MAKING PROGRESS BECOME REALITY - 2020 INTEGRATED REPORT
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2020 INTEGRATED REPORT MAKING PROGRESS BECOME REALITY
1
In 2020,
• we demonstrated
Bouygues group just how agile,
overview resilient and
Who we are, our business model
and our 2020 results
responsible we are
p. 2-11
as a group.
2 In 2021, we will
• invest to strengthen
Our ecosystem its business segments
The macrotrends affecting our businesses,
our dialogue with our stakeholders and our CSR challenges and accelerate
p. 12-17
their growth.
3
• MARTIN BOUYGUES the most effective governance. The arrival of a new
Interview
generation of senior executives, acknowledged for
The strategy of the Group Chairman of the Board
their professional skills, trained within the Group and
perfectly familiar with its culture, is entirely consistent
and of its business segments How do you view the health crisis we have
been living through for the past year?
with the tradition at Bouygues which, since its
foundation, has always chosen its leaders from
Our long-term strategies for growing our business and The terrible human and economic toll of the Covid-19 within the Group in order to secure its future.
reducing our carbon footprint and that of our customers pandemic has focused minds on the fact that
p. 18-35 globalisation is just as much a risk as it is an opportunity. Bouygues has set ambitious targets
Although vaccines are expected to offer a route out of for reducing its CO2 emissions.
the crisis in the coming months, building back without What is the thinking behind this pledge?
4 addressing the fundamental problems that make
modern society vulnerable to such events would be We cannot vaccinate against the climate crisis,
the effects of which are becoming more obvious
a reckless act. Tackling these root causes is especially
• important if we want to restore trust and foster hope as each year passes. Through our sustainable
development strategy, which dates back 15 years,
Our pledges for a better world.
we have honed our expertise and moved into
new lines of business that are more consistent with
Our pledges: promote each employee’s career How would you sum up 2020 the environmental challenges facing the planet.
development, develop sustainable solutions, simplify for the Bouygues group? We firmly believe that the transition to a low-carbon
Last year, we demonstrated just how agile, resilient economy presents an unprecedented opportunity
everyday life and help build harmonious communities
and responsible we are as a group. We wasted no for all our business segments. Bouygues is at its best
p. 36-53 in times of great challenge. This pledge will both
time in shifting to new ways of working and rolling out
stringent health and safety measures to keep everyone motivate and inspire the creativity of our people.
safe – our employees, customers, partners and
5 subcontractors alike. And in France, our construction
sites gradually reopened from mid-April, even before
What will 2021 hold?
• the end of the first national lockdown.
Although we hope the world will gradually emerge
from the shadow of the pandemic in 2021, its effects
Our governance Business picked up quickly again in the second half of
will continue to be felt throughout the year.
Relying on a particularly strong financial position,
the year, which meant we were able to limit the impact the Group will invest to strengthen its business
Our Board of Directors and senior management team, of the crisis on Group sales and earnings. Our resilience segments and accelerate their growth. For instance,
and our approach to ethics, compliance and risk management can be attributed to our dedicated workforce, Bouygues Telecom will roll out its “Ambition 2026”
p. 54-63 our robust financial structure, and to the fact that strategic plan and TF1 will grow Newen’s activity.
our business segments all meet people’s vital needs, The prospects for our construction businesses are also
and the health crisis is not going to change that. bright, both in France and internationally – especially
SEE OUR KEY INDICATORS ON P. 64 in low-carbon construction.
Do the changes to the Group’s governance
mark the start of a new chapter? We will also step up our efforts to protect health
The Bouygues group will soon celebrate its and well-being in the workplace, encourage gender
dare Climate In the Vosges du Nord nature reserve,
these new cycle paths will take both cyclists
70th birthday. It has been forged by a strong and balance, roll out our Climate strategy and safeguard
biodiversity.
progress distinctive culture and has only had two Chairmen
and pedestrians across the border between
and CEOs since its foundation. To meet the challenges
Since helping our employees This logo signals what the Bouygues group France and Germany.
we face, whether economic, climate-related, social Date of interview:
develop their careers is one is doing to preserve resources and protect ON FRONT PAGE: or digital, we wanted to ensure that Bouygues has 17 February 2021
the climate in keeping with its pledge France’s first floating solar farm O’mega1
of the Group’s core pledges,
at Piolenc and the biggest in Europe.
this visual indicates the initiatives to reduce its carbon emissions at a pace Its 50,000 photovoltaic panels will reduce
which allow their talents to flourish. consistent with the Paris Agreement. emissions by 1,096 tonnes of CO2 per year. BOUYGUES • 2020 INTEGRATED REPORT • 1
Climate
In 2020, close to 800 Group
employees in eight countries
attended “La Fresque du Climat”.
These were fun and informative
workshops on climate-related
themes, where they learned
about the causes and mechanisms
behind climate change and
the implications of human activity
for health, the planet and the
environment. This one took place
at Challenger, the headquarters
of Bouygues Construction
in Saint-Quentin-en-Yvelines, France.
1
BOUYGUES
GROUP
OVERVIEW
Bouygues is a diversified services group operating
in strong growth potential markets. Present in over
80 countries, the Group draws on the expertise of
its people and on the diversity of its business activities
to provide innovative solutions that meet essential needs.
2 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 3
Bouygues group overview
WHO WE ARE
Backed by a shared culture, our five business segments embody four strengths
that shape the identity of our unique Group.
OUR GROUP OUR BUSINESS SEGMENTS OUR STRENGTHS THE FUNDAMENTALS OF OUR CULTURE
Key figures at 31 December 2020
It is the Bouygues
CONSTRUCTION BUSINESSES Dedicated
group’s firmly-held
employees Respect
belief that meeting Respect is a key value for the Group because
essential day-to-day Bouygues employees bring an unparalleled sense it fosters dedication and cohesion among
of dedication, passion and duty to their responsibilities. employees. It shines through every day in our
needs with an ethical staff’s exemplary conduct, their commitment
Drawing on a strong Group culture, they openly embrace
and responsible attitude 100%a 100%a 96.8%a challenge and adhere to high standards of quality for the
to keeping their word and to ethical behaviour,
and in the care they take to ensure everyone’s
helps drive improvement benefit of customers, both individually and as part of a team. safety. For Bouygues, each and every person
for society as a whole. 115,055 €26,208m is important.
