REPORT ON THE COMPANY’S

CORPORATE SOCIAL RESPONSIBILITY

2009

Powered by EURHO-GR®
 SUMMARY

CSR in low-income housing P. 4-5

Key facts P. 6

CSR and Habitat 62/59 PICARDIE P. 7

Promoting social equilibrium

of regions P. 8-11
• Response to the demand for housing
Responsibility
• 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 Protection of

• Our environmental policy
• Fight against climate change the Environment
• Raising awareness among tenants of environmental
challenges
• Improvement in living environment and comfort of
tenants

Assuming our economic

responsibility P. 16-17
• Responsible management of property Trans-
parency
Leading and improving
governance P. 18-19
• Relationships with our stakeholders
• Efficiency and transparency in the functioning of the
decision-making process
Innovation
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 Ethics

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
 EDITORIAL

Report on the company’s corporate social

CORPORATE SOCIAL
RESPONSIBILITY, A

HABITAT 62/59 PICARDIE

PATHWAY TO EXCELLENCE

responsibility
Sustai-
nability

Against a background of economic crisis and

2/3
shrinking purchasing power, we have pursued
Accoun- our course towards sustainable development
tability 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
General ISO 14001 (environmental conservation) certifications". In addition, these two
Performance
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
Social be controlled as part of the planned biennial assessment conducted by central
Mission 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 total
Respect transparency 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…

Christian Parent Dominique Aerts

President of Supervisory Board of President of Executive Board of
Habitat 62/59 Picardie Habitat 62/59 Picardie

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 3

 CSR IN LOW-INCOME HOUSING
DELPHIS CSR APPROACH
The DELPHIS organisation brings together 19 low-income
housing companies which manage over 150,000 units of
low-income housing in 16 regions of France. DELPHIS, a
centre of research and development, is dedicated to
professional excellence in low-income housing.
Back in 2005, closely linking their stakeholders with their
thinking: local authorities, shareholders, financiers, building
companies, local organisations, tenant and staff
associations, the members of DELPHIS developed a system
of reference of indicators, EURHO-GR®*, whose aim was to
measure the social, economic and environmental
performance of social housing organisations.
This project was then extended to the EURHONET European
network (see below).
These times of economic and social crisis further justify this
proactive undertaking to work towards Responsible Housing.
approach are acutely conscious of their public benefit and,
more broadly, their economic, social and environmental
responsibility to the communities in which they conduct
their activities as part of their public purpose role.
Far from any required regulatory approach, writing a
EURHO-GR® report is not merely to render an annual
account on past overall performance in total transparency. It
is also to commit one’s company to a defined and
responsible strategy over the long term. It is to commit that
company to a set of clearly identified lines of improvement,
with qualified and quantified objectives the results of which
will, in their turn, be reported.
*EURopean HOusing – Global Reporting®

A EUROPEAN THE FIRST EUROPEAN

COLLABORATION SER APPROACH IN THE
EURHONET, The European Housing Network, is a network of
LOW-INCOME HOUSING
over 20 housing companies in France, Sweden, Germany, Italy SECTOR
and the United Kingdom. They share a common interest: low- Corporate members of EURHONET are committed
income or public housing. Subject to different legislation, these to creating a common model to account for their
companies all respond to one common objective: they strive for activities in accordance with the criteria of
a more balanced society where the impact of their activities Corporate Social Responsibility, CSR.
upon their environment is controlled through responsible action. This concept may be interpreted in different ways.
For DELPHIS and EURHONET, it is a question of
voluntary integration of the social, economic and
environmental dimensions in corporate activities,
France through cooperation with stakeholders.
FSM Through this process, we intend to discharge fully
HABITAT 62/59 PICARDIE and sustainably our general responsibility while at
Le Foyer Rémois the same time developing an ethical attitude
Le Toit Angevin towards collaborators
LogiPays
DELPHIS
EURHO-GR®, SER SYSTEM OF
Italie REFERENCE FOR LOW-INCOME
ALER Brescia
ALER Milano HOUSING
ATC Torino The EURHO-GR® system of reference presents a
IACP common basis for the comparison of practices and
IPES Bolzano performance, while translating and respecting the
ITEA Trento diversity of local and national contexts. Adaptation
work carried out by the different partners of
Allemagne EURHONET resulted in the identification of 70%
Bauverein AG of common indicators in the system of reference
DOGEWO 21
GBG Mannheim
for the four user countries (30% are specific to
GWG München national contexts).
LWB The set of indicators provides the answer to a
fundamental question: what is meant by
Suède responsibility towards society of low-income
Familijebostäder housing companies today?
Gavlegårdarna The system of reference is organised around the
Mimer
Hyrebostäder
five main challenges facing our sector of activity:
Stångåstaden - to promote the social balance of areas;
VatterHem - to preserve the environment;
ÖrebroBostäder – to discharge economic responsibility;
- to lead and improve governance;
Royaume-Uni - to develop human resources.
Canterbury City Council This text has been written by Mikael Carlsson, head of
communication for the RSE group of EURHONET in
Stângâstaden (Sweden)

4 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

CORPORATE SOCIAL
RESPONSIBILITY
IN LOW-INCOME HOUSING
Responsible commitment by a low-cost housing company covers all of its activities.

Report on the company’s corporate social

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

Nos enjeux RSE

HABITAT 62/59 PICARDIE

Developing and building
• To construct buildings with low
energy consumption
• To promote renewable energies

responsibility
• To encourage clean worksites
• To trace the ecological
quality of materials
•…

4/5
Maintaining and
renovating property
• To preserve the quality of
the housing stock
• To improve the energy performance
of buildings (insulation,
ventilation etc.).
• To encourage the installation OL
E
of water-saving equipment EC
• To facilitate access for persons
with reduced mobility
• To improve green areas Developing human resources
• ...
• To promote the diversity
and plurality of access
to employment
• To raise awareness among
and train staff on the challenges
of sustainable development
• …..

