Is su
e 5
Longevity of infrastructure to meet the expectations of future passengers Designing and building a maintainable, modern infrastructure for the long term (anticipating new uses and expectations of new end users, flexibility and reversibility of spaces).
R is
ks
An evolving project that still meets the needs of Île-de-France residents despite the crises faced
The risk relates to the construction of a partly obsolete project, in which the facilities in the stations and trains are no longer suitable, including in relation to public health crises (reduced passenger flows, measures to protect against infection, etc.) The number of complaints and disputes with contractors can be significant if changes are made to project scope and design There is also the potential risk of a loss of credibility for programme management, resulting in a loss of confidence in the Société du Grand Paris model
A ct
io n
P la
ns
Introduce an internal whistleblower system on the risk of obsolescence Create a cross-functional managers unit that can answer questions related to the needs of the Grand Paris Express Consolidate the social and economic assessments of the lines and develop them Seek input from external bodies, expert committees and oversight bodies on the future needs of users Challenge the programme management assistants in their consulting role Provide feedback on projects that have not been able to adapt or respond to questioning Question each division on risk management and enable them to suggest adjustments to the process Adjust crisis communication based on feedback from projects under scrutiny
Is su
e 6
Waste management and circular economy Mainly involves the generation and recycling of spoil and other waste produced by the activities of Société du Grand Paris and the Grand Paris Express.
R is
ks
Treatment of excavated materials
The main risks identified in relation to land treatment are mainly related to: land pollution in excess of initial estimates; the increase in the general tax on polluting activities (TGAP), which is revised annually in the Finance Act but whose future level beyond 2025 is unknown, with possible discrepancies between the level of TGAP used in fixed contracts and its future level; failures in the logistical chain, which include excavation, removal, intermediate storage and final destination, with the risk that contractors do not correctly forecast excavation rates and/or that storage space is insufficient to hold the volumes produced by the many worksites in the Île-de-France region and/or that development projects are blocked by the authorities, local residents and/or associations.
A ct
io n
P la
ns
Improvement of spoil management processes and methods Setting up workshops on standardising the treatment of spoil risks in the risk registers, under its different components Discussions on strategies for purchasing and contracting land (challenging the treatment of spoil, extraction, possibility of working with contractors for its treatment) Discussions and feedback on the characterisation, grading and recycling of spoil Contractual arrangements for the price of spoil on a flat-rate basis (in design-build)
Strengthening the external control framework Extend the use of external controls to be activated at the request of the contract manager to reduce the risk of mixing (carrying out cross-checks on spoil going to its final destination)
IDENTITY
RISKS AND CHALLENGES
Risks
CSR APPROACH
2020 ACTIVITY