Employees Sales
High value-added
What we do
products and services Trust
Make life better every day MEDIA Trust is essential to the running of Bouygues,
for as many people The Bouygues group’s business segments put their technical since its business segments enjoy a large
as possible amount of freedom in conducting business
expertise, experience and capacity for innovation to work
and managing operations. Closely related
for their customers. They stand out from the competition to respect, trust promotes job satisfaction
by offering comprehensive, high value-added solutions and efficiency among employees.
43.7%a in complex infrastructure and sustainable construction.
3,697 €2,082m
Employees Sales Spans the entire
2020 KEY FIGURES
value chain
Creativity
TELECOMS The Group’s business segments adhere to high Creativity is what drives the Group towards
standards of operational excellence and efficiency ever greater innovation, leading to innovative
129,000 to span the entire value chain. They have become
solutions that meet our customers’ expectations
employees and help our business segments maintain
skilled in incorporating the best internal and external their competitive edge. In addition, creativity
worldwide
expertise, delivering customised solutions and enriches our employees’ work and galvanises
90.5%a maintaining direct contact with their customers. motivation, commitment and sense of initiative.
€34.7bn 9,550 €6,438m
Employees Sales
Sales
A selective long-term Imparting expertise
presence worldwide Bouygues’ success depends on the skills and
expertise of its people. Learning, developing
3 sectors of activity Equity stake:
In addition to its strong presence in France,
Bouygues has pursued a long-term and selective
and imparting expertise are what drive relations
between our people. They also strengthen
5 business segments 8%b expansion into international markets. It has done so by
intergenerational bonds, promote job satisfaction
and allow employees to develop their talents.
taking advantage of only those growth opportunities
that meet its risk-management standards.
(a) Proportion of share capital held by Bouygues SA.
(b) Proportion of share capital held by Bouygues SA at 31 December 2020. At 31 January 2021 it was 6.35%.
81 countries
4 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 5
Bouygues group overview
GROUP KEY FIGURES IN 2020
Construction businesses continue
to grow internationally
80 countries 54% 62%
host the Group’s of the headcount of the backlog at
People are at the heart of the Bouygues group construction businesses of the construction Bouygues Construction and
businesses is outside France Colas is in international markets
N°1 64% 84% 19.5%
The CAC 40 company of the subsidiaries Turnout in workplace Women managers SALES AND HEADCOUNT
with the highest level of outside France have elections in France in the Group OF THE CONSTRUCTION BUSINESSES BY REGION
employee share ownership an official employee (up 0.3 points) a
(20.3% of the share capital) representative body
53,251 24,099
€12.1bn €6.4bn
Robust financial performance 9,471
€4.2bn
€34,694m €1,222m €696m
Sales Current operating profit Net profit attributable to the Group
11,618
€1bn 16,616
€1,202m €1,981m €2.5bn
Free cash flow after WCR b Net debt
France
Europe (excl. France)
Asia – Pacific
Africa – Middle East
Americas
Strong environmental performance
A socially-responsible Group
MAIN SRI
INDICES
A- Top 5 AA Euronext Vigeo Eurozone
€152m 989a
The Group’s score The Group’s position in Rating given by 120 and Europe 120, donated to patronage students awarded a grant by
in the CDP’s Climate the Heavy Construction sector the extra-financial FTSE4Good, CDP – Climate, and sponsoring the Francis Bouygues Foundation
Change 2020 list ranking of 26 European firms rating agency MSCI MSCI Europe ESG Leaders (of which 462 have graduated)
(a) Versus 2019. (a) Since the launch of the Francis Bouygues Foundation in 2005.
(b) Excluding 5G frequencies.
6 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 7
Bouygues group overview
OUR BUSINESS MODEL
The Bouygues group’s business model is based on a sustainable use of natural
resources and the decarbonisation of its three sectors of activity. Its resilience
ensures a long-term future for the Group whilst creating value for its stakeholders.
OUR RESOURCES HOW WE CREATE VALUE
At 31 December 2020 OUR MACROTRENDS At 31 December 2020
HUMAN CAPITAL OUR CUSTOMERS
• 129,000 employees
• Diversity and depth of expertise across the Group’s • €34.7bn in sales
• Construction businesses: €33.1bn of backlog
five business segments Population The climate Digital Changing
• Corporate universities providing staff training • TF1: 74 of the top 100 audience rating
growth, emergency and technological customer behaviour • Bouygues Telecom: 25 millionh customers
urbanisation and extinction transformation
and transport of biodiversity
ECONOMIC AND FINANCIAL CAPITAL
• A stable ownership structure OUR PEOPLE
• A strong financial structure
• Recurrent free cash flow generation • €6,256m in payroll expenses
75% of sales
(€0.8 billion per year a) • 52,000 employee-shareholders
BUS A developer, builder and operator of integrated
• 21.1% of executive body positions occupied by women i
INE solutions for the construction of complex
• 100% of employees worldwide covered by BYCare j
buildings and infrastructure
• 80,165 employees trained
NATURAL CAPITAL > The fifth-largest construction group
in the world f • 84% turnout in workplace elections in France
• A Climate strategy to reduce the Group’s carbon • Top Employer certification k awarded to all
footprint business segments
• Circular economy initiatives, which are sources
of environmental and economic benefits
• Biodiversity protection policies
• 94% of Bouygues Construction’s sales covered Make life
better THE FINANCIAL COMMUNITY
by ISO 14001 certification b
WHAT every day • €687m in dividends paid out
WE DO: for as many • 5.1% dividend yield
19% of sales • €1.83 in net profit per share
PRODUCTIVE CAPITAL
people A leading provider of mobile
• Group: 6% of sales and fixed connectivity solutions
▪ €1.6bn in net capital expenditure c
France’s leading TV media group,
as possible in France, serving the BtoB
• Construction businesses: spanning the entire value chain and BtoC markets
▪ A global footprint: over 40,000 Bouygues Construction (production, broadcasting > Bouygues Telecom is ranked
OUR SUPPLIERS AND SUBCONTRACTORS
worksites worldwide, plus Colas’ network of 800 profit and digital) second in France for the quality • €22,924 m in procurement spend with suppliers
centres and 3,000 materials production units (quarries, > 32.4% share of target audiencee of its mobile network g
and subcontractors
asphalt mixing and ready-mix concrete plants, • 42.5% of business-segment spend subject
a bitumen production plant) to CSR assessments l
▪ Colas: 2.7 billion tonnes of authorised aggregate
reservesd
▪ Colas’ Campus for Science and Techniques: the leading
private road construction research centre in the world
CIVIL SOCIETY
(100 engineering design offices and 50 laboratories
in France and worldwide) • €2,808m paid in taxes and levies
• Media: OUR PLEDGES • €152m distributed to communities
▪ 7 production studios owned by TF1 • Over 20 academic partnerships in France and abroad
• 989 grant-holders supported by the Francis Bouygues
• Telecom:
▪ 21,000 mobile sites and a diverse portfolio of frequencies
Foundation since its creation in 2005
(g) Arcep (French telecoms regulator) survey of the quality of mobile services, 2020.
