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2008
HABITAT 62/59 PICARDIE
Corporate Social Responsibility Report
owered by EURHO-GR
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HABITAT 62/59 PICARDIE Corporate Social Responsibility Report 3
EDITORIAL
We are delighted to offer you our second
report on Social and Environmental
Responsibility. In our previous publication
we provided a statement of our practices and
set out the strategic direction. Today,
our activities are concrete and measurable and the efforts are noticeable. Echoing the
enthusiasm with which you greeted our first report, we are certain of the relevance of
the choices made by us and our stakeholders. Recent events and the international
context of the financial crisis have rendered greater importance to responsible
behaviour for all companies.
We hope that the following pages will demonstrate to you our commitment to limiting
our ecological footprint, diversifying our products and services, ensuring a good economic
and social performance and, especially, our capacity for innovation. SER represents a
new skill and restores Meaning to companies.
Following a first year of experimentation, our challenge is to move on from general
interest to demonstrating SER through internal and external practices which exceed
regulatory requirements. Two lines of thought underlie the SER project: responding
to general changes in our environment and structuring methods of internal organisation
to ensure that activities are led in a sustainable manner.
As proof of the success of our transition to the SER process, HABITAT 62/59 PICARDIEwon the 2008 Quality and Performance Prize (Prix Qualit et Performance 2008).
This distinction rewards the company for its remarkable performances in terms of
sustainable development. Open to all public and private sectors of activity, this
competition is based on a method of evaluation which bases its appraisal of candidates
on the degree of satisfaction of all its stakeholders. Thus economic and extra-economic
performance are appraised according to the way in which they advance practice.
We are proud to share with our partners this regional award which places us
on the road to excellence.
Happy reading.
SOCIAL ANDENVIRONMENTALRESPONSIBILITY,A VEHICLE FOR PROGRESS
Christian ParentPresident of Supervisory Board
of Habitat 62/59 Picardie
Dominique AertsPresident of Executive Board
of Habitat 62/59 Picardie
Sustaina-
bility
Respect
Accoun-tability
SocialMission
Performance
general
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The DELPHIS organisation brings together 17 low-income
housing companies which manage over 140,000 unitsof low-income housing in 15 regions of France. DELPHIS,
a centre of research and development, is dedicated to
professional excellence in low-income housing.
To meet the growing expectations related to their public
purpose, corporate DELPHIS members wished to embrace
the question of their social responsibility.
To begin with, they identified precisely their impact upon
the social fabric, the environment and the local economy,
closely linking their stakeholders with their thinking:
territorial authorities, shareholders, financiers, building companies,
local organisations, tenant associations and staff, etc.
Together, all these partners developed a system of reference
of indicators, EURHO-GR*, which provides a means ofmeasuring social, environmental and economic performance
of low-income housing companies. This project was then
extended to the European EURHONET network (see below).
Companies forming part of the process are committed not
only to improving their performance in clearly identified axes
for progress, but also to communicating their results
transparently to their stakeholders through the publication of
their SER report.
*EURopean HOusing Global Reporting
SER IN LOW-INCOME HOUSING
A EUROPEANCOLLABORATION
THE FIRST EUROPEANSER APPROACH INTHE LOW-INCOMEHOUSING SECTOR
DELPHIS SER APPROACH
FranceEmmas HabitatFSMHabitat 62/59 PicardieLe Foyer RmoisLe Toit AngevinLogiPaysDELPHIS
ItalieALER BresciaALER MilanoATC TorinoIPES Bolzano
ITEA Trento
AllemagneBauverein AGDOGEWO 21GBG MannheimGWG Mnchen
SudeFamilijebostderGavlegrdarnaMimerHyrebostderStngstaden
VatterHemrebroBostder
Royaume-UniCanterbury City Council
EURHONET, the European Housing Network, is a network of
over 20 housing companies in France, Sweden, Germany, Italy
and the United Kingdom. They share a common interest: low-
income or public housing. Subject to different legislation, these
companies all respond to one common objective: they strive for
a more balanced society where the impact of their activities
upon their environment is controlled through responsible action.
Corporate members of EURHONET are committed
to creating a common model to account for
their activities in accordance with the criteria of
Corporate Social Responsibility, CSR.
This concept may be interpreted in different ways.
For DELPHIS and EURHONET, it is a question of
voluntary integration of the social, economic andenvironmental dimensions in corporate activities,
through cooperation with stakeholders.
Through this process, we intend to discharge fully
and sustainably our general responsibility while at
the same time developing an ethical attitude
towards collaborators.
SUBHEADING: EURHO-GR,SER SYSTEM OF REFERENCEFOR LOW-INCOME HOUSINGThe EURHO-GR system of reference presents
a common basis for the comparison of practices
and performance, while translating and respecting
the diversity of local and national contexts.
Adaptation work carried out by the different
partners of EURHONET resulted in
the identification of 70% of common indicators
in the system of reference for the four user
countries (30% are specific to national contexts).
The set of indicators provides the answer to
a fundamental question: what is meant by
responsibility towards society of low-income
housing companies today?
The system of reference is organised around the
five main challenges facing our sector of activity:
to promote the social balance of areas;
to preserve the environment; to discharge economic responsibility;
to lead and improve governance;
to develop human resources.
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SOCIAL AND ENVIRONMENTALRESPONSIBILITY INLOW-INCOME HOUSINGResponsible commitment by a low-cost housing company covers all of its activities.
Whether constructing or managing, the social and environmental impacts areparticularly important. For each activity, find out the key actions implemented.
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Who are we?The aim of HABITAT 62/59 PICARDIE, created at the end of 1965,
is to provide:
the construction, acquisition and restoration of buildings forlow-income housing
the development of land, in particular the creation of housing estates
the supervision of building works
the rental, property and social management of buildings forlow-income housing
management on behalf of third parties
the sale of housing
Its geographical coverage extends across the departments ofPas-de-Calais, Nord and Somme. HABITAT 62/59 PICARDIE today
manages property holdings comprising over 18,000 units of
housing (and similar premises) divided equally into blocks of flats
and individual dwellings and has created around 2,000 units ofhousing for purchase. In 2008, the turnover was 91,758,000 Euros
across all sectors of activity. The total workforce comprised
251 people on 31 December 2008.
