Value of Our People

To attract the best people to deliver our commitment to providing outstanding customer service, our approach to human resources is to:

• Recruit and retain a skilled and diverse workforce.
• Provide a safe working environment and promote employee wellbeing.
• Create a working environment that empowers our people.
• Reward excellence.

A proactive recruitment policy

While the skills shortage eased in Australian and New Zealand labour markets in 2010, it is expected that there will be increasing competition from the mining sector for skilled employees as a result of this industry's sustained growth in 2010. A continued focus on the recruitment of key trades and other skilled occupations is required to attract and retain a high-quality workforce.

We have adopted a proactive recruitment policy and associated training and job opportunities. For example, in 2008 Veolia Transport received an exemption from anti-discrimination laws to increase recruitment of women bus drivers in Perth and Sydney. As a result, in Perth our female workforce has grown from 5 to 19 per cent in two years. This campaign targets a segment of the employment market that traditionally has not pursued this profession and provided a training package and working conditions to suit their lifestyle needs. This is one of the campaigns that will ensure we have enough drivers to deliver our public transportation services.

In 2010, Veolia Environnement employed 6,612 full-time equivalent (FTE) employees, down 2,130 from 2009. Veolia Transport and Veolia Environmental Services were the largest employers accounting for 79 per cent of our workforce.

We operate in an industry that is undergoing rapid change as a result of the growing interest and concern about climate change and the environment. Recognising this, we will explore new partnerships with learning centres (universities, TAFE and other training organisations) that will deliver mutually beneficial opportunities for graduates in our future workforce.

Diversity and equal opportunity

We are committed to ensuring that all individuals are treated fairly and are valued irrespective of disability, race, gender, health, social class, sexual preference, marital status, nationality, religion, employment status, age, or membership or non-membership of a trade union. We respect human rights as defined by authorities such as the International Labour Organization and the Organisation for Economic Co-operation and Development. Equal opportunities and employees' rights and obligations are an integral part of employees' inductions and our policies are available on each business division's intranet.

Gender diversity

We have a diverse customer base and serve diverse communities. We strive to reflect that with a diverse workforce in terms of age, gender and culture. Regarding gender, women make up nearly half of Australia's and New Zealand's current total workforce however many of the industries we operate in have traditionally been dominated by men. Women made up 17 per cent of our employees in 2010. While an improvement we have prioritised professional development opportunities and career support for our female employees.

Case Study

Diversity network

As part of Veolia Transport’s Sustainability Strategy, a diversity network was established to ensure that the needs of minority groups, such as women within a traditionally male industry, were identified and addressed.

The network was established in 2009 and consists of representatives from each area of the business. The aim of the network is to develop policies and programs that promote greater diversity in the workplace. Key focus areas include:

• Recruitment and selection
• Training and development
• Flexible working conditions

Career pathways

Jobs in our business evolve continually and require increasing technical know-how. We therefore constantly strive to develop our employees' skills, reward excellence and encourage job mobility within the company.

In 2010, total training costs were $8.8 million or $1,330 per full-time employee. Each employee's training needs and potential promotions are determined in annual professional development reviews. We also rely on management reviews and succession planning for the key positions in each business unit. It is crucial for us to spot skills early on and anticipate replacement needs by regularly adding to our talent pools and ensuring that they reflect the diverse communities in which we operate.

In 2010 there was a continued focus on safety. While our Lost Time Injury Frequency Rate decreased from 17.61 in 2009 to 8.80 in 2010, this is a 64 per cent decrease since 2007. Our Lost Time Injury Severity Rate, which indicates work days lost per thousand days worked, decreased from 0.22 in 2009 to 0.15 in 2010, and for the 2007 to 2010 period from 0.26 to 0.15. Veolia Transport has a higher Lost Time Injury Frequency compared to the other Veolia Environnement businesses and Veolia Environmental Services has the lowest.

Case Study

Driver of the Year

Veolia Transport in Queensland launched the inaugural Driver of the Year Awards in October 2009. The initiative aims to showcase Veolia Transport’s commitment to customer service and reward those team members that consistently do a good job.

