2014 ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY REPORT ... · PDF file2014 ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY REPORT COMMITMENT AND ACTION RÉFÉRENCES COULEUR 24, rue Salomon

2014 ENV IRONMENTAL AND SOC IETAL RESPONS IB I L I TY REPORT COMMITMENT

AND ACTION

RÉFÉRENCES COULEUR

24, rue Salomon de Rothschild - 92288 Suresnes - FRANCETél. : +33 (0)1 57 32 87 00 / Fax : +33 (0)1 57 32 87 87Web : www.carrenoir.com

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2014 ENVIRONMENTAL AND SOCIETAL RESPONSIBIL ITY REPORT Storengy

2 0 1 4

Georges Liens, Senior Executive Vice President, StorengyGuita Elahi, Director of Environmental and Societal Responsibility and Innovation, StorengyHenri Delorge, Engineering & Methods Manager, StorengyChristian Buron, Operating framework, StorengyValérie Vigouroux, Deputy General Delegate, Engie Corporate Foundation Didier Pezennec, Jurist, Legal Division, StorengyBruno Leray, International and New Markets Director, StorengyAndrew Morgan, Deputy Managing Director, Storengy UKSamia Adel, Commercial Manager, Storengy UKAnne Chassagnette, Director of Environmental and Societal Responsibility, ENGIE Denis Leca, Biodiversity Manager at Expertise Division, StorengyPhilippe Braud, Regulations manager at the Centre Division, StorengyRalf Schumacher, Manager Flexibility Origination, Marketing & Trading, Statoil Limited (UK)Aurélie Joffre, HR Development Officer, StorengyBrigitte Néchard, Treasurer, StorengyFrançoise Candier, Director, FACE Paris

A C K N O W L E D G E M E N T S


02 03

C O N T E N T S

SUSTAINABLE INNOVATION

10

SUSTAINABLE RELATIONS

26SUSTAINABLE STORAGE

18

SUSTAINABLE RESPONSIBILITY

3442

Performance indicators

What is Storengy?

6In brief

8Storengy in France and in Europe

26

4


W H A T I S S T O R E N G Y ?

IN FIVE FIGURESStorengy

12,2 BILLION M3 IN STORAGE CAPACITY

No. 1 STORAGE OPERATOR IN EUROPE AND No. 3 WORLDWIDE

21STORAGE FACILITIES

1,020 EMPLOYEES

€1,294 BILLION2014 REVENUE

types of facilities for storing natural gas

Salt caverns: created by pumping water down into deep, thick layers of rock salt* to dissolve the salt and leave space for storing gas. Once

formed, these caverns are watertight, non-porous and remarkably impervious to gas.

Depleted fields: fields that can be converted into underground storage reservoirs.

Aquifers: storage facilities created by pumping pressurised natural gas deep

into the rock, gradually displacing the water.

Lined rock caverns: located closer to the ground’s surface in hard rock formations,

these caverns are lined with special steel offering high mechanical strength.

uses for geothermal energy

Heating: at temperatures between 60°C and 110°C, underground water is

used to supply district heating systems.

Electricity generation: at temperatures higher than 110°C, underground water is used to

drive turbines and generators and to produce electricity.

* Rock salt is a mineral deposit containing a high concentration of edible salt.

4 2

[ BALISES GRI 2.1 - 2.2 - 2.8 ]


04 05

W H A T I S S T O R E N G Y ?

Why store natural gas?Natural gas consumption fluctuates considerably depending on the hour, day or season. Natural gas storage ensures reliable, continuous supply throughout the year. Natural gas must be stored to meet demand during winter consumption peaks.

Whystore underground?Natural gas is stored underground in airtight geological formations to manage large amounts of natural gas while guaranteeing maximum safety.

Natural gas storage –our core business Storengy has been designing, developing and operating all types of natural gas storage facilities for 60 years. We have a working gas capacity totalling 12.2 billion cubic metres. We offer our clients innovative products that build on our expertise, which spans various markets and regulatory environments.

Our expertiseabove and under the groundWe boast recognised experience in designing and operating complex industrial facilities and rare proficiency in subsurface modelling. Storengy is one of the only operators in the world combining such a

Set up on 31 December 2008, Storengy is a public limited company, and wholly-owned subsidiary of Engie Group. Our company has a 12-member Board of Directors chaired by Alain

Chaigneau, Executive Vice President of Engie, and three special committees.

Storengy also has an operational structure to coordinate the company both nationwide and worldwide that combines strategic vision and efficient decisions. This structure includes two

committees: Steering Committee

This body is responsible for steering Storengy’s activities with a cross-business approach and developing business strategies to present to the Board of Directors for approval. The Steering Committee sets medium-term budgets and forecasts and selects and monitors the company’s

major projects.Risk Analysis Committee

This body analyses the risks involved in all the company’s commitments. It approves these commitments before submitting them to Storengy’s Steering Committee.

variety of competencies, including market analysis, subsurface sciences, drilling techniques, underground reservoir engineering, design and operation of industrial surface facilities and industrial safety. We are now building on this knowledge to develop new fields of expertise, especially in geothermal energy.

Our international reachStorengy develops and operates underground natural gas storage fields in France, Germany and the United Kingdom. As a valued partner worldwide, we also have operations in Canada and China and bring our industrial expertise to projects led by numerous organisations across the globe.

GOVERNANCE STRUCTURE

MISSION AND ORGANISATION

Board of Directors

Audit and Accounts Committee

Remuneration Committee

Investment Committee

[ BALISES GRI 1.2 - 2.1 - 4.1 - 3.1 ]


I N B R I E F

ENERGY TRANSITIONStorengy, like the natural gas industry as a whole, faces the challenges of a rapidly changing energy sector. Faced with the increasing scarcity of energy resources, global warming and a worldwide drop in biodiversity, citizens and companies are searching for innovative solutions to increase the share of renewable energy sources and reduce environmental impacts. Becoming a leader in energy transition is one goal of Engie Group. As a responsible company and a major player in the gas chain, Storengy supports this policy by actively participating in the implementation of innovative solutions. It is with this objective in mind that we are expanding our geothermal business and carrying out studies to evaluate our biomethane and hydrogen storage capacity.

INNOVATIONInnovation plays a key role in Storengy’s strategy to fuel growth and development. We are responsible for laying the proper groundwork for emerging high value-added ideas. The Storengy Valley programme, launched in 2014, re f l e c t s t h i s v i s i o n . T h i s p ro g ra m m e complements the Initiatives Challenge, created in 2010 to unite a l l employees around achievements and best practices. Perfectly in line with the Engie Group’s policy, Storengy Valley is an incubator that guides innovative ideas from conception to implementation. In addition to the business potential that these

two innovation-focused initiatives present, they reflect our social values and the engagement of our employees. Innovation plays a key role in Storengy’s culture because it drives sustainable growth, ensuring both our long-term success as a company and the employability of those who work for us.

COMMITMENTStorengy is a responsible corporate citizen. We aim to build constructive and lasting relations with all our stakeholders, and we do this by taking the environmental impact of our business and the biodiversity of our sites seriously. More concretely, we have taken proactive steps to protect biodiversity at our storage facilities since 2012, including species conservation and sustainable landscaping.Storengy also makes it a priority to invest in the safety of people and property. A comparative study on health and safety management p e r fo r m a n c e , l e d b y t h e i n d e p e n d e nt certification organisation DNV GL* in 2014, ranked three of our underground natural gas storage faci l it ies – Etrez , Tersanne and Manosque – among the most efficient in Europe. This rating testifies to our efforts to protect the health and safety of individuals and our facilities. Most of all, it is proof of our day-to-day commitment to sustainable and responsible economic performance.

* DNV GL is one of the largest certification bodies in the world. The organisation bases its assessments on the International Safety Rating System (ISRS) to measure companies’ health and safety, environmental and operational performance.

Storengy has built sustainable and responsible economic performance”

Jean-Marc Leroy, Chief Executive Officer of Storengy

[ BALISES GRI 1.1 - 2.3 ]


N E T W O R K

06 07

Sustainability at the heart

of our relations

Storengy relies on a pool of suppliers that

help us operate our facilities smoothly.

Together, we go beyond a mere

working relationship to develop a trusted,

value-added partnership.

Our clients speak. We listen. Storengy has designed

innovative offerings while adapting our industrial facilities

to client needs.

Storengy feels that transparency is the only way to maintain strong relations with the community. We get involved in the local social fabric by sponsoring cultural and sporting events.

Storengy employees are the true trail blazers who put Engie Group’s Social

and Environmental Responsibility policy into motion by taking part in

initiatives and generating new ideas for innovative projects.

As part of Engie, Storengy works abroad and develops new businesses in synergy with many other Group entities, raising its profile as a world leader in energy. Storengy is involved in Engie’s strategy for the energy transition.