DESCRIPTION OF THE COMPANY
NETWORK OF DECENTRALISED AGENCIESWORKING ON BEHALF OF CLIENTS
Nord-Pas de Calaiset Picardie
Description of supplyNumber of tenants 38 850Number of units of housing managed 19 877Distribution individual / blocks of flats 46% blocks of flats
54% individualDescription of rentals
Flats, individual and intermediary housing units
Low-cost residential flats Specific establishments (young workers, old people,
disabled people, students, etc.)
Annexes and extras to housing Commercial premises
Average age of property 17 years
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Increase in rentals
Distribution of productionby categories of residences Affordability ratio
of new households
2006 2007
1,19%
3,13%
2008
1,38%
Property
22,89%23,71% 23,86%
2006
2007
2008
2006 2007
85,33%
5,33%9,33%
86,06%
8,07%5,87%
2008
87,15%
9,35%3,50%
Very low income housing (PLAI)
Low income housing (PLUS, PLUS CD)
Intermediary (PLS, PLI)
1TAKING SOCIALRESPONSIBILITY
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Response tothe demandfor housingCHALLENGES
In the Nord-Pas-de-Calais and Picardie regions, the needs foraccommodation are particularly great. There are quantitative
expectations to be met but also expectations in terms of the
quality/price ratio, and of comfort and ecology. In this context
of a scarcity of homes, and despite a remarkable effort at
construction, the sector remains tense: demand exceeds
supply. The added value of HABITAT 62/59 PICARDIE is to
analyse needs with each territorial authority. Each
investment programme is personalised following a financial,
technical and legal study.
OUR STRATEGYThe eco-district, a solution for the future
An eco-district is an urban area designed to respect the
environment and to deal with economic dimensions and
social aspects of the lives of the inhabitants.
Any eco-district project is
developed in collaboration
with the stakeholders inconstruction, with the aim
of creating innovative
partnerships.
49 blocks of flats in Bthune,
BBC Effinergie and Passivhaus labels
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Accessibility tohousing to disabled
and old peopleOUR STRATEGY20% of the French population is over 60 years of age and
this figure will rise to 30% in 2050. In this context, the
qualitative standards of housing will change to take into
account adaptations for disabilities and old age. As
sign ato ri es t o a cha rt er o f a ccessibi lit y to ou r
accommodation, we respond to the expectations of our
clients and undertake tailor-made works in private areas and
on the outside of the accommodation (layout of the
bathroom, stair lift, mechanised shutters, safety ramp, etc.).
OUR PERFORMANCEOn 31 December 2008, 232 units of accommodation had
been adapted. Each request logged is analysed within a
specific timeframe with the aim of carrying out the works
within six months from the receipt of the request by the
client. The application is accepted with evidence.
A significant increase in requests should be highlighted: over
40% of adaptation works since this scheme was put into
place were undertaken in 2008.
Friville Escarbotin is a town of 4653 inhabitants located in the Somme department. Its industrial wasteland represents
a significant area on the town scale and offers plenty of opportunities in their rehabilitation.
In the development of the town, it seems clear to promote diversity in term of habitat. The shortage of rent controlled housing isobviously felt but they should not be developed to the detriment of individual building or private rentals. Our objective is to reach 15%
of social housing by 10 years. This action is intended to limit the inflation of land costs that should mechanically help to limit rent
increase and to meet a growing demand for building land.
In partnership with Habitat 50/62 Picardie, we have a project to build rental apartment building located in the heart of the city. Thisprogram should be ready within one year and naturally fits into a desire for integration with the existing building. A second project isstill under consideration. Here also we opt for diversity since it would be expected in this program to find portion of vacant lands, to
facilitate home ownership, and to build rental apartment building.
TESTIMONIALDavid LEFEVRE,Mayor of Friville Escarbotin
TAKING SOCIALRESPONSIBILITY1.
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Promotion of
the social balanceof regionsOUR STRATEGYImpoverishment of tenants and the increase in the
proportion of family budgets spent on rent plus charges
(32%) led to the idea of sustainable housing. There is an
urgent need to standardise low-cost housing controlling
expenditure on charges, environmentally friendly housing
preserving the environment through limited impact and
attractive housing due to its social management.
With a wish to respond to different housing needs, the
accommodation offered by the HABITAT 62/59 PICARDIE
group has been diversified through the subsidiaries HLI(specific accommodation) and COPRONORD (protected low-
cost housing purchase). Products are tailored to all stages of
life. A balance between housing in blocks of flats and
individual accommodation is also maintained as
opportunities are sought.
OUR PERFORMANCEA significant result in the growth of the rental holding with
430 new rentals in 2008.
A sustainable development housing design at OYE-PLAGE (62)
Peace of mind of tenantsPeace of mind of tenants, a major element of the quality policy of HABITAT 62/59 PICARDIE, isensured through a network of caretakers and building staff who identify any incivility and remedy
immediately any failure to adhere to internal regulations. Additionally, a 24-hour stand-by service
means local staff can be contacted in the case of a serious incident through a permanently manned
post. The telephone call out number is also given to organisations involved in emergency situations.
The effectiveness of this system is regularly checked and evaluated. The aim of these monitoring
activities is to ensure quality of the living environment.
88% of clients asked declared that they feel safe in their immediate environment and 87% are
satisfied with their neighbourhood relations.
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UrbanrenewalThe aim of urban renewal is to transform dwellings within a
district to deal with social, urbanistic and architectural
problems and to make a significant improvement to the
quality of housing available. To this end, HABITAT 62/59
PICARDIE became involved in an exemplary operation in the
Courghain district in Grande Synthe. On this site, the design
of dwellings made rehabilitation economically unrealistic and
the district was disqualified irreversibly. In partnership with
the town of Grande Synthe, financial efforts were made in
order to make this living area attractive once again.
This is also an example of exemplary demolition through theselective collection and reuse of 12,000 tonnes of wood,
plaster, plastic and asbestos. The social dimension was
favoured by the inclusion of the poorest members of the
population: 945 work hours were occupied in application of
the charter signed by the partners.
Eventually, the Courghain district will comprise 266 energy
efficient dwellings in place of the 255 destroyed.
Grande Synthe is inthe middle of great changes.The Courghain, an ancient
district, is the subject of a large urbanrenovation project.What choices have been made?We chose to carry out large-scaledemolition of 250 dwellings and fittingswhich were not only dilapidated but whichwere ill-suited to the needs of people today.For the reconstruction, we gave preferenceto mainly low-income housing for rental
and purchase, of various types:residential flats, urban villas, townhouses,some single family houses
All the dwellings and equipmentwere constructed with respect for theenvironment in mind. The materials usedare high quality and provide maximuminsulation.For specific examples, many dwellingsare fitted with solar panels and plantedterraces.