(a) Average over the period 2016–2020. Promote each Develop sustainable Simplify Help build (h) Includes 2.1m customers from EIT.
(b) Environmental Management System.
(c) Excluding cost of 5G frequencies for €608 million,
employee’s career solutions with and everyday life harmonious (i) Executive Committees or equivalent of senior management teams
in the Group’s five business segments and in Bouygues SA.
of which €6 million of spectrum clearing costs. development for our customers communities (j) A programme guaranteeing a core of employee benefits across all Group companies
(d) Colas share; also Colas’ share of an additional 1.3 billion tonnes of potential reserves. worldwide, based on best practice in every country where Bouygues does business.
(e) Médiamétrie – Target audience: women under 50 who are purchasing decision-makers. (k) A Top Employers Institute certification programme that supports organisations
(f) Based on international sales excluding country of origin in reviewing and improving their working environment.
(ENR Top 250 International Contractors, August 2020). (l) Concerns targetable expenditure.
8 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 9
Bouygues group overview
2020 Full-year results
2020 results reflect the Group’s resilience during the Covid-19 crisis, with a return to significant profitability in the second half.
VALUE CREATION AND FINANCIAL 2020 targets were achieved or exceeded.
RESULTS IN 2020 The backlog in the construction businesses
reached a record level of €33.1 billion
at end-2020, providing good visibility
the concerted efforts made by the business
segments to organize a rapid restart and
make up the shortfall in activity, in compliance
of the pandemic. Free cash flow e generation
remained robust, at €725 million in 2020,
in a context where the Group maintained
on future activity. TF1’s audience share with health regulations. Current operating its investment momentum to accelerate
remained at a high level, at 32.4% of profit was €1,222 million, down €454 million growth in the coming years (stable net
The redistribution of the financial flows generated by the Bouygues group has a women under 50 who are purchasing versus 2019, and current operating capex versus 2019 at €1.6 billion f).
positive impact on regional economic development and appeal. Investing in the Group’s decision-makers, and its share increased margin for the year stood at 3.5%. Working capital requirements improved
among individuals aged 25 to 49. Group profitability improved substantially substantially over the period as a result of
future growth contributes to sustaining this positive impact. Bouygues Telecom maintained good in second-half 2020 as a result of the rapid measures taken by the business segments.
commercial momentum over the year, rebound in activity and the adaptation Lastly, the Group has a very robust financial
gaining 606,000 new mobile plan a measures taken by the business segments. structure and liquidity. Net debt was
customers and adding 604,000 new Net profit attributable to the Group was at a low level of €2 billion at end-2020,
FTTH b customers. €696 million versus €1,184 million in 2019. with net gearingg reaching a record low
of 17%.
Sales were €34.7 billion, a limited 9% decrease In 2020, the Group generated free
versus 2019, after a 15% year-on-year drop cash flow after WCR c of €1,202 million,
Financial flows generated by the Group in 2020 in first-half 2020. This performance reflects substantially more than in 2019 d in spite
€ million
FINANCIAL RATINGS
31 December 2020
CAPITAL
INCREASE/ Suppliers, service providers and subcontractors
REDUCTION 22,924 c LONG-TERM OUTLOOK
37 Employees
6,256
Standard & Poor’s A- Negative
State and local authorities
FLOWS REDISTRIBUTED 2,808 d
TO STAKEHOLDERS Moody’s A3 Stable
Shareholders
32,994 687 e
Banks
167 f
Outlook for 2021
Communities
152 g
SALES
35,375 a
34,694
The outlook given below assumes that there will be no further deterioration due to the health crisis.
Net capital expenditure b
TF1 will benefit from a strong and diversified programming • an increase in EBITDA after Leases h (including EIT) of around
1,699 schedule in 2021, which includes drama, entertainment and the 5% linked to higher expenditures related to growth acceleration
NET INVESTMENT b
Euro 2021 soccer tournament. In a macroeconomic and health in fixed and the improvement in mobile network capacity;
2,640 Financial investment context that remains uncertain, TF1 will leverage its adaptability to:
941 • net capex of €1.3 billion (excluding 5G frequencies) in order
• manage as best as possible the impact of economic fluctuations to keep pace with the growth in the mobile and fixed customer
on Broadcasting; base and in usage.
DISPOSAL OF • grow Newen’s activity on international markets, by generating
The “Ambition 2026” plan targets are detailed on page 35 of
FINANCIAL ASSETS a significant share of its 2021 sales outside France and with the
241 h this report.
644 platforms, by increasing its backlog with pure players; and
Reduction in net debt Relying on a particularly strong financial position, the Group will
• refocus the Unify division, strengthening its brands and
generating synergies to boost sales and achieve a positive invest in 2021 to strengthen its business segments and accelerate
current operating margin in 2021. their growth over the next few years. In 2021, the Group’s sales
and earnings should be well above those of 2020, although without
In 2021, Bouygues Telecom will roll out the first stage of its strategic reaching those of 2019. In 2022, Group current operating profit
plan “Ambition 2026”, accelerating growth in FTTH and in should return to the same level of 2019 or be slightly higher.
the mobile segment by integrating EIT. It expects:
• organic growth in sales from services estimated at around 5%
despite the continued restrictions on travel related to the pandemic,
which are having a significant impact on roaming usage;
(a) In addition to the financial flows redistributed to stakeholders, net investment
(a) Excluding MtoM and EIT. (f) Excluding the cost of 5G frequencies for €608 million, which includes spectrum clearing
and the reduction in net debt, this figure also includes a negative amount of
(b) Fibre-To-The-Home. costs of €6 million.
€500 million relating to (i) the difference between income tax owed and income
tax paid, (ii) the change in the working capital requirement, and (iii) other items. (c) Free cash flow after WCR: net cash flow (determined after (i) cost of net debt, (ii) interest (g) Net debt/shareholders’ equity.
