Corporate Social 
Responsibility 
 Report 2007

Loan Nguyen 
—
“Staging her pictures, Loan 
Nguyen takes on the part of an 
actress in scenarios where likely 
reconciliations between nature 
and culture are played. 
However, as we move from 
one scene to the next, we do 
not uncover any narrative; of 
her, nothing is said. She shows 
no intention of drawing up a 
self-portrait, only that of giving 
herself the means to accomplish 
a heartfelt interpretation of the 
landscapes. As a result, they 
penetrate the sphere of 
intimacy, becoming inner 
landscapes. Far from any form 
of anthropocentrism, the 
environment and its inhabitant 
are given the same attention, 
no domination of one over the 
other ever being felt. As a part 
of a whole, man recovers his 
rightful place, and discovers his 
own existence at the same time 
as the world’s. Subtle pictorial 
suggestions, for as many 
aesthetic visions.”
Raphaëlle Stopin/
Courtesy Galerie
Esther Wœrdehoff

Contents
01 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent
Proﬁ le
Alcatel-Lucent provides solutions that enable 
service providers, enterprises and governments 
worldwide to deliver voice, data and video 
communication services to end users. 
As a leader in ﬁ xed, mobile and converged 
broadband networking, IP technologies, 
applications and services, Alcatel-Lucent offers 
the end-to-end solutions that enable compelling 
communications services for people at home, 
at work and on the move.
With operations in more than 130 countries, 
Alcatel-Lucent is a local partner with global 
reach. The company has the most experienced 
global services team in the industry, and one of 
the largest research, technology and innovation 
organizations in the telecommunications industry. 
Alcatel-Lucent achieved revenues of 
Euro 17.8 billion in 2007 and is incorporated 
in France, with executive ofﬁ ces located in Paris.
02 Message from the CEO
04 Key Events
06 —— 17
Foundations of 
our CSR Approach
08 Governance
10 Ethics and Compliance
12 Strategy
16  Research and Innovation
18 —— 59
Our Commitments
in Action
20   Valuing People
28  Caring for the Environment
40  Responsible Purchasing
46  Digital Inclusion 
52  Foundation and Corporate 
Sponsorship
60 —— 67
Measuring 
Progress
62  CSR Management
64  CSR Indicators
66  Corporate CSR Objectives
67  Independent Veriﬁ cation 
Statement
68 Glossary

Corporate social responsibility 
has become a business 
imperative. For Alcatel-Lucent, 
CSR is not merely a set 
of policies: it is a key 
component of the company’s 
business strategy.
Patricia Russo – Chief Executive Ofﬁ cer
02 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent
Message from the CEO

03 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Corporate social responsibility has in recent 
years become a business imperative for 
Alcatel-Lucent. Our stakeholders—includ-
ing customers, investors, partners and 
employees—have increasingly high expecta-
tions of our company and how we operate. 
CSR has become a selection criterion in 
tenders alongside more traditional criteria 
such as price and quality, and is shaping 
the expectations we have of our own 
supply chain. 
For these reasons, we strengthened 
our commitment to CSR in 2007 through 
a wide range of initiatives. Our efforts, in-
cluding conforming to the 10 principles of 
the UN Global Compact, were recognized 
with a listing in the Dow Jones Sustainabil-
ity Index and the awarding of 2008 SAM 
Silver Sustainability Recognition.
Ethics & compliance: As a global tele-
communications leader, Alcatel-Lucent is 
committed to ethical business conduct. 
We understand that only by upholding 
the highest levels of business ethics and 
personal integrity can we achieve and sus-
tain long-term business excellence. This 
commitment is the foundation of our State-
ment of Business Principles and is overseen 
by our Chief Compliance Officer. 
Human resources: Throughout our 
global organization, we have made ‘social 
innovation’ an integral part of our CSR 
approach. We pursue this internally by 
using best-in-class human resources prac-
tices, processes and tools—creating for 
employees a global workplace that fosters 
continuous learning. We cultivate oppor-
tunities for international and functional 
mobility and work continuously to ensure 
our diversity. At the same time, to remain 
competitive we must be flexible and 
adaptive. We are in the midst of a global 
workforce reduction plan, which we are 
committed to carrying out in a fair and 
balanced way.
Environment: Environmental consid-
erations are central to our CSR strategy. 
We are dedicated to eco-sustainability—
particularly climate change—and to meeting 
our customers’ demands for eco-efficient 
products and solutions. In line with these 
commitments, we became a signatory in 
2007 to the UN Global Compact’s 
“Caring for Climate” initiative and are 
resolved to reduce our carbon footprint.
We have developed corporate strate-
gies and practices to reduce the environ-
mental impact of our products and 
operations, leveraging our research teams 
to produce environmentally friendly and 
energy-efficient technologies. The company 
actively engages with its key stakehold-
ers, including customers and suppliers, 
to address eco-sustainability and climate 
change issues throughout the entire 
supply chain.
Responsible purchasing: Our partners 
and customers have high expectations of 
us when it comes to CSR, and we have 
that same level of expectations for the 
companies in our worldwide supply chain. 
We view CSR as an active partnership 
and have adopted a purchasing approach 
that engages suppliers in our efforts. This 
includes in-depth CSR assessments of their 
practices—in cooperation with our Audit 
department. Success requires the active 
involvement of our purchasing community 
and diligence in reporting on our progress 
to stakeholders.
Digital inclusion: As a world leader in 
telecommunications, we draw on our 
expertise in innovation to bridge the digi-
tal divide—creating opportunities for 
economic and social development in 
emerging economies through the use of 
communications technologies. Our Digi-
tal Bridge Initiative involves close part-
nerships with local players to ensure the 
solutions we bring forward are appropri-
ate, lasting and reliable. 
Philanthropy: As a corporate citizen, 
we engage in philanthropic and charita-
ble activities through our Alcatel-Lucent 
Foundation. The Foundation focuses on 
education and youth development in the 
communities where our company’s employ-
ees live and work, supporting corporate 
programs and encouraging volunteering.
CSR reporting: In 2007, we compiled 
social and environmental data to report 
on some 60 CSR indicators from across 
our merged global organization. This data 
created a solid baseline of the new compa-
ny’s current CSR status, which will enhance 
our ability to make accurate decisions for 
the future. Our objective is to manage our 
reporting process effectively, optimize 
opportunities, minimize our risks, and 
comply fully with rules and regulations in 
the CSR domain.
In this report we have summarized our 
CSR commitments and outlined the 
actions we took in 2007 to fulfill them.  
Going forward we will continue to evolve 
and strengthen CSR within our company 
to meet our customers’ and other key 
stakeholders’ expectations. This will 
require the full support of management 
and employees throughout our company.  
I am confident of our ability to deliver on 
this commitment. 
CSR: 
A BUSINESS 
IMPERATIVE
Corporate social responsibility 
is part of who we are and how 
we do business every day. As a 
responsible corporate citizen and 
leader in the telecoms industry, 
Alcatel-Lucent works to enrich 
people’s lives—by transforming 
the way the world communicates 
and connects, and by acting in 
full recognition of its social and 
environmental responsibilities 
as a company. Alcatel-Lucent also 
recognizes the important role 
the telecommunications sector 
must play in the global effort 
to address environmental issues 
such as climate change.