We forge close ties with local government agencies such as the Regional Environment, Planning and Housing Agency (Directions Régionales de l’Environnement, de l’Aménagement et du Logement, DREAL) and the Regional and Interdepartmental Environment and Energy Agency (Direction Régionale et Interdépartementale de l’Environnement et de l’Energie, DRIEE). Storengy works with these bodies to take concrete action, such as risk mapping and developing risk reduction measures in line with the guidelines in the Technological Risk Prevention Plans (Plans de Prévention des Risques Technologiques, PPRT) implemented at sites. In the UK, we are represented on public-private development board.

SUPPLIERS

CLIENTSLOCAL RESIDENTS AND ORGANISATIONS

EMPLOYEES

ENGIE GROUP

LOCAL GOVERNMENTS

[ BALISES GRI 2.3 - 4.14 ]


Aquifers

Salt caverns

Depleted fields

The Soings-en-Sologne, Trois-Fontaines, Hauterives and Saint-Clair-sur-Epte are no longer active

* 50% stake and site operation** 19.7% stake

Storengy’s storage facilities

Stublach

Soings-en-Sologne

UNITED KINGDOM

GERMANY

FRANCE

[ BALISES GRI 2.5 - 2.7 - 3.6 ]

S T O R E N G Y I N F R A N C E A N D I N E U R O P E

Gournay-sur-Aronde

Saint-Clair-sur-Epte

Saint-Illiers-la-Ville

Beynes

Chémery

Hauterives

Manosque*

Étrez

Tersanne

Céré-la-Ronde

Germigny-sous-Coulombs

Trois-Fontaines

Cerville

Uelsen

LesumHarsefeld

Peckensen

Fronhofen

Schmidhausen

Breitbrunn**


08 09


12_Highlights

13_Viewpoint

16_Overview

17_Interview



10 11

Storengy explores all technological options to develop efficient natural gas storage that respects both people and the environment. From good day-to-day practices to new value creation strategies such as geothermal

energy, innovative ideas are each given custom-designed support and guidance at Storengy. With

concrete results.


H I G H L I G H T S


600 SUBMISSIONS Initiatives Challenge:

Topic categories

in 2014:

LOW TEMPERATURE

MEDIUM TEMPERATURE

HIGH TEMPERATURE

Well depth: less than 200 metres (550 feet)

Water temperature: around 30 °C (86 °F)

Use: supply heat pumps for individual heating

Well depth: about 1,700 metres (5,500 feet)

Water temperature: around 70 °C (158 °F)

Use: supply district heating systems

Well depth:3,000 to 4,000 metres

(10,000 to 13,000 feet) Water temperature:

from over 110°C (230 °F) up to 250°C (482 °F)

Use: produce electricity

12 PROJECTS SUBMITTED BETWEEN 2011 AND 20144 WINNERS

Geothermal energy

Engie Group Innovation Award

SAFETY

OPERATING TECHNIQUES

PERFORMANCE

SUPPORT SERVICES

SUSTAINABLE DEVELOPMENT

METHODOLOGY

5 PROJECTS SUBMITTED, INCLUDING 3 IN INCUBATION

Storengy Valley

Topic categories

for selected projects:

Transition and energy efficiency

Service and expertise

Digital

Client and stakeholder

relations

Environment

33

17

37

23

20

25

since the programme was created in 2010

[ BALISE GRI 2.2 ]


V I E W P O I N T


Renowned for its advanced subsurface expertise, Storengy draws on the innovative spirit of its employees to strengthen its core businesses and develop new ones.

INNOVATION, DRIVING SUSTAINABLE GROWTH

The environment beneath the soil is complex. Even though we can’t see it or get to it easily, it changes considerably from one site to the next. “Exploration is not a standard activity,” says Georges Liens, Senior Executive Vice President at Storengy. “Every new project pushes us to reinvent ourselves and show our creativity. We have always focused on developing innovative solutions. It’s in our DNA.” Innovation is used to find new sources of growth. “We have seen our traditional business erode over the past few years,” Georges Liens notes. “With abundant natural gas in the winter and low market prices, our clients have reduced their storage capacity requirements. To ensure the company’s long-term success, we need to develop new services

and new operating techniques that draw on our core business: subsurface expertise.”

Innovation to serve the companyStorengy has identified several strategic areas for innovation, including energy transition, data management and new business development. “We are building on our business expertise to explore projects in new areas, such as geothermal energy,” says Georges Liens. “We may also diversify into services. We are currently advising a salt mining company in developing its strategy to eventually close the mine. Our role will essentially involve supplying the tools needed to stabilise the underground salt caverns.”

12 13

[ BALISE GRI 2.2 ]

V I E W P O I N T



Disseminating best practicesThese solutions are a direct reflection of Storengy’s managerial policy to provide fertile ground for innovation. Storengy’s new programme, Storengy Valley, initiated in mid-2014 as a natural extension of the Initiatives Challenge, is also open to all employees and designed to promote innovative ideas. “The Initiatives Challenge launched in 2010 has been a huge success, with more than 600 projects submitted,” says Guita Elahi, Director of Environmental and Social Responsibility and Innovation at Storengy. “Our teams put their energy into this annual event over a period of several months, from the call for projects from December to February to the presentation before a jury and the awards ceremony in June. Every year, we select a dozen initiatives with the potential to be deployed across all of our sites (see insets).”

Inventing new businessesStorengy Valley was launched in 2014 to detect and support activities that will generate future growth, an approach perfectly coherent with Engie’s innovation policy. “We have three

projects in progress, which have already been assessed by an Innovation Representative Committee [a cross-business committee of experts],” says Guita Elahi. “They were presented to Storengy’s Steering Committee and will be carried through until they come to fruition.”To step up the development and exchange of ideas, we will launch Storengy Innovation, a unique web platform where employees can post ideas for either the Initiatives Challenge or Storengy Valley programme. “The platform will also include a library so that people can easily explore all the projects submitted since 2010,” Guita Elahi adds, “with the sole objective of sharing knowledge and bringing about new ideas.”

1_ Control room at the Chémery storage site

2_ On the lookout for new business all over the world

3_ 2014 Initiatives Challenge Trophies

1

2

3

V I E W P O I N T


SUSTAINABLE INNOVATION 14 15

PROJECTS SUBMITTED for the Initiatives Challenge

in 2014

155

PROJECTS ALREADY BACKED

by Storengy Valley sincemid-2014

3

In our industry, we use 18-metre (59-foot) high towers full of activated carbon to remove sulphur from natural gas. This carbon must be changed every year. The process takes four days and produces dust in difficult working conditions. With one of our partners, we came up with the idea of creating an artificial cyclone outside the tower to optimise unloading. This innovative solution was selected in the 2014 Initiatives Challenge. We halved the downtime of the towers, prevented the widespread dispersion of dust and improved the safety conditions and ergonomics involved in the process. This led to significant gains for the Chémery facility, with its nine towers, all equipped with this system since the summer of 2014.

At Céré-la-Ronde, the regeneration units – boilers that treat the

triethylene glycol (TEG) used to dehydrate natural gas – use two burners. When they began using

new equipment that produced less pollution, the teams noticed that

interference was caused between the burners and shut them down. To regain previous efficiency, the staff

came up with a simple idea, separating them with a mere sheet

of metal.

Innovating simply and effectively

Curiosity is essential for rethinking our practicesand innovating”

HENRI DELORGE, ENGINEERING & METHODS MANAGER, STORENGY

[ BALISE GRI EN26 ]



O V E R V I E W

Storengy aims to boost the appeal of its offer by launching secure new financing services in 2014 in partnership with Société Générale. Clients can now more easily subscribe to storage capacity with more flexible standards applied to their working capital requirement*.Storengy has also participated in implementing a natural gas transmission system based on a ruling by the CRE, the French energy regulator. This project involves using Storengy storage facilities to smooth out the availability of interruptible daily capacities supplied by GRTgaz on the North-South link. This would apply in cases where availability on the North-South link depends on LNG arrivals. Reserves built up in advance, behind the congestion of the transport system, can later be used during peak demand periods. In cases of high availability of capacities on the North-South link, GRTgaz reduces the capacity supplied by shippers, supplying the natural gas itself from storage facilities in northern France to the Fos LNG terminals to build up natural gas reserves. In cases of low availability, GRTgaz uses these reserves to increase the interruptible capacity by removing the natural gas from the Fos LNG terminals and pumping it into Storengy storage facilities.

* Working capital requirement (WCR): the foreseeable amount of resources that the company needs for its day-to-day operations.

In 2014, Storengy advanced further in the recovery of natural gas and oil by applying the “Enhanced Gas Recovery” (EGR) and “Enhanced Oil Recovery” (EOR) techniques. These processes represent development opportunities for the Group, which is currently conducting studies at the Reitbrook facility in Germany and a facility in India.