Contributing to territorial enhancement

• To promote the social equilibrium
and attractiveness of the regions
• To prioritise local employment and
the local economy
• To support actions for social cohesion
• To meet the expectations of stakeholders
(local authorities, shareholders, suppliers,
employees etc.)
• …..

Meeting the needs of tenants

• To raise awareness among tenants

with a view to reducing their
consumption of energy and water
• To provide support to tenants in
social and financial difficulty
p i c o t t o

• To favour the elderly remaining

at home
• ...

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 5

 KEY FACTS
Who are we? Our supply
The aim of HABITAT 62/59 PICARDIE, created at the end of 1965, is to Number of tenants 55 000
provide:
• the construction, acquisition and restoration of buildings for low-income Number of units of housing managed 20 231
housing
• the development of land, in particular the creation of housing estates Distribution individual / blocks of flats 41% blocks of flats
• the supervision of building works
• the rental, property and social management of buildings for low-income 44% individual
housing
• management on behalf of third parties
13% special accommodation
• the sale of housing 2% miscellaneous
Its geographical coverage extends across the departments of Pas-de-
Calais, Nord and Somme. HABITAT 62/59 PICARDIE today manages Description of rentals (*)
property holdings comprising over 20,000 units of housing (and similar • Flats, individual and intermediary housing units
premises) divided equally into blocks of flats and individual dwellings and • Low-cost residential flats
has created around 2,000 units of housing for purchase. In 2009, the • Specific establishments (young workers, old people,
turnover was 98,306,000 Euros across all sectors of activity. The total disabled people, students, etc.)
workforce comprised 226 people on 31 December 2009. • Annexes and extras to housing
• Commercial premises

Number of employees 226 Turnover 98 306 k€ Average age of property 23 ans

Number of local centres 2 Net accounting result 5 119 k€ (*) : 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
Number of agencies 10 Self-financingt 7 378 k€ the ORGANISATION

NETWORK OF DECENTRALISED AGENCIES

WORKING ON BEHALF OF CLIENTS Nord-Pas de Calais
et Picardie

6 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

OUR SER STRATEGY

TO ACT AS A REFERENCE
FOR CORPORATE SOCIAL

Report on the company’s corporate social

RESPONSIBILITY

HABITAT 62/59 PICARDIE

C

responsibility
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.

6/7
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.
REPORT BY A STAKEHOLDER
To be a player who makes a difference
The point of view of the Seeking partnerships is a constant concern to deal
Caisse des Dépôts et with the issues of concentration and the intensification
Consignations of competition and to anticipate new French and
(Consignments and Loans Fund) European legislation.
For the Caisse des Dépôts, this Furthermore, alliances with different networks,
annual meeting constitutes a
continuation of the sincere and
movements, schools and organisations strengthen the
frank working relationship we influence of the organisation.
have enjoyed throughout the
year with HABITAT 62/59 To be an innovative player in the
PICARDIE. marketplace
Scrutiny of the company’s financial position,
Innovation is at the heart of the organisation’s strategy.
underpinned by information on its development
projects and strategic focuses, provides us with It is present in
an opportunity for dialogue with other − Leading “sustainable development” projects
stakeholders (the Banque de France and • Innovative products
financial institutions in addition to the • Use of new energies, new materials (thermography,
company), on the means and resources employed carbon balance, etc.)
by HABITAT 62/59 PICARDIE.
The development of a low-income rental supply,
• Construction applying standards of the future
the insistence on quality of service for tenants, − Environmental and quality management
continual information provided to partners... all − implementation of social and environmental
illustrate and demonstrate the company's responsibility CSR)
commitment to the public purpose role. − internal control and code of ethics
The exemplary nature of the company’s
− community development
approach deserves to be emphasised.
and the development of the skills of tomorrow.
Mme Françoise Duquesne,
CDC (Consignments and Loans Fund) Lille HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 7
1.
1. PROMOTING
SOCIAL EQUILIBRIUM
IN THE REGIONS

Response to the OUR STRATEGY

demand for housing
CHALLENGES
The context
The 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 the
accommodation 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.
Sustainable 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 PERFORMANCE
656 new rentals during 2009 (including housing and
special accommodation).

Distribution of production Purchase of low cost RESOURCES of households

by housing group housing
84,20% 80,70%
86,06% 87,15% 76,90%
85,51% 11,41%

4,22%
22,20%
15,50% 19,20%
2,73%
11,47% 0,70% 0,20% 0,09%
9,35% 0,30% 0,26% 0,22%
5,87% 8,07% 3,50% 3,02%
2007 2008 2009
2007 2008 2009
2007 2008 2009 2 <60% of ceiling of income
Sale of low rental housing from property Between 60 and 100%
Very low income (PLAI) (PLUS, PLUS CD) Purchase of new low-cost housing of ceiling of income, inclusive
Intermediary (PLS, PLI) from production >100% of ceiling of income

8 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

 1.
PROMOTING
SOCIAL EQUILIBRIUM
IN THE REGIONS

Report on the company’s corporate social

Accessibility to The promotion of
housing to disabled social equilibrium in

HABITAT 62/59 PICARDIE

and old people the regions
OUR STRATEGY

OUR STRATEGY
The 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 62/59
responsibility
The 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 the

8/9
PICARDIE is providing the assistance needed to prepare the needs of the applicant, resource thresholds and affordability
dossier and to provide technical monitoring of the service ratio. Priority publics are the subject of particular scrutiny,
provisions as are internal changes.

OUR PERFORMANCE OUR PERFORMANCE

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

In 2009, 120 accommodation units underwent technical
units were modified to take account of the disability or age-
related needs of the tenants.
81% 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 ACCOUNT
Olivier Majewicz,
Proportion of housing designed
and/or specially adapted for the Mayor of Oye-Plage, General Councillor for the constituency of Audruicq
elderly or disabled
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 d’Oye”, and a
10,43% 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 construction
2009 materials 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.