04 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent
Key Events
2007
KEY CSR
EVENTS 
Alcatel-Lucent made 
numerous strides in CSR 
in 2007. The new 
company pursued a wide 
range of CSR initiatives, 
establishing key organiza-
tional structures, advanc-
ing in areas that include 
the environment, 
employee programs and 
reporting, and receiving 
broad recognition for its 
achievements.

05 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent 
CSR Steering Committee  
FEBRUARY 2007
The CSR Steering Committee held its 
inaugural meeting in February 2007. 
This monthly gathering brings 
together representatives from different 
departments involved in all CSR 
domains: CSR and Foundation, 
Environment, Health and Safety, CTO, 
Digital Inclusion, Public Affairs, Human 
Resources, Ofﬁ ce of Business Conduct, 
Investor Relations, Marketing, Purchasing, 
Audit, Risk Management, and Legal. 
It sets the company’s CSR goals, 
implements action plans and measures 
progress (see page 63).
The CSR Champions 
Awards Program
MAY 2007
Open to all employees, this awards 
program recognizes individuals and teams 
that have made a signiﬁ cant contribution 
in the area of CSR. The eight projects 
rewarded last year were selected by a 
committee of CSR Europe, an indepen-
dent non-governmental organization. 
Each CSR Champion received a grant for 
donation to a non-proﬁ t organization of 
the team’s choice (see pages 39, 45, 51 
and 58).
The First Alcatel-Lucent 
CSR Report
MAY 2007
The freshly merged Alcatel-Lucent issued 
its ﬁ rst Corporate Social Responsibility 
report in May 2007, articulating the 
company’s commitment to being socially 
responsible and building upon each of 
the two former companies’ achievements 
in the key areas of CSR (download the 
report at www.alcatel-lucent.com).
UN Global Compact 
JULY 2007
In July 2007, the United Nations 
convened the world’s largest and most 
signiﬁ cant event ever on the topic of 
leadership and corporate citizenship. 
Alcatel-Lucent attended the meeting 
at the Palais des Nations in Geneva, 
Switzerland, demonstrating its 
commitment to the 10 principles 
of the Global Compact, which are 
enshrined in the company’s Statement 
of Business Principles (see ﬂ ap cover).
Alcatel-Lucent 
on the DJSI 
SEPTEMBER 2007
In 2007, Alcatel-Lucent remained on the 
Dow Jones Sustainability World Index 
(DJSI), a listing of the companies that 
rank in the top 10 percent for CSR 
performance based on thorough analysis 
of their CSR practices and policies in 
speciﬁ c industry sectors (see page 62).
CSR Achievements 
Honored
SEPTEMBER 2007
Alcatel-Lucent was designated “SAM 
Silver Class” in the Communication 
Technology Sector of the Sustainability 
Yearbook 2008 for the company’s 
achievements in CSR. This yearbook 
is the world’s most comprehensive 
publication on corporate sustainability. 
Only the top-scoring 15% of best-
performing companies in CSR, out 
of the world’s 2,500 largest companies 
listed in the Dow Jones Index, 
are chosen for this honor (see page 62).
Reporting on CSR 
NOVEMBER 2007
In 2007, the CSR Department undertook 
the massive task of compiling data to report 
on some 60 CSR indicators coming from 
36 different locations and legal units 
throughout the entire merged global 
organization. That effort demanded the 
creation of a speciﬁ c protocol and a four-
month reporting process that relied on a 
dedicated reporting tool (see page 63).
Enhancing Compliance
NOVEMBER 2007
Consistent with its Statement of Business 
Principles, Alcatel-Lucent published three 
additional global policies in 2007: a “Human 
Rights Policy”, an “Environment, Health 
and Safety Policy” and a “CSR in Purchas-
ing Policy”, enhancing its dedication to 
promoting CSR within its supplier base.
First Board Meeting of the Alcatel-Lucent Foundation
JANUARY 2008
The Alcatel-Lucent Foundation is the philanthropic organization that leads the company’s charitable activities. With a focus on education 
and volunteerism, the Foundation supports the commitment of Alcatel-Lucent to social responsibility by supporting the communities where 
its employees and customers live and work (see page 54).
Joining the UN Global 
Compact “Caring for 
Climate” Initiative
DECEMBER 2007
On behalf of Alcatel-Lucent, CEO Patricia Russo 
signed the “Caring for Climate” initiative, a 
voluntary action platform for UN Global 
Compact participants seeking to demonstrate 
leadership on climate issues. Signatories 
such as Alcatel-Lucent pledge to set goals, 
implement relevant strategies and practices to 
reduce carbon emissions, and publicly disclose 
emissions (see page 30).
Launch of the 
Volunteering Program 
DECEMBER 2007
Alcatel-Lucent employees have a solid history 
of being engaged in community service. 
The company recognizes the beneﬁ ts this kind 
of program can provide to teambuilding and 
improving the communities where it operates, 
and to that end launched a volunteering 
program last December (see page 55).