Storengy has reduced its consumption of helium due to the global shortage of this gas. Helium is typically used to determine the gross heating value, defined as the amount of energy given off during combustion. We have begun replacing helium with compressed air in seven analysers at various sites. This has generated substantial savings of helium, equal to 100 m3 per year or one-third of our annual consumption.

SERVICES

Developing more flexible services

OPERATIONS

Enhancing natural gas recovery

CALORIMETRY

Not just full of hot air

[ BALISE GRI 2.2 ]


SUSTAINABLE INNOVATION 16 17

I N T E R V I E W

BIO

2014became International and New Markets Director

2013appointedTechnical Director of Storengy SA

2010becameManaging Director of Storengy UK

1987joined Gaz de France as an engineer, later moving on to different departmentsand positions.

Storengy has successfully identified new growth opportunities despite the shrinking European market. Our advanced drilling and subsurface modelling expertise have made us Engie’s leading player in conducting feasibility assessments and ambitious geothermal projects.

Can you explain what geothermal energy is?Geothermal energy consists of using heat generated in the earth’s crust. We extract hot water from the subsurface and inject it back into the deep layers of the earth’s surface once it has cooled. Storengy specialises in two forms of geothermal energy. At medium temperatures, the energy is used to supply district heating systems, while high temperature geothermal energy is used to produce electric power. This source of energy does not pollute and has the advantage of continuous availability.

Why is geothermal energy a logical step for Storengy?Storengy has been developing expertise in geoscience for the past 60 years. By building storage facilities in France and other countries, we have accumulated specialised knowledge of the earth’s subsurface and its potential. Furthermore, we have gained experience in dealing with the regulatory requirements specific to each country.

What is the appeal of this new market for Storengy?This source of energy is supported and encouraged by the government as it is in line with the energy transition. At the same time, with falling demand for natural gas storage in Europe, geothermal energy offers genuine opportunities for growth. We introduced a new governance structure in October 2014 to position ourselves more effectively on this market. Two people are now in charge of developing and marketing this business.

In geothermal energy, are there any complementary activities within Engie Group?We began moving into geothermal energy more seriously in 2013 following a request from Cofely Réseaux, an Engie subsidiary specialised in heating systems. This entity contacted us to drill wells for a district heating network to serve the cities of Arcueil and Gentilly, in the département of Val-de-Marne in France. Almost simultaneously, we were involved in other projects with Engie electricity companies for volcanic geothermal projects in Dominica and Indonesia. Today, Engie’s businesses truly complement each other. We can now provide clients with an integrated Engie offering.

Geothermal energy offers genuine opportunitiesfor growth”

BRUNO LERAY, INTERNATIONAL AND NEW MARKETS DIRECTOR, STORENGY

[ BALISE GRI 2.2 ]


20_Highlights

21_Viewpoint

24_Overview

25_Interview

SUSTAINABLE STORAGE


18 19

Storengy’s core business of natural gas storage is complex. Our activity requires comprehensive knowledge of the underground environment and

surface equipment. Building on our extensive technological expertise, we provide our clients with storage capacity in France, Germany and the United

Kingdom while meeting economic and environmental requirements.


SUSTAINABLE STORAGE

H I G H L I G H T S

Storage capacities in Europe

BILLION M3 IN STORAGE CAPACITY

BILLION M3

IN STORAGE CAPACITY

MILLION M3 IN STORAGE CAPACITY in salt caverns under

development

Air emissions:

Total mass OF WASTE PRODUCED

from 2011 to 2014 for NOxand SOx (in tonnes).

(in thousands of tonnes)

Comparative change Water consumption, fossil energy and electricity.

Direct consumption of fossil energy (GWh)

Electricity consumption (GWh)

Amount of water used [taken from the natural environment or via a third party] (Mm3)

73

1

26

6

15

8

706

566

239

12,9

2012 2013 2014

* The Reitbrook facility is no longer part of the Storengy scope

* see explanation on page 44 2012 2013 2014*

2817,3

32,5

358

8

283

31

179

23Nitrogen oxide (NOx)

Sulphur dioxide (SOx) 2012 2013 2014

FRANCE GERMANY UNITED KINGDOM

14 storage facilities • 9 in aquifers• 4 in salt caverns

(including 1 operated for another company)

• 1 in a depleted field

6 storage facilities • 3 in depleted fields*• 3 in salt caverns• 1 19.7% stake in a depleted field

10 1.7 400

100

MILLION M3 IN STORAGE CAPACITY

opened in 2014

298

18

[ BALISES GRI 2.5 - 2.7 - EN16 - EN17 - EN20 - EN22 ]

1 storage site in salt caverns


In 2014, Storengy inaugurated a highly flexible, new-generation storage facility in northwest England. The challenge was to meet the new needs of the UK market.

STUBLACH,THE BENCHMARK

Storengy had major plans for its first storage facility in the United Kingdom. Inaugurated in November 2014 in Stublach, with members of the Board of Storengy and the British government in attendance, the facility now has five caverns. Its current capacity of 100 million m3 will be increased to 400 million m3 between now and 2020. It took six years of drilling and leaching to make this site operational, and it shows immense promise. The exemption granted by the British Office of Gas and Electricity Markets (OFGEM) has given Storengy considerable latitude to sell capacity at Stublach. As a result, the facility is designed for a withdrawal rate of approximately 30 million m3 of natural gas per day. Stublach is one

of the fastest storage facilities in the United Kingdom and will reach a significant working gas capacity once fully developed in 2020. “This enables our clients to meet spikes in demand in real time,” says Andrew Morgan, Deputy Managing Director at Storengy UK. “Another advantage is that our clients can quickly take advantage of fluctuations in gas prices.” To attract future clients, the commercial teams at Storengy UK have customised their offers, adapting injection and withdrawal rates.“We have maximised the facility’s potential to make it more attractive for prospects and existing clients,” says Samia Adel, commercial manager at Storengy UK.

V I E W P O I N T

SUSTAINABLE STORAGE 20 21

V I E W P O I N T


SUSTAINABLE STORAGE

A strategic moveThe Stublach facility began with a change in the UK market that caught Storengy’s attention. “The United Kingdom long relied on its substantial natural gas reserves in the North Sea and didn’t invest significantly in developing storage infrastructure,” Andrew Morgan explains. Today, the country can only store 6% of its annual requirements, compared with 22% in France. As the North Sea reserves are depleted, the United Kingdom is becoming more dependent on imports. The need for new storage facilities is increasingly apparent, and Stublach came at just the right time.

Safety and the environmentThe Stublach facility is built in the rural region of Chesire in northwest England. It was designed to meet two main requirements of safety and environmental protection. “We decided to space out the caverns both to limit the risk of a domino effect in the event of an incident and to limit visual, noise and light pollution and environmental impacts in general,” says Andrew Morgan. Wellhead height was limited to 5 metres,

piping has been laid underground, and tens of thousands of trees have been planted or replanted at the site to conceal the facility as much as possible from public view. “We have been careful about protecting biodiversity,” Andrew Morgan continues. “For example, we have set up nesting sites for protected species. It’s the first time this type of measure has been taken to build a natural gas storage facility. At Stublach, we’ve proved that industrial performance can be cleverly combined with sustainability.”

1_ Checking the pressure sensors on a well

2_ The Stublach site and surrounding environment

3_ TEG regeneration towers

4_ Control room at the Stublach site

14

2 3


SUSTAINABLE STORAGE

V I E W P O I N T

22 23

DEPTH of the facility’s caverns

(2,000 ft)

TOTAL PLANNED INVESTMENT between now and 2020

(about €700 million)

600 m

£500M

The operational start of the Stublach facility offered the opportunity of an original partnership for the Engie Group. An operational interaction has been established with Engie’s subsidiary IPM ETL, which offers us two kinds of services: a 24/7 dispatching at the interface with thenational transport network and a market access allowing us to implement any transaction linked with our commercial strategy.

In 2013, the Royal Society for the Prevention of Accidents (RoSPA)

presented Storengy UK with a Gold Award (its highest honour) for health and safety excellence.

Stublach received another Gold Award in 2014. The facility is

currently in the running for the 2015 awards.

Two awards from the RoSPA

Synergies Group in the UK”

SAMIA ADEL, COMMERCIAL MANAGER AT STORENGY UK.


SUSTAINABLE STORAGE

O V E R V I E W

Storengy introduced a Life Cycle Analysis (LCA) procedure in 2011 to quantify the environmental impact of a facility. The LCA was reviewed in an expert report by the independent specialised consulting firm Solinnen. This action confirms our sustainability programme, which was also highlighted by the United Nations Environment Programme (UNEP).

