rapport rse 2008 - habitat 6259 picardie (english)

8/8/2019 Rapport RSE 2008 - Habitat 6259 Picardie (English)

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2008

HABITAT 62/59 PICARDIE

Corporate Social Responsibility Report

owered by EURHO-GR


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HABITAT62/59PICARDIE

CorporateSocialResponsibilityRepor

t

HABITAT 62/59 PICARDIE Corporate Social Responsibility Report 3

EDITORIAL

We are delighted to offer you our second

report on Social and Environmental

Responsibility. In our previous publication

we provided a statement of our practices and

set out the strategic direction. Today,

our activities are concrete and measurable and the efforts are noticeable. Echoing the

enthusiasm with which you greeted our first report, we are certain of the relevance of

the choices made by us and our stakeholders. Recent events and the international

context of the financial crisis have rendered greater importance to responsible

behaviour for all companies.

We hope that the following pages will demonstrate to you our commitment to limiting

our ecological footprint, diversifying our products and services, ensuring a good economic

and social performance and, especially, our capacity for innovation. SER represents a

new skill and restores Meaning to companies.

Following a first year of experimentation, our challenge is to move on from general

interest to demonstrating SER through internal and external practices which exceed

regulatory requirements. Two lines of thought underlie the SER project: responding

to general changes in our environment and structuring methods of internal organisation

to ensure that activities are led in a sustainable manner.

As proof of the success of our transition to the SER process, HABITAT 62/59 PICARDIEwon the 2008 Quality and Performance Prize (Prix Qualit et Performance 2008).

This distinction rewards the company for its remarkable performances in terms of

sustainable development. Open to all public and private sectors of activity, this

competition is based on a method of evaluation which bases its appraisal of candidates

on the degree of satisfaction of all its stakeholders. Thus economic and extra-economic

performance are appraised according to the way in which they advance practice.

We are proud to share with our partners this regional award which places us

on the road to excellence.

Happy reading.

SOCIAL ANDENVIRONMENTALRESPONSIBILITY,A VEHICLE FOR PROGRESS

Christian ParentPresident of Supervisory Board

of Habitat 62/59 Picardie

Dominique AertsPresident of Executive Board

of Habitat 62/59 Picardie

Sustaina-

bility

Respect

Accoun-tability

SocialMission

Performance

general


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4 HABITAT 62/59 PICARDIE Corporate Social Responsibility Report

The DELPHIS organisation brings together 17 low-income

housing companies which manage over 140,000 unitsof low-income housing in 15 regions of France. DELPHIS,

a centre of research and development, is dedicated to

professional excellence in low-income housing.

To meet the growing expectations related to their public

purpose, corporate DELPHIS members wished to embrace

the question of their social responsibility.

To begin with, they identified precisely their impact upon

the social fabric, the environment and the local economy,

closely linking their stakeholders with their thinking:

territorial authorities, shareholders, financiers, building companies,

local organisations, tenant associations and staff, etc.

Together, all these partners developed a system of reference

of indicators, EURHO-GR*, which provides a means ofmeasuring social, environmental and economic performance

of low-income housing companies. This project was then

extended to the European EURHONET network (see below).

Companies forming part of the process are committed not

only to improving their performance in clearly identified axes

for progress, but also to communicating their results

transparently to their stakeholders through the publication of

their SER report.

*EURopean HOusing Global Reporting

SER IN LOW-INCOME HOUSING

A EUROPEANCOLLABORATION

THE FIRST EUROPEANSER APPROACH INTHE LOW-INCOMEHOUSING SECTOR

DELPHIS SER APPROACH

FranceEmmas HabitatFSMHabitat 62/59 PicardieLe Foyer RmoisLe Toit AngevinLogiPaysDELPHIS

ItalieALER BresciaALER MilanoATC TorinoIPES Bolzano

ITEA Trento

AllemagneBauverein AGDOGEWO 21GBG MannheimGWG Mnchen

SudeFamilijebostderGavlegrdarnaMimerHyrebostderStngstaden

VatterHemrebroBostder

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, these

companies 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

their activities 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.

SUBHEADING: EURHO-GR,SER SYSTEM OF REFERENCEFOR LOW-INCOME HOUSINGThe EURHO-GR system of reference presents

a common basis for the comparison of practices

and performance, while translating and respecting

the diversity of local and national contexts.

Adaptation work carried out by the different

partners of EURHONET resulted in

the identification of 70% of common indicators

in the system of reference for the four user

countries (30% are specific to national contexts).

The set of indicators provides the answer to

a fundamental question: what is meant by

responsibility towards society of low-income

housing companies today?

The system of reference is organised around the

five 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.


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Nos enjeux RSE

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SOCIAL AND ENVIRONMENTALRESPONSIBILITY INLOW-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 forlow-income housing

the development of land, in particular the creation of housing estates

the supervision of building works

the rental, property and social management of buildings forlow-income housing

management on behalf of third parties

the sale of housing

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

manages property holdings comprising over 18,000 units of

housing (and similar premises) divided equally into blocks of flats

and individual dwellings and has created around 2,000 units ofhousing for purchase. In 2008, the turnover was 91,758,000 Euros

across all sectors of activity. The total workforce comprised

251 people on 31 December 2008.