06 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Foundations of our 
CSR Approach

“Cercle,” 2002, from the “Mobile” series
Photo: Loan Nguyen
Courtesy Galerie Esther Wœrdehoff
07 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
06 —— 17
Foundations of 
our CSR Approach
08 Governance
10 Ethics and Compliance
12 Strategy
16  Research and Innovation

Management 
Committee *
Patricia F. Russo
Chief Executive Ofﬁ cer
Cindy Christy
President Americas Region
Étienne Fouques
Senior Executive Vice-President 
Research, Technology, Strategy 
and Corporate Marketing
 Claire Pedini
Senior Vice-President 
Corporate Human Resources 
and Communications
Hubert de Pesquidoux
Chief Financial Ofﬁ cer 
and President Enterprise 
Business Segment
Michel Rahier
President Carrier Business 
Segment
Frédéric Rose
President Europe, 
Africa and Asia Region 
Andy Williams
President Services Business 
Segment 
—
Janet Davidson
Management Committee Secretary
Chief Compliance Ofﬁ cer, 
IT and Integration Program 
08 —— Alcatel-Lucent
Corporate Social Responsibility Report 2007
Foundations of our CSR Approach
Governance

Responsibilities of 
Committees of the Board 
Audit and Finance Committee
The Audit and Finance 
Committee’s role and operation 
meet the requirements of 
the American Sarbanes-Oxley 
Act and follow the key 
recommendations of the 
various reports on corporate 
governance. Its main areas of 
activity concern the company’s 
accounts, internal controls, 
ﬁ nancial position and relations 
with our Statutory Auditors.
Corporate Governance 
and Nominating Committee 
The ﬁ rst responsibility of 
our Corporate Governance 
and Nominating Committee, 
as deﬁ ned by the Board of 
Directors’ Operating Rules, 
is to review questions related to 
the composition, organization 
and operation of the Board 
of Directors and its committees, 
to identify and propose to 
Board of Directors
Serge Tchuruk
Chairman of the Board 
of Directors
Patricia Russo
Chief Executive Ofﬁ cer 
and Director
Daniel Bernard
Independent Director
Chairman of Provestis
W. Frank Blount
Independent Director
Chairman and Chief 
Executive Ofﬁ cer 
of JI Ventures Inc.
Jozef Cornu
Independent Director
Chief Executive Ofﬁ cer 
of Agfa-Gevaert
Linnet F. Deily
Independent Director
Robert E. Denham
Independent Director
Partner of the law ﬁ rm 
Munger, Tolles & Olson, LLP
Edward E. Hagenlocker
Independent Director
Jean-Pierre Halbron
Independent Director
Sylvia Jay
Independent Director
Vice-Chairman of l’Oréal 
UK Ltd
Karl J. Krapek
Independent Director
Daniel Lebègue
Independent Director
Chairman of the Institut Français 
des Administrateurs (IFA)
Henry B. Schacht
Independent Director
Jean-Cyril Spinetta
Independent Director
President and Chief Executive 
Ofﬁ cer of Air France-KLM
—
Jean-Pierre Desbois
Board Observer 
Engineer with 
Alcatel-Lucent France
Thierry de Loppinot
Board Observer
Legal Counsel at Alcatel-
Lucent’s Head Ofﬁ ce
—
Pascal Durand-Barthez
Secretary to the Board of Directors
Nathalie Trolez
Deputy Secretary to the Board 
of Directors 
—
Audit and Finance 
Committee
Robert E. Denham, 
President
Jean-Pierre Halbron 
Daniel Lebègue 
Karl J. Krapek
Corporate Governance 
and Nominating 
Committee 
Daniel Bernard, President
W. Franck Blount 
Linnet F. Deily 
Henry B. Schacht 
Jean-Cyril Spinetta
Compensation 
Committee
Edward E. Hagenlocker, 
President 
Linnet F. Deily
Sylvia Jay 
Jean-Pierre Halbron
Strategy and 
Investments Committee
Serge Tchuruk, President 
Jozef Cornu 
Edward E. Hagenlocker
Henry B. Schacht
—
Statutory Auditors
Deloitte & Associés 
Represented by 
Antoine de Riedmatten
Ernst & Young et Autres
Represented by 
Jean-Yves Jégourel
the Board individuals who are 
qualiﬁ ed to hold the position 
of Director and serve on 
committees, to develop and 
recommend to the Board a set of 
corporate governance principles 
applicable to the company, 
and to oversee the evaluations 
of the Board and its committees.
The second responsibility of 
our Corporate Governance and 
Nominating Committee is to 
examine the succession plans 
for the Chairman of the Board, 
the CEO and our Group’s other 
senior executives.
Compensation Committee
The role of our Compensation 
Committee, as deﬁ ned by the 
Board of Directors’ Operating 
Rules, is to study and make 
proposals to the Board 
regarding compensation of 
the Directors, the Chairman, 
the CEO and the key senior 
executives, to review 
policies related to the grant 
of stock options and bonus 
shares to senior managers 
and employees, and to 
examine proposals to increase 
the company’s capital in the 
form of an issuance of shares 
reserved for employees.
Strategy and Investments 
Committee
The role of our Strategy 
and Investments Committee, 
as deﬁ ned by the Board of 
Directors’ Operating Rules, 
is to review our Group’s 
proposed strategic direction and 
investments, all related internal 
restructuring activities, all 
proposed investments and 
sales of assets, and in particular, 
to monitor, on the Board’s 
behalf, the integration of 
historical Alcatel and Lucent 
and the creation of synergies.
This committee’s role is 
to ensure that our ﬁ nancial and 
human resources are allocated 
as efﬁ ciently as possible in 
order to achieve the growth 
and proﬁ tability objectives 
established by the Board.
Our Strategy and Investments 
Committee reviews the annual 
strategic plans presented to 
it by management. These plans 
include an analysis of the 
markets that are relevant for 
the company, their expected 
evolution and the company’s 
positioning in these markets 
(market share, ﬁ nancial results).
These plans include proposed 
commercial and R&D initiatives 
and any legal or other 
constraints that may apply, and 
take into consideration other 
avenues available to us in the 
form of internal development, 
cooperation agreements and 
business acquisitions or sales 
of businesses.
Our Strategy and Investments 
Committee reviews the proposed 
decisions that the CEO must 
submit to the Board of Directors 
for prior approval.
It also examines the Group’s 
annual budget and annual 
investment plan.
* Outgoing members of 
the Management Committee 
in 2007 and 2008
F. D’Amélio and M. Quigley were 
members until August 2007.
J.-P. Beaufret was a member 
until November 2007.
J. Meyer was a member 
until January 2008.
Appointment of members 
to the Management 
Committee in 2007 and 2008
C. Christy, H. de Pesquidoux, 
M. Rahier and F. Rose became 
members in November 2007.
A. Williams became a member 
in January 2008.
Left to right: Hubert de Pesquidoux, 
Janet Davidson, Andy Williams, 
Étienne Fouques, Patricia Russo, 
Claire Pedini, Michel Rahier, 
Cindy Christy, Frédéric Rose.
Left to right: Hubert de Pesquidoux, 
Janet Davidson, Andy Williams, 
Étienne Fouques, Patricia Russo, 
Claire Pedini, Michel Rahier, 
Cindy Christy, Frédéric Rose.
09 —— Alcatel-Lucent
Corporate Social Responsibility Report 2007