Even before the release of targets set out in the French government’s bill on the energy transition for green growth – aiming for 10% renewable natural gas (injected into the gas pipelines in 2030) – Storengy had already launched a study on storing “green gases”. This study aims to identify the specific compounds in renewable gas and confirm that it will not harm the water in storage aquifers or surface facilities.

The French decree No. 2014-328 on access to underground natural gas storage in France, passed on 12 March 2014, introduced further obligations for natural gas suppliers and improved the system of sanctions. This legislation aims to guarantee supply to consumers in the event of a cold snap or geopolitical crisis and prevent any distortion in competition among suppliers. Storengy brought its expertise of the storage market to the consultation process.

The Uelsen underground storage facility in Germany reduced its energy consumption by about 20 million kWh/year, equal to annual savings of approximately €1.4 million. Uelsen achieved this after taking five measures to optimise energy use, including the compressed air system. This initiative will be rolled out at other facilities.

EMISSIONS

Making facilities more sustainable

ENERGY TRANSITION

Renewable gas in our storage

LEGAL OBLIGATIONS

Guaranteeing natural gas supply

BEST PRACTICES

Uelsen cuts its electricity consumption

[ BALISE GRI EN26 ]


SUSTAINABLE STORAGE 24 25

I N T E R V I E W

BIO

2013became Director of Environmental and Societal Responsibility

2010became Corporate Director in charge of Financial Communication

2002joined Engie as a Finance Officer

As a world leader in energy, we are actively involved in social and environmental issues. In 2014, we introduced a new policy to take a fresh approach to sustainability. Storengy fully supports us in this programme.

What are the targets of the new social and environmental responsibility policy at Engie?We operate in 70 countries. This means we have a role to play to improve social and environmental practices. In 2014, we decided to pool the various initiatives underway at Engie and take our ambition further by adopting a new policy with three main focuses: developing new energy solutions, promoting responsible business conduct and fostering responsible relationships with stakeholders. Our policy includes other social and environmental responsibility objectives such as diversity. Valérie Bernis, Executive Vice-President in charge of Communications, Marketing and Environmental and Societal Responsibility at Engie, also set an ambitious Group target in 2014 to reduce specific CO2 emissions. Our new policy also reflects how we plan to get involved in all levels of major debates on energy and the environment. Gérard Mestrallet, Chairman and Chief Executive Officer of Engie, supported the idea of a global carbon prize at the Climate Summit of the United Nations in New York in September 2014.

What exactly will this new policy change at Engie?From now on, the decision-making process further integrates environmental and social factors. Two management committee meetings per year are dedicated exclusively to these issues. We’re developing internal indicators to improve our monitoring and the efficiency of our initiatives. Our branches’ extra-financial performance will be reviewed regularly, and a portion of executive

compensation will depend on meeting these performance objectives.

How is this policy applied at Storengy?We have to measure and manage the impact of our business on the populations near our facilities. As a natural gas storage facility manager, we are extremely attentive to the needs of local stakeholders. Local managers have demonstrated their involvement by taking meaningful measures, particularly relating to biodiversity. Their successes will benefit the entire Group.

Engie is active worldwide. It must take to heart the major social and environmental issues of its time”

ANNE CHASSAGNETTE, DIRECTOR OF ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY, ENGIE


28_Highlights

29_Viewpoint

32_Overview

33_Interview



26 27

Involving employees in company development, consolidating relationships with clients, sharing projects with local citizens and organisations....

Relations, both within and outside the company, are at the heart of everything we do at Storengy. With this

approach, everyone – our business, our society and our environment – comes out a winner.



H I G H L I G H T S

152

2.90 / 4.00

32.7 M€

90% 18281h30

14+ THAN 1,200 HA Number of municipalities concerned by storage facilities in France

In 2014, Storengy’s contribution, through the French local business tax (CET), tax on network operators (IFER)** and property tax***, totalled €32.7 million.

Number of departments concerned by storage facilities in France

companies participated

Development of a two-year action plan with four main focuses:individual

interviews

Total surface area of land occupiedby Storengy in France

Storengy led a campaign at the end of 2014 to assess its client relations with the assistance of Why Consulting.

Local economic benefits

Response rate (up from 77% the previous year).

PHASE 1 PHASE 2

Average satisfaction index:

Findings from the client satisfaction survey

Meetings with B-to-B clients

Duration of the interviews

“Catalogue offerings” “Customise offerings” “Operational client processes” “Client guidance/support/services”

Use: community budgets financed (local job creation, reduced charges for local populations, local improvement works, etc.).

* The Contribution Economique Territoriale (CET) includes Corporate Property Tax (Cotisation Foncière des Entreprises, CFE) and Corporate Added-Value Tax (Cotisation sur la Valeur Ajoutée des Entreprises, CVAE), ** Imposition Forfaitaire sur les Entreprises de Réseaux, *** Taxe Foncière

[ BALISES GRI EN14 - PR5 ]

2014 ENV IRONMENTAL AND SOCIETAL RESPONSIB IL ITY REPORT Storengy


The Céré-la-Ronde facility in the Touraine region is a prime example of the care Storengy puts into protecting the environment and biodiversity. Together, employees and

management are developing a set of best practices.

CÉRÉ-LA-RONDE: STORENGY’S GREEN LABORATORY

The Céré-la-Ronde facility in the department of Indre-et-Loire, nestled in the heart of the French countryside, currently serves as a test site to assess the effectiveness of Storengy’s measures to protect biodiversity before they are rolled out at other storage facilities. With a surface area of 100 ha (247 acres), of which 60 ha (148 acres) are covered in woodland, the field includes 13 operation wells and 13 control wells. “We conducted an initial biodiversity assessment in 2011 with the guidance of the specialist environmental consulting firm EcoTec,” says Denis Leca, Biodiversity Manager at Storengy’s Centre of Expertise. “We applied the findings to develop a specific action plan

for each area of the facility, focusing on integrating well platforms into the natural environment and enhancing the biological potential of parcels.”

Sustainable management One of the first initiatives taken was to restore a damaged former wetland near the facility. “This area used to be rich in biodiversity, inhabited mainly by amphibians, and play an important role in water management and filtration, Denis Leca points out. We launched the restoration work in the autumn of 2012 and began seeing tangible results in the spring of 2013. The ecosystem is gradually developing. The local species have returned and are reproducing again.”

V I E W P O I N T

28 29

[ BALISES GRI EN13 - EN14 ]

V I E W P O I N T



A sustainable landscaping programme (see inset) was also initiated at the site starting in the autumn of 2013. Most importantly, pesticides were completely eliminated in 2014 and have been replaced with more environmentally-friendly maintenance methods.

Partnerships that bring resultsMost of the efforts made at Céré-la-Ronde are the fruit of a partnership that Storengy has forged with the Centre Region Conservatory of Natural Spaces (Conservatoire d’Espaces Naturels de la Région Centre). We began working together in 2013 and ultimately signed a partnership agreement in January 2014. “Sustainable landscaping requires specific expertise. Gaining the support of the Conservatory was crucial to our success,” Denis Leca explains. “The organisation’s backing helped convince both stakeholders and employees that we were sincere and serious about this project.”Storengy also adhered to the French national biodiversity strategy in 2014 as a commitment to integrate biodiversity into its business strategy.

A long-term challenge“We know that our industrial businesses have an impact on the environment,” says Denis Leca. “We also know that biodiversity is threatened. It is our responsibility to protect, and if possible enhance, biodiversity. Stakeholders – local governments, organisations, government agencies, local residents – are increasingly concerned about the environmental impact of our activities, and would not accept them otherwise.” A strong environmental and social commitment will better position us in the long term to renew the concessions granted to Storengy and, more generally, ensure our future success.What’s the next step? “We now aim to turn this approach into long-term policy and then raise awareness about it,” Denis Leca states. “We will discuss our sustainable landscaping programme at the World Gas Conference in Paris in June 2015.” And this campaign is already well under way. The biodiversity policy at Céré-la-Ronde earned the Sustainable Development award in the Storengy Initiatives Challenge in 2014.

1_ Sustainable landscaping at the Céré-la-Ronde site

2_ Wetland created by Storengy

3_ The biodiversity project management team on site

4_ Sheep: natural mowers

14

2 3


V I E W P O I N T


SUSTAINABLE RELATIONS 30 31

WETLAND RESTORED 500 metres (1,650 feet) of live hedges planted,

environmental rehabilitation of 7 platforms including

1 experimental programme, 20 birdhouses installed

BILLION M3 OF NATURAL GAS:

the total storage capacity at Céré-la-Ronde

1

1,2

We set up three bee hives at the Céré-la-Ronde facility in April 2014 as bio-indicators to help us monitor the site. Bees are analysed by the Apilab laboratory three times a year to measure the concentration of certain pollutants such as lead, cadmium, arsenic and polycyclic aromatic hydrocarbons (PAHs). The findings in 2014 showed low levels of these substances that were close to those of the natural environment. That means that this type of pollution is virtually absent at the site. The added bonus was some delicious honey. We hope to convince other facilities to adopt them!

