The Bouygues group works to create value over the long term and share it with its stakeholders. It has defined a strategic framework through which its business segments roll out their operational strategies in order to fulfil the Group’s mission which, as our pledges make clear, is to make life better every day for as many people as possible. Since 2020, the Group has set targets for reducing its carbon footprint and that of its customers at a pace consistent with the Paris Agreement.
The Bouygues group’s business segments drive growth over the long term because they all meet essential needs for housing, transportation, communication, information and entertainment. Furthermore, their diversity helps to cushion the impact of the less positive business cycles. In 2020, the Group proved how resilient it is during the health crisis. These features help Bouygues generatefree cash flow over the long term. The value created can then be reinvested to grow the Group and shared with its stakeholders.
Bouygues s’appuie sur le savoir-faire des hommes et des femmes du Groupe pour aBouygues draws on the skills and expertise of its people to add value to the products and services it offers in each of its activities. It aims to:
- strengthen its position of a world leader in building and civil works, in energy, and in transport infrastructure;
- maintain its leadership in the French media industry;
- underpin the spread of digital technologies in the telecoms sector for the benefit of customers and end-users alike.
This strategy can be rolled out over the long term thanks to the stability of Bouygues’ ownership structure.
A STABLE OWNERSHIP STRUCTURE THAT SECURES A LONG-TERM STRATEGIC VISION
One of the main features of the Bouygues group is its special ownership structure featuring two major shareholders:
- SCDM (a company controlled by Martin and Olivier Bouygues), which owns 24.4% of the capital and has 29.5% of the voting rights (at 31 December 2021); and
- its employees, who own 20.6% of the capital and have 28.9% of the voting rights
(at 31 December 2021).
This structure is a result of the Bouygues group’s desire to give its employees a stake in the success of their company. It is now the CAC 40 company with the highest level of employee share ownership, which both reflects and strengthens the dedication of its workforce.
The Bouygues group also draws on a dividend policy that forms part of a long-term strategy.
The climate emergency requires economic actors to take stronger measures. As a responsible company, Bouygues is stepping up its action. The Group has therefore crossed a new milestone in its climate strategy by setting ambitious targets for reducing its greenhouse gas emissions that are aligned with the Paris Agreement (scopes 1, 2 and 3a). They are ambitious:
- because the Group intends to go beyond the scope of its direct emissions;
- because its five business segments are strongly committed to helping their customers and partners cut their own carbon footprint;
- because the Group intends this strategy to be a major driver of business differentiation and make it more attractive to stakeholders.
Around 15 years ago, the Group initiated its decarbonisation strategy by focusing on offering low-carbon solutions to its customers. It supports its customers in reducing their own carbon footprints, for example by co-developing complete low-carbon solutions through the entire lifecycle of a project, and by proposing post-handover measures to manage consumption in order to maintain energy-efficient performance over the long term.
Greenhouse gas emissions by sector of activity (Scopes 1, 2 et 3A) (%)
- Construction: 94.20
- Telecoms: 4.40
- Media: 1.40
Greenhouse gas emissions by source (%)
- Materials and equipment: 66.70
- Energy: 15.00
- Transport of goods: 7.20
- Investissements, immobilisations : 6.20
- Waste: 2.70
- Business travel : 2.20
The Group’s Climate strategy: four objectives for 2030
1. Respond to the climate emergency
by contributing to the target of global carbon neutrality (2015 Paris Agreement)
2. Address the growing expectations of our stakeholders
customers, employees, the financial community, suppliers and subcontractors, civil society, etc.
3. Transform climate-related constraints
into business opportunities and make them differentiating factors.
4. Boost our positioning
as a socially responsible company.