10 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Foundations of our CSR Approach
Ethics and Compliance
ETHICS AND 
COMPLIANCE 
Ethics are key to establishing trust 
and integrity and to achieving 
sustainability and long-term 
success. Ethical business conduct 
is a fundamental commitment for 
Alcatel-Lucent and a cornerstone 
of the company’s business practices. 
In 2007, Alcatel-Lucent estab-
lished a robust global ethics and 
compliance system consisting 
of a comprehensive compliance 
governance structure, as well as 
a framework of internal controls, 
processes and principles that work 
together to provide reasonable 
assurance of compliance by 
Alcatel-Lucent with applicable 
legal and regulatory requirements. 
Last year’s efforts were supported 
by extensive, continuous internal 
communication with all 
employees worldwide. 
Guided by principle
One of the key organizations involved in 
oversight and management of the company’s 
ethics and compliance program is the Of-
fice of Business Conduct. The Office of 
Business Conduct (OBC) provides strategic 
direction, expertise and leadership for ethics 
and compliance throughout the company. 
The OBC is overseen by the Chief Com-
pliance Officer, who reports to the Chief 
Executive Officer of the company. The 
Chief Compliance Officer supervises the 
implementation of the company’s compli-
ance program in keeping with applicable 
international laws, standards and appro-
priate business practices worldwide.
By the end of the first quarter of 2007, 
Alcatel-Lucent had established and docu-
mented a robust compliance governance 
structure for embedding ethics and 
com pliance accountability into its busi-
ness. The Office of Business Conduct, the 
Alcatel-Lucent Ethics and Compliance 
Council and the company’s Operating 
Unit Compliance Council are all key 
elements in that structure.
Clarity through communication
Success in compliance and ethical conduct 
demands clear, two-way communication 
between the company and its employees. In 
the first quarter of 2007, Alcatel-Lucent 
developed and deployed a range of commu-
nication vehicles for this purpose, including 
an Office of Business Conduct web site, a 
Compliance Alert system and all-employee 
messaging. The web site is especially impor-
tant, gathering essential resources in one 
location and facilitating continuous rein-
forcement of the company’s commitments. 
Compliance Alerts are issued periodically 
to ensure that all employees are informed of 
important compliance requirements, release 
of compliance policies and related learning 
opportunities.
Assessing the risks: Knowledge 
as a strategic foundation
In addition to the annual risk assessment 
conducted by Corporate Audit Services, the 
Office of Business Conduct carried out a 
comprehensive global compliance risk assess-
ment in 2007. Paralleling the ongoing 
deployment of policies for the company’s 18 
key compliance program areas, this risk 
assessment benefited from the input and 
guidance of Corporate Audit Services’ find-
ings, past and pending litigation informa-
tion, regulatory guidelines and knowledge 
of compliance risks specific to each Operating 
Unit. The assessment process identifies 
the nature and scope of potential compli-
ance risks facing Alcatel-Lucent, allowing 
the company to implement avoidance and 
mitigation strategies.
Promoting compliance, enabling 
resolutions
Throughout 2007, the Office of Business 
Conduct of Alcatel-Lucent was engaged 
in developing a comprehensive Code of 
Conduct that is based upon the “Statement 
of Business Principles”—deployed on Day 1 
of the new company—explaining each 
principle set forth in the document. The 
company has also developed a related online 
review and certification tool to support 
deployment of the global review and certifi-
cation process. In addition, Alcatel-Lucent 
established procedures for developing, 
approving, promulgating and updating 
compliance-related policies. This work fell 
under the rubric of the Office of Business 
Conduct, which meets monthly with Com-
pliance Program Owners.
Alcatel-Lucent developed a Compliance 
Resolution Process in 2007 and deployed it 
to each region to address conduct that is 
inconsistent with company policy or other 
applicable requirements. This process is 
managed by Human Resources (with sup-
port from the Alcatel-Lucent Ethics and 
Compliance Council). Regional and coun-
try Compliance Resolution Work Groups 
were established to handle local issues, with 
a clear escalation path to the Ethics and 
Compliance Council as necessary.
All in it together: The Alcatel-
Lucent compliance hotline
In 2007, the company began deploying an 
all-employee Compliance Hotline. By the 
end of the year, 58 countries in Europe,