The concept involves managing and maintaining environments in line with their use. At Céré-la-Ronde,

the rule is now to mow grassy areas late every year to protect the

wildlife, especially during mating season. The grass turns into a

prairie with more diversified plant life. Technical areas and roadsides

are weeded and mowed regularly to improve safety.

What is sustainable landscaping?

Bees are our whistleblowers”

PHILIPPE BRAUD, REGULATIONS MANAGER AT THE CENTRE DIVISION OF STORENGY




O V E R V I E W

L’actualité de votre site de stockage souterrain de gaz naturel - Cerville

Bulletin d’information n°1 - hiver 2014

À CÔTÉ DE CHEZ VOUS

VIE DU SITE

Soutirage hivernal : le stockage de Cerville s’y préparePour garantir la performance de son stockage, Storengy organise en amont de la campagne de sou-tirage hivernale, une maintenance approfondie de ses équipements industriels. Ainsi, dès la fin de la campagne de soutirage précé-dente, (au printemps) le site se prépare déjà pour la suivante.

Traitement, compression et étalonnage : des installations clefs à réviser

Durant cette période de maintenance, les équipements dédiés au traitement, à la compression et à l’étalonnage du gaz sont inspectés et révisés par les équipes du site.

Installations de traitement : des organes de sécurité jusqu’à la qualité de la peinture extérieure, tout est minutieusement vérifié. Concernant les équipements de compression, pour s’assurer de leur paramétrage optimal, Storengy fait appel à l’expertise des constructeurs. Cette maintenance consiste, tant en l’examen des assemblages mécaniques que des paramétrages électriques et électroniques de ces machines. Enfin, en coordination avec les organismes habilités, les équipes contrôlent les analyseurs de gaz et les étalons de référence afin de s’assurer de leur conformité pour la campagne à venir.

Anticiper pour optimiser et sécuriser les opérations

Le programme est dense et la sécurité des opérations une priorité. Aussi, pour minimiser le temps d’indisponibilité totale* du site et s’assurer d’une sécurité maximale, les équipes de Cerville et du siège** organisent et planifient précisément l’ensemble des travaux de maintenance. Le planning de travail intègre de nombreux facteurs tels que : les besoins des clients, les contraintes du réseau de transport, les retours d'expérience, les actes d'exploitation... Au terme de ces travaux, à la fin de l’automne, le site est prêt et peut ainsi contribuer à la sécurité d’approvisionnement en gaz naturel. *période durant laquelle le site ne peut ni injecter ni soutirer du gaz.**durant la période d’indisponibilité totale, les plannings de maintenance sont établis au niveau national.

Les équipements sont identifiés et consignés durant leur maintenance.

Vérification du paramétrage des installations de compression.

Le site renouvelle sa certification isrs8 *Audité cette année, le site a renouvelé sa certification ISRS8 de niveau 6, confirmant ainsi son haut niveau de performance. ISRS8 est un système d’audit intégré qui regroupe entre autres, les exigences d’ISO 9001 et 14001. L’obtention par le stockage de Cerville de cette

certification, démontre sa maîtrise des risques en santé et sécurité des personnes ainsi que sa performance en sécurité industrielle et environnementale. L’atteinte du niveau 6, récompense l’implication quotidienne des équipes du site dans l’amélioration des processus.

*ISRS : l’International Safety Rating System, évalue la performance des systèmes de management en termes de qualité, santé, sécurité et environnement.

In 2014, Storengy joined the campaign to save the water avens, a protected plant species in the Paris Region. “To help reintroduce this species, we formed a partnership with two organisations, the National Museum of Natural History (MNHN) and the National Botanical Conservatory of the Paris Region (CBNBP),” explains Didier Pezennec, Legal Adviser at Storengy and one of the key actors working to make the operation a success. “We have provided a fenced area covering two hectares (5 acres) at the Saint-Clair facility.” The Engie Corporate Foundation has also offered financial support. “This project is perfectly in line with the Vigi-Nature programme which we are leading with the Museum to identify species and protect biodiversity,” adds Valérie Vigouroux, the Foundation’s Deputy General Delegate.

We have been organising a strategy seminar with our Works Council every year since 2012. These seminars are designed to strengthen employee relations and share ideas about the main issues affecting the company. The most recent meeting, on 30 September 2014, focused on energy transition issues and the regulatory changes in effect since the French decree of March 2014.

Several of our facilities took further steps to boost relations and transparency with local residents and stakeholders. Newsletters were circulated around the Beynes and Céré-la-Ronde facilities, while articles in city magazines were also published at Cerville and Saint-Illiers-la-Ville.

LABOUR RELATIONS

The Works Council discusses Strategy

WATER AVENS

Storengy is proactive about biodiversity, protecting living species

SPEAKING OUT

Facilities focus on transparency

[ BALISE GRI EN14 ]


SUSTAINABLE RELATIONS 32 33

I N T E R V I E W

BIO

2007joined Statoil in London, in the Marketing & Trading Division

1991 to 2007held various positions in the gas industry in Germany, Switzerland and England

1991graduation from the University of Trier (Germany) with a degree in business management

Statoil is a leading client of Storengy in Europe. The two partners have forged a solid relationship, combining product innovation and price engineering. Today, Statoil uses five European energy storage sites managed by Storengy, including the new Stublach site in England.

How long have you been working with Storengy?We have been calling on Storengy’s storage services for the past seven years. We started working together in France. Three years ago, we extended our collaboration to Germany, and then to England last year. We are currently using Storengy’s underground storage capacity on three French sites, as well as one site in Germany and one in England.

Why did you choose Storengy?Storengy enjoys a very advantageous position on the market. The company has developed unique technical expertise in all of its businesses. Moreover, Storengy has persistently demonstrated its ability to develop innovative offerings with strong value creation from both a technical point of view and in terms of pricing models. The company is attentive to our proposals and takes concrete action to meet and even exceed our expectations. I particularly appreciate this extremely constructive approach to managing the client relationship.

In what way does Storengy stand out as a privileged partner of Statoil?We especially appreciate their willingness to build a long-term relationship with us and take account of our priorities. We meet with Storengy’s contract managers two to three times per year, and our discussions lead to real advances. For example, we worked together to design contracting procedures that allow the two parties to better share financial risks. We put

forth the basic idea, and Storengy was able to bring it to fruition.

What was the highlight of your relationship with Storengy in 2014?The start of our collaboration on the Stublach site in England in September 2014 stood out as a major step in our relationship. The United Kingdom has a limited number of underground storage sites. The fact that Storengy was active on the site, together with a highly flexible pricing structure, offers real added value.

Storengy builds long-term relationships with its clients”

RALF SCHUMACHER, FLEXIBILITY ORIGINATION MANAGER, MARKETING & TRADING, STATOIL (U.K.) LIMITED

[ BALISE GRI PR5 ]


36_Highlights

37_Viewpoint

40_Overview

41_Interview



34 35

At Storengy, we are a socially responsible company that promotes gender equality and training for

older workers while offering assistance for disabled workers and young graduates looking to enter the

job market. We can count on the commitment of our employees to achieve all that, with the support of the

FACE Paris business club.



H I G H L I G H T S

FOR STORENGY EUROPE STAFF

2013

2012 2013 2014

Accident frequency rate*

Gender Equality

Training

* Frequency rate = (number of accidents requiring sick leave/number of hours worked) X 1,000

Total number of training hours and percentage of employees trained per country in 2014

Average number of training hours per person trained and per country in 2014

Percentage of female employees (at 31/12/2014) by region (%)

DE

DE

UK

UK

FR

FR

689 people trained

134 people trained

32 people trained

88%

87% 88.9%

39 WORK-STUDY CONTRACTS SIGNED IN 2014Storengy hosts some forty work-study trainees per year.

Percentage of employees who had regular performance and career development appraisals in 2014.

96%

100%

100%

FRANCE

UK

GERMANY

18.2

18.5 2

2.2

17.9 19

.8 22.6

31

19.4

18.2

0.661.29

2014

22,772 h5,243 h3,619 h

30.8 h 39.1 h 23.9 h

25

[ BALISES GRI LA7 - LA11 ]


Storengy was awarded the Afnor Diversity Label in June 2014. This honour was bestowed following a rigorous audit and training programme carried out with the support of the

FACE Paris business club. From management practices to employee awareness, diversity continues to gain momentum at Storengy!