INTERVIEW
New program with Grande-Synthe
Indicator for rent and chargesQuantitative indicatoron social cohesion
2,60% 2,50% 1,80%
2006 2007 2008
Damien CARME,Mayor of Grande Synthe
Payroll of local staff working for
% of total payroll
social cohesionChanges inthe amount
of rents(Effectif en moyenne
sur lanne)9,87%
10,16%
9,85%
2006 2007 2008
Ratio recoverableservice
charges/rents
2006 2007 2008
317k 294k 271k
0,04 0,03 0,03
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Our policy ofcharge and rent
OUR STRATEGYSetting the rents is covered by a legal framework providing
for a maximum applicable to each rental programme. In
terms of regulations, changes in rent are examined by the
Supervisory Board following a general approach: they are the
result of, firstly, the investments needed to extend the supply
and, secondly, the maintenance requirements of existing
property.
With 84% of new tenants with income below 60% of the
ceiling, the policy we follow is a balance between social and
economic factors. Our policy involves rents calculated on
average and then on an individual basis, with certain groups
being at the maximum of the rent practicable and others
voluntarily placed at a level of rent tailored to the socialsituations encountered.
Rents applied through the new programmes are also
monitored: while in the majority of cases the maximum rent
is applied from first occupancy to maintain the financial
balance approved when the programme was set up, the
ceiling for rents for low-income housing is 20% more than
the rent for council flats.
Regarding rental charges, adjustments are made to
instalments invoiced to ensure accurate billing. Significant
improvement works to accommodation are carried out with
the aim of reducing energy costs.
OUR PERFORMANCEThe difference between instalments and amounts invoiced is
5.6% on average for miscellaneous costs and 6.2% for
heating.
A real social dimension is debt recovery.
Quality indicator on social cohesion
TAKING SOCIALRESPONSIBILITY1.
Inclusion / Integration through housing
Integration through jobs / training
Development of social links
179 rental allocations through a solidarity fund for housing giving
access to accommodation
A systematic advance of the government housing grant before accessto benefits commences
Employment integration programme for six young people atLes Tennis residential flats in Wimereux in partnership with
Communaut dAgglomrations du Boulonnais and
the Fort de la Crche organisation
Celebrating blocks of flats events promoting friendship between
neighbours through local activities by caretakers
Training afternoon in kite flying for tenants childrenDecorated balcony/drawings/artistic creations competitions
Objectives
Our prioritiesIn application of the Molle law andwith a view to forming a contract for apublic purpose agreement, our StrategicProperty Plan is to incorporate a newclassification of housing. This changewill lead to individual performancemeasures for each building.
Our commitmentsIn accordance with our 2008
commitments, we give preference tothe social treatment of debts throughthe Social Commission whose aimis mediation before any legal stepsare taken.
Moreover, the results in terms ofregularisation of rental charges areevidence of optimum treatment.
Our 2009 objectives
To consolidate our social approachto recovery
To reduce rental charges in terms ofenergy through targeted works(insulation, heating, etc.)
To maintain a policy of rentscompatible with tenants resources
2006 2007 2008
YES YES YES
2006 2007 2008
YES YES YES
2006 2007 2008
NO NO YES
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2ENVIRONMENTALRESPONSIBILITY
Indicators for environmental impact
Our environmentalpolicyCHALLENGESThe housing sector represents a priority target in the fight to
preserve the environment. The environmental impacts of the
construction and maintenance of buildings are particularly
important. HABITAT 62/59 PICARDIE is a precursor in thisfield with its structured approach to these activities and
performance measures communicated completely
transparently
OUR STRATEGYOur actions to preserve the environment are structured
around seven themes:
To preserve natural resources, particularly through
appropriate choices of building materials and fittings.
To reduce and recover waste produced throughout the life
of buildings
To reduce energy consumption
To prevent pollution and disturbance
To improve continuously our environmental performances
To adhere strictly to environmental laws
To transmit an environmental culture to our customers and
our suppliers
OUR PERFORMANCEEach year, our environmental performance is
audited and s tated through ISO14001
certification. No non-conformities or comments
were identified by the certifying body AFAQ
during the last site check.
Proportion of new and renovated dwellings meetingan environmental standard over andabove regulatory requirements
2006 2007 2008
100,00%100,00%100,00%
Proportion of dwellings constructed or renovatedwith the application of environmentalmanagement of the works
2006 2007 2008
100,00%100,00%100,00%
CO2 produced by company vehicles
2006 2007 2008
130124114
1037744Total km travelled 1130370 1186000
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Loos en Gohelle have its origin in
a mining country with
consequences of unsustainable development: water and
soil pollution, creating health problems for population, in
addition to social and economics issues.
We had to prove in response that we are able to develop a
more harmonious model, in logic of respect for man and
development.
Housing is a good example of quality of life, the budgetconsequence in comparison with a classical way of habitat
is 35% less of energy expenses
HQE housing meets social development by energy savings.
It is also a new business for the country.
35% energy saving means less consumption of fossil
energy and less carbon rejection.
Im pleased to have found the answer of a social lessor ofHabitat 59/62 Picardie for its commitment to sustainabledevelopment.
ENVIRONMENTALRESPONSIBILITY2.
TESTIMONIALJean-Franois CARON,Mayor of Loos en Gohelle
GOOD PRACTICE
Purchase of Equilibre+ certificatesto support the production ofenvironmentally-friendly electricity.By purchasing Equilibre+ certificates,HABITAT 62/59 PICARDIE works forsustainable development in two ways:for one unit purchased, EDF pays1.7 Euros back to the CISEL project,allowing for the development ofphotovoltaic technology and injects intothe network 1 MWh of electricityproduced from renewable sources.
Annual contribution from HABITAT62/59 PICARDIE is around 3,000 Euros.Equilibre+ certificates are the subjectof certification by an independent bodyauditing and attesting to adherenceto the contractual clauses betweenHABITAT 62/59 PICARDIE and EDF.
Fight againstclimate change
OUR STRATEGYOur commitment to energy efficiency is translated into an
annual programme of activities for tenants and employees.
In addition to works on buildings such as replacement of
boilers, improved insulation, installation of time switches incommunal areas, and low energy bulbs, HABITAT 62/59
PICARDIE aims to change behaviours by providing
information on money-saving activities.