11 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
North and South America had ‘gone live’. 
Consistent with regulatory requirements 
and local law, employees can use the 
Hotline to report compliance issues, con-
cerns, violations or suspected violations 
of law or company policy. The initiative 
supports the efforts of all employees who 
can report, in good faith, suspected un-
ethical business conduct or any dishonest, 
destructive or illegal actions. The Hotline 
is operated by a third-party vendor, avail-
able 24 hours a day, seven days a week, 
and supports virtually any language. 
Deployment of the hotline to the remain-
ing countries will continue in 2008, in 
line with local laws and regulations.  
Alcatel-Lucent Compliance Governance Structure
Regions
Business Segments
Corporate Centers
Europe,
Africa & Asia 
(EAA)
Human
Resources
Finance
Technology
&
Strategy
Supply Chain 
and
Procurement
Services
Enterprise
IT
Carrier
Americas
Ofﬁ ce of Business Conduct
Alcatel-Lucent Ethics & Compliance Council
Operating Unit Compliance Council
Chief Compliance Ofﬁ cer
Operating Unit Compliance Work Groups
Committed to training
Throughout 2007, Alcatel-Lucent initiated 
ethics and compliance training activities. 
The company created a Compliance 
Training Roadmap to prioritize training 
needs across 18 compliance program areas, 
and launched both the National Security 
Agreement (NSA) and Anti-Corruption 
Training Programs together with subject 
matter experts in these areas. 
The Ofﬁ ce of Business Conduct is also 
responsible for overseeing the coordination 
of overall compliance training and 
education for all employees, as well 
as specialized training for deﬁ ned target 
audiences based on job function. 
These audiences include corporate 
executives (some 400 senior leaders) and 
employees determined by operating unit 
compliance leaders based on guidance 
from Compliance Program owners.
Sharing responsibility:
The Ethics and 
Compliance Council
The Alcatel-Lucent Ethics and Compliance 
Council ensures cooperation among the 
various corporate functions involved in the 
company’s compliance system. The Council 
includes the Chief Compliance Ofﬁ cer, as 
well as senior-management representatives 
from Law, Human Resources and 
Communications, Information Technology, 
Corporate Audit Services, Finance, 
Procurement, Transformation Ofﬁ ce and 
the Ofﬁ ce of Business Conduct. Meeting 
monthly, the Council directs and oversees 
the design and implementation of the 
company’s ethics and compliance system. 
Operational responsibility for compliance 
rests with individual operating units. 
The Operating Unit Compliance Council—
consisting of business segments, regions, 
and corporate functions—was convened 
in March 2007.  
Board 
of Directors 
Audit 
& Finance 
Committee
Alcatel-Lucent 
CEO

12 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Foundations of our CSR Approach
Strategy
In 2007
€17,792 million
Revenues
€110 million
Operating Proﬁ t
€(443) million
Net Income 
€(0.20) per share
€271 million
Net Cash on December 31, 2007
77,000 employees
More than 100 nationalities in 130 countries
Market share highlights* 
#1 in Broadband Access with 44% 
of DSL market share (1)
#1 in Optics (Terrestrial and Submarine) 
with 23.5% of market share (2)
#2 in IP/MPLS Service EDGE Routers 
with 18% of market share (2)
#3 in GSM/GPRS/EDGE Radio Access 
Networks with 10.1% of market share (1) 
#3 in W-CDMA with 10.5% of market 
share (1)
#1 in CDMA with 47.4% of market share (1) 
Included in 1st tier WiMAX vendors (3)
#1 in Western Europe Enterprise 
Telephony with 21.2% of market share (4)
#2 in Global Telecom Infrastructure 
Services with 9% of market share (5)
#2 in Network Consulting and 
Integration Services with 14% 
of market share (6)
* In revenues 
(1) Dell’Oro. (2) Ovum RHK. (3) Current Analysis Inc. 
(4) Synergy Research Group. (5) Technology Business 
Research. (6) IDC
2007 was a transition year for 
the company as we executed 
our integration plans in a 
difﬁ cult market environment. 
Notwithstanding these 
challenges, the performance 
of our wireline, enterprise and 
services business has been 
solid. On the other hand, the 
slower-than-expected ramp up 
of revenues in WCDMA and 
NGN/IMS, two areas in which 
we have been investing, has 
severely impacted proﬁ tability.
Patricia Russo – Chief Executive Ofﬁ cer
While the long term 
prospects of our 
industry remain good, 
the macroeconomic 
environment has created 
uncertainty in our markets 
in the last few months. 
Our latest projections 
for 2008 indicate that the 
global telecommunications 
equipment and related 
services market should 
be ﬂ at at constant 
EUR/USD rate. With this in 
mind, we will continue to 
execute against our three-
year plan. The ongoing 
implementation of a more 
selective pricing approach 
as well as a product cost 
reduction program should 
enable us to improve our 
gross margin.
Patricia Russo – Chief Executive Ofﬁ cer
Breakdown of revenues 
by operating segment
Alcatel-Lucent had revenues (both reported 
and adjusted) of €17.8 billion in 2007.
Breakdown of revenues 
by geographical area
Following the business combination with 
Lucent, the Group is evenly distributed 
geographically between North America, 
Europe, Asia-Paciﬁ c and the rest of the 
world, including an array of emerging 
countries. This balanced geographical 
presence considerably limits the Group’s 
exposure to the investment cycles of its 
carrier clients in a particular area.
Key ﬁ gures
33%
Europe
73%
Carrier
32%
North America
18%
RoW
18%
Services
17%
Asia-Paciﬁ c
9%
Enterprise