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 9


Peace of mind of
tenants
OUR STRATEGY
Peace of mind of tenants, a major element of the quality
policy 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 Vivre
Ensemble » (Living Together Better) charter
Out of concern to improve living conditions, the
representatives 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 PERFORMANCE
84% of clients interviewed in 2009 declared themselves
satisfied with neighbourhood relations and 81% with the
security of their immediate environment.
10 •HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility
GOOD PRACTICE
Social diversity
through access to
home ownership
COPRONORD 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 the
building 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.
New program in Grande-Synthe
Quantitative indicator
on social cohesion
Payroll of local staff working
for social cohesion
2007 2008 2009
18,55€/log 16,63€/log 18,67€/log
 1.
PROMOTING
SOCIAL EQUILIBRIUM
IN THE REGIONS

Our policy of charge

and rent Objectives

Report on the company’s corporate social

OUR STRATEGY
Setting the rents is covered by a legal framework providing Our priorities
for a maximum applicable to each rental programme. In Concluding a 6-year Social Benefit
Partnership Agreement with central

HABITAT 62/59 PICARDIE

terms of regulations, changes in rent are examined by the
Supervisory Board following a general approach: they are government services, stipulating quality
the result of, firstly, the investments needed to extend the commitments which exceed the
supply and, secondly, the maintenance requirements of regulatory requirements
To bring together the local council

responsibility
existing property.
Aware of the constant impoverishment of tenants, our groupings by instituting a constructive
course of action has tended towards a balance between dialogue in the sphere of the local housing
economic and social factors. The rent policy decided upon plan and the decentralization of competence
is then adjusted according to the sociological factors in relation to housing.
obtaining within households; some groups being at the top

10/11
practicable limit of rent, others deliberately placed at a rent
level which is adapted to the social situations encountered. Our commitents
Rents applied through the new programmes are also In accordance with our commitments,
monitored: while in the majority of cases the maximum we give preference to the social
rent is applied from first occupancy to maintain the treatment of debts through the Social
financial balance approved when the programme was set Commission whose aim is mediation
up, the ceiling for rents for low-income housing is 20% before any legal steps are taken
more than the rent for council flats.
Regarding rental charges, the adjustment is made to
instalments invoices to ensure accurate billing. Significant
Our 2010 objectives:
- To reduce rental charges in terms of energy
improvement works to accommodation are carried out with
and to maintain a policy of rents
the aim of reducing energy costs.
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.
OUR PERFORMANCE
The 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 rent Affordability ratio

of our properties by new households
2007 2008 2009
2007 2008 2009
23,71% 23,86% 29,35%
Average Average Average
price price price

Very low income housing (PLAI, PLA-TS...) 3,90€/m2 3,97€/m2 4,07€/m2 Changes in the amount
low income housing (PLUS, PLA) 4,77€/m 2
4,87€/m 2
4,97€/m 2 of rents
2 2
Intermediary (PLS, PLI...) 6,33€/m 6,48€/m 6,60€/m2 2007 2008 2009
2,50% 1,80% 2,32%

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 11

2.
2. PRESERVING THE
ENVIRONMENT

• Reducing energy consumption and prioritising the use of

Our environmental
policy
OUR STRATEGY
HABITAT 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 responsibility
as 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
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 improvement
All staff members and contractors must act with respect for
these environmental commitments
OUR PERFORMANCE
An 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

PERSONAL ACCOUNT
Denis LANNOY,
Director of resources, HABITAT 62/59 PICARDIE

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.
"Créutile, 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, Créutile received a very
favourable reception. This encourages us in the development and dissemination of this community
project.
12 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility
 2. PRESERVING
THE ENVIRONMENT

Report on the company’s corporate social

HABITAT 62/59 PICARDIE
Fight against
climate change

responsibility
OUR STRATEGY
Our commitment to energy saving is focused on two
complementary avenues: qualitative efforts for less energy- GOOD PRATICE
greedy housing and an appropriation of green actions by

12/13
clients living in our housing. Signature of the Sustainable Development
Commitment Charter with the Collectif
Régional Entreprises et Développement
OUR PERFORMANCE Durable (Companies and Sustainable
Over the period 2005-2009, €715/housing unit invested Development Regional Collective).
on improvements to the existing housing stock Signed on 17th February 2009, this charter
Personalised advice on reducing energy bills upon key embodies the proactive commitment of
handover HABITAT 62/59 PICARDIE to sustainable
Design of new housing with thermal requirements above development. Three priority spheres of
the regulatory standards action are defined:
Model initiatives financed by the provision of additional • Incorporation of respect for the
own-funds environment into the management of the
The Qualitel label for all new housing units constructed company, in accordance with Standard ISO
14001
• The introduction of a sustainable
procurement policy through the reduction in
settlement periods for suppliers and by
introducing an eco-products database
• Continuous improvement in processes and
economic, social and environmental
performances through the application of
performance indicators.
The commitments made are the subject of an
annual assessment.

Indicators for environmental impact

Proportion of new and renovated dwellings Proportion of dwellings constructed or
meeting an environmental standard over and renovated with the application of environmental
above regulatory requirements management of the works

2007 2008 2009 2007 2008 2009

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

CO2 produced by company vehicles

2007 2008 2009
124 130 159
Total km travelled 1 130 370 1 186 000 1 256 403

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 13


Raising awareness
among tenants of
environmental
challenges
OUR STRATEGY
Transmission 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 and
prevention of pollution through continuous information. Our
action is not limited to tenants but is also aimed at children
GOOD PRATICE
of tenants’children 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 Créutile
competition for the children of tenants, participation in
Sustainable Development Week, the sorting centre visit and
the partnership with the Naturalistes Sans Frontières
association have been the most significant.
Improvement in living
environment and
comfort of tenants
OUR PERFORMANCE
84% of clients interviewed in 2009 declare themselves
satisfied with their living environment.
16% of housing is equipped with a water saving Des
contrôles systématiques des fuites d’eau lors de l’entrée