DESCRIPTION OF THE COMPANY

NETWORK OF DECENTRALISED AGENCIESWORKING ON BEHALF OF CLIENTS

Nord-Pas de Calaiset Picardie

Description of supplyNumber of tenants 38 850Number of units of housing managed 19 877Distribution individual / blocks of flats 46% blocks of flats

54% individualDescription 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 17 years


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Increase in rentals

Distribution of productionby categories of residences Affordability ratio

of new households

2006 2007

1,19%

3,13%

2008

1,38%

Property

22,89%23,71% 23,86%

2006

2007

2008

2006 2007

85,33%

5,33%9,33%

86,06%

8,07%5,87%

2008

87,15%

9,35%3,50%

Very low income housing (PLAI)

Low income housing (PLUS, PLUS CD)

Intermediary (PLS, PLI)

1TAKING SOCIALRESPONSIBILITY


Response tothe demandfor housingCHALLENGES

In the Nord-Pas-de-Calais and Picardie regions, the needs foraccommodation are particularly great. There are quantitative

expectations to be met but also expectations in terms of the

quality/price ratio, and of comfort and ecology. In this context

of a scarcity of homes, and despite a remarkable effort at

construction, the sector remains tense: demand exceeds

supply. The added value of HABITAT 62/59 PICARDIE is to

analyse needs with each territorial authority. Each

investment programme is personalised following a financial,

technical and legal study.

OUR STRATEGYThe eco-district, a solution for the future

An eco-district is an urban area designed to respect the

environment and to deal with economic dimensions and

social aspects of the lives of the inhabitants.

Any eco-district project is

developed in collaboration

with the stakeholders inconstruction, with the aim

of creating innovative

partnerships.

49 blocks of flats in Bthune,

BBC Effinergie and Passivhaus labels


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Accessibility tohousing to disabled

and old peopleOUR STRATEGY20% of the French population is over 60 years of age and

this figure will rise to 30% in 2050. In this context, the

qualitative standards of housing will change to take into

account adaptations for disabilities and old age. As

sign ato ri es t o a cha rt er o f a ccessibi lit y to ou r

accommodation, we respond to the expectations of our

clients and undertake tailor-made works in private areas and

on the outside of the accommodation (layout of the

bathroom, stair lift, mechanised shutters, safety ramp, etc.).

OUR PERFORMANCEOn 31 December 2008, 232 units of accommodation had

been adapted. Each request logged is analysed within a

specific timeframe with the aim of carrying out the works

within six months from the receipt of the request by the

client. The application is accepted with evidence.

A significant increase in requests should be highlighted: over

40% of adaptation works since this scheme was put into

place were undertaken in 2008.

Friville Escarbotin is a town of 4653 inhabitants located in the Somme department. Its industrial wasteland represents

a significant area on the town scale and offers plenty of opportunities in their rehabilitation.

In the development of the town, it seems clear to promote diversity in term of habitat. The shortage of rent controlled housing isobviously felt but they should not be developed to the detriment of individual building or private rentals. Our objective is to reach 15%

of social housing by 10 years. This action is intended to limit the inflation of land costs that should mechanically help to limit rent

increase and to meet a growing demand for building land.

In partnership with Habitat 50/62 Picardie, we have a project to build rental apartment building located in the heart of the city. Thisprogram should be ready within one year and naturally fits into a desire for integration with the existing building. A second project isstill under consideration. Here also we opt for diversity since it would be expected in this program to find portion of vacant lands, to

facilitate home ownership, and to build rental apartment building.

TESTIMONIALDavid LEFEVRE,Mayor of Friville Escarbotin

TAKING SOCIALRESPONSIBILITY1.

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Promotion of

the social balanceof regionsOUR STRATEGYImpoverishment of tenants and the increase in the

proportion of family budgets spent on rent plus charges

(32%) led to the idea of sustainable housing. There is an

urgent need to standardise low-cost housing controlling

expenditure on charges, environmentally friendly housing

preserving the environment through limited impact and

attractive housing due to its social management.

With a wish to respond to different housing needs, the

accommodation offered by the HABITAT 62/59 PICARDIE

group has been diversified through the subsidiaries HLI(specific accommodation) and COPRONORD (protected low-

cost housing purchase). Products are tailored to all stages of

life. A balance between housing in blocks of flats and

individual accommodation is also maintained as

opportunities are sought.

OUR PERFORMANCEA significant result in the growth of the rental holding with

430 new rentals in 2008.

A sustainable development housing design at OYE-PLAGE (62)

Peace of mind of tenantsPeace of mind of tenants, a major element of the quality policy of HABITAT 62/59 PICARDIE, isensured 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. The aim of these monitoring

activities is to ensure quality of the living environment.

88% of clients asked declared that they feel safe in their immediate environment and 87% are

satisfied with their neighbourhood relations.


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UrbanrenewalThe aim of urban renewal is to transform dwellings within a

district to deal with social, urbanistic and architectural

problems and to make a significant improvement to the

quality of housing available. To this end, HABITAT 62/59

PICARDIE became involved in an exemplary operation in the

Courghain district in Grande Synthe. On this site, the design

of dwellings made rehabilitation economically unrealistic and

the district was disqualified irreversibly. In partnership with

the town of Grande Synthe, financial efforts were made in

order to make this living area attractive once again.