OUR PERFORMANCEOver one million Euros were invested in 2008 to improve the
energy performance of existing property. An exemplary
operation to rehabilitate 73 dwellings in Cit Jardin in Seclin
with the production of renewable energy (installation of solar
panels) must be highlighted. All new dwellings receive
QUALITEL certification attesting to technical performance
with regard to acoustic comfort, warmth and energyperformance, in addition to regulations. Some operations are
also labelled Habitat and Environment guaranteeing the
preservation of the environment from design to launch into
use of the dwelling.
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Proportion of accommodationbuilt using methods exceeding
current regulations
2006 2007 2008
Sound insulation 100 % 98 % 98 %
Heat insulation 100 % 98 % 98 %
Ventilation 100 % 100 % 100 %
ENVIRONMENTALRESPONSIBILITY2.
Objectives
Our priorities To incorporate an environmentaldimension into our decision-making
To reduce our ecological footprint andthat of our clients and our suppliers
To renew our ISO 14001 certificatepromoting our environmental commitment
To implement the concept ofsustainable housing
Our commitmentsTo respect our 2009 environmentalmanagement programme which setstargets to be achieved for each element ofthe environmental policy, in particular:
by continuing our efforts to recover andreduce waste
by committing to energy efficiency inour functional sites
by making responsible investmentsin the existing property portfolio(replacement of boilers, joinery andinsulation)
by using our eco-products system ofreference for all our purchases
by conserving water resources(quantity consumed)
by making innovations in new buildsto guarantee housing of a higher qualitythan provided for by regulations
Improvement in livingenvironment andcomfort of tenantsOUR STRATEGYImprovements in dwellings and services is the driver behind
the general strategy of HABITAT 62/59 PICARDIE. Through
regular satisfaction surveys, we evaluate the quality of
housing and related services. Constantly listening to local
needs fuels perennial schedules of works. At the same time,
a list of specifications for new building work incorporates the
needs and expectations of clients in terms of lifestyle and
comfort.
ISO 9001 certification is a guarantee of
confidence for our clients.
OUR PERFORMANCE83,5% of tenants state that they are satisfied by theirliving environment. This result is borne out by improvements
designed to give better control over charges invoiced. Actions
representing responsible investments by HABITAT 62/59
PICARDIE include:
The installation of water-saving equipment (potential
saving of 30%) for all new builds and for replacement of
toilets
Checking for water leaks when a new client arrives
Individual water metering
Improvement of green spaces
Adaptation of buildings for old age and disability
Indicators for comfor / living environment
1,19 Euros: the average
amount spent per
dwelling in 2008 to
improve green spaces
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Employees 9078 k
Banks 24022 k
Shareholders 16 k
Suppliers and service providers 98326 k
Tax authorities 26 k
Social participants 575 k
Responsiblemanagement ofproperty
OUR STRATEGYThe property belonging to HABITAT 62/59 PICARDIE has anaverage age of 17 years. The aim of the maintenance policy
is to ensure the long life of buildings, the safety of assets and
of people and to maintain a quality supply. The strategic
property plan allows for the analysis of the property from
three angles: the condition of dwellings, commercial appeal
and financial profitability. It guides all decisions relating to
the sale of rental accommodation, the demolition of housing,
the change of use or works to be carried out. Investment and
operational budgets are defined according to the findings of
the strategic property plan and the views of clients. In terms
of use of financial resources, purchases are governed in
accordance with three principles: freedom of access to orders
through the largest competition possible, transparency of
purchasing procedures and equality of treatment of
suppliers.
OUR PERFORMANCE42 rental properties were sold during 2008.
0.50 Euros spent on average per dwelling for maintenance
and improvement.
Subscription to maintenance contracts and technical
diagnosis ensure the safety of assets and of people
particularly in terms of fire, lifts and gas installations.
Proportion of olderproperties renovatedeach year
Annualinvestment inoverall growthof property
Indicators for responsiblemanagement of property
Revenue distributedto stakeholders
3ECONOMIC
SUSTAINABILITY
2006 2007 2008 2006 2007 2008
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ECONOMICSUSTAINABILITY3.
Evaluation of environmentalperformance of suppliers
maintenance are obliged to provide us with detailsof processing of waste arising from their workon existing properties. Through this mechanism,we can be assured that our waste products areeliminated via approved methods givingpreference to recovery.
Waste from functional sites (waste from electronicand electrical equipment, hazardous waste)are recovered strictly within regulations.
Objectives
Our priorities To monitor the safety of buildingsbeyond regulatory requirements
To promote an improvement inthe performance of our suppliers
Our commitments To ensure that requests for technicalassistance are processed withintwo working days
To maintain an average period of30 days for payment to our suppliers
To formalise environmental objectiveswith our suppliers through contracts
Our environmental requirements are set out incontracts with all our suppliers according tothe amount of operational control needed to limitenvironmental impacts. Our environmental policyis linked to all contracts and explained duringthe meeting to raise awareness among suppliers.
A specific mission of on-site checks is entrusted tothe H&S coordinator for new builds and forrenovations. Suppliers operating in day-to-day
THE RENOVATION OFCIT JARDIN IN SECLIN
In partnership with the city of Seclin,the Urban Community of Lille, PACT in Lilleand EDF, we are renovating 73 individualdwellings to a high environmental qualitystandard and using renewable energy.Condensation boilers and solar powered hotwater have been installed. We are also goingto fit 475 m2 of solar panels which willproduce 57,000 kWh electricity/year and save
the equivalent of 20 tonnes CO2 per year.Service charges will reduce by at least 30%.This is a first in France in occupiedlow-income housing.'