DIVERSITY AS A SOURCE OF WEALTH

Afnor’s Diversity Label, awarded to Engie in June 2012 and applied to all Group entities in 2014, including Storengy, recognises action taken to promote diversity. Storengy and the rest of the Engie Group benefited from the expertise of the FACE Paris business club. “FACE Paris representatives helped us prepare for the Afnor audit and trained our employees about equal treatment and anti-discrimination,” says Aurélie Joffre, Diversity Advisor at Storengy. These measures are intended to ensure that the all procedures are carried out in line with the Diversity Policy. We want to give everyone the same chances. New employees

learn about these issues as part of their orientation when they join Storengy.”

Taking concrete actionThe three-year gender equality agreement signed by Storengy and French labour unions for 2013-2015 is a concrete illustration of our gender equality policy. Through this agreement, we focus on four main areas: raising awareness and changing mindsets, promoting diversity, ensuring gender equality and enhancing work-life balance. Our HR teams have implemented various initiatives to teach staff about the projects under way. “For example, we will soon be distributing a

V I E W P O I N T

SUSTAINABLE RESPONSIBILITY 36 37



brochure aimed at parents, informing them of all the measures Storengy and the Group has taken to make their lives easier, such as setting up partnerships with day care facilities,” says Aurélie Joffre.

Promoting work-study programmesStorengy acts to integrate people with disabilities into the workplace, particularly through work-study contracts. “We have a special disability programme,” adds Aurélie Joffre. “One way that we use the budget allocated to this programme is to adapt workstations.” Storengy more generally focuses on young people in work-study programmes and organises an integration day every year. The next event will take place soon at an ESAT, an organisation that employs and offers assistance for disabled workers. Several workshops will be offered to help work-study employees and mentors come up with ideas to optimise their experience at Storengy. They will meet again at the end of their contract for a one-day event dedicated to

preparing their future career plans, where they can participate in mock interviews.

Encouraging local initiatives“We constantly seek to improve our practices by talking to local organisations or our counterparts from other Group subsidiaries,” adds Aurélie Joffre. Some action is taken directly by employees.” For example, the young graduate sponsorship project led with the support of FACE Paris or the one-year exchange programme for private and public sector employees under the auspices of the British government. Andrew Morgan, currently Deputy Managing Director at Storengy UK, is participating in this programme. He plans to use this experience to develop new managerial skills. That is proof that at Storengy, social responsibility is driving progress for everyone!

1-4_ The men and women of Storengy

2_ Work-study employee seminar

3_ Aurélie Joffre, Diversity Advisor

14

2 3

V I E W P O I N T



V I E W P O I N T

WOMEN TO 5 MEN: the gender ratio of Storengy’s

Steering Committee

THE PERCENTAGE OF WOMEN

managers at Storengy, the Engie Group’s target

for 2015 is 25%

4

28%

I joined Storengy in 2009 as an administrative assistant. I eventually took a position as billing manager, and then treasurer. I had no experience in these positions, but I was able to develop my skills thanks to my willingness to tackle new challenges, the support from my manager and the necessary training. Today, my job mainly involves preparing cash forecasts and managing cash flows and bank accounts.

Sponsoring young graduates

Storengy has opened up new career opportunities for me”

BRIGITTE NÉCHARD, TREASURER, STORENGY

[ BALISE GRI LA11 ]

On the initiative of the FACE Paris business club, two managers from

the Céré-la-Ronde facility have been sponsoring young

unemployed graduates since November 2014. With the support of the organisation Mission Locale

Loire Touraine, which promotes social integration and employment

of educated young people, this programme benefits both sides. The

graduates receive advice every week to define their project, and the people at Storengy develop

close ties with the local social and economic fabric.



O V E R V I E W

The 2014 Atou’Sécurité safety days led at Storengy facilities covered topics such as stress management, road risks and chemicals. Practical awareness exercises were given about slips, trips, and falls and preventing lower back pain and sprains. Nutrition workshops were also conducted.

Storengy launched the training programme “Raising awareness about psychosocial risks” in 2014. The initiative will be extended to head office managers in 2015. This programme was first designed for the committee for health, safety and working conditions and operational managers. It aims to better define psychosocial risks, improve psychological support and support colleagues in need of help.

An awareness programme about preventing musculoskeletal disorders (MSDs) was initiated for the World Day for Safety and Health at Work on 29 April 2014. Workshops on carrying loads, developing the right movements and postures and organising work spaces were given at all French and UK facilities. Risks of slips, trips, falls and traffic risks were on the programme at German facilities.

TRAINING

Recognising and offering support for psychological stress

SAFETY

Best practices to avoid accidents

HEALTH

Preventing musculoskeletaldisorders

IINNVVII TTAATTII OONN >>>>

Dans le cadre de sa démarche Cap Sécurité, Storengy organise chaque année sur l’ensemble de ses sites,

des rencontres ATOU’Sécurité axées sur la prévention Santé Sécurité et la sensibilisation aux risques.

Vous êtes invités à participer à la prochaine réunion ATOU’Sécurité

Jeudi 18 septembrede 14h à 17h

Accueil-café à partir de 13h30

à IBM Forum Bois-ColombesAuditorium Blaise Pascal

Au programme :

• Le risque plain-pied et les gestes et postures• La nutrition : alimentation et santé

Veuillez confirmer votre présenceau plus tard

en cliquant sur le bouton de vote

le 10 septembre

Keep the Safety Culture a Reality !

[ BALISE GRI LA11 ]



I N T E R V I E W

BIO

2008became Head of the FACE Paris Club

2004created and headed the FACE Seine-Saint-Denis Club

1999appointed Deputy Director at the Rueil-Malmaison Employment Centre

Created eight years ago, FACE Paris guides and advises companies that want to get involved in promoting social integration. The organisation supports Storengy’s programme to sponsor young unemployed graduates.

What motivated FACE Paris and Storengy to start working together?In 2013, Guita Elahi, Director of Environmental and Social Responsibility and Innovation at Storengy, contacted us because she was looking to include social initiatives in the LFT programme**. Out of the projects we offer our members, she showed the most interest in sponsoring young graduates. One year later, the results are extremely positive. Five managers at the head office have volunteered to participate in the programme. They have worked with eight graduates looking to enter the job market. Three of them have found a job, including one who was previously homeless. We extended this program to test facilities at Chémery and Céré-la-Ronde at the end of 2014, where four employee volunteers sponsor young workers.

What is Storengy’s interest in implementing these initiatives?By investing locally in sponsoring programmes, the company comes out ahead in three ways. It sends the public the positive image of a responsible company, raises its profile among local decision makers and federates its employees around strong values. This concrete action shows that Storengy’s environmental and social policy is not only about communication but practical initiatives that deliver measurable results.

How does FACE Paris help, in concrete terms?At first, we came to present the programme and reassure the future sponsors about their involvement. Their objective was not to find the young people a job, but to help them build their approach to finding a job. We then assumed the role of intermediary between the local employment centres and the company. Next, we implemented a guidance methodology. In 2014, we conducted ten training sessions on equal treatment and diversity. With FACE Paris, Storengy now has a trusted partner to support its social programmes.

* Act Against Exclusion Foundation (Fondation Agir Contre l’Exclusion)** LFT: Leaders For Tomorrow is an internal programme at Engie implemented to identify and train the Group’s future senior managers.

FACE* Paris helps advance Storengy’s social projects”

FRANÇOISE CANDIER, DIRECTOR OF FACE PARIS


44_Choice of indicators

45_Analysis of indicators

46_Summary of indicators

50_GRI index

PERFORMANCE INDICATORS


42 43



Reporting indicators were selected according to the following criteria:- As far as possible, priority was given to pre-existing indicators to avoid having to develop new indicators. Multi-year tracking procedures were established for select indicators.- Indicators not included in GRI but liable to enhance management (e.g. investments): each indicator was examined to determine ease of implementation, as well as expected benefits, both internally and externally (public authorities, investors, local residents, etc.).

To guarantee that each indicator selected is replicable, the definition (source of data, format, units, assumptions, etc.), frequency (monthly, annual, etc.), actors involved (monitoring methods utilised, departments responsible, etc.) are listed in a specific document (Guidelines).

ECONOMY The financial statements of Storengy SA, which directly manages storage activities in France, are analysed on an annual basis by the statutory auditors.Yearly financial statement and the report of the statutory auditors are filed each year at the registry of the Commercial Court of Nanterre following approval by the General Meeting of Shareholders. They are available to the public upon request.

ENVIRONMENTStorengy has chosen to present pre-existing indicators. Some indicators have been eliminated and replaced with more suitable indicators (amount of water returned, direct CO2 emissions falling within the scope of the EU ETS Directive), intended to enhance Storengy’s environmental performance. Other indicators are currently being incorporated into the Management System.

HUMAN RIGHTS No indicator has been selected as Storengy does not apply Engie Group policies in this field. Storengy already abides by several best practices in purchasing consultations and regarding non-discrimination practices, but does not carry out formal monitoring.