This is also an example of exemplary demolition through theselective collection and reuse of 12,000 tonnes of wood,

plaster, plastic and asbestos. The social dimension was

favoured by the inclusion of the poorest members of the

population: 945 work hours were occupied in application of

the charter signed by the partners.

Eventually, the Courghain district will comprise 266 energy

efficient dwellings in place of the 255 destroyed.

Grande Synthe is inthe middle of great changes.The Courghain, an ancient

district, is the subject of a large urbanrenovation project.What choices have been made?We chose to carry out large-scaledemolition of 250 dwellings and fittingswhich were not only dilapidated but whichwere ill-suited to the needs of people today.For the reconstruction, we gave preferenceto mainly low-income housing for rental

and purchase, of various types:residential flats, urban villas, townhouses,some single family houses

All the dwellings and equipmentwere constructed with respect for theenvironment in mind. The materials usedare high quality and provide maximuminsulation.For specific examples, many dwellingsare fitted with solar panels and plantedterraces.

INTERVIEW

New program with Grande-Synthe

Indicator for rent and chargesQuantitative indicatoron social cohesion

2,60% 2,50% 1,80%

2006 2007 2008

Damien CARME,Mayor of Grande Synthe

Payroll of local staff working for

% of total payroll

social cohesionChanges inthe amount

of rents(Effectif en moyenne

sur lanne)9,87%

10,16%

9,85%

2006 2007 2008

Ratio recoverableservice

charges/rents

2006 2007 2008

317k 294k 271k

0,04 0,03 0,03


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Our policy ofcharge and 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.

With 84% of new tenants with income below 60% of the

ceiling, the policy we follow is a balance between social and

economic factors. Our policy involves rents calculated on

average and then on an individual basis, with certain groups

being at the maximum of the rent practicable and others

voluntarily placed at a level of rent tailored to the socialsituations 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, adjustments are made to

instalments invoiced to ensure accurate billing. Significant

improvement works to accommodation are carried out with

the aim of reducing energy costs.

OUR PERFORMANCEThe difference between instalments and amounts invoiced is

5.6% on average for miscellaneous costs and 6.2% for

heating.

A real social dimension is debt recovery.

Quality indicator on social cohesion

TAKING SOCIALRESPONSIBILITY1.

Inclusion / Integration through housing

Integration through jobs / training

Development of social links

179 rental allocations through a solidarity fund for housing giving

access to accommodation

A systematic advance of the government housing grant before accessto benefits commences

Employment integration programme for six young people atLes Tennis residential flats in Wimereux in partnership with

Communaut dAgglomrations du Boulonnais and

the Fort de la Crche organisation

Celebrating blocks of flats events promoting friendship between

neighbours through local activities by caretakers

Training afternoon in kite flying for tenants childrenDecorated balcony/drawings/artistic creations competitions

Objectives

Our prioritiesIn application of the Molle law andwith a view to forming a contract for apublic purpose agreement, our StrategicProperty Plan is to incorporate a newclassification of housing. This changewill lead to individual performancemeasures for each building.

Our commitmentsIn accordance with our 2008

commitments, we give preference tothe social treatment of debts throughthe Social Commission whose aimis mediation before any legal stepsare taken.

Moreover, the results in terms ofregularisation of rental charges areevidence of optimum treatment.

Our 2009 objectives

To consolidate our social approachto recovery

To reduce rental charges in terms ofenergy through targeted works(insulation, heating, etc.)

To maintain a policy of rentscompatible with tenants resources

2006 2007 2008

YES YES YES

2006 2007 2008

YES YES YES

2006 2007 2008

NO NO YES


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2ENVIRONMENTALRESPONSIBILITY

Indicators for environmental impact

Our environmentalpolicyCHALLENGESThe housing sector represents a priority target in the fight to

preserve the environment. The environmental impacts of the

construction and maintenance of buildings are particularly

important. HABITAT 62/59 PICARDIE is a precursor in thisfield with its structured approach to these activities and

performance measures communicated completely

transparently

OUR STRATEGYOur actions to preserve the environment are structured

around seven themes:

To preserve natural resources, particularly through

appropriate choices of building materials and fittings.

To reduce and recover waste produced throughout the life

of buildings

To reduce energy consumption

To prevent pollution and disturbance

To improve continuously our environmental performances

To adhere strictly to environmental laws

To transmit an environmental culture to our customers and

our suppliers

OUR PERFORMANCEEach year, our environmental performance is

audited and s tated through ISO14001

certification. No non-conformities or comments

were identified by the certifying body AFAQ

during the last site check.

Proportion of new and renovated dwellings meetingan environmental standard over andabove regulatory requirements

2006 2007 2008

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

Proportion of dwellings constructed or renovatedwith the application of environmentalmanagement of the works

2006 2007 2008

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

CO2 produced by company vehicles

2006 2007 2008

130124114

1037744Total km travelled 1130370 1186000


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Loos en Gohelle have its origin in

a mining country with

consequences of unsustainable development: water and

soil pollution, creating health problems for population, in

addition to social and economics issues.

We had to prove in response that we are able to develop a

more harmonious model, in logic of respect for man and

development.

Housing is a good example of quality of life, the budgetconsequence in comparison with a classical way of habitat

is 35% less of energy expenses

HQE housing meets social development by energy savings.