INTERVIEW
Patrice COQUISART,Director of Managementand Property
Day-to-day maintenance providers(minor repairs)
A T card to evaluate performance sent toclient for each order Seven elements to measure quality- adherence to date of meeting- adherence for timeframe for action- quality of work carried out
- total work carried out- cleanness of premises after works- removal of old materials
recommendation
SUPPLIER OBJECTIVE :Minimum 85% satisfied clients
20,980 T cards sent / 4,362 T cardsreturned
Average recommendation rate : 92% Five suppliers have to respect quality
improvement plan
Service providers(heating, plumbing and ventilation)
Complaints by clients Analysis of reasons for complaints- Quality- failure to adhere to meeting time- failure to answer phone- on order piece
SUPPLIER OBJECTIVE :complaint rate below 10%
802 complaints recorded Complaint rate between 2.48
and 18.6% Two suppliers have to respect
quality improvement plan
Contractors
Design phase out of 16 pointsThree evaluation criteria :- adherence to timeframe- conformity with quality requirements- conformity with environmental
targetsExecution phase out of 22 pointsThree evaluation criteria :- monitoring works- management of reserves- administrative completion
OBJECTIVE 19 points minimum
21 sites evaluated Nine suppliers being monitored Meeting to raise awareness among
all contractors
Rsultats 2008
Mechanisms to evaluate supplier performance
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Effectivenessand transparency
of the functioningof decision-makingbodies
OUR STRATEGYHABITAT 62/59 PICARDIE considers that responsible
corporate governance ensures the durability of results. To
reach this goal, the members of the Executive Board define
clearly and put into place the responsibilities within HABITAT
62/59 PICARDIE. They develop the strategic roadmap
expressed in sector policies (quality, environment and
human resources) and related objectives. The effectiveness
of activities resides in a system of management through ISO9001 certified processes. The Supervisory Board carries out
quarterly examinations as part of its monitoring role.
OUR PERFORMANCE2008 internal control report containing checks intended to
guarantee reasonable assurance of risk control
System of internal audits by auditors receiving regular
training
Two Board reviews in 2008 allowing the evaluation of results
according to the objectives set, an appraisal to be made of
the effectiveness of activities and action for continuous
improvement to be prioritised.Steering of processes promoting transversal management
activities.
WORKING WITHOTHER INTERESTEDPARTIES4.
Objectives
Our priorities
To steer the necessary plans forchanges to improve our performance
To evaluate regularly our strategicroadmap, adjusting if necessary
Our commitments To guarantee ethics in the functioningof decision-making processes
To set up documents definingthe roles and responsibilitiesof administrators
Supervisory
Board(18 members maximum)
Tenants
Executive Board(5 members maximum)
Commission
for bids
Commission
for allocation
of housing
Management
committee
name name
elects
three
representatives
Strategic decisions
Purchasing decisions
Operational decisions
Decision to allocate
rental housing
name
Shareholders
Split into four categories- reference shareholder
(majority of voting rights)- political environment- tenant representative- other shareholders
Communities 3 members
name
Council
of Rental Dialogue
Social
Commission
Actions collectives
de cohsion sociale
Prevention of the unpaid ones
Diagram of methodof governance
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Continuousimprovement inworking conditionsOUR STRATEGYHABITAT 62/59 PICARDIE ensures the wellbeing of staff
through its attention to good working conditions. The main
actions include training to improve ergonomics and prevent
any accidents at work, a smoking cessation programme, the
use of maintenance products which are not harmful to the
health of staff, the provision of a fitness suite, a sauna and
an area for relaxation. The headquarters, constructed to High
Environmental Quality standards, represents a healthy
5GOOD WORKING
ENVIRONMENT
Developmentof our teamsOUR STRATEGY
HABITAT 62/59 PICARDIE leads an ambitious voluntarypolicy of training and development of the skills of all workers
giving each the possibility of following a quality, motivating
career path. It is the desire of HABITAT 62/59 PICARDIE that
skills be used, that changes in jobs be anticipated and that
staff be developed professionally on a continuous basis.
Training needs are evaluated and career plans identified
during an annual discussion between the colleague and the
manager. Staff improvement is achieved through an
evaluation of their potential, coaching, validation of skills
gained through experience, etc. In agreement with the
corporate culture, staff assume responsibility for themselves
through the transmission of the necessary information and
skills.
OUR PERFORMANCESince 2004, the training budget has increased. In 2008, it
represented 126,000 Euros including 28,000 Euros
earmarked for the creation of the Individual Right to Training.
171 employees benefited from professional training
corresponding to the development of individual tailored
skills. One employee created a file for Validation of
Experience Gained.
Availability of electric bicycles for the personnel
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working environment. An environmentally friendly culture is
transmitted to staff through regular actions to raise
awareness and effects changes in practices in certain posts:
buyers, managers, caretakers, sales representatives, human
resource managers, etc.
OUR PERFORMANCEHierarchical organisation of risks to health and safety in
posts
Choice of maintenance products including criteria of risk
Training programme on movement and posture and cleaning
methods
Promotion of
equity and diversityin jobsOUR STRATEGYHABITAT 62/59 PICARDIE promotes the development of
long-term employment and gives great preference to
permanent contracts. Recruitment and internal promotion
are the subject of joint decisions between the Human
Resources department and the operational department
concerned. In addition to equity in recruitment, priority is
given systematically to internal promotion. The policy of
centralised management of human resources allows for the
systematic replacement of agency staff and building
caretakers for any absence lasting more than one week. Anintegration programme for replacement staff provides rapid
familiarisation with the company and optimal adaptation to
the post.
OUR PERFORMANCEIndividual interviews mean that results achieved by the
employee compared with the objectives set may be
evaluated. Managers get each employee to reflect on
GOODWOORKINGENVIRONNEMENT5.
Objectives
Our priorities To encourage and support staff intaking responsibility for themselvesand becoming involved
To maintain permanent dialoguepropitious to sharing good practice
Our commitments To create a social barometer in 2009
To pursue a school-companypartnership
To ensure the development, assistanceand training of staff
To recognise the merits of individualsand teams with regard to efforts madeand results obtained
improvements which could be made to contribute to
increased operational effectiveness. Consultation and
sharing in decision-making processes is not restricted to day-
to-day activities and also takes place when large changes are
made within the company. Thus each employee is aparticipant in continuous improvement as team spirit: since
2001, 245 employees have participated in discussion
forums.
TMOIGNAGEFranois VERHEYDE,Director ITII-ISIV ENSIAMEUniversity of Valenciennes
Mr Aerts Dominique, President of the Executive Board of HABITAT 62/59 PICARDIE, was chosen as patron of the 2008
Masters in Quality, Safety and Environment at the University of Valenciennes
What links should there be between the university and the company ?
The university needs the company and vice versa. Training students taking into account the needs of companies is
a priority for the university. It is, therefore, important that in our board of directors the representatives from theprofessional world be proactive and that there be real, constructive dialogue always in the interest of the student and
his future in the professional world. Frameworks agreements that we have with some companies commit us mutually to
working together on a number of jointly defined objectives.