(b) Includes the first instalment for 5G frequencies of €87 million. expense on lease obligations and (iii) income taxes paid), minus net capital expenditure (h) Current operating profit after taking account of the interest expense on lease
and repayments of lease obligations. It is calculated after changes in working capital obligations, before (i) net charges for depreciation, amortization and impairment losses
(c) Purchases and other external expenditure.
requirements (WCR) related to operating activities and excluding 5G frequencies. on property, plant and equipment and intangible assets, (ii) net charges to provisions and
(d) Income tax, social security contributions and other taxes. other impairment losses and (iii) effects of acquisitions of control or losses of control.
(d) €815 million excluding Alstom dividend of €341 million in 2019.
(e) 2019 dividends paid in 2020, of which €81 million paid to employees.
(e) Free cash flow: net cash flow (determined after (i) cost of net debt, (ii) interest
(f) Cost of debt and other charges. expense on lease obligations and (iii) income taxes paid), minus net capital expenditure
(g) Donations, patronage and sponsorship. FIND OUT MORE and repayments of lease obligations. It is calculated before changes in working capital
(h) After changes in the working capital requirement (WCR) and currency effects. > Universal Registration document (Chapter 3 SEFP) requirements (WCR) related to operating activities and excluding 5G frequencies.
10 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 11
Climate
The new 15-MWp solar farm in Curbans
(southern France) is located on the site
of a disused quarry.
It will generate the annual average power
equivalent of 5,000 homes and avoid
1,041 tonnes of CO2 emissions each year.
2
OUR
ECOSYSTEM
The Bouygues group has pinpointed four
macrotrends that have a significant impact on
its activities. By focusing on these trends and
maintaining regular contact with its stakeholders,
it is in a better position to seize growth
opportunities in a rapidly changing world.
12 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 13
Our ecosystem
POPULATION GROWTH, THE CLIMATE EMERGENCY
URBANISATION AND TRANSPORT AND EXTINCTION OF BIODIVERSITY
MACROTRENDS THAT In 2050, the world’s population
will reach 9.7 billion individuals, 68% of whom
People the world over are feeling the effects of the climate
emergency and pollution – from an increase in extreme
will be living in urban environments weather events, to biodiversity loss and more. The burning of
PROVIDE OPPORTUNITIES and 16% will be aged over 60a.
An ageing population – especially in Europe,
fossil fuels is partly to blame. At a time when close to 80% of
the energy we use worldwide still comes from fossil sources,
China and Japan – and mass urbanisation and when CO2 makes up 75% of greenhouse gas emissions,
will alter patterns of consumption and affect there is a pressing need to reduce the use of raw materials
Bouygues has identified four macrotrends with the potential to affect its activities. demand for transport. – especially hydrocarbons – and to cut energy consumption,
while remaining mindful of the social ramifications of these
Since these trends are interdependent, the Group is taking a holistic approach and adapting changes. In order to stabilise atmospheric concentrations
its products and services to deliver sustainable solutions to the societal challenges of today. RELATED OPPORTUNITIES FOR BOUYGUES: of CO2, we will need to halve global greenhouse
gas emissions by 2030.
• Modular and reversible buildings and housing,
which adapt more easily to occupants’ changing
needs
RELATED OPPORTUNITIES FOR BOUYGUES:
• Public transport and soft mobility infrastructure, • Low-carbon products and services
and buildings that include electro-mobility solutions
• Climate change adaptation solutions and limiting
• Modular construction the loss of greenfield sites (pollution, etc.)
• Urban renovation that emphasises health (including • Development and use of bio-based materials
air quality), architectural heritage, inclusiveness
and accessibility • Energy efficiency and renewable energy
production solutions
FABRICE BONNIFET
Sustainable Development & Quality Safety
Environment Director for the Bouygues group
The climate emergency and biodiversity The Covid-19 pandemic has only
loss, coupled with urban population accelerated this shift, with green stimulus
growth and digitisation, are prompting plans – in France, Europe and beyond –
a shift in lifestyles and consumer behaviour. placing the environment firmly on the
Likewise, the expectations of our public agenda. The crisis is also exerting
stakeholders – especially our customers – mounting pressure on central and local
are changing. government finances, forcing them
to seek new avenues of funding for
Businesses are stepping up efforts
their projects.
to reduce their greenhouse gas emissions
and we are seeing a transition in the energy The current context gives us renewed
mixes of countries towards renewable confidence in our business model:
energy. At the same time, sustainability that of meeting essential needs for
is becoming an increasingly important housing, transportation, communication,
factor in users’ buying decisions. information and entertainment.
At Bouygues, we see the transition DIGITAL AND TECHNOLOGICAL CHANGING CUSTOMER
to a low-carbon economy as a source of TRANSFORMATION BEHAVIOUR
opportunity. In recent years, we have been
adjusting our products and services with
Digital technologies are profoundly altering the way we live Customer expectations and purchasing
a clear aim in mind: to help our customers
and work. For instance, the roll-out of 5G will make industrial practices are shifting under the combined effect
reduce their CO2 emissions.
processes more efficient and open new opportunities of natural-resource pressures, urbanisation
for simplifying everyday life. and the growth of digital services.
EMERGING CHALLENGES FOR BOUYGUES
RELATED OPPORTUNITIES FOR BOUYGUES: RELATED OPPORTUNITIES FOR BOUYGUES:
• The circular economy, raw materials and waste management
• Boosting of the customer experience • Solutions based on circular-economy principles:
• Adjustment to climate change reduce, recover, repurpose, reuse, recycle and repair
• Solutions for streamlining and optimising the flow
• Impact of digital technology and its integration into products and services of data, people, etc. • Products and services geared towards access
• New uses and adaptability of business models • Offerings that deliver seamless access to information,
rather than ownership
• Skills and employability entertainment and services on the move • Greater emphasis on co-design through
collaborative platforms
• Opportunities to create new activities made
These challenges are reflected in the Group’s materiality matrix (see p. 17) possible by new technologies (AI, IoT, etc.)
b
• Custom-developed products and services
and in its Universal Registration Document a.
(a) Source: UN (2019).
FIND OUT MORE (b) Internet of Things (connected objects).
(a) Published on bouygues.com on 18 March 2021. > Chapters 3 and 4 of this report
14 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 15
Our ecosystem
LISTENING TO Our main CSR challenges
OUR STAKEHOLDERS Updated in 2019, the Bouygues group’s materiality matrixa ranks the Group’s main CSR challenges based on their importance for external
and internal stakeholders and their impact on its business operations.