It is also a new business for the country.

35% energy saving means less consumption of fossil

energy and less carbon rejection.

Im pleased to have found the answer of a social lessor ofHabitat 59/62 Picardie for its commitment to sustainabledevelopment.

ENVIRONMENTALRESPONSIBILITY2.

TESTIMONIALJean-Franois CARON,Mayor of Loos en Gohelle

GOOD PRACTICE

Purchase of Equilibre+ certificatesto support the production ofenvironmentally-friendly electricity.By purchasing Equilibre+ certificates,HABITAT 62/59 PICARDIE works forsustainable development in two ways:for one unit purchased, EDF pays1.7 Euros back to the CISEL project,allowing for the development ofphotovoltaic technology and injects intothe network 1 MWh of electricityproduced from renewable sources.

Annual contribution from HABITAT62/59 PICARDIE is around 3,000 Euros.Equilibre+ certificates are the subjectof certification by an independent bodyauditing and attesting to adherenceto the contractual clauses betweenHABITAT 62/59 PICARDIE and EDF.

Fight againstclimate change

OUR STRATEGYOur commitment to energy efficiency is translated into an

annual programme of activities for tenants and employees.

In addition to works on buildings such as replacement of

boilers, improved insulation, installation of time switches incommunal areas, and low energy bulbs, HABITAT 62/59

PICARDIE aims to change behaviours by providing

information on money-saving activities.

OUR PERFORMANCEOver one million Euros were invested in 2008 to improve the

energy performance of existing property. An exemplary

operation to rehabilitate 73 dwellings in Cit Jardin in Seclin

with the production of renewable energy (installation of solar

panels) must be highlighted. All new dwellings receive

QUALITEL certification attesting to technical performance

with regard to acoustic comfort, warmth and energyperformance, in addition to regulations. Some operations are

also labelled Habitat and Environment guaranteeing the

preservation of the environment from design to launch into

use of the dwelling.


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Proportion of accommodationbuilt using methods exceeding

current regulations

2006 2007 2008

Sound insulation 100 % 98 % 98 %

Heat insulation 100 % 98 % 98 %

Ventilation 100 % 100 % 100 %

ENVIRONMENTALRESPONSIBILITY2.

Objectives

Our priorities To incorporate an environmentaldimension into our decision-making

To reduce our ecological footprint andthat of our clients and our suppliers

To renew our ISO 14001 certificatepromoting our environmental commitment

To implement the concept ofsustainable housing

Our commitmentsTo respect our 2009 environmentalmanagement programme which setstargets to be achieved for each element ofthe environmental policy, in particular:

by continuing our efforts to recover andreduce waste

by committing to energy efficiency inour functional sites

by making responsible investmentsin the existing property portfolio(replacement of boilers, joinery andinsulation)

by using our eco-products system ofreference for all our purchases

by conserving water resources(quantity consumed)

by making innovations in new buildsto guarantee housing of a higher qualitythan provided for by regulations

Improvement in livingenvironment andcomfort of tenantsOUR STRATEGYImprovements in dwellings and services is the driver behind

the general strategy of HABITAT 62/59 PICARDIE. Through

regular satisfaction surveys, we evaluate the quality of

housing and related services. Constantly listening to local

needs fuels perennial schedules of works. At the same time,

a list of specifications for new building work incorporates the

needs and expectations of clients in terms of lifestyle and

comfort.

ISO 9001 certification is a guarantee of

confidence for our clients.

OUR PERFORMANCE83,5% of tenants state that they are satisfied by theirliving environment. This result is borne out by improvements

designed to give better control over charges invoiced. Actions

representing responsible investments by HABITAT 62/59

PICARDIE include:

The installation of water-saving equipment (potential

saving of 30%) for all new builds and for replacement of

toilets

Checking for water leaks when a new client arrives

Individual water metering

Improvement of green spaces

Adaptation of buildings for old age and disability

Indicators for comfor / living environment

1,19 Euros: the average

amount spent per

dwelling in 2008 to

improve green spaces


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Employees 9078 k

Banks 24022 k

Shareholders 16 k

Suppliers and service providers 98326 k

Tax authorities 26 k

Social participants 575 k

Responsiblemanagement ofproperty

OUR STRATEGYThe property belonging to HABITAT 62/59 PICARDIE has anaverage age of 17 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 allows for the analysis of the property 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 PERFORMANCE42 rental properties were sold during 2008.

0.50 Euros spent on average per dwelling for maintenance

and improvement.

Subscription to maintenance contracts and technical

diagnosis ensure the safety of assets and of people

particularly in terms of fire, lifts and gas installations.

Proportion of olderproperties renovatedeach year

Annualinvestment inoverall growthof property

Indicators for responsiblemanagement of property

Revenue distributedto stakeholders

3ECONOMIC

SUSTAINABILITY

2006 2007 2008 2006 2007 2008


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ECONOMICSUSTAINABILITY3.

Evaluation of environmentalperformance of suppliers

maintenance are obliged to provide us with detailsof processing of waste arising from their workon existing properties. Through this mechanism,we can be assured that our waste products areeliminated via approved methods givingpreference to recovery.

Waste from functional sites (waste from electronicand electrical equipment, hazardous waste)are recovered strictly within regulations.