13 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
THE ALCATEL-LUCENT 
STRATEGY
In 2007, Alcatel-Lucent began 
enacting a three-part strategy to 
build its carrier business, expand 
its service and application offerings, 
and strengthen its position in key 
markets—all with a strong focus 
on helping customers derive the 
greatest advantage from the IP 
transformation of their networks.
Strategically, Alcatel-Lucent is evolving its 
business mix to pursue higher growth, 
higher margin opportunities associated 
with the world’s shift to all-IP networks; 
the advent of mobile broadband; and the 
delivery of converged, blended services 
across wired and wireless networks alike.
To achieve its aims, Alcatel-Lucent will 
leverage its global presence, technological 
breadth and the world-leading innovation 
capabilities of Alcatel-Lucent Bell Labs, 
and will seek to strengthen its bottom line 
through efficient operations and cost 
reductions.
The company’s strength in the carrier 
space affords opportunities for growth both 
in developed and emerging markets among 
carriers as well as enterprise, industry and 
public-sector customers whose networks are 
becoming increasingly complex. The need 
for integration in multi-vendor environ-
ments—and for the support of rapidly prolif-
erating IP-based applications—creates 
demand for new value-added services that 
Alcatel-Lucent is well positioned to deliver.
The increase in subscribers 
alone will propel the sale of 
telecoms equipment over the 
next 10 to 15 years. Carriers 
will have to expand their 
networks to keep pace and 
remain competitive. That alone 
is good news for the long 
term—and it is far from the 
only growth driver at work.
Rémi Thomas – Vice-President, Investor Relations
To achieve proﬁ table growth, 
we must help our customers 
transform their networks to IP 
and focus our growth efforts on 
areas of the greatest potential.
Patricia Russo – Chief Executive Ofﬁ cer

14 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Foundations of our CSR Approach
Strategy
Growing the carrier business 
A key pillar of Alcatel-Lucent’s strategy is to 
grow its carrier business, leveraging its 
leading position with service providers 
worldwide—both wireline and wireless—
and capitalizing on the enormous potential 
in this sector, in which carriers are under-
taking a broad-based transformation to IP 
technology. While expanding to a new cus-
tomer base in this sector, Alcatel-Lucent is 
simultaneously putting an increased focus 
on profitability and execution.
Targeting carrier markets
Active in all carrier markets, Alcatel-Lucent 
offers solutions that address the very differ-
ent needs of service providers, according to 
their sector. In developed markets, for ex-
ample, where incumbents are undertaking 
a migration towards full-IP, Alcatel-Lucent 
is assisting them with end-to-end solutions 
for access, routing, transport, switching and 
applications. 
In emerging markets, where carriers need 
to ensure high capacity and broad coverage 
in a cost-effective way, optimizing the total 
cost of ownership, Alcatel-Lucent responds 
with highly innovative solutions. An exam-
ple is the compact and efficient Twin TRX 
base station, which doubles the transceiver 
capacity or the range of coverage, depending 
on the mobile operator’s needs. 
Targeting new markets
Large enterprises, and industry and pub-
lic sector organizations have many of the 
same communications needs as carriers. 
Alcatel-Lucent is increasingly targeting 
this sector to deliver state-of-the-art, IP-
based telecommunications solutions that 
support their business or government ac-
tivities.
Partnering for growth
To enhance its technological edge and 
market penetration, Alcatel-Lucent 
builds partnerships with industry lead-
ers. Last year, in a major milestone, Alcatel-
Lucent and NEC worked to form a joint 
venture, announced in early 2008, to ac-
celerate the development and commer-
cialization of LTE wireless broadband 
access solutions. These will support the 
network evolution of leading interna-
tional customers such as NTT DoCoMo 
and Verizon.

