLUS : Rental loan for low-income

people assists HLM bodies and mixedpublic/private sector companies in

financing the creation of low-cost rental

homes in the context of social diversity.

An agreement must be drawn up with the

state and the recipient body: this sets the

maximum rent for dwellings within the

limit of a rent threshold modulated

according to the type of accommodation

and the geographical area; it gives

tenants the right to personalised

assistance to housing (APL).

PLUS CD : Rental loan for low-income construction/demolition presents a

similar profile to PLUS. It offers specific

provisions tailored to the operations of

construction/demolition such as the

issues of rehousing.

PMR : This is a unit of accommodationdesigned for a disabled person, PMR.

RSE : Corporate social responsibility

VACANCY RATE:this is called the rate of unoccupancy

of a dwelling

UNA : National union for assistance,care and services in the home

Internal reporting tools result from indicators based on operational and support processes. The head of each

process is responsible for monitoring his process and must provide figures and results for his activities. Regularexamination is carried out through reviews of processes. For activities carried out by agencies, a local processmanager is designated and provides reports for each head. The general management of indicators is centralisedby the assistant to the Quality, Environment and Internal Control department. The reliability of data is regularlychecked and audited as part of an annual plan of internal audits. The production of statistics is optimised throughautomated computerised data.


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HABITAT 62/59 PICARDIE S.A.Socit Anonyme dHLM

avec Conseil de Surveillance et Directoire

520, Bd du Parc dAffaires

BP 111

62903 COQUELLES CEDEX

Tl : 03 21 00 81 00

www.habitat6259.fr

Adhrente la Fdration Nationaledes Entreprises Sociales pour lHabitat

DELPHIS33 rue Saint-Augustin - 75002 Paris

www.delphis-asso.org