EMPLOYMENT AND LABOUR RELATIONSMindful of the benefits of a rigorous and responsible staff tracking initiative, Storengy has included several pre-existing indicators in its report.

SOCIETYA number of practices are implemented, often derived from Engie Group policies. However, considering the size of Storengy, formal monitoring is not systematically carried out.

PRODUCT LIABILITYStorengy already monitors the quality of products and services (non-compliance, client satisfaction, etc.) In 2012, the life cycle of our business was analysed with an eye to improving the factors which have the greatest impact on health and safety. To establish indicators, the Life Cycle Analysis will continue in 2015 on the basis of 2014 references.

SCOPEThe report encompasses Storengy’s business in France, Germany and the UK. 2012 and 2013 figures are provided for each country, thus maintaining a historical perspective over three years for French and German activities and two or three years (depending on indicators) for activities in the UK.

[ BALISES GRI 3.1 - 3.3 - 3.6 - 3.7 - 3.8 - 3.11 ]

Choice of indicators AND SCOPE OF REPORTING


PERFORMANCE INDICATORS 44 45

EN16 – Direct Greenhouse Gas (GHG) emissionsThe apparent increase in direct methane emissions in 2014 was due to a change in the definition of the indicator:- The global warming potential (GWP) rate used for CH4 was 34 (compared to 25 in previous years)- In their 2014 reporting, some sites have included natural gas venting in laboratory environments (permanent vent).

EN22 – Total weight of wasteThe majority of waste produced by storage sites is made up of liquid effluents. These effluents are water particles accumulated by the gas when it is stored in underground reservoirs. They are then withdrawn together with the gas. The volume depends directly on activity levels at the different sites. The second most significant waste-generating activity is work at storage sites.The 2014 level of natural gas storage, which was lower overall than in 2013 due to site operation strategies, nonetheless led to greater production of liquid effluents.

EC1 – Economic value generated and distributedEconomic value generated was near 2012 levels. The difference compared to the previous year was due to impairment of storage assets recognised in 2013 (see 2013 report).Distributed economic value was down from 2013, particularly due to the fact that Storengy SA paid no dividend to its shareholders in 2014 due to unfavourable 2013 results.

INVESTMENTS2014 investments were down compared to previous years due both to the completion of the major renovation programme on certain French storage sites and the finalising of development projects in Germany with the commissioning of Peckensen 5 in 2014. Storengy also continued its development initiatives in Stublach, in the UK, launching operation of the first storage caverns in 2014.

[ BALISE GRI 3.1 ]

Analysis of changes TO SELECT INDICATORS


S U M M A R Y O F I N D I C A T O R STh

eme Indicator (*) 2012 2013 2014 GRI

FR(1) DE(2) UK(3) Total EU FR(1) DE(2) UK(3) Total

EU FR(1) DE(2) UK(3) Total EU

ENER

GY

DIRECT CONSUMPTION OF FOSSIL ENERGY (GWh) 672 59 731 661 44 706 534 28 4 566

EN3Gas 584 56 640 547 43 590 531 28 4 563

Fuel oil 5 1 6 1 0.2 0.9 3 0.1 N.A 3

ELECTRICITY CONSUMPTION (GWh) 170 76 20 266 177 84 37 298 172 66 1 239 EN4

WAT

ER

QUANTITY OF WATER WITHDRAWN (Mm3) 1 3 11 15 2 2 14 18 2 0.9 10 12.9

EN8Industrial water (Leaching of salt caverns,fire water, etc.) 1.43 2.92 10.89 15.24 2.03 1.79 13.93 17.76 1.98 0.86 10.01 12.85

Operation (Public Water Network) 0.05 0.01 0.00 0.06 0.03 0.01 0.00 0.04 0.03 0.005 0.00 0.04

QUANTITY OF WATER RETURNED (Mm3)(5) 1.94 0.9 10 12.8

AIR

PO

LLU

AN

TS

DIRECT EMISSIONS OF GREENHOUSE GASES (GHG) (KILO T CO2 EQUIVALENT)

EN16

Methane (CH4) direct emissions fom operating activities, maintenance or works(6)

43 3.4 46 40 3 43 91.35 6.36 N.A 97.7

CO2 direct emission concerned by EU ETS (European Union Emissions Trading Scheme)

109.97 4.83 N.A 114.8

TOTAL INDIRECT EMISSIONS OF GREENHOUSE GASES (GHG) (KILO T CO2 EQUIVALENT) EN17

GHG emitted during vehicle use(4) 0.54 0.2 0.74 0.5 0.21 0.72 0.41 0.11 N.A 0.52

EMISSIONS OF OTHER AIR POLLUTANTS (t)

EN20Nitrogen oxides (NOx) 351 6 358 278 5 283 176 3 N.A 179

Sulphur oxides (SOx) 8 ND 8 31 ND 31 23 N.A N.A 23

WA

STE

TOTAL WEIGHT OF WASTE, BY TYPE (kilo tonnes)(7)

27 0.7 0.03 28 16 0.56 0.39 17.3 32.2 0.3 2 34.1

EN22

Hazardous Waste 12.5 0.3 0.00 12.8 6.4 0.25 0 6.6 8.78 0.13 0 9

Non-Hazardous Waste 14.9 0.4 0.03 15.3 10 0.32 0.39 10.7 23.47 0.17 1.60 25

TOTAL WEIGHT OF WASTE, BY DISPOSAL METHOD (kilo tonnes) 27 0.7 0.03 28 16 0.56 0.39 17.3 32 0.3 N.A 32.5

Recycling 0.3 0.46 0.02 0.8 2.2 0.32 0.03 2.5 4.2 0.13 N.A 4.3

Disposal 27.1 0.2 0.01 27.3 14.2 0.24 0.36 14.8 28 0.17 N.A 28.2

1. France: 8 aquifer storage facilities, 3 salt caverns storage facilities (2 sites had no injection / draw-off activity in 2014)

2. Germany: 3 salt caverns storage facilities and 5 depleted reservoir storage facilities3. United Kingdom: 1 salt cavern storage facility currently near completion4. Excl. air and rail 5. New Indicator calculated as from 2014 6. GWP CH4 = 34 in 2014 (25 previous years)

7. The lower level of natural gas stock in 2014 compared to 2013 due to the exploitation strategy of the sites, result in a higher production of sewage in 2014 than in 2013

(*) Actual data at end of october to which an estimation is added for the month of november and decembre of the considered year

N.A. Indicator not available


ENVIRONMENT SECTOR

[ BALISES GRI 3.1 - EN3 - EN4 - EN8 -EN14 - EN16 - EN17 - EN20 - EN22 ]


46 47


eme

Indicator 2012 2013 2014

GRIFR(1) DE(2) UK(3) Total

EUFR(1) DE(2) UK(3) Total


EU

EMP

LOYE

MEN

T

CATEGORY 937 166 28 1 131 873 162 31 1 066 830 154 36 1 020

LA1

Manager 324 32 8 364 312 34 9 355 299 66 13 378

Non-Manager 613 134 20 767 561 128 22 711 531 88 23 642

TYPE OF CONTRACT

Undetermined term 880 159 26 1 065 831 160 27 1 018 792 153 33 978

Determined term 0 7 2 9 0 2 4 6 0 1 3 4

Training (FR only) 57 57 42 42 38 0 0 38

TEMPORARY WORKERS (FTE) 8 15 0 23 6 15 0 21 3 8 0 11

DURATION OF WORK 1 131 873 162 31 1 066 830 154 36 1 020

Full-time 1 078 832 159 31 1 022 783 152 34 969

Part time 53 41 3 0 44 47 2 2 51

TURNOVER (%) 1.6 0.6 9.1 2.1 5.4 10 1.4 5.4 11.4

LA2

ROTATION (%) 11.3 3.6 9.1 12.3 13.2 10 11.6 19.7 22.9

TYPE OF BENEFITS FOR IEG EMPLOYEES OR EMPLOYEES COVERED BY A COMPANY AGREEMENT

A B N/A C B N/A

D (+en-ergy

advan-tage)

D N/A

LA3TYPE OF BENEFITS FOR NON-IEG EMPLOYEES OR EMPLOYEES UNCOVERED BY COMPANY AGREEMENT

B C B D C BD (-re-tire-

ment)D

SOCI

AL

REL

ATIO

NS

REPARTITION IN IEG STATUS 1 131 873 162 31 1 066 830 154 36 1 020

LA4IEG status or covered by a convention

977 826 93 0 919 787 81 0 868

Non-covered by a convention 154 47 69 31 147 43 73 36 152

MINIMAL PERIOD OF NOTIFICATION FOR AN ORGANISATION CHANGE **

agree-ment

signed

untill 7 month N/A

agree-ment

signed

0 -7 month N/A

agree-ment

signed

0 -7 month N/A LA5

SOCIAL SECTOR


[ BALISES GRI 3.1 - EN4 - LA1 - LA2 - LA3 - LA4 -LA5 ]