15—— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Expanding in services 
and applications 
In pursuing its strategy for growth, Alcatel-
Lucent is expanding into logically adjacent 
sectors. A case in point is the company’s 
drive to expand in value-added services and 
applications that are essential to the tele-
coms business. This approach enables the 
company to grow in areas where it can com-
pete and win—again, leveraging its expertise 
in IP transformation—while broadening its 
market horizons and expanding its custom-
er footprint and opportunity base.
Meeting the need for services
The increasing complexity of multi-ven-
dor, multi-technology networks is driving 
service providers to seek the assistance 
of specialists to integrate and manage 
these heterogeneous systems. As one of
the world’s leading network integrators, 
Alcatel-Lucent is actively pursuing busi-
ness in this field, offering the broad array 
of the value-added services required for 
end-to-end network solutions.
In this context, the company offers pro-
fessional services that include consulting; 
network design, integration and deploy-
ment; and the full set of operations and 
maintenance functions, including man-
aged services for field operations, network 
operations, multi-vendor maintenance, 
and security. Thus, Alcatel-Lucent’s Net-
work Operations Centers (NOCs) are in in-
creasing demand for operating third-party 
networks, as well as its own.
Leveraging communications applications
Applications are playing a growing role 
in the telecommunications field, as ser-
vice providers seek new avenues to gen-
erate revenue streams. Key among them 
are multimedia applications, a varied 
range of services that includes IPTV and 
other video applications, music down-
loads, photo sharing, user-generated con-
tent and much more. 
Alcatel-Lucent has a robust portfolio in 
multimedia applications, as it does in mes-
saging and payment solutions. In the field 
of operations support systems/business 
support systems (OSS/BSS), Alcatel-Lucent 
is recognized as the world leader, and fully 
intends to leverage this success, further ex-
panding in the sector.
Engaging enterprises, 
industry and the public sector 
Already a vigorous player in the enter-
prise market, Alcatel-Lucent is expanding 
its activity in this domain. In parallel, the 
company is targeting growth in industry 
and the public sector, in vertical market 
segments where IP transformation and 
its implications are creating demand for 
products, solutions, applications and ser-
vices from both the company’s enterprise 
and carrier spaces. This is a logical place for 
Alcatel-Lucent to expand and develop.
Growing the enterprise business
The enterprise business is a profitable ac-
tivity for Alcatel-Lucent, where it delivers 
a range of security, collaboration, mobil-
ity, contact center and unified communi-
cations solutions to enterprises of all sizes.  
The company plans to grow this business 
through market expansion, product inno-
vation, improving its go-to-market activity, 
and through non-standard investments 
such as acquisitions, where appropriate.
Alcatel-Lucent’s activities in 2007 already 
point to the range of initiatives involved, 
such as the launch of ground-breaking 
security solutions; the achievement of a 
major partnership with NCR for support 
services for Alcatel-Lucent customers; and 
the acquisition of NetDevices to round 
out the company’s networking portfolio.
Building the industry and public sector
Alcatel-Lucent intends to leverage the 
strength and success of its carrier and 
enterprise businesses to serve related mar-
kets that require similar products, solu-
tions and integration services. The indus-
try and public sector thus represents the 
point of intersection for Alcatel-Lucent’s 
full range of offerings.
Within that domain, Alcatel-Lucent 
is particularly addressing the markets for 
transport, energy and government/e-Com-
munities, including defense and health, 
which have extensive needs for high-
performance telecommunications solu-
tions that must be seamlessly integrated 
with their highly specialized networks.

16 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Foundations of our CSR Approach
Research and Innovation
ADVANCING 
THROUGH 
INNOVATION
Innovation plays many roles at 
Alcatel-Lucent, creating value for 
the company through the devel-
opment of market-ready products 
and intellectual property. It is 
the lifeblood of our company, key 
both to our competitiveness and 
to our ability to deliver a solid 
return on investment. Innovation 
guides R&D investments, and 
enables the company to ensure 
quality and deliver ever-greater 
levels of security and reliability. 
Innovation is also about efﬁ ciency—
through the sharing of tools and 
knowledge. 
2.7 
In 2007, Alcatel-Lucent invested 2.7 billion 
Euros in R&D—15% of its revenues. 
3,000
The company was awarded 3,000 new 
patents worldwide, resulting in a portfolio 
of over 25,000 active patents.
600
More than 600 experts actively 
participated in approximately 
100 standards organizations.
The best minds, working together
The successful integration of researchers—
both scientists and engineers—from the 
former Alcatel, former Lucent and former 
Nortel UMTS radio access group equips 
Alcatel-Lucent with a technical breadth 
and depth unrivaled in the industry. 
United under the esteemed Bell Labs ban-
ner, the company’s researchers work 
collaboratively and exchange insights, 
driving the development of previously 
unimagined technologies. 
Always facing forward
Alcatel-Lucent directs its innovation efforts 
where they will yield the greatest returns 
for customers and their users, and for the 
company and its shareholders. It continu-
ously evaluates where its technology bud-
get should be spent and makes targeted, 
proactive investments in innovation. 
Based on recommendations from the 
Alcatel-Lucent technical community, the 
company 
rationalized 
its 
portfolio 
of products and solutions in 2007 to 
strengthen its position within chosen 
markets.  
Shaping the landscape
Through participation in standardization 
bodies, Alcatel-Lucent actively helps 
establish the requirements for developing 
technologies. In 2007, the company 
played a leading role in the standardiza-
tion of WiMAX; the 4G wireless technol-
ogy, LTE; and wired broadband access 
systems (xDSL, FTTH, etc.). 
Alcatel-Lucent recognizes the need to 
continue investing in innovation—not 
only in new technologies but also in new 
approaches to delivering existing technol-
ogy solutions, such as using renewable 
energy sources to power network systems 
such as mobile antennas. Notable envi-
ronmental engineering accomplishments 
include the development and implemen-
tation of a corporate energy/eco-sustain-
ability strategy, a commitment on restrict-
ed substances, as well as an integrated
product take-back approach.
Enhancing quality and reliability
Alcatel-Lucent constantly innovates to 
enhance the quality, reliability and secu-
rity of its offerings, helping ensure cus-
tomer satisfaction and loyalty. This is 
a key focus for 2008 particularly—and 
relies in part on increased use of the 
company’s customer loyalty index, which 
makes possible the establishment of 
benchmarks and targets for quality and 
problem resolution.
Alcatel-Lucent Ventures
This internal initiative supports the company’s 
efforts to address emerging markets. 
It identiﬁ es revolutionary ideas within the 
company and propels their conversion into 
products, ‘incubating’ them while developing 
the right mechanisms to bring them to market 
in a start-up-like process. At the end of 2007, 
nine potentially disruptive technologies were 
under the wing of Alcatel-Lucent Ventures. 
Local presence, global reach
Alcatel-Lucent has research facilities and 
product development centers in Belgium, 
Canada, China, France, Germany, India, 
Ireland, Israel, Italy, the Netherlands, Poland, 
Romania, Russia, Spain, the UK and the US.
Clusters: A competitive force
Alcatel-Lucent is a major player in France’s 
technology “clusters”, which bring together 
enterprises, research centers and educational 
organizations to drive innovation 
and generate a competitive advantage. 
The company is mainly active in two 
clusters—System@tic, in the Paris area, 
which specializes in the design and develop-
ment of complex systems; and Images 
et Réseaux, in Brittany, which focuses 
on new uses for digital technologies.