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SOC PROMOTING SOCIAL EQUILIBRIUM OF REGIONS 2006 2007 2008
SOC 1 RESPONSE TAILORED TO DEMAND FOR HOUSING WITHIN THE REGION
SOC 1.1
Average surface area by housing type
TI
TIITIII
TIV
TV
TVI et plus
2005 property 2006 Production 2007 Production 2008 Production
29,70 m2 29,24 m2 36,13 m2 nant
54,76 m
2
42,94 m
2
59,23 m
2
53,85 m
2
71,29 m2 78,76 m2 72,94 m2 72,49 m2
86,76 m2 87,36 m2 87,46 m2 88,60 m2
101,00 m2 102,32 m2 101,79 m2 103,30 m2
none none 218,00 m2 none
SOC 1.2
Very low income housing (PLAI)
Low income housing (PLUS, PLUS CD)
Intermediary (PLS, PLI)
9,33 % 5,87 % 3,50 %
85,33 % 86,06 % 87,15 %
5,33 % 8,07 % 9,35 %
SOC 1.3
Increase in rental supply Property
including Housing for rental
Homes
1,19 % 3,13 % 1,38 %
1,42 % 1,19 % 1,67 %
0,12 % 14,39 % 0,10 %
SOC 1.4Sale of low rental housing from property portfolio
Purchase of new low-cost housing from productionn
0,29 % 0,31 % 0,27 %
6,23 % 3,38 % 2,56 %
SOC 2 RENTALS AND SERVICE CHARGES
SOC 2.1
Distribution of levels of rent of our properties
Very low income housing (PLAI, PLA-TS...)
Low income housing (PLUS, PLA...)
Intermediary (PLS, PLI...)
Aver age price Avera ge price Aver age price
3,65 / m2 3,77 / m2 3,86 / m2
4,64 / m2 4,74 / m2 4,81 / m2
5,70 / m2 5,76 / m2 6,00 / m2
SOC 2.2 Changes in the amount of recoverable service charges by dwelling +2,91 % +5,98 % +2,11 %
SOC 2.3 Changes in the amount of rents* +2,60 % +2,50 % +1,80 %
SOC 2.4 Ratio recoverable service charges / rents 9,87 % 10,16 % 9,85 %
SOC 2.5 Affordability by new households 22,89 % 23,71 % 23,86 %
Promoting Equilibrium of regions
- Information temporarily uncollected or non-consolidated
* Information not available#Company does not wish to provide this information
Reminder of the organisations key figures
TABLE SUMMARISING THE EURHO-GR FR SYSTEM OF REFERENCE
Number of units of housing managed
Geographical distribution of property
Number of employees
Turnover
19,877
77 % Pas-de-Calais
21 % Nord
1% Somme
251
91,758,000 Euros
Distribution of production
by housing group
Purchase of low
cost housing
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SOC 2006 2007 2008
SOC 3 SOCIAL DIVERSITY
SOC 3.1 Rate of internal changes in allocations during year 14 % 13 % 11 %
SOC 3.2a
Socioeconomic profile of new tenants
AGE of households Below 25 years of age
25 to 39
40 to 59
60 to 74
Over 75
RESOURCES of households 100% of threshold
COMPOSITION of households Single person
Single-parent family
Childless couple
Couple with child(ren)
Other (cohabitation, co-tenancy, etc.)
NATIONALITY of households French
Foreign
29 % 28 % 25 %
43 % 45 % 44 %
19 % 20 % 22 %
6 % 6 % 7 %
3 % 1 % 2 %
56 % 53 % 71 %
31 % 33 % 26 %
13 % 14 % 3 %
29 % 25 % 29 %
22 % 22 % 25 %
13 % 17 % 15 %
36 % 35 % 30 %
0 % 1 % 1 %
98 % 99 % 100 %
2 % 1 % 0 %
SOC 3.3 Proportion of tenants receiving housing benefit 57 % 57 % 57 %
SOC 4 ACTIVITIES FOR SOCIAL COHESION
SOC 4.1
Social cohesion programmes Inclusion/integration through housing
Integration through jobs/training
Development of social links between tenants and local residents
YES YES YES
NO NO YES
YES YES YES
SOC 4.2Payroll of local staff working for social cohesion
% of total payroll
317 k 294 k 271 k
0,04 % 0,03 % 0,03 %
SOC 5 SOCIAL ASSISTANCE
SOC 5.1 Expenses devoted to social assistance (per unit of housing) - 18 15
SOC 6 ACCESS FOR DISABLED AND OLD PEOPLE
SOC 6.1Proportion of accommodation designed or adapted specifically for oldor disabled people * * *
SOC 7 PEACE OF MIND OF TENANTS
SOC 7.1Policy of organisation to guarantee tenants peace of mind
% of tenants with peace of mind
YES YES YES
90 % 90 % 88 %
SOC 8 CITY POLICY
SOC 8.1 Proportion of investments made over the year devoted to districts prioritisedin city policy (construction, demolition, restoration, etc.)