THE "ECO-LOGIS" STRIP TO

ENCOURAGE ENERGY SAVING

Explained to each new tenants,

this is a simple tool to acquire
good habits

Indicators for 107 606m3 Quality indicator on awareness-raising

management of 65 683m3 actions
water Employees "Environmental protection" training sessions for
all new recruits
Total theoretical
Créutile competition open to the children of employees
savings achieved
through the Service Awareness-raising meeting on environmental protection
installation of water- providers Occasional environmental audit and checking of
47 056m3
saving equipment environmental specifications by the H&S coordinator for new
and rain-water construction sites
recovery
2007 2008 2009
YES YES YES
Tenants
Employees YES YES YES
Service YES YES YES
2007 2008 2009 providers

14 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility


Automatic checks for water leaks when a new client moves
checks in the common areas €21,624 for improvements to
in Safety checks whenever tenants vacate, and monthly
green areas
Loos en Gohelle 6 housing units, a model example of the
application of sustainable development
. reclamation and reduction
INTERVIEW
Alain Bocquet,
Deputy, Mayor of St-Amand Les Eaux
Since 2006, the Conurbation Committee of the
Porte du Hainaut (CAPH) has put great efforts
into pursuing an ambitious policy of combating
global warming, with the aim of controlling the
rise in charges for tenants in low-rent
accommodation, particularly energy bills.
Every year, the CAPH allocates a budget of
€2.3 million for building subsidies, which is
more than double the funds provided by central
government, so that the new build and
HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility• 15
2. PRESERVING
THE ENVIRONMENT
Objectives
Report on the company’s corporate social
Our priorities
-Integrating environmental factors into our
HABITAT 62/59 PICARDIE
decisions
-Reducing our ecological footprint, and that
of our clients and suppliers
-Renewing our ISO14001 certificate,
enhancing our environmental commitment
responsibility
-Continuing to implement the concept of
sustainable housing
Our commitments
Respecting our 2010 environmental
14/15
management programme, which provides
for quantified targets for each
environmental policy focus, in particular:
. by continuing our efforts in waste
. by adopting an energy saving approach for
our operations sites
. by making responsible investments in the
existing property portfolio (replacement of
boilers, joinery and insulation)
. by using our eco-products database for all
our purchases
. by conserving water resources (quantity
consumed)
. by making innovations in new builds to
guarantee housing of a higher quality
than provided for by regulations
renovation projects of low-cost accommodation
landlords meet energy performance
requirements, ahead of the “BBC" (low energy
building) standards.
The results achieved year on year make our
Conurbation an exemplary area. I am delighted
that Habitat 62/59 PICARDIE shares these
aims and has risen to the challenge with, for
example, the renovation of 92 apartment
dwellings in Saint Amand les Eaux and the
planned construction of 43 apartment dwellings
which meet the “BBC” standards.
3.
3. ASSUMING OUR
ECONOMIC
RESPONSIBILITY

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

responsable
du patrimoine
OUR STRATEGY
The property belonging to HABITAT 62/59 PICARDIE has
an 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
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 PERFORMANCE
37 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%)

Average expenditure on Breakdown of distributed revenue

maintenance and improvement
by unit of accommodation 2007 2008 2009
2003-2007 2004-2008 2005-2009 Employees 8437K€ 9078K€ 9525K€
465,81€/log 556,09€/log 715,32€/log Suppliers and service providers 84971K€ 98326K€ 110071K€
Tax authorities 4K€ 26K€ 9K€
Annual investment in overall Banks 22567K€ 24022K€ 26054K€
growth of property
Shareholders 17K€ 16K€ 13K€
2007 2008 2009
Stakeholders 716K€ 575K€ 566K€
53068K€ 41916K€ 64500K€

16 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

 3.
ASSUMING
OUR ECONOMIC
RESPONSIBILITY

Objectives

Report on the company’s corporate social

Our prorities
• A win-win partnership with
our suppliers
• An improvement in our mutual

HABITAT 62/59 PICARDIE

performances

Our commitments
• To ensure that requests for technical

responsibility
assistance are processed within 2
working 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

16/17
part of our partners

Mechanisms to evaluate supplier performance

Day-to-day maintenance providers
(minor repairs)
• A T card to evaluate performance sent to
client 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 cards
returned
• Average recommendation rate: 93 %
2 suppliers have to respect quality
improvement plan
• 4 partnership terminations
Service providers (heating, Contractors
plumbing and ventilation)
Design phase out of 16 points
• Complaints by clients Three evaluation criteria :
• Analysis of reasons for complaints - adherence to timeframe
- conformity with quality
requirements
Quality
- conformity with environmental
- failure to adhere to meeting time
targets
- failure to answer phone
Execution phase out of 22 points
- on order piece
Three evaluation criteria:
- monitoring works
- management of reserves
- administrative completion
SUPPLIER OBJECTIVE:
OBJECTIVE: 19 points minimum
complaint rate below 10%
2009 results
• 721 complaints recorded
• 17 sites evaluated
• Complaint rate between 1.9%
• One supplier being monitored
and 17.6%
• Meeting to raise awareness among
• New maintenance contracts on
all contractors the 19/03/2009
01/01/2010

Franck LONGUEVAL, architect is closely involved as early as the

Atlante Architectes
Atlante Architectes is a group of 20 architects
and architecture graduates. A multiplicity of
integrated skills combined with an open
network of partners provides it with the means
to respond unfailingly to the challenges
presented by the various assignments
entrusted to it, in France or abroad.
The architectural profession has had to
broaden its traditional fields of competence.
In addition to project development, today’s
feasibility study stage and he is called upon to
conduct with rigour and professionalism his
mission of general synthesis, which requires
greater technical expertise than was the case in
the past.
Architects tend to prefer working to
constraints; as a case in point, we appreciate the
fact the HABITAT 62/59 PICARDIE is
ISO9001 and 14001 certified: the exacting
nature of the methods in actual fact allows us to
work more easily and, I have to say, with a
synergy which produces results.