In this report, Bouygues provides its tangible responses to meet the main expectations expressed by its stakeholders, most notably:
Dialogue with internal and external stakeholders serves as an important source of input • Business ethics: Bouygues undertakes to comply with the strictest • Quality of customer and user experience: Bouygues offers
when examining strategic options and identifying priority CSR challenges. It also fosters standards when doing business (see p. 60 to 61). customers and users a simplified and enjoyable experience
• Climate risk: the Group has identified the impacts of climate (see p. 42 to 49).
the creativity of Bouygues’ teams and helps the Group to future-proof its business model. change on its business operations and has responded • Health & safety and quality of life at work: health & safety
with a comprehensive, coherent strategy (see p. 24 to 31). is among the Group’s highest priorities. Another is keeping up
with its employees’ changing needs (see p. 38 to 41).
BOUYGUES GROUP’S MATERIALITY MATRIX 1 Business ethics, respect for Human rights
and compliance
2 Climate risk
3 3 Quality of customer and user experience
4 Health and safety, and quality of life at work
EXPECTATIONS OF EXTERNAL STAKEHOLDERS
5 The circular economy, raw materials
CUSTOMERS SUPPLIERS AND and waste management*
Public and private sector customers, SUBCONTRACTORS 1
retail customers, infrastructure
16 * 13 6 Water
Industrial partners, large groups,
and service users, etc. 7 Adjustment to climate change*
intermediate-size businesses, 18 10 *
SMEs and start-ups 8 Responsible purchasing and relations
How we dialogue: Customer relations *
11 4 9
2 with economic partners
team, satisfaction surveys, Customer How we dialogue: contractual relations,
committees, collaborative platforms, CSR-performance assessments,
5 * 9 Innovation capacity
external social media, blogs and co-innovation and co-development 10 Impact of digital technology and its integration
and trade fairs partnerships 6 12
into products and services*
Flagship initiatives: p. 42 to 53 Flagship initiatives: p. 22 to 23 and 42 to 53 11 New uses and adaptability of business models*
• Bouygues Telecom’s Customer Committee • Publication of the Bouygues Construction 17
WORKFORCE 12 Health impact of products and servicess
• TF1: the highest-ranked French entry circular economy purchasing guide 8 14
in the Top 50 best connected brandsa Employees, trade unions, talents • Partnership with NextEnergy,
a US start-up developing transparent
7 * 15
13 Use of personal data and cybersecurity
How we dialogue: employee consultation 14 Local presence and the socio-economic
photovoltaic coatings
bodies in operations worldwide, development of regions
an extranet site dedicated to career
development at Bouygues, in-house 15 Environmental impact of business activities
social media, annual appraisals, 16 Skills and employability*
employee perception surveys
17 Diversity, equality and social cohesion
and more besides.
Flagship initiatives: p. 38 to 41 18 Employee dedication and intrapreneurship
• 159 collective bargaining agreements IMPACT ON GROUP’S OPERATIONS
across the Group (France and abroad),
new and renewed
Challenges marked with an asterisk (*) are those whose impact is set to increase in the coming years.
• In-house virtual events held
by all business segments
during the Covid-19 lockdown
FINANCIAL COMMUNITY CIVIL SOCIETY Bouygues’ contribution to sustainable development goals
Shareholders and investors, banks, Citizens, local residents, charities
analysts and rating agencies and NGOs, academia and science,
public authorities and the media
How we dialogue: tailored presentations, It is Bouygues’ policy to help attain the UN Sustainable
meetings, investor conferences and How we dialogue: charitable foundations, Development Goals (SDG), with a focus on these five,
roadshows, AGMs, regulated literature, conferences, partnerships with NGOs, which are tightly connected with its core businesses.
business reports and answering questions community and skills patronage, active
from financial and extra-financial engagement in research and education,
rating agencies participation in think tanks and non-profit
Flagship initiatives: p. 10 to 11 and p. 18 to 35 organisations BOUYGUES.COM
• First Group Climate Markets Day event Flagship initiatives: p. 22 to 23 and p. 42 to 53 > Materiality matrix (methodology) FIND OUT MORE
held on 16 December 2020 • Roll-out of Com’in, an app that keeps local Scan this QR code > bouygues.com
residents informed about nearby construction (app and internet > Universal Registration document,
• 570 investors met with management connection required) Chapter 3 SEFP
or the Investor Relations team in 2020 sites and gathers their feedback
• Creation of the “Smart City and
the Common Good” chair in partnership (a) System used to identify and prioritise CSR challenges in line with stakeholder expectations and the impacts on the Group’s business segments. Responses to all material issues
(a) Source: BAV 2019 Top 50 awards. with HEC Paris for the Group, along with a methodological note on our materiality matrix, can be found in the Universal Registration Document (published at bouygues.com on 18 March 2021).
16 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 17Climate
Intended as a solution to resource scarcity,
the Bouygues group teamed up with Suez
to design and build the ABC (Autonomous
Building for Citizens) demonstrator
in Grenoble.
ABC is aiming for water and energy
self-sufficiency, as well-planned waste
management in residential construction
projects, where the occupants are
the focus of considerations.
3
THE STRATEGY OF
THE GROUP AND
OF ITS BUSINESS
SEGMENTS
The Bouygues group and its business segments roll out
long-term strategies aimed at seizing the growth
opportunities related to the macrotrends in their
eco-system and at reducing their carbon footprint.
18 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 19The strategy of the Group and of its business segments
GROUP STRATEGY Two core shareholders
The Bouygues group aims to create value over the long term and share it Bouygues’ ownership structure is based GROUP OWNERSHIP STRUCTURE
on two long-standing core shareholders: at 31 December 2020
with its stakeholders. It has defined a strategic framework through which its business • SCDM, a company controlled
by Martin and Olivier Bouygues; and
segments roll out their operational strategies in order to fulfil the Group’s mission, Main shareholders Voting rights
• its employees, through a number 380,759,842 shares 514,767,427 voting rights
which is to make life better for as many people as possible every day. of dedicated mutual funds.
At 31 December 2020, 52,000 employees 22.4%
owned shares in the Group, making 26% 29.5%
Bouygues the CAC 40 company 35.2%
The virtuous circle of the Group’s strategy
with the highest level of employee
share ownership. For half a century,
the Group has been offering innovative, 20.3%
long-term mechanisms for employee
share ownership. 17.1%
27.4%
Creating value over the long term 22.1%
and sharing it with stakeholders SCDM a
Employees
Other French shareholders (a) SCDM is a company controlled
Foreign shareholders by Martin and Olivier Bouygues.