Objectives

Our priorities To monitor the safety of buildingsbeyond regulatory requirements

To promote an improvement inthe performance of our suppliers

Our commitments To ensure that requests for technicalassistance are processed withintwo working days

To maintain an average period of30 days for payment to our suppliers

To formalise environmental objectiveswith our suppliers through contracts

Our environmental requirements are set out incontracts with all our suppliers according tothe amount of operational control needed to limitenvironmental impacts. Our environmental policyis linked to all contracts and explained duringthe meeting to raise awareness among suppliers.

A specific mission of on-site checks is entrusted tothe H&S coordinator for new builds and forrenovations. Suppliers operating in day-to-day

THE RENOVATION OFCIT JARDIN IN SECLIN

In partnership with the city of Seclin,the Urban Community of Lille, PACT in Lilleand EDF, we are renovating 73 individualdwellings to a high environmental qualitystandard and using renewable energy.Condensation boilers and solar powered hotwater have been installed. We are also goingto fit 475 m2 of solar panels which willproduce 57,000 kWh electricity/year and save

the equivalent of 20 tonnes CO2 per year.Service charges will reduce by at least 30%.This is a first in France in occupiedlow-income housing.'

INTERVIEW

Patrice COQUISART,Director of Managementand Property

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 85% satisfied clients

20,980 T cards sent / 4,362 T cardsreturned

Average recommendation rate : 92% Five suppliers have to respect quality

improvement plan

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%

802 complaints recorded Complaint rate between 2.48

and 18.6% Two suppliers have to respect

quality improvement plan

Contractors

Design phase out of 16 pointsThree evaluation criteria :- adherence to timeframe- conformity with quality requirements- conformity with environmental

targetsExecution phase out of 22 pointsThree evaluation criteria :- monitoring works- management of reserves- administrative completion

OBJECTIVE 19 points minimum

21 sites evaluated Nine suppliers being monitored Meeting to raise awareness among

all contractors

Rsultats 2008

Mechanisms to evaluate supplier performance


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Effectivenessand transparency

of the functioningof decision-makingbodies

OUR STRATEGYHABITAT 62/59 PICARDIE considers that responsible

corporate governance ensures the durability of results. To

reach this goal, the members of the Executive Board define

clearly and put into place the responsibilities within HABITAT

62/59 PICARDIE. They develop the strategic roadmap

expressed in sector policies (quality, environment and

human resources) and related objectives. The effectiveness

of activities resides in a system of management through ISO9001 certified processes. The Supervisory Board carries out

quarterly examinations as part of its monitoring role.

OUR PERFORMANCE2008 internal control report containing checks intended to

guarantee reasonable assurance of risk control

System of internal audits by auditors receiving regular

training

Two Board reviews in 2008 allowing the evaluation of results

according to the objectives set, an appraisal to be made of

the effectiveness of activities and action for continuous

improvement to be prioritised.Steering of processes promoting transversal management

activities.

WORKING WITHOTHER INTERESTEDPARTIES4.

Objectives

Our priorities

To steer the necessary plans forchanges to improve our performance

To evaluate regularly our strategicroadmap, adjusting if necessary

Our commitments To guarantee ethics in the functioningof decision-making processes

To set up documents definingthe roles and responsibilitiesof administrators

Supervisory

Board(18 members maximum)

Tenants

Executive Board(5 members maximum)

Commission

for bids

Commission

for allocation

of housing

Management

committee

name name

elects

three

representatives

Strategic decisions

Purchasing decisions

Operational decisions

Decision to allocate

rental housing

name

Shareholders

Split into four categories- reference shareholder

(majority of voting rights)- political environment- tenant representative- other shareholders

Communities 3 members

name

Council

of Rental Dialogue

Social

Commission

Actions collectives

de cohsion sociale

Prevention of the unpaid ones

Diagram of methodof governance


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Continuousimprovement inworking conditionsOUR STRATEGYHABITAT 62/59 PICARDIE ensures the wellbeing of staff

through its attention to good working conditions. The main

actions include training to improve ergonomics and prevent

any accidents at work, a smoking cessation programme, the

use of maintenance products which are not harmful to the

health of staff, the provision of a fitness suite, a sauna and

an area for relaxation. The headquarters, constructed to High

Environmental Quality standards, represents a healthy

5GOOD WORKING

ENVIRONMENT

Developmentof our teamsOUR STRATEGY

HABITAT 62/59 PICARDIE leads an ambitious voluntarypolicy of training and development of the skills of all workers

giving 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 PERFORMANCESince 2004, the training budget has increased. In 2008, it

represented 126,000 Euros including 28,000 Euros

earmarked for the creation of the Individual Right to Training.

171 employees benefited from professional training

corresponding to the development of individual tailored

skills. One employee created a file for Validation of

Experience Gained.

Availability of electric bicycles for the personnel


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working environment. An environmentally friendly culture is

transmitted to staff through regular actions to raise

awareness and effects changes in practices in certain posts:

buyers, managers, caretakers, sales representatives, human

resource managers, etc.