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 17

4.
4. LEADING AND
IMPROVING
GOVERNANCE
Relationships with
our stakeholders
CHALLENGES
HABITAT 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 PERFORMANCE
with tenants
A 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 suppliers
Network of exchanges of the organisation DOMOPALE
Développement
A “Transparency” meeting with our financiers (CDC
(Consignments and Loans Fund) banks etc.
with territorial authorities
Participation 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
18 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility
INTERVIEW
Franck DELAMARRE,
President of FACE
FACE’s mission is to mobilise
companies to combat exclusion.
FACE Calaisis, currently comprising
some 50 companies, has decided to focus initially on
employment by targeting people from priority areas via
an initiative called “Job Académy”.
The initiative aims to promote talent and mobilise
companies to secure long-term jobs. This initiative
combats discrimination relating to the place of
residence and enhances the skills of people hitherto
excluded from the job market.
HABITAT 62/59 PICARDIE is contributing to the
financing of a feasibility study whose purpose is the
creation of an organisation for social mediation.
HABITAT 62/59 PICARDIE is also opening its doors to
show its core activities and perspectives to residents of
these areas and it is contributing to reducing
inequality in terms of social networks.
GOOD PRATIQUE
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 knowledge
of the social housing field. Ethical rules, HABITAT
62/59 PICARDIE’s governance, risk management,
internal control and SER are all covered. This training is
aimed at newly appointed administrators.
 4.
LEADING
AND IMPROVING
GOVERNANCE

Efficiency and
transparency in the
functioning of the

Report on the company’s corporate social

decision-making body

HABITAT 62/59 PICARDIE

OUR PERFORMANCE
Giving reasonable assurance as to the risk control associated
with all activities, in particular by:
• A internal control manual (risk mapping and associated

responsibility
coverage level);
• Regularly revised documented procedures;
• Regulations internal to the Executive Board specifying the
spheres of competence of each managing agent; Objectives
• Job descriptions and clearly established delegations of

18/19
authority;
• Activity monitoring indicators; Our priorities
• The conduct of an annual campaign of internal audits; • To manage the changes needed to
• An inspection conducted by MIILOS in 2009, which improve our performances
reached very favourable conclusions.
• To evaluate our strategic roadmap on
a regular basis, and adjust it should the
need arise

Our commitments
• To guarantee the application of ethics
and professional conduct in the
functioning of the decision-making
bodies
• To inform our stakeholders with
complete transparency
• To train administrators in the new
challenges

Quality indicator on transparency and ethical conduct in the organisation

26
The number of active agreements with tenants' associations and resident groups
€106,150
Indicator on the number of
agreements
the material contribution provided in 2009 by HABITAT 62/59 PICARDIE

The following are among the main actions for progress:

Action plans for improving
Cleanliness of common areas
tenant satisfaction
Signage 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 units
Arrival and departure inventories
The delegation of purchase orders to building caretaker level

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 19

5.
5. DEVELOPING
HUMAN
RESOURCES
Development
of our teams
OUR STRATEGY
HABITAT 62/59 PICARDIE leads an ambitious voluntary
policy 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 PERFORMANCE
A 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.)
Training expenditure in 2009 was in the order of €123,276
Creation of an internal Individual Right to Training catalogue
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 through
EURHONET
20 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility
INTERVIEW
Mme LEMIR,
Manager, BTS (Advanced Technician’s
Certificate) Profession Immobilière
Training future housing
professionals appropriately for the
needs of the company is one of the
key issues arising in encounters between students of
BTS (Advanced Technician’s Certificate) Professions
Immobilières and HABITAT 62/59 PICARDIE.
Offering training programmes within the Group’s
various departments, exploring the specific features
of social housing compared with the private sector,
supplementing theoretical training with practical
experience, providing the company with new
training techniques and technologies, to obtain a
synergy between BTS (Advanced Technician’s
Certificate) Professions Immobilières and the
HABITAT 62/59 PICARDIE Group.
Social housing is often perceived as a very social
sector for the uninitiated. In a difficult economic
context, where the private sector appears
"inaccessible" for many, social housing is
rediscovering its credentials through its “public
purpose” role. In fact, our students are also turning
to this sector; it offers career prospects and is
perceived to be less chaotic than the private sector.
GOOD PRACTICE
TRAINING IN ECO-DRIVING
In 2009, 14 employees received training on how to
reduce their fuel consumption and greenhouse gas
emissions.
 5.
DEVELOPING
HUMAN
RESOURCES

Promotion of equity
and diversity in jobs

Report on the company’s corporate social

OUR STRATEGY
HABITAT 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

HABITAT 62/59 PICARDIE

Resources department and the operational department
concerned. In addition to equity in recruitment, priority is Objectives
given systematically to internal promotion. The human
resources management policy allows for the automatic

responsibility
replacement of agency staff from the third day of absence Our priorities
and of building caretakers for the entire period of absence. • Our training is 80% effective
An integration programme for replacement staff provides • 70% of the targets set in individual
rapid familiarisation with the company and optimal interviews are achieved
adaptation to the post • A staff satisfaction measure called

20/21
“Social barometer 2010”

Our commitments
• Late career interviews; information on
the VAE (work experience validation),
the CIF (individual training leave), the
DIF (individual right to training), the
skills audit and the new retirement
provisions for employees of 45 years
and older
• Development of professional
integration for the disabled
•Actions to promote gender equality
• Pursuit of partnership with the world
OUR PERFORMANCE of education
To encourage internal promotion, each post requiring to be
filled is first advertised among all staff. • To recognise the merits of individuals
and teams in the light of efforts made
32%: the rate of internal promotion
and results obtained
Loyalty building among replacement staff
Participation in a number of employment forums
Partnership with the world of education

Breakdown in annual volume of training Amount of specific

by employee group contracts (CIE
employment initiative
2007 2008 2009
Nb of Nb of Nb of
contract, CI-RMA
Nb Nb Nb introductory contracts,
employee of hours employee of hourss employee of hours
Local staff apprenticeship
74,00 1306,00 80,00 1446,00 46,00 832,00
contracts, professional
Administrative staff 40,00 617,00 29,00 515,00 23,00 475,00 contracts, return-to-
Supervisors 51,00 1110,00 41,00 826,00 39,00 944,00 work contracts, etc)
Executives 32,00 921,00 27,00 521,00 25,00 1013,00 2007 2008 2009
a

Managers 3,00 71,00 1,00 70,00 9,00 480,00 0,46% 0,52% 0,36%

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 21

 TABLE SUMMARISING THE
EURHO-GR ® SYSTEM OF REFERENCE

Reminder of the organisation’s key figures

Number of housing units 20 231

Proportion of individual housing units 41 % blocks of flats
44 % individual
13% special accommodation
2% miscellaneous
Number of employees 226
Turnover 98 306 K€
- Information temporarily uncollected or non-consolidated.
* Information not available.
# Company does not wish to provide this information.