Growing
the Group and
sharing value
Dividend policy forms part
of a long-term strategy
DIVIDEND PER SHARE 1.7 1.7 1.7 a 1.7 b
A strong (€) 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6 1.6
1.5
financial
structure 1.2
0.9
0.75
Businesses that provide Recurrent 0.5
0.36 0.36 0.36
growth over the long term free cash flow
and diversification of activities generation
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
A stable ownership structure that secures the long-term vision (a) Approved by the Annual General Meeting of 4 September 2020.
(b) To be proposed to the Annual General Meeting of 22 April 2021.
DIVIDEND YIELDa
5.4%
5.1%
The Bouygues group’s business segments These features help Bouygues generate the Group’s construction businesses 4.7% 4.5%
drive growth over the long term free cash flow over the long term. tie up a small amount of capital and 4.4%
3.9%
because they meet essential needs for The value created can then be reinvested generate a high level of cash. As a result,
housing, transportation, communication, to grow the Group and shared with gearing, corresponding to net debt over
information and entertainment. its stakeholders. shareholders’ equity, stood at 17% at
Furthermore, their diversity helps to end-2020.
Bouygues also strives to maintain
cushion the impact of the less positive
a robust financial structure in order to This entire strategy can be rolled out
business cycles. In 2020, the Group
ensure its independence and preserve over the long term thanks to the stability
proved how resilient it is during the
its model over time. For example, of Bouygues’ ownership structure.
health crisis. (a) Divided per share relative to the closing price
2015 2016 2017 2018 2019 2020 of the previous year.
20 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 21The strategy of the Group and of its business segments
RESEARCH AND EMPLOYEE-LED
DEVELOPMENT INNOVATION
GOALS > to improve GOALS > to share best practices
and develop new products and contribute to continuous
A STRATEGY OF INNOVATION improvement
FOR THE BENEFIT OF USERS
PARTNERSHIPS MINORITY INTERESTS
GOALS > to co-develop IN START-UPS
new products and services GOALS > to identify new
and to enhance existing
Six sources
Bouygues’ strategy Diverse business activities that confer • Finally, blockchain a, by making flows technologies and new business
unique strength more secure, will facilitate the creation products and services through of innovation models early on, enhance
in the field of innovation The diversity of the Group’s business of new services by simplifying transaction a broad range of partnerships existing products and services
processes. For instance, it is currently and draw inspiration from
is based on delivering segments unlocks synergies when working
being used to ensure more secure,
on cross-disciplinary themes that aim agile working methods
services that provide real to address a variety of future services. transparent and faster signing of complex
This unique structure is an advantage that contracts.
benefits to users. The aim bolsters the Group’s competitive position.
is to make the daily lives A hallmark of this structure is the cross-entity A rich ecosystem of partners
coordination of experts from each To boost its innovation potential,
of the Group’s customers, of the business segments when working Bouygues can call on its vast global
ACQUISITION OF COMPANIES INTRAPRENEURSHIP
partners and employees on themes that require this. This results ecosystem, spanning over 80 countries GOALS > to develop and expand GOALS > to develop new ground-breaking
in the faster development of new and bringing together internal the business segments’ activities activities as well as complementary
simpler. It is also to technologies such as artificial intelligence and external partners. with new technologies and innovative products and services
improve the Group’s and of complex products and services business models
such as those related to smart cities. • Two technology intelligence offices
productivity and boost (Winnovation in San Francisco
Four promising technologies and Bouygues Asia in Tokyo)
stakeholder satisfaction • Partnerships with the best universities
Bouygues has pinpointed four technologies
by creating sustainable that have an impact on its activities: worldwide such as MIT b
• Active dialogue with over 1,300 start-ups
solutions. • Artificial intelligence (AI) • Investments in promising start-ups through
can provide effective decision-support to five institutional funds run by the Group c
many of the Group’s business segments. • Participation in forward-looking,
For instance, by analysing physical data innovative initiatives such as Futura Mobility,
from a site, as well as regulations and which brings together companies
environmental factors, AI can optimise operating along the mobility value chain,
the building potential of land and facilitate and Impact AI, a think-and-action tank
interaction between the stakeholders that investigates the ethical and societal
in a property development project issues posed by artificial intelligence and
(developers, architects, consultancy sponsors innovative, difference-making
firms and local authorities). projects.
• The Internet of Things, combined with This structure is fertile ground for generating
Big Data, can harvest and analyse data fresh ideas and developing new types
on an enormous scale for the predictive of business.
identification of high-risk areas on road
networks through the analysis of vehicle
behaviour. Climate surfaces such as bitumen that absorb
the sun’s rays and heat up the air.
Positive-energy mixed-use property
developments via blockchain
To reduce this impact, Colas is developing technology a
• With virtual and augmented reality, plant-based binders drawing on the In the Sollys project, in the Lyon Confluence
it is possible to interact in real time with principles of green chemistry. These can neighbourhood, 12 buildings have been
(a) A data transmission and storage technology.
digital elements that have been added It is a decentralised system that offers high levels be used to produce aesthetically-pleasing designed to be self-sufficient in energy.
to a live view. For example, brands can of transparency and security. Users connected DECARBONISED AND CONNECTED light-coloured ground surfaces and thus The energy they produce using photovoltaic
to a network can share data without the need
insert advertising into a television show reduce the temperature in towns and cities. solar panels, a cogeneration heating plant
for a central counterparty. URBAN ENVIRONMENTS
without interrupting it. With BIM (Building (b) Massachusetts Institute of Technology and from geothermal sources is distributed
Information Modelling), 3D can be used to in Cambridge, US. The Bouygues group’s five business Green hydrogen to store in real time between users in the different
represent a whole range of data used in (c) Construction Venture at Bouygues Construction, segments are innovating to make urban renewable energies buildings. The system is backed
Colas Innovation Board (CIB), Bouygues Immobilier environments smarter, more vibrant,
the design and construction of a structure Research and Development (BIRD), One Innovation Bouygues Energies & Services has by blockchain technology.
and simulate its behaviour. at TF1 and Bouygues Telecom Initiatives. collaborative and eco-friendly, teamed up with its partner PowiDian to
in order to make life better. address one of the challenges posed by (a) A data transmission and storage technology.