OUR PERFORMANCEHierarchical organisation of risks to health and safety in

posts

Choice of maintenance products including criteria of risk

Training programme on movement and posture and cleaning

methods

Promotion of

equity and diversityin jobsOUR STRATEGYHABITAT 62/59 PICARDIE promotes the development of

long-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 policy of

centralised management of human resources allows for the

systematic replacement of agency staff and building

caretakers for any absence lasting more than one week. Anintegration programme for replacement staff provides rapid

familiarisation with the company and optimal adaptation to

the post.

OUR PERFORMANCEIndividual interviews mean that results achieved by the

employee compared with the objectives set may be

evaluated. Managers get each employee to reflect on

GOODWOORKINGENVIRONNEMENT5.

Objectives

Our priorities To encourage and support staff intaking responsibility for themselvesand becoming involved

To maintain permanent dialoguepropitious to sharing good practice

Our commitments To create a social barometer in 2009

To pursue a school-companypartnership

To ensure the development, assistanceand training of staff

To recognise the merits of individualsand teams with regard to efforts madeand results obtained

improvements which could be made to contribute to

increased operational effectiveness. Consultation and

sharing in decision-making processes is not restricted to day-

to-day activities and also takes place when large changes are

made within the company. Thus each employee is aparticipant in continuous improvement as team spirit: since

2001, 245 employees have participated in discussion

forums.

TMOIGNAGEFranois VERHEYDE,Director ITII-ISIV ENSIAMEUniversity of Valenciennes

Mr Aerts Dominique, President of the Executive Board of HABITAT 62/59 PICARDIE, was chosen as patron of the 2008

Masters in Quality, Safety and Environment at the University of Valenciennes

What links should there be between the university and the company ?

The university needs the company and vice versa. Training students taking into account the needs of companies is

a priority for the university. It is, therefore, important that in our board of directors the representatives from theprofessional world be proactive and that there be real, constructive dialogue always in the interest of the student and

his future in the professional world. Frameworks agreements that we have with some companies commit us mutually to

working together on a number of jointly defined objectives.


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SOC PROMOTING SOCIAL EQUILIBRIUM OF REGIONS 2006 2007 2008

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

2005 property 2006 Production 2007 Production 2008 Production

29,70 m2 29,24 m2 36,13 m2 nant

54,76 m

2

42,94 m

2

59,23 m

2

53,85 m

2

71,29 m2 78,76 m2 72,94 m2 72,49 m2

86,76 m2 87,36 m2 87,46 m2 88,60 m2

101,00 m2 102,32 m2 101,79 m2 103,30 m2

none none 218,00 m2 none

SOC 1.2

Very low income housing (PLAI)

Low income housing (PLUS, PLUS CD)

Intermediary (PLS, PLI)

9,33 % 5,87 % 3,50 %

85,33 % 86,06 % 87,15 %

5,33 % 8,07 % 9,35 %

SOC 1.3

Increase in rental supply Property

including Housing for rental

Homes

1,19 % 3,13 % 1,38 %

1,42 % 1,19 % 1,67 %

0,12 % 14,39 % 0,10 %

SOC 1.4Sale of low rental housing from property portfolio

Purchase of new low-cost housing from productionn

0,29 % 0,31 % 0,27 %

6,23 % 3,38 % 2,56 %

SOC 2 RENTALS AND SERVICE CHARGES

SOC 2.1

Distribution of levels of rent of our properties

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

Low income housing (PLUS, PLA...)

Intermediary (PLS, PLI...)

Aver age price Avera ge price Aver age price

3,65 / m2 3,77 / m2 3,86 / m2

4,64 / m2 4,74 / m2 4,81 / m2

5,70 / m2 5,76 / m2 6,00 / m2

SOC 2.2 Changes in the amount of recoverable service charges by dwelling +2,91 % +5,98 % +2,11 %

SOC 2.3 Changes in the amount of rents* +2,60 % +2,50 % +1,80 %

SOC 2.4 Ratio recoverable service charges / rents 9,87 % 10,16 % 9,85 %

SOC 2.5 Affordability by new households 22,89 % 23,71 % 23,86 %

Promoting Equilibrium of regions

- Information temporarily uncollected or non-consolidated

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

Reminder of the organisations key figures

TABLE SUMMARISING THE EURHO-GR FR SYSTEM OF REFERENCE

Number of units of housing managed

Geographical distribution of property

Number of employees

Turnover

19,877

77 % Pas-de-Calais

21 % Nord

1% Somme

251

91,758,000 Euros

Distribution of production

by housing group

Purchase of low

cost housing


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SOC 2006 2007 2008

SOC 3 SOCIAL DIVERSITY

SOC 3.1 Rate of internal changes in allocations during year 14 % 13 % 11 %

SOC 3.2a

Socioeconomic profile of new tenants

AGE of households Below 25 years of age

25 to 39

40 to 59

60 to 74

Over 75

RESOURCES of households 100% of threshold

COMPOSITION of households Single person

Single-parent family

Childless couple

Couple with child(ren)

Other (cohabitation, co-tenancy, etc.)