PROMOTING SOCIAL EQUILIBRIUM OF REGIONS

SOC PROMOTING SOCIAL EQUILIBRIUM OF REGIONS 2007 2008 2009

SOC 1 RESPONSE TAILORED TO DEMAND FOR HOUSING WITHIN THE REGION

Average surface area by housing type 2006 property 2007 production 2008 production 2009 production
TI 70,66 m2 36,13 m2 na 36,25 m2
TII 82,00 m 2
59,23 m 2
53,85 m 2
54,79 m2
SOC 1.1 TIII 78,76 m 2
72,94 m 2
72,49 m 2
71,87 m2
TIV 158,00 m2 87,46 m2 88,60 m2 86,59 m2
TV 154,00 m2 101,79 m2 103,30 m2 91,56 m2
TVI et plus néant 218,00 m2 na 135,00 m2
Distribution of production by housing group Very low income (PLAI) 5,87 % 3,50 % 3,02 %
SOC 1.2 low income (PLUS, PLUS CD) 86,06 % 87,15 % 85,51 %
Intermediary (PLS, PLI) 8,07 % 9,35 % 11,47 %
Increase in rental supply Property including 2,62 % 2,57 % 2,05 %
SOC 1.3 housing for rental 3,24 % 2,85 % 2,05 %
Homes –8,03 % –2,71 % –2,02 %
Purchase of low cost housing Sale of low rental housing from property 0,30 % 0,26 % 0,22 %
SOC 1.4
Purchase of new low-cost housing from production 4,22 % 2,73 % 11,41 %
SOC 2 RENTALS AND SERVICE CHARGES
Distribution of levels of rent of our properties Prix moyen Prix moyen Prix moyen
Very low income (PLAI, PLA-TS...) 3,90 € / m2 3,97 € / m2 4,07 € / m2
SOC 2.1
low income (PLUS, PLA...) 4,77 € / m2 4,87 € / m2 4,97 € / m2
Intermediary (PLS, PLI...) 6,33 € / m 2
6,48 € / m 2
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 rents¹ 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 %
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 regularised
recoverable charges
1. This is an increase in rents decided upon by the Board of Directors/Supervisory Board, unlikely to correspond to the actual increase.

22 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

PROMOTING SOCIAL EQUILIBRIUM OF REGIONS
SOC 2007 2008 2009
SOC 3 SOCIAL DIVERSITY
Rate of internal changes in allocations during year 13 % 11,25 % 13 %
SOC 3.1

Report on the company’s corporate social

Rate of internal changes due to demolition and important restoration na na na
Socioeconomic profile of new tenants Below 25 years of age 27,57 % 24,35 % 29,92 %
AGE of households 25 to 39 44,60 % 44,32 % 41,49 %
40 to 59 20,58 % 21,76 % 21,75 %
60 to 74 5,73 % 7,13 % 5,07 %

HABITAT 62/59 PICARDIE

Over 75 1,53 % 2,43 % 1,77 %
RESOURCES of households <60% of ceiling of income 76,90 % 84,20 % 80,70 %
Between 60 and 100% of ceiling of income, inclusive 22,20 % 15,50 % 19,20 %
SOC 3.2a > 100% of ceiling of income 0,70 % 0,20 % 0,09 %

responsibility
COMPOSITION of households Single person 25,02 % 28,73 % 30,45 %
Single-parent family 22,47 % 25,44 % 26,91 %
Childless couple 16,57 % 14,98 % 19,13 %
Couple with child(ren) 34,94 % 29,57 % 23,12 %
Other (cohabitation, co-tenancy, etc.) 1,01 % 1,29 % 0,39 %

22/23
NATIONALITY of households French 98,99 % 99,67 % 96,60 %
Foreign 1,01 % 0,33 % 4,39 %
SOC 3.3 Proportion of tenants receiving housing benefit 57 % 57 % 57 %
SOC 4 ACTIVITIES FOR SOCIAL COHESION
Social cohesion programmes Inclusion/integration through housing Yes Yes Yes
SOC 4.1 Integration through jobs/training No No Yes
Development of social links 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
Proportion of accommodation designed or adapted specifically for old or
SOC 6.1 * * 10,43 %
disabled people
SOC 7 PEACE OF MIND OF TENANTS
Policy of organisation to guarantee tenants’ peace of mind Yes Yes Yes
SOC 7.1
% of tenants with peace of mind 90 % 88 % 84 %
SOC 8 CITY POLICY

SOC 8.1 Proportion of investments made over the year devoted to districts prioritised in 7,94 % 1,39 % 2,20 %
city policy (construction, demolition, restoration, and residentialisation)

Preserving the environment

ENV PRESERVING THE ENVIRONMENT 2007 2008 2009
ENV 1 ENVIRONMENTAL POLICY
Organisation’s environmental policy Yes Yes Yes
ENV 1.1
Related budget 1604 k€ 1628 k€ 2094 k€
Proportion of new and renovated dwellings meeting an environmental
ENV 1.2 100,00 % 100,00 % 100,00 %
standard over and above regulatory requirements