It is a decentralised system that offers high levels
renewable energies – how to store them. of transparency and security. Users connected to
Plant-based binders to combat The solutions they are developing enable a network can share data without the need for
urban heat islands a central counterparty.
this energy to be stored in the form of
Temperatures in urban environments are green hydrogen produced by electrolysis. VIDEO (in French only)
often higher than in their surrounding areas When required, the energy can > Green hydrogen
or in the countryside. This phenomenon, then be supplied from a fuel cell.
Scan this QR code
called the “urban heat island” effect, Such an innovation can ensure a stream (app and internet
is partly caused by dark-coloured ground of reliable and clean energy. connection required)
22 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 23Climate The strategy of the Group and of its business segments
OUR CLIMATE STRATEGY Reducing our carbon footprint
For scopes 1, 2 and 3a a, Bouygues’ carbon footprint was 15.9 million tonnes of CO2 equivalent in 2020. Most emissions are attributable
to purchases by the Group and to the energy consumption of worksites and other installations. The construction businesses account
In response to the climate emergency, Bouygues is making a tangible for a decisive part of this result.
pledge to reduce its carbon footprint and that of its customers.
The Group and each of its business segments will manage the Climate strategy and its objectives with a specific governance structure
The Group has adopted a Climate strategy and set targets for reducing its and regular monitoring by Bouygues’ Ethics, CSR and Patronage Committee and Board of Directors (see p. 57 for more).
greenhouse gas emissions by 2030 at a pace consistent with the Paris Agreement a.
OUR CARBON FOOTPRINT
Greenhouse gas emissions Greenhouse gas emissions
by sector of activity (scopes 1, 2 and 3aa) by source
4.4% 1.4% 2.7% 2.2%
6.2%
7.2% Materials and equipment
Energy b
Construction
OLIVIER ROUSSAT 15% Transport of goods
Telecoms
Chief Executive Officer, Investments and fixed assets
Media
Bouygues group Waste
Business travel
94.2% 66.7%
Is Bouygues’ commitment to So, while reducing emissions linked
to our purchases and other upstream
the climate a recent development?
operations is vital, we also recognise that
Around 15 years ago, the Group initiated downstream sources – the customers
its decarbonisation strategy by focusing and users of our products, services
on offering low-carbon solutions to and infrastructure – are often more
its customers. For instance, we were emissions-intensive.
amongst the first to design positive-energy
buildings and undertake extensive OUR 2030 GREENHOUSE GAS EMISSIONS REDUCTION TARGETS
renovations to comply with exacting
What challenges and opportunities
sustainable construction certifications. does your Climate strategy present?
But we understand that we need to We are seeing a growing understanding
ramp up our efforts if we are to meet the of environmental issues among REFERENCE YEAR SCOPES 1 AND 2 SCOPE 3A SCOPE 3Bc
challenges of the climate emergency and our customers. And although the degree
demonstrate the strength of commitment of climate awareness still differs from
our stakeholders expect from us. country to country, we are certain that Colas 2019 -30% -30% n.a.
This is why, towards the end of 2020, the transition to a low-carbon economy
we set ourselves ambitious yet realistic will be a fertile source of business
targets for reducing our greenhouse opportunities.
gas emissions. If we are to capitalise on these opportunities, Bouygues Construction 2019 -40% -30% n.a.
we can leverage our already proven
What is distinctive techniques, but we will also need
to change the way we design, build
about Bouygues’ approach? and operate in unprecedented ways.
Bouygues Immobilier 2020 -32% -32% -32%
First and foremost, our business segments For Bouygues, the low-carbon transition
share the same determination to address is a chance to innovate more and go
the climate emergency, regardless even further in reshaping our business Bouygues Telecom 2020 -50% -30% -30%
of the nature of their operations or models. Our success will depend on our
their climate risk exposure. The diversity ability to bring all our stakeholders along
of our businesses means we are able on this journey. We also have a strong
to offer alternative low-carbon solutions attachment to environmental protection TF1 2019 -30% -30% n.a.
and raise awareness of climate change across our workforce, especially among
across all levels of society. our younger staff. So our Climate
Also, our five business segments strategy will help to instil more sense n.a.: not applicable
have pledged to act on both direct of purpose to their work and drive
and indirect sources of emissions. employee loyalty.
(a) The Paris Agreement aims to strengthen the global response to the threat of climate change by keeping the average (a) Scope 1 (direct emissions), scope 2 (indirect emissions related to energy, especially the production of electricity and of heat) and scope 3a (other indirect upstream emissions).
global temperature rise well below 2° C above pre-industrial levels and by pursuing efforts to limit the temperature (b) Energy consumption (on-site combustion); consumption of electricity, steam, heat or refrigeration; and emissions related to the energy production process.
increase to 1.5° C above pre-industrial levels. (c) Scope 3b: other downstream indirect emissions.
24 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 25Climate The strategy of the Group and of its business segments
Strategy for decarbonising
the construction businesses
COLAS COLAS’ DRIVERS
Colas has a large environmental footprint to cut its direct emissions generated by in these segments and forging partnerships • Reduce direct emissions from plant and industrial of low-carbon concrete, in-place recycling of road
due to the nature of its business activities. asphalt mixing plants, plant and vehicles; as it seeks to become a leader in multimodal activities: transition to a decarbonised fleet of machines pavement, the production and use of bio-based
Purchases of goods (raw materials, development and promotion of low-carbon transport. It is also present in the renewable and vehicles (biogas, green hydrogen, electricity); materials, and renewable energy generation projects.
construction materials, etc.) and services products, techniques and solutions; energy sector, with a particular focus switch to alternative modes of transport (rail freight,
essential for its activity (scope 3a) account and contribution to carbon neutrality and on green hydrogen. In addition, Colas is etc.); monitor the idling rate of plant and equipment; • Reduce the greenhouse gas emissions of customer-users:
for the majority (over 65%) of the greenhouse the reduction of greenhouse gas emissions continuing to develop products and services equip 50% of its fleet with on-board data collection deploy solutions for the planning and regulation
gas emissions in its carbon footprint. generated by customers and users. to help urban and rural communities systems by 2024; monitor the energy consumption of worksite flows in urban environments, and for the
By taking action in these areas, Colas mitigate and adapt to climate change, of asphalt mixing plants; decarbonisation of electricity management of mobility flows and worksite phasing;
Objectives and action plan is aiming for a 30% reduction in direct, including environmental engineering used; use innovation in processes. introduce preventive management of road networks;
indirect and induced emissions (scopes 1, and infrastructure maintenance solutions, optimise infrastructure usage; research and develop
Coordinated by a Carbon Strategy committee,
2 and 3a) by 2030. as well as alternatives to the loss • Reduce the carbon intensity of products and materials: carbon capture and storage methods.