NATIONALITY of households French

Foreign

29 % 28 % 25 %

43 % 45 % 44 %

19 % 20 % 22 %

6 % 6 % 7 %

3 % 1 % 2 %

56 % 53 % 71 %

31 % 33 % 26 %

13 % 14 % 3 %

29 % 25 % 29 %

22 % 22 % 25 %

13 % 17 % 15 %

36 % 35 % 30 %

0 % 1 % 1 %

98 % 99 % 100 %

2 % 1 % 0 %

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 between tenants and local residents

YES YES YES

NO NO YES

YES YES YES

SOC 4.2Payroll of local staff working for social cohesion

% of total payroll

317 k 294 k 271 k

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

SOC 5 SOCIAL ASSISTANCE

SOC 5.1 Expenses devoted to social assistance (per unit of housing) - 18 15

SOC 6 ACCESS FOR DISABLED AND OLD PEOPLE

SOC 6.1Proportion of accommodation designed or adapted specifically for oldor disabled people * * *

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 % 90 % 88 %

SOC 8 CITY POLICY

SOC 8.1 Proportion of investments made over the year devoted to districts prioritisedin city policy (construction, demolition, restoration, etc.)

* 7,94 % 1,39 %

SOC 8.2Proportion of property located in districts prioritised in city policy restoredover the last 25 years

* * *

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t

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

Promoting Equilibrium of regions (continuation)

ENV PRESERVATION OF THE ENVIRONMENT 2006 2007 2008

ENV 1 ENVIRONMENTAL POLICY

ENV 1.1Organisations environmental policy

Related budget

YES YES YES

801 k 1604 k 1628 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 NO YES

ENV 1.4Proportion of dwellings constructed or renovated with the applicationof environmental management of the works

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

Preservation of the environment


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ENV FIGHTING CLIMATE CHANGE 2006 2007 2008

ENV 2 FIGHTING CLIMATE CHANGE

ENV 2.1

Energy classification of buildings A (High energy efficiency)

B (51-90 kWh/m/year)

C (91-150 kWh/m/ year)

D (151-230kWh/m/ year)

E (231-330 kWh/m/ year)

F (331-450 kWh/m/ year)

G (building greedy on energy)

Classification of property according 80 kg CO2/m2/year

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

- % - % - %

New accommodation Energy consumption Average

Median

Greenhouse gas emissions Average

Median

-186 kWh/m2

par year181 kWh/m2

par year

-183 kWh/m2

par year182 kWh/m2

par year

- 7,87kg quiv.CO2/m2/year 7,79kg quiv.CO2/m2/year

- 7,87kg quiv.CO2/m2/year 7,83kg quiv.CO2/m2/year

Functional sites Energy consumption Average

Median

Greenhouse gas emissions Average

Median

315 kWh/m2

par year

227 kWh/m2

par year

235 kWh/m2

par year

264 kWh/m2 212 kWh/m2 195 kWh/m2

9kg quiv.CO2/m2/year 7kg quiv.CO2/m2 /year 8kg quiv.CO2/m2/year

6kg quiv.CO2/m2/year 5kg quiv.CO2/m2 /year 4kg 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 % 86 %

* 9 % 9 %

* 0 % 0 %

* 5 % 4 %

* 0 % 0 %

* 1 % 1 %

Daily distance travelled on Private car

average per employee Carpooling

Bicycle

Public transport

On foot

Other

* 36 km/day 38 km/day


* 0 km/day 0 km/day


* 0 km/day 0 km/day


ENV 3 WATER MANAGEMENTENV 3.1 Water consumption of property 0,95 m3/m2 0,88 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

3,21% 6,78 % 11,35 %

0 % 0 % 0,16 %

12275 m3 47056 m3 116033 m3

ENV 4 PLANNING AND LANDSCAPE

ENV 4.1 Expenses devoted to improvement of green spaces (per unit of accommodation) 0,66 1,57 1,19


Preservation of the environment (continuation)

ENV 5 ACTIONS TO RAISE AWARENESS

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 COMFORT AND HEALTH

ENV 7.1

Sound insulation

Heat insulation

Ventilation

100 % 98 % 98 %

100 % 98 % 98 %

100 % 100 % 100 %

Proportion of accommodation built usingmethods exceeding current regulations


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ECO DISCHARGING ECONOMIC RESPONSIBILITY 2006 2007 2008

ECO 1 PROPERTY MANAGEMENT

ECO 1.1 Proportion of older properties renovated each year 41 % 41 % 47 %

ECO 1.2Average expenditure on maintenance and improvementby unit of accommodation

2002-2006 2003-2007 2004-2008

0,36 /housing 0,41 /h ou sin g 0,50/housing

ECO 1.3

Vacancy rate by vacancy type (total vacancies)Method

Less than three months in use

Over three months in use

0,93 % 0,28 % 0,36 %0,72 % 0,05 % 0,07 %

0,21 % 0,19 % 0,26 %

0 % 0,04 % 0,03 %

ECO 1.4 Net self-financing related to rent 9,57 % 14,53 % 15,56 %

ECO 2 LOCAL ECONOMIC FABRIC

ECO 2.1

Revenue redistributed to: Employees

Suppliers and service providers

Tax authorities

Banks

Shareholders

Social participants

8151 k 8437 k 9078 k

68060 k 84971 k 98326 k

3 k 4 k 26 k

23057 k 22567 k 24022 k

16 k 17 k 16 k

508 k 716 k 575 k

ECO 2.2 Annual investment in overall growth of property 26346 k 53068 k 41916 k

ECO 3 RESPONSIBLE PURCHASING

ECO 3.1 Responsible purchase practices NO NO NO

ECO 4 EQUITY TOWARDS SUPPLIERS

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

ECO 4.2Rate of conformity with contractual payment period

Standard timeframe stated by organisation

95 % 91 % 94 %

45 days 45 days 45 days

GOV DIALOGUE AND SATISFACTION 2006 2007 2008

GOV 1 DIALOGUE AND SATISFACTION OF TENANTS

GOV 1.1 Number of meetings organised with residents as part ofa process of dialogue implemented by the organisation