Inclusion of criteria of environmental traceability in calls for tender for

ENV 1.3 No Yes Yes
suppliers and implementation of monitoring process

Proportion of dwellings constructed or renovated with the application of

ENV 1.4 100,00 % 100,00 % 100,00 %
environmental management of the works

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 23

 Preserving the environment
ENV FIGHT AGAINST CLIMATE CHANGE 2007 2008 2009
ENV 2 LUTTE CONTRE LE CHANGEMENT CLIMATIQUE
Energy classification of buildings A (bâti très performant) -% -% 0,00 %
B (51-90 kWh/m2/an) -% -% 0,60 %
C (91-150 kWh/m2/an) -% -% 28,80 %
D (151-230 kWh/m2/an) -% -% 38,90 %
E (231-330 kWh/m2/an) -% -% 19,50 %
F (331-450 kWh/m2/an) -% -% 9,00 %
G (building greedy on energy) -% -% 3,20 %
Classification of property according <6 kg CO2/m2/an -% -% 0,60 %
to greenhouse gas emissions 6-10 kg CO2/m2/an -% -% 2,60 %
11-20 kg CO2/m2/an -% -% 23,80 %
21-35 kg CO2/m2/an -% -% 38,00 %
36-55 kg CO2/m2/an -% -% 30,00 %
56-80 kg CO2/m2/an -% -% 4,80 %
ENV 2.1
>80 kg CO2/m2/an -% -% 0,20 %
Property Energy consumption Average - - 213,83 kWh/m2/year
Median - - 109,22 kWh/m2/year
Greenhouse gas emissions Average - - 29,10kg équiv.CO2/m2/year
Median - - 14,57kg équiv.CO2/m2/year
Energy consumption Average - - 164,19 kWh/m2 /year
New accommodation Median - - 114,78 kWh/m2/year
Greenhouse gas emissions Average - - 25,18kg équiv.CO2/m2/year
Median - - 3,05kg équiv.CO2/m2/year
Energy consumption Average 227 kWh/m2 par an 235 kWh/m2 par an 253 kWh/m2 /year
Functional sites Median 212 kWh/m 2
195 kWh/m 2
228 kWh/m2
Greenhouse gas emissions Average 7kg équiv.CO2/m2/an 8kg équiv.CO2/m2/an 7kg équiv.CO2/m2/year
Median 5kg équiv.CO2/m2/an 4kg équiv.CO2/m2/an 5kg équiv.CO2/m2/year
ENV 2.2b Proportion of new accommodation supplied by renewable energy (fully or partially) 0% 18 % 4%
CO2 produced by company vehicles 114 tonnes 124 tonnes 130 tonnes
ENV 2.3
Total km travelled 1037744 km 1130370 km 1186000 km
Means of transport used by employees Private car 85,29 % 85,71 % 84,40 %
for daily work-home journey Carpooling 8,82 % 9,52 % 10,09 %
Bicycle 0% 0% 0%
Public transport 4,90 % 3,81 % 4,58 %
On foot 0% 0% 0%
Other 0,98 % 0,95 % 0,92 %
ENV 2.4
Daily distance travelled on average per employee Private car 36 km/day 38 km/day 40 km/day
Carpooling 62 km/day 61 km/day 62 km/day
Bicycle 0 km/day 0 km/day 0 km/day
Public transport 34 km/day 31 km/day 30 km/day
On foot 0 km/day 0 km/day 0 km/day
Other 12 km/day 12 km/day 12 km/day
ENV 3 WATER MANAGEMENT
ENV 3.1 Water consumption of property 0,88 m3/m2 0,73 m3/m2 *
Proportion of accommodation with: water-saving equipment 6,46% 10,70 % 15,86 %
a system of rainwater recovery 0% 0,15 % 0,23 %
ENV 3.2
Total theoretical savings achieved through the installation of water-saving 47056 m3 116033 m3 107606 m3
equipment and rain-water recovery
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 €
ENV 5 SOCIAL COHESION ACTIONS
Activities to raise awareness and provide Tenants Yes Yes Yes
ENV 5.1 training on the environment for : Yes Yes Yes
Employees
Service providers Yes Yes Yes
ENV 7 SOCIAL COHESION ACTIONS
Proportion of accommodation built using Sound insulation 98 % 98 % 85 %
ENV 7.1 methods exceeding current regulations Heat insulation 98 % 98 % 85 %
Ventilation 100 % 100 % 85 %
ENV 2.1. The calculation is based on 15,860 energy performance diagnoses carried out, which is 774 non-diagnosed housing units

24 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

ASSUMING OUR ECONOMIC RESPONSIBILITY
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 %
Average expenditure on maintenance and improvement by unit of 2003-2007 2004-2008 2005-2009
ECO 1.2
465,81 €/housing 556,09 €/housing 715,32 €/housing

Report on the company’s corporate social

accommodation
Vacancy rate (total vacancies) 0,28 % 0,36 % 0,61 %
Method 0,05 % 0,07 % 0,19 %
ECO 1.3
Less than three months in use 0,19 % 0,26 % 0,34 %
Over three months in use 0,04 % 0,03 % 0,08 %

HABITAT 62/59 PICARDIE

ECO 1.4 Net self-financing related to rent 14,53 % 15,56 % 9,84 %
ECO 2 LOCAL ECONOMIC FABRIC
Revenue redistributed to: Employees 8437 k€ 9078 k€ 9525 k€
Suppliers and service providers 84971 k€ 98326 k€ 110071 k€

responsibility
Tax authorities 4 k€ 26 k€ 9 k€
ECO 2.1
Banks 22567 k€ 24022 k€ 26054 k€
Shareholders 17 k€ 16 k€ 13 k€
Social participants 716 k€ 575 k€ 566 k€
ECO 2.2 Annual investment in overall growth of property 53068 k€ 41916 k€ 64500 k€

24/25
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

LEADING AND IMPROVING

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 dialogue 9 11 11
implemented by the organisation
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
Number of live agreements with residents' groups and associations 21 26 26
GOV 2.1
Total material contribution 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
Personalised information scheme for territorial authorities No No No
GOV 4.1
% scheme covered 0% 0% 0%
IMPROVEMENT IN FUNCTIONING AND SKILLS OF MONITORING AND
GOV 5
DECISION-MAKING BODIES