* 7,94 % 1,39 %
SOC 8.2Proportion of property located in districts prioritised in city policy restoredover the last 25 years
* * *
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This is an increase in rents decided upon by the Board of Directors/Supervisory Board, unlikely to correspond to the actual increase
Promoting Equilibrium of regions (continuation)
ENV PRESERVATION OF THE ENVIRONMENT 2006 2007 2008
ENV 1 ENVIRONMENTAL POLICY
ENV 1.1Organisations environmental policy
Related budget
YES YES YES
801 k 1604 k 1628 k
ENV 1.2Proportion of new and renovated dwellings meeting an environmentalstandard over and above regulatory requirements
100,00 % 100,00 % 100,00 %
ENV 1.3Inclusion of criteria of environmental traceability in calls for tender for
suppliers and implementation of monitoring process
NO NO YES
ENV 1.4Proportion of dwellings constructed or renovated with the applicationof environmental management of the works
100,00 % 100,00 % 100,00 %
Preservation of the environment
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ENV FIGHTING CLIMATE CHANGE 2006 2007 2008
ENV 2 FIGHTING CLIMATE CHANGE
ENV 2.1
Energy classification of buildings A (High energy efficiency)
B (51-90 kWh/m/year)
C (91-150 kWh/m/ year)
D (151-230kWh/m/ year)
E (231-330 kWh/m/ year)
F (331-450 kWh/m/ year)
G (building greedy on energy)
Classification of property according 80 kg CO2/m2/year
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
- % - % - %
New accommodation Energy consumption Average
Median
Greenhouse gas emissions Average
Median
-186 kWh/m2
par year181 kWh/m2
par year
-183 kWh/m2
par year182 kWh/m2
par year
- 7,87kg quiv.CO2/m2/year 7,79kg quiv.CO2/m2/year
- 7,87kg quiv.CO2/m2/year 7,83kg quiv.CO2/m2/year
Functional sites Energy consumption Average
Median
Greenhouse gas emissions Average
Median
315 kWh/m2
par year
227 kWh/m2
par year
235 kWh/m2
par year
264 kWh/m2 212 kWh/m2 195 kWh/m2
9kg quiv.CO2/m2/year 7kg quiv.CO2/m2 /year 8kg quiv.CO2/m2/year
6kg quiv.CO2/m2/year 5kg quiv.CO2/m2 /year 4kg quiv.CO2/m2/year
ENV 2.2b Proportion of new accommodation supplied by renewable energy (fully or partially) 0 % 18 % 4 %
ENV 2.3CO2 produced by company vehicles
Total km travelled
114 tonnes 124 tonnes 130 tonnes
1037744 km 1130370 km 1186000 km
ENV 2.4
Means of transport used by employees Private car
for daily work-home journey Carpooling
Bicycle
Public transport
On foot
Other
* 85 % 86 %
* 9 % 9 %
* 0 % 0 %
* 5 % 4 %
* 0 % 0 %
* 1 % 1 %
Daily distance travelled on Private car
average per employee Carpooling
Bicycle
Public transport
On foot
Other
* 36 km/day 38 km/day
* 62 km/day 61 km/day
* 0 km/day 0 km/day
* 34 km/day 31 km/day
* 0 km/day 0 km/day
* 12 km/day 12 km/day
ENV 3 WATER MANAGEMENTENV 3.1 Water consumption of property 0,95 m3/m2 0,88 m3/m2 *
ENV 3.2
Proportion of accommodation with water-saving equipment
a system of rainwater recovery
Total theoretical savings achieved through the installation of water-savingequipment and rain-water recovery
3,21% 6,78 % 11,35 %
0 % 0 % 0,16 %
12275 m3 47056 m3 116033 m3
ENV 4 PLANNING AND LANDSCAPE
ENV 4.1 Expenses devoted to improvement of green spaces (per unit of accommodation) 0,66 1,57 1,19
24 HABITAT 62/59 PICARDIE Corporate Social Responsibility Report
Preservation of the environment (continuation)
ENV 5 ACTIONS TO RAISE AWARENESS
ENV 5.1
Tenants
Employees
Service providers
YES YES YES
YES YES YES
YES YES YES
Activities to raise awareness and providetraining on the environment for:
ENV 7 COMFORT AND HEALTH
ENV 7.1
Sound insulation
Heat insulation
Ventilation
100 % 98 % 98 %
100 % 98 % 98 %
100 % 100 % 100 %
Proportion of accommodation built usingmethods exceeding current regulations
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ECO DISCHARGING ECONOMIC RESPONSIBILITY 2006 2007 2008
ECO 1 PROPERTY MANAGEMENT
ECO 1.1 Proportion of older properties renovated each year 41 % 41 % 47 %
ECO 1.2Average expenditure on maintenance and improvementby unit of accommodation
2002-2006 2003-2007 2004-2008
0,36 /housing 0,41 /h ou sin g 0,50/housing
ECO 1.3
Vacancy rate by vacancy type (total vacancies)Method
Less than three months in use
Over three months in use
0,93 % 0,28 % 0,36 %0,72 % 0,05 % 0,07 %
0,21 % 0,19 % 0,26 %
0 % 0,04 % 0,03 %
ECO 1.4 Net self-financing related to rent 9,57 % 14,53 % 15,56 %
ECO 2 LOCAL ECONOMIC FABRIC
ECO 2.1
Revenue redistributed to: Employees
Suppliers and service providers
Tax authorities
Banks
Shareholders
Social participants
8151 k 8437 k 9078 k
68060 k 84971 k 98326 k
3 k 4 k 26 k
23057 k 22567 k 24022 k
16 k 17 k 16 k
508 k 716 k 575 k
ECO 2.2 Annual investment in overall growth of property 26346 k 53068 k 41916 k
ECO 3 RESPONSIBLE PURCHASING
ECO 3.1 Responsible purchase practices NO NO NO
ECO 4 EQUITY TOWARDS SUPPLIERS
ECO 4.1 Mechanism for evaluation of suppliers in terms of quality and service provided YES YES YES
ECO 4.2Rate of conformity with contractual payment period
Standard timeframe stated by organisation
95 % 91 % 94 %
45 days 45 days 45 days
GOV DIALOGUE AND SATISFACTION 2006 2007 2008
GOV 1 DIALOGUE AND SATISFACTION OF TENANTS
GOV 1.1 Number of meetings organised with residents as part ofa process of dialogue implemented by the organisation
6 9 11
GOV 1.2 Results of tenant satisfaction surveys 95 % 96 % 90 %
GOV 1.3 Action plan to improve tenant satisfaction YES YES YES
GOV 2 ASSOCIATIVE SECTOR
GOV 2.1Number of live agreements with residents' groups and associations
Total material contribution
- 21 26
- 89544
103744
GOV 3 ETHICS AND TRANSPARENCY
GOV 3.1 Ethics procedures NO NO NO
GOV 3.2 Strategic roadmap NO NO NO
GOV 4 DIALOGUE AND SHARING OF INFORMATION WITH TERRITORIAL AUTHORITIES
GOV 4.1Personalised information scheme for territorial authorities
% scheme covered
NO NO NO
0 % 0 % 0 %
GOV 5IMPROVEMENT IN FUNCTIONING AND SKILLS OF MONITORINGAND DECISION-MAKING BODIES
GOV 5.1Number of sessions to raise awareness/train administrators in the challengesof the low-income housing sector
0 0 0
GOV 5.2 Documents defining the roles and responsibilities of administrators NO NO NO
GOV 5.3 Evaluation of the functioning of the Board of Directors YES YES YES
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Discharging economic responsibility
Leading and improving governance
- Information temporarily uncollected or non-consolidated
* Information not available#Company does not wish to provide this information
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HR DEVELOPING HUMAN RESOURCES 2006 2007 2008HR 1 DEVELOPMENT OF EMPLOYMENT
HR 1.1
Breakdown of staff by job type Permanent contracts
Fixed term contracts
Temporary
Total
172,39 176,17 179,21