The benefits of the Driver of the Year Awards span much further than the recognition received by our drivers or healthy competition among staff. By providing consistently good customer service we’re also ensuring the community enjoys a safe, comfortable, convenient and reliable journey every time.

Over 100 nominations were received from members of the public for their favourite bus driver in the categories of:

• Best Bus Driver of the Year
• Best School Bus Driver of the Year
• Best Customer Service

The program will be expanded to the other Veolia Transport operations in 2010.

Leadership programs

To provide development opportunities for our leaders, each year a selection of senior managers from across the four businesses are selected to take part in a two-week leadership development program held at Macquarie Graduate School of Management (MGSM) in Sydney. The program is designed to help managers develop their leadership capabilities so that they become better leaders. At completion, participants are granted a single unit of MGSM's Masters in Business Administration Program.

"I have personally enjoyed both the content of the course and networking with colleagues. The project work was a good opportunity to do some research and build friendships. Being back at uni was fun," Gabrielle Conand, General Manager Human Resources, Veolia Transport.

Case Study

Veolia Energy (Dalkia) leadership program

In 2009, a new training program was developed to provide high potential middle managers with enhanced leadership skills within the Veolia Energy (Dalkia) business zone comprising Australasia, Asia, India and the Middle East.

The number of employees covered by this program will increase in 2010, helping to ensure that this fast-growing and strategic business zone of Veolia Energy (Dalkia) is equipped with talented future leaders.

Health, safety and wellbeing

Our employees work in high-risk situations and as part of our service provision are sometimes required to carry out difficult or dangerous tasks including high pressure water blasting, working at heights, working with electrical equipment and absestos removal. As a result, safety has always been one of our highest business priorities across Veolia Environnement.

Our approach to achieving best practice in the management of occupational health and safety risks is achieved through continuously reviewing and improving our strategies. Safety committees throughout Veolia Environnement provide forums for reviewing risks, developing strategies and overseeing the implementation of initiatives.

Case Study

Wellbeing in the transport industry

In the transport sector one of the key challenges is dealing with customers in stressful situations, such as a late train or bus which may mean a customer misses an important appointment. Veolia Transport structures its recruitment to ensure we attract people with the right temperament to cope with such situations.

In 2009 there was a continued focus on safety. While our Lost Time Injury Frequency Rate increased from 15.85 in 2008 to 17.61 in 2009, this is a 27 per cent decrease since 2006. Our Lost Time Injury Severity Rate, which indicates work days lost per thousand days worked, increased slightly from 0.21 in 2008 to 0.22 in 2009, and for the 2006 to 2009 period from 0.19 to 0.22. Veolia Transport has a higher Lost Time Injury Frequency compared to the other Veolia Environnement businesses and Veolia Environmental Services has the lowest.

Veolia Transport

In 2010, Veolia Transport focused on reducing the Lost Time Injury Frequency Rate across the business. And it achieved this as the rate decreased from 33.03 in 2009 to 16.16 in 2010. The 2010 initiatives included:

• Appointment of a Health, Safety and Environment Manager for the division.
• Continuous focus on safety accreditation in line with international standards.
• Occupational health and safety audits across all sites.
• Review and where required, enhance the Safety Management System.
• Implement Going for Green training – this provides drivers with new techniques for moving customers out of the 'red and yellow zones' and into the 'green zone'.
• Renewed focus on conflict management training.
• Targeted campaigns and training on techniques for manual handling.
• External advice and support from a safety industry expert.

Veolia Energy (Dalkia)

At Veolia Energy (Dalkia) a concerted effort was established to decrease the Lost Time Injury Frequency Rate  and the measures put in place included:

• Development of regional occupational health and safety support structures
• A company-wide risk assessment training program at all levels raising awareness and understanding of site hazards
• Review and analysis of incidents
• Safety campaigns
• Review and development of the company safety system and processes aiming for AS 4801 and BS OHSAS 18001 certification in 2010