Number of sessions to raise awareness/train administrators in the challenges

GOV 5.1 0 0 1
of the low-income housing sector

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

DEVELOPING HUMAN RESOURCES

HR DEVELOPING HUMAN RESOURCES 2007 2008 2009
HR 1 DEVELOPMENT OF EMPLOYMENT

Breakdown of staff ¹ by job type Permanent contracts 91,53 % 90,95 % 93,24 %

HR 1.1 Fixed term contracts 8,47 % 8,84 % 6,40 %

Temporary 0% 0,21 % 0,36 %

HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility • 25

 DEVELOPING HUMAN RESOURCES
HR DEVELOPING HUMAN RESOURCES 2007 2008 2009

Breakdown in annual volume of training by employee group Number of Number of Number of Number of Number of Number of
employees hours employees hours employees hours
Maintenance workers na na na na na na
Local staff 74 1306 h 80 2008
1446 h 46 2009832 h
HR 1.2
Administrative staff 40 617 h 29 515 h 23 475 h
Supervisors 51 1110 h 41 826 h 39 944 h
Executives 32 921 h 27 521 h 25 1013 h
Managers 3 71 h 1 70 h 9 480 h
Rate of internal promotion by staff group (average) 26 % 51 18 % 32 %
Maintenance workers na na na
Local staff 0% 6% 20 %
HR 1.3 Administrative staff 17 % 0% 0%
Supervisors 0% 9% 0%
Executives 9% 3% 12 %
Managers 0% 0% 0%
HR 2 CONTINUOUS IMPROVEMENT OF WORKING CONDITIONS
Policy to promote health of employees and balance between
HR 2.1 Yes Yes Yes
professional and private life
HR 2.2 Rate of satisfaction among employees 79,43 % - -
Proportion of absences linked to occupational accidents and diseases and
HR 2.3 0,69 % 0,60 % 1,76 %
stress²

HR 2.4 Responsible profit-sharing No No No

HR 3 PROMOTION OF EQUITY AND DIVERSITY IN EMPLOYMENT
Breakdown of employees³ by group and gender Men Women Men Women Men Women
Maintenance workers na na na na na na
Local staff 43,40 % 56,60 % 44,09 % 55,91 % 39,47 % 60,53 %
HR 3.1 Administrative staff 16,30 % 83,70 % 20,76 % 79,24 % 16,97 % 83,03 %
Supervisors 49,20 % 50,80 % 49,34 % 51,66 % 49,15 % 50,85 %
Executives 77,80 % 22,20 % 77,42 % 22,58 % 81,60 % 18,40 %
Managers 100 % 0% 100 % 0% 100% 0%
Breakdown of annual gross salaries by group and by gender Men Women Men Women Men Women
Maintenance workers na na na na na na
Local staff 21717,06 k€ 21643,76 k€ 24401,01 k€ 24027,29 k€ 25102,86 k€ 23819,37 k€
HR 3.2 Administrative staff 24507 k€ 19222,14 k€ 25867,33 k€ 26443,93 k€ 25421 k€ 20473,52 k€
Supervisors 27543,34 k€ 22457,41 k€ 33368,32 k€ 28091,05 k€ 34193,93 k€ 27226,44 k€
Executives 50245,57 k€ 47683 k€ 46943,75 k€ 35386,29 k€ 43035,46 k€ 34634,67 k€
Managers # # # # # #
Amount of specific contracts (CIE, employment initiative contract, CI-RMA, 207 k€
introductory contracts, apprenticeships, professional contracts, return-to-work 0,46 % 0,52 % 0,36 %
HR 3.3 #
contracts, etc.)
Trainee - 0,12 % 0,02 %
HR 3.4 Gap between the bottom 10% and top 10% of annual salaries 3,31 % 3,27 % 5,40 %

¹ Average employees over the year - Information temporarily uncollected or non-consolidated

² Proportion of absences related to stress is measured approximately and very inaccurately * Information not available
³ Employees on permanent contract at 31 December of reference year # Company does not wish to provide this information

26 • HABITAT 62/59 PICARDIE • Report on the company’s corporate social responsibility

METHODOLOGY
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. Regular
examination is carried out through reviews of processes. For activities carried out by agencies, a local process
manager is designated and provides reports for each head. The general management of indicators is centralised
by the assistant to the Quality, Environment and Internal Control department. The reliability of data is regularly
checked and audited as part of an annual plan of internal audits. The production of statistics is optimised through
automated computerised data.
GLOSSARY
APL : Personalised assistance for
housing 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 : (Bâtiment Basse
Consommation): 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/m² for
primary energy for residential. This is the
equivalent of the Passivhaus construction
standards in Germany.
CAF : (Caisse d’Allocations 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 d’Utilité 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 organisation’s
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 organisation’s commitments to
its 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-income
housing, 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
Energétique): High Energy Performance
label 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 Quality
Building Processes distinguishes buildings
which are comfortable, healthy and
provide greater respect for the
environment
MSA : (Mutualité Sociale Agricole):
Agricultural Social Mutual Fund
ORU : Urban renewal operation
PDH : Departmental housing plan
PLA : Assisted rental loan arising from
the 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).
Report on the company’s corporate social
HABITAT 62/59 PICARDIE
responsibility
PLAI : Rental assisted inclusion loan
for families which may experience specific
difficulties in integration and whose
26/27
resources do not exceed the thresholds.
PLH : Local housing plan
PLS : Low-income rental loan may
finance 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 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 accommodation
designed 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
 HABITAT 62/59 PICARDIE S.A.
Société Anonyme d’HLM
avec Conseil de Surveillance et Directoire

520, Bd du Parc d’Affaires

BP 111
62903 COQUELLES CEDEX
Tél : 03 21 00 81 00

www.habitat6259.fr
Adhérente à la Fédération Nationale
des Entreprises Sociales pour l’Habitat

DELPHIS
33 rue Saint-Augustin - 75002 Paris
www.delphis-asso.org

EURHO-GR
Pour un habitat responsable