Sustainable development

The Company is working to make sustainable development an ongoing, visible dimension of its operations. The team in charge of that initiative is intentionally small and reports to the Chief Executive Officer. Its goal is to support the sustainable development strategy, direct the information and awareness process in-house and externally, lend its expertise to Veolia Environnement's sustainable development projects and coordinate reporting to provide comprehensive information that meets our stakeholders' expectations.

To do that, the team works with the Company's major functional departments (including human resources, research and environment and risks) and operational divisions, responsible for gathering and consolidating data, guiding action plans and setting goals.

Veolia Environnement is working to incorporate sustainable development into all in-house information and communications materials, media and activities, including the intranet, newsletter, company magazine, orientation guide and orientation sessions. The goal is to make sustainable development a familiar and operational topic for employees.

In addition, the Company's technical trainings are gradually incorporating the principle of environmental performance.

Every year, our reporting becomes more comprehensive. Veolia also seeks to apply the same rigor to all areas.

Quantified goals have been in place since 2002 addressing approximately 10 environmental performance indicators for Veolia Environnement's operations and implementation of its Environmental Management System (EMS), which now includes nearly 100 indicators.

Biannual reporting has been in place since 2004 to monitor the company's two key Environmental Management commitments—the EMS deployment rate and the rate of audits conducted at priority facilities.

Initiated in 2001, worldwide data-gathering allows the company to monitor more than 100 indicators annually. These address the workforce—their characteristics and movement, compensation, training, working hours, safety and social dialogue. A multi-year labor progress plan was implemented to improve performance.
In 2003, approximately 10 progress indicators were identified and quantitative goals were set.

In 2003, the Company initiated a reporting process on the actions and tools used to ensure and measure satisfaction among individual customers.
In 2005, the scope was extended to 16 countries and 62 divisions.