2. Germany: 3 salt caverns storage facilities and 5 depleted reservoir storage facilities déplétés

3. United Kingdom: 1 salt cavern storage facility currently near completion.

A. Retirement, health coverage, familly, social benefits, death coverage, personal tarification…

B. Retirement, health coverage, social benefits…C. Retirement, holidays bonus, christmas bonus, health coverage, death coverage, special

leaves (wedding, birth, ….)D. Retirement, holidays bonus, christmas bonus, health coverage, death coverage, special

leaves (wedding, birth, ….) and other bonus (travels, birth, death, training, meals…)

** In Germany, between 0 to 7 months depending of individual situation.


S U M M A R Y O F I N D I C A T O R S

SOCIAL SECTOR


Them

e

Indicator 2012 2013 2014

GRIFR(1) DE(2) UK(3) Total


EUFR(1) DE(2) UK(3)

HEA

LTH

& S

AFE

TY

% OF WORKFORCE REPRESENTED IN HEALTH AND SAFETY COMMITEES

100 23 N/A 100 23 N/A 100 24 N/A LA6

TOTAL ABSENCES (HOURS) FOR WORK ACCIDENTS (SERVICES, TRAVEL) AND PROFESSIONAL ILLNESS

216 56 0 272 1 152 N/A N/A 1 152 581 0 0

LA7

WORK ACCIDENTS RATE WITH SICK LEAVE 0.75(4) 0.00 0.00 0.59 1.64 0,00 0,00 1.29 0.90 0.00 0.00

NUMBER OF SIGNED AGREEMENTS WITH WORK COUNCILS FOR HEALTH AND SAFETY ONLY

3 2 2 3 3 2 2 3 3 10 2

LA9Social & psychological risks 1 group agreement 1 1 group agreement 1

1 group agree-ment

8

Health & Safety guidelines 1 group agreement 1 1 group agreement 1

1 group agree-ment

2

Asbestos 1 1 1 1 1 0

TRA

ININ

G

TRAINING : NUMBER OF HOURS/PERSON 42.6 64.5 37.3 37.0 37.6 125.2 30.8 39.1 23.9 LA10

SKILLS AND LONG LIFE TRAINING PROGRAMS

Senior agreement for GDF SUEZ Company signed in 2011

Yes Yes

LA11

SKILLS DEVELOPMENT AND INDIVIDUAL DEVELOPMENT E E E E+F E E E+F E

% OF WORKFORCE HAVING A PERFORMANCE AND/OR CAREER INTERVIEW

> 94 ~ 30 100 >96 ~30 80 > 96 100 100 LA12

DIV

ERSI

TY

WOMAN % IN MANAGER CATEGORY 24.7 21.9 25.0 26 20.6 33.3 28.1 24.2 38.5

LA14

WOMAN % FOR ALL CATEGORIES 18.5 22.2 17.9 18.2 19.8 22.6 19.4 18.2 25

[ BALISES GRI 3.1 - LA6 - LA7 - LA9 - LA10 - LA11 - LA12 - LA13 ]



2. Germany: 3 salt caverns storage facilities and 5 depleted reservoir storage facilities déplétés

3. United Kingdom: 1 salt cavern storage facility currently near completion.

E. Training plan, Storengy Campus, Performance interviews, Jobs/competency cartography…F. “application parcours professionnels” & “management way auto-evaluation”

48 49


eme

Indicator 2012 2013 2014 GRI

FR(1) DE(2) UK(3)Total

Storengy Europe


Storengy Europe


Storengy Europe

ECO

NO

MIC

PER

FOR

MA

NCE ECONOMIC VALUE

CREATED (M€) 623 163 0 786 -961 -608 -391 -1,960 610 176 -30(4) 756

EC1ECONOMIC VALUE DISTRIBUTED (M€) 562 89 7 668 485 84 3 572 361.46 101.51 23 486

INVESTMENTS (M€) 286 61 90 437 245 69 68 382 105.51 15.76 58.95 181

1. France: 8 aquifer storage facilities, 3 salt caverns storage facilities (2 sites had no injection / draw-off activity in 2014)2. Germany: 3 salt caverns storage facilities and 5 depleted reservoir storage facilities3. United Kingdom: 1 salt cavern storage facility currently near completion4. Including loss of value -45,2

ECONOMIC SECTOR


[ BALISES GRI 2.8 - 3.1 - EC1 ]

SOCIAL SECTOR


G R I I N D E X


STRATEGY AND PROFILEVISION AND STRATEGY 1.1 – Statement from the CEO 61.2 – Description of key impacts, risks and opportunities 5

PROFIL2.1 – Company name 4-52.2 – Main Products and Services 4-12-13-16-172.3 – Operational structure of the company 6-72.4 – Location of the company’s headquarters 512.5 – Number and names of countries in which the organization

is located 8-202.6 – Nature of share ownership and legal form 512.7 – Markets on which the organization operates 8-202.8 – Size of the organization 4-49

REPORT PARAMETERS 3.1 – Date of last report 6-44-45-46-47-48-493.3 – Reporting cycle 443.4 – Contacts 513.6 – Scope of the Report 8-443.7 – Indication of any limitations to the report 443.8 – Principles adopted 443.11 – Changes in the scope of reporting 443.12 – Table identifying the location of items 50

GOVERNANCE, COMMITMENTS AND DIALOGUE4.1 – List of stakeholder groups included by the organization 54.14 – Dialogue with stakeholders: Principles of dialogue 7

INDICATORS ECONOMIC EC1 – Direct economic value generated and distributed 49

ENVIRONMENTEN3 – Direct energy consumption 46EN4 – Indirect energy consumption 46-47EN8 – Total water withdrawal by source 46EN13 – Habitats protected or restored 29-30-31EN14 – Strategies, current actions, and future plans for managing

impacts on biodiversity 28-29-30-31-32-46EN16 – Total emissions of GHG (greenhouse gases) 20-46EN17 – Other relevant indirect greenhouse gas emissions 20-46EN20 – Emissions of air pollutants other than GHGs 20-46EN22 – Total weight of waste 20-46EN26 – Initiatives to mitigate environmental impacts of products

and services, and extent thereof 16-24

SOCIALLA1 – Total headcount (type of employment, contract and region) 47LA2 – Employee turnover (age, gender, and region) 47LA3 – Benefits provided to full-time employees 47LA4 – Percentage of employees covered by collective agreements 47LA5 – Notification prior to any change in the organisation 47LA6 – Percentage of total workforce represented in formal joint

management-worker health and safety committees 48LA7 – Rate of occupational accidents, occupational illnesses 36-48LA9 – Formal agreements with trade unions on health and safety 48LA10 – Average annual number of hours of training 48LA11 – Life-long skills development and training programmes

for the continued employability of employees and assist them in managing their retirement 36-39-40-48

LA12 – Percentage of employees receiving regular performance and career development reviews 48

LA13 – Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity 48

PR5 – Practices related to customer satisfaction, including results of surveys measuring customer satisfaction 28-33

[ BALISE GRI 3.12 ]


50 51

Coordinated by:Environmental and Societal Responsibilty Department

and Storengy Communication Department

Photos: Christian Lagereek / Thinkstock, JL Dias, ENGIE /

CRAMPES GILLES, ENGIE / CAPA PICTURES / ROJAS VICTOR, Shutterstock, Création MISTAR, Franck Beloncle,Gilles Delacuvellerie, Franck Dunouau,

ENGIE / ABACAPRESS / STUMPF PETER, Xavier Renault, ENGIE / INTERLINKS IMAGE / BORGEAUD

ANTONIN, ENGIE / CORPET ARNAUD, Edwin Stemp, Philippe Dureuil, LianeM / Thinkstock, ENGIE / MELLET

MARC, Meneerke Bloem, M. Schumacher, ENGIE / HELSLY CEDRIC, genious2000de / Thinkstock,

kieferpix / Thinkstock,Studio-Annika / Thinkstock, Gilles Crampes

[ BALISE GRI 2.4 - 2.6 - 3.4 ]

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ENGIEGB_gdfsuez_is_now_engie_CMYK13/05/2015

C100% M0% Y0% K0%


GDF SUEZGDF_SUEZ_STORENGY_GB_MONO_BLACK_ENDOS26/11/2013


BLACK

storengy.com

Headquarters:12 rue Raoul NordlingCS 7000192274 Bois-Colombes CedexFRANCE

Documents

2014 ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY REPORT ... · PDF file2014 ENVIRONMENTAL AND SOCIETAL RESPONSIBILITY REPORT COMMITMENT AND ACTION RÉFÉRENCES COULEUR 24, rue Salomon