6 9 11

GOV 1.2 Results of tenant satisfaction surveys 95 % 96 % 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

- 89544

103744

GOV 3 ETHICS AND TRANSPARENCY

GOV 3.1 Ethics procedures NO NO NO

GOV 3.2 Strategic roadmap NO NO NO

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 MONITORINGAND DECISION-MAKING BODIES

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

0 0 0

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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Discharging economic responsibility

Leading and improving governance




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HR DEVELOPING HUMAN RESOURCES 2006 2007 2008HR 1 DEVELOPMENT OF EMPLOYMENT

HR 1.1

Breakdown of staff by job type Permanent contracts

Fixed term contracts

Temporary

Total

172,39 176,17 179,21

16,01 16,30 17,42

0 0 0,41

188,40 192,47 197,04

Ch ange s in s taff n umbers by job type Pe rmane nt contracts

Fixed term contracts

Temporary

9,95 3,78 3,04

-1,38 0,29 1,12

0 0 0,41

HR 1.2

Breakdown in annual volume of training by employee group

Maintenance workers

ELocal staff

Administrative staff

Supervisors

Executives

Managers

Number of

employeesaffected

Number

of hours

Number of

employeesaffected

Number

of hours

Number of

employeesaffected

Number

of hours

none none none none none none

140 1386 h 74 1306 h 80 1446 h

26 364 h 40 617 h 29 515 h

35 434 h 51 1110 h 41 826 h

29 343 h 32 921 h 27 521 h

1 7 h 3 71 h 1 70 h

HR 1.3

Rate of internal promotion by staff group (average)

Maintenance workers

Local staff


Supervisors

Executives

Managers

7 % 26 % 18 %

0 % 0 % 0 %

0 % 0 % 6 %

7 % 17 % 0 %

0 % 0 % 9 %

0 % 9 % 3 %

0 % 0 % 0 %

HR 2 CONTINUOUS IMPROVEMENT OF WORKING CONDITIONS

HR 2.1Policy to promote health of employees and balancebetween professional and private life YES YES YES

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

HR 2.3Proportion of absences linked to occupational accidentsand diseases and stress

0,17 % 0,69 % 0,60 %

HR 3 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

0 % 0 % 0 % 0 % 0 % 0 %

47 % 53 % 43 % 57 % 44 % 56 %

25 % 75 % 16 % 84 % 21 % 79 %

51 % 49 % 49 % 51 % 48 % 52 %

71 % 29 % 78 % 22 % 77 % 23 %

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

HR 3.2

Breakdown of annual gross salaries by group and by genderMaintenance workers

Local staff


Supervisors

Executives

Managers

Men Women Men Women Men Women0 k 0 k 0 k 0 k 0 k 0 k

780 k 794 k 617 k 803 k 752 k 966 k

148 k 609 k 147 k 594 k 155 k 606 k

639 k 591 k 645 k 544 k 781 k 703 k

1045 k 207 k 1055 k 286 k 1127 k 248 k

# # # # # #

HR 3.3Amount of specific contracts (CIE, employment initiative contract,CI-RMA, introductory contracts, apprenticeships, professional contracts,return-to-work contracts, etc.)

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

HR 3.4 Gap between the bottom 10% and top 10% of annual salaries 3,26 % 3,31 % 3,27 %

1. Average employees over the year2. Proportion of absences related to stress is measured approximately and very inaccurately3. Employees on permanent contract at 31 December of reference year

Developing human resources




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METHODOLOGY

GLOSSARY

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CorporateSocialResponsibilityRepo

rt

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.

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.

HQE : French standard for HighQuality Building Processes distinguishes

buildings which are comfortable, healthy

and provide greater respect for

the environment.

MSA : Mutualit sociale agricole.

ORU : Urban renewal operation.

PDH : Departmental housing plan.

PLA : lAssisted 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

threshold 50% 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 loan

for families which may experience specificdifficulties 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. Landlords make an undertaking viaan agreement signed with the state,

whose duration is at least equal to

the duration of the part of the loan which

is not financing the land or property

charges, and cannot be lower than 15 years

or greater than 30 years. The minimum

amount for the loan is equal to 50% of

the cost price of the operation. At the

most it can cover the total of the cost

price, after deduction of subsidies.

PLUS : Rental loan for low-incomepeople assists HLM bodies and mixed

public/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.

TAUX DE VACANCE :This is called the rate of unoccupancy of

a dwelling.

Internal reporting tools result from indicators based on operational and support processes. The head of eachprocess is responsible for monitoring his process and must provide figures and results for his activities.Regular examination is carried out through reviews of processes. For activities carried out by agencies, a localprocess manager is designated and provides reports for each head. The general management of indicators iscentralised by the assistant to the Quality, Environment and Internal Control department. The reliability of datais regularly checked and audited as part of an annual plan of internal audits. The production of statistics isoptimised through automated computerised data.


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