16,01 16,30 17,42
0 0 0,41
188,40 192,47 197,04
Ch ange s in s taff n umbers by job type Pe rmane nt contracts
Fixed term contracts
Temporary
9,95 3,78 3,04
-1,38 0,29 1,12
0 0 0,41
HR 1.2
Breakdown in annual volume of training by employee group
Maintenance workers
ELocal staff
Administrative staff
Supervisors
Executives
Managers
Number of
employeesaffected
Number
of hours
Number of
employeesaffected
Number
of hours
Number of
employeesaffected
Number
of hours
none none none none none none
140 1386 h 74 1306 h 80 1446 h
26 364 h 40 617 h 29 515 h
35 434 h 51 1110 h 41 826 h
29 343 h 32 921 h 27 521 h
1 7 h 3 71 h 1 70 h
HR 1.3
Rate of internal promotion by staff group (average)
Maintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
7 % 26 % 18 %
0 % 0 % 0 %
0 % 0 % 6 %
7 % 17 % 0 %
0 % 0 % 9 %
0 % 9 % 3 %
0 % 0 % 0 %
HR 2 CONTINUOUS IMPROVEMENT OF WORKING CONDITIONS
HR 2.1Policy to promote health of employees and balancebetween professional and private life YES YES YES
HR 2.2 Rate of satisfaction among employees - 79,43 % -
HR 2.3Proportion of absences linked to occupational accidentsand diseases and stress
0,17 % 0,69 % 0,60 %
HR 3 PROMOTION OF EQUITY AND DIVERSITY IN EMPLOYMENT
HR 3.1
Breakdown of employees by group and gender
Maintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
Men Women Men Women Men Women
0 % 0 % 0 % 0 % 0 % 0 %
47 % 53 % 43 % 57 % 44 % 56 %
25 % 75 % 16 % 84 % 21 % 79 %
51 % 49 % 49 % 51 % 48 % 52 %
71 % 29 % 78 % 22 % 77 % 23 %
100 % 0 % 100 % 0 % 100% 0 %
HR 3.2
Breakdown of annual gross salaries by group and by genderMaintenance workers
Local staff
Administrative staff
Supervisors
Executives
Managers
Men Women Men Women Men Women0 k 0 k 0 k 0 k 0 k 0 k
780 k 794 k 617 k 803 k 752 k 966 k
148 k 609 k 147 k 594 k 155 k 606 k
639 k 591 k 645 k 544 k 781 k 703 k
1045 k 207 k 1055 k 286 k 1127 k 248 k
# # # # # #
HR 3.3Amount of specific contracts (CIE, employment initiative contract,CI-RMA, introductory contracts, apprenticeships, professional contracts,return-to-work contracts, etc.)
0,46 % 0,46 % 0,52 %
HR 3.4 Gap between the bottom 10% and top 10% of annual salaries 3,26 % 3,31 % 3,27 %
1. Average employees over the year2. Proportion of absences related to stress is measured approximately and very inaccurately3. Employees on permanent contract at 31 December of reference year
Developing human resources
- Information temporarily uncollected or non-consolidated
* Information not available#Company does not wish to provide this information
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METHODOLOGY
GLOSSARY
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APL : Personalised assistance forhousing allows recipients to reduce
their housing expenses by reducing loan
charges for new buyers and owner-
occupiers, as well as rental charges for
tenants. The amount of APL depends on
the family situation of the recipient,
the amount of their income and their
rental costs.
ESH : Company offering low-incomehousing, a company specialising in
all types of accommodation. It builds,manages and improves dwellings
designed for rent or ownership. It is
involved in development and urban
planning on its own behalf or for a third
party. It provides services in all aspects of
accommodation. It operates on an urban
level in the treatment of districts. At the
end of 2006, 284 ESH managed around
2 million units of low-cost housing and
homed over 4.5 million people.
HLM : Low-rent accommodation.
HQE : French standard for HighQuality Building Processes distinguishes
buildings which are comfortable, healthy
and provide greater respect for
the environment.
MSA : Mutualit sociale agricole.
ORU : Urban renewal operation.
PDH : Departmental housing plan.
PLA : lAssisted rental loan arising fromthe Barre reform in 1977. Provided to
combine assistance to infrastructure with
assistance to people, it can assist 80%
of households thanks to a resource
threshold 50% greater than the previous
thresholds for ordinary low-rent
accommodation. In September 1999,
the PLA was replaced by PLUS (rental
loan for low incomes)..
PLAI : Rental assisted inclusion loan
for families which may experience specificdifficulties in integration and whose
resources do not exceed the thresholds.
PLH : Local housing plan.
PLS : Low-income rental loan mayfinance acquisition or construction of
dwellings for rental as well as the
corresponding improvement works.
The PLS does not give rise to a right for
a state subsidy. However, it does give
the right to reduced-rate VAT and
exemption from tax on buildings for 25
years. Landlords make an undertaking viaan agreement signed with the state,
whose duration is at least equal to
the duration of the part of the loan which
is not financing the land or property
charges, and cannot be lower than 15 years
or greater than 30 years. The minimum
amount for the loan is equal to 50% of
the cost price of the operation. At the
most it can cover the total of the cost
price, after deduction of subsidies.
PLUS : Rental loan for low-incomepeople assists HLM bodies and mixed
public/private sector companies in
financing the creation of low-cost rental
homes in the context of social diversity.
An agreement must be drawn up with
the state and the recipient body: this sets
the maximum rent for dwellings within
the limit of a rent threshold modulated
according to the type of accommodation
and the geographical area; it gives
tenants the right to personalised
assistance to housing (APL).
PLUS CD : Rental loan for low-income construction/demolition presents
a similar profile to PLUS. It offers specific
provisions tailored to the operations
of construction/demolition such as
the issues of rehousing.
PMR : This is a unit of accommodationdesigned for a disabled person, PMR.
RSE : Corporate social responsibility.
TAUX DE VACANCE :This is called the rate of unoccupancy of
a dwelling.
Internal reporting tools result from indicators based on operational and support processes. The head of eachprocess is responsible for monitoring his process and must provide figures and results for his activities.Regular examination is carried out through reviews of processes. For activities carried out by agencies, a localprocess manager is designated and provides reports for each head. The general management of indicators iscentralised by the assistant to the Quality, Environment and Internal Control department. The reliability of datais regularly checked and audited as part of an annual plan of internal audits. The production of statistics isoptimised through automated computerised data.
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