Colas’ Carbon roadmap comprises
of greenfield sites. increase the share of low-carbon binders for roads;
24 pledges monitored by indicators that • Raise awareness and train employees.
Business opportunities increase the share of warm asphalt mixes to 50% by
either already exist or are being created.
2030; increase the production of semi-warm and cold
Actions are structured around four priorities: The coming years will bring significant
asphalt mixes; increase the share of recycled materials
integration of climate issues into strategy; growth in rail, shipping and river transport.
in asphalt mixes to 18% by 2024; step up the use
improvement of energy efficiency in order Colas is building on its established position
BOUYGUES CONSTRUCTION BOUYGUES CONSTRUCTION’S DRIVERS
Sources upstream and downstream In pursuit of these goals, the company and services. Bouygues Construction’s • Foster a low-carbon mindset in-house: provide training • Reduce the greenhouse gas emissions of infrastructure
of its value chain, such as IT installations, is working to reduce the carbon intensity integrated solutions span the entire value in climate issues to all employees (clerical, technical, users: work together with customers on achieving
freight transport and purchases of building of its operations, as well as boosting and chain, from decarbonised energy (nuclear, supervisory and managerial staff); include a section the low-carbon transition of operations; develop solutions
products and materials, account for over promoting its expertise in order to meet wind, solar and hydrogen), to energy dedicated to carbon in all vetting committees and for the production and distribution of decarbonised
90% of Bouygues Construction’s total the challenges of the energy transition. efficiency, renovation and rehabilitation, finalisation reviews for all Bouygues Construction projects. energy (nuclear, wind, solar and hydrogen),
carbon emissions. Aside from the carbon Bouygues Construction is aiming to foster and low-carbon mobility. for the energy efficiency and sustainability of buildings
footprint of its own operations, Bouygues a low-carbon mindset among all its • Reduce direct emissions: limit business travel; increase and neighbourhoods (zero-carbon neighbourhoods
Construction also has a significant influence employees and to nurture the same the share of green vehicles to 90% of the fleet by 2030; in the operation phase, positive-energy buildings,
on emissions throughout the lifecycle mentality among its customers by reduce the carbon footprint of IT by 15% by 2025; remote energy performance management solutions
of the structures that it builds (scope 3b). promoting low-carbon solutions that reduce energy consumption at sites and worksites for buildings), for renovation, and for low-carbon mobility
fit their requirements. (timber worksite cabins, connected worksite cabins, (electric vehicle charge points, low-carbon transport
Objectives and action plan remote management of energy use, decarbonised energy). infrastructure such as metro and tram systems).
As part of its drive to cut greenhouse gas Business opportunities
• Reduce the carbon footprint of purchases: develop
emissions by 2030, Bouygues Construction The low-carbon transition is an opportunity action plans for priority packages (steel, façades, etc.);
is targeting a 40% reduction in direct and to grow Bouygues Construction’s business reduce the carbon intensity of cement by 40% by 2030;
indirect emissions (scopes 1 and 2) and a 30% through low-impact, high value-added increase the share of timber construction projects.
decrease in induced emissions (scope 3a). offers in construction, civil works, energy
BOUYGUES IMMOBILIER BOUYGUES IMMOBILIER’S DRIVERS
Bouygues Immobilier calculates its carbon footprint by considering For this reason, Bouygues Immobilier is reviewing all its products • Design and roll out decarbonised products and services: • Develop responsible purchasing based on thresholds:
CO2 emissions from both direct and indirect (upstream and and services in order to factor in the carbon criterion. Other use new building methods; improve the energy efficiency addition of the Carbon criterion to the Quality-Cost-
downstream) sources. The results reveal a strong correlation measures include going further on responsible purchasing, training of buildings; deploy low-carbon products and services Delivery trio; an inventory of all FDES d documents;
between its footprint and its residential property business, staff, and rolling out new eco-design tools for its projects. for commercial and residential properties and urban sourcing of decarbonised materials and equipment;
which accounts for around 90% of its total emissions. environments; roll out the “Carbon guarantee” service; greening of fixtures catalogues; framework contracts
Business opportunities develop new renovation and rehabilitation solutions. for life-cycle analysis services
Objectives and action plan The low-carbon transition presents a wealth of opportunities for
• Improve intensity and quality of use: develop shared • Measure and develop tools: creation of “low-carbon
Bouygues Immobilier is aiming for a 32% reduction across its direct, Bouygues Immobilier, from developing new building methods such
living spaces, reversible buildings and passive comfort technical factsheets” and a “Carbon calculator” for
indirect and induced emissions (scopes 1, 2, 3a and 3b). In pursuit as timber and low-carbon concrete, to capitalising on the trend
systems; safeguard biodiversity; construct buildings buildings and entire neighbourhoods, which will optimise
of this goal, which is consistent with the recommendations of for more energy-efficient buildings. The company offers a range of
with integrated mobility solutions. the technical performance/carbon performance/cost
France’s National Low-Carbon Strategy and with the requirements ground-breaking, low-carbon products and services for improving
trio; Carbon reporting for operations
of the Paris Agreement, it will leverage the latest construction quality of life in dense urban environments, adapting buildings • Strengthen the teams: low-carbon training
methods and align its operations with France’s new environmental to new practices like coworking b and coliving c, and enhancing for all employees, creation of a carbon taskforce
regulations (RE2020) a. Yet the company cannot achieve occupant comfort, as well as renovation and rehabilitation to prepare them for the RE2020 a regulation
its targets through these external drivers alone. solutions for commercial and residential properties.
(d) A French standardised document that shows the results of a product’s life
(a) New environmental regulations that apply to all new housing built in France (b) Third places available to self-employed people who do not necessarily work (c) Dwellings with private areas and areas shared with other residents, cycle analysis as well as health information. It is used to calculate
from 1 January 2021. in the same field, designed to encourage exchange and well-being at work while combined with services such as internet and laundry. the environmental and health performance of an eco-designed building.
reducing commuting.
26 • BOUYGUES • 2020 INTEGRATED REPORT BOUYGUES • 2020 INTEGRATED REPORT • 27You can also read