17 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Garnering recognition
Alcatel-Lucent Bell Labs researchers were 
again recognized with many prestigious 
international awards in 2007—including 
the 21st John Tyndall Award and two U.S. 
National Medals of Technology, presented 
by the President of the United States.
Key achievements in 2007
Bell Labs played a driving role in every major 
advance made by Alcatel-Lucent in 2007, 
some of which are highlighted here.
• Breaking the speed record
Alcatel-Lucent nearly doubled the previous 
transmission-speed record for optical data 
over a single ﬁ ber strand, achieving 
25.6 Terabits per second (Tb/s)—sufﬁ cient 
to transport data equivalent to more than 
600 DVDs every second. 
• Mobility protected: Laptop Guardian
Identiﬁ ed as a technology of promise, 
this Bell Labs invention was incubated 
by Alcatel-Lucent Ventures and unveiled 
in 2007 as the OmniAccess 3500 Nonstop 
Laptop Guardian—an enterprise product 
that protects laptops and their data even 
when they are off the network or shut 
down. Laptop Guardian has created 
a whole new category of security product 
in which Alcatel-Lucent is the leader.
• Wireless at home: Femto
Alcatel-Lucent unveiled its Femto base 
station router, which combines third-
generation (3G) wireless CDMA/HSPA 
radio access and core network elements 
in a single unit. The product incorporates 
elements developed by the former Lucent, 
the former Alcatel and the former Nortel 
UMTS radio access group. 
Domains of R&D activities
Research and development touches every 
aspect of business at Alcatel-Lucent, 
including: 
> Wireless and wireline broadband access
> Packet and optical networking
>  New service delivery architectures 
and platforms
>  Multimedia and mobile/ﬁ xed services 
and applications
>  Network security and network 
optimization.
Research disciplines include mathematics, 
the physical sciences, nanotechnology, 
and computer and software science.
INNOVATION 
AT WORK: 
ALCATEL-
LUCENT 
BELL LABS
A renowned research institution with 
a storied history extending back almost 
100 years, Alcatel-Lucent Bell Labs’ mis-
sion is to create substantial growth 
opportunities and a competitive market 
advantage for Alcatel-Lucent through 
disruptive innovation enabled by pre-
eminent research.
Bell Labs’ work is guided by three 
principles: technical excellence, creativi-
ty and innovation. Technical excellence 
is achieved by maintaining the highest 
possible standards and attracting and 
retaining the best minds in the indus-
try—today numbering around 1,000. 
Creativity is fostered through collabora-
tion and encouragement to take risks, 
thinking outside convention. Close part-
nerships with the company’s business 
divisions support ongoing innovation.

18 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments 
in Action

19 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
18 —— 59
Our Commitments
in Action
20   Valuing People
28  Caring for the Environment
40  Responsible Purchasing
46  Digital Inclusion 
52  Foundation and Corporate 
Sponsorship 
“Cyprès,” 2006, from the “Mobile” series
Photo: Loan Nguyen
Courtesy Galerie Esther Wœrdehoff

20 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Valuing People

21 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Key 
achievements  
in 2007 
• Workforce integration
•  Harmonization of 
compensation 
•  Enhancement of talent-
development and career-
planning resources
•  Establishment of a single human 
resources system globally
In times of transformation, the 
human resources (HR) function 
in an organization takes on even 
greater importance than usual. 
At Alcatel-Lucent, HR activities 
were essential to integration and 
harmonization during the 
company’s ﬁ rst post-merger year. 
From assimilating workforces to 
aligning compensation programs, 
HR served as a strategic business 
partner to the enterprise as a
whole. Much was achieved in 
2007—always with the aim of 
balancing short-term priorities 
with long-term sustainability, and 
always striving for accountability 
and clarity.

22 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Harmonizing compensation 
To remain competitive with the com-
pensation packages of other major com-
panies in the technology sector, Alcatel-
Lucent carried out a global compensation 
review in 2007. Engaging in a single, 
unified review process throughout the 
entire global company is essential, as 
managers within the organization have 
ever-increasing numbers of employees 
report to them from all over the world. 
All business groups and countries carried 
out the review at the same time, using 
the same framework and the same tool 
while taking into account local market 
conditions.
Launching myHR
The aim of the myHR project is to imple-
ment, within two to three years, a single 
global HR Information System that will en-
able operational excellence and support HR 
in its role as strategic business partner to the 
Our Commitments in Action
Valuing People
ACHIEVING 
INTEGRATION 
It is a massive undertaking to 
integrate two global organizations 
with different cultures, histories 
and operating methods. HR 
worked constantly throughout 
2007 to ensure as rapid and 
seamless a coming together as 
possible—completing a compre-
hensive organization mapping 
and stafﬁ ng process, for example, 
and identifying and implementing 
best practices to support several 
new global programs.
whole of Alcatel-Lucent. It is proof of HR’s 
commitment to main taining best-in-class 
human resources systems, processes and 
service delivery to ensure Alcatel-Lucent 
operates effectively and in an integrated way 
as one company. Through myHR, managers 
and employees will enjoy access to respon-
sive, transactional, shared HR services 
thanks to enhanced self-service functional-
ity that upholds new standards for respon-
siveness and accountability. 
People and teams: our driving force
The keys to a successful company are its 
people and teamwork. To mark the anni-
versary of Day 1, stories about some of 
the people and teams who are building 
Alcatel-Lucent were published on all pages 
of the company’s intranet sites. The stories 
high lighted the ways in which employees 
work together, merging different cultural 
and business backgrounds.
A true business partner: 
The role of HR in Alcatel-Lucent
Issues of human resources touch upon 
every aspect of a company’s operations. 
By acting as a business partner to the whole 
of the company, the HR function within 
Alcatel-Lucent supports the organization 
in professional development, competitive 
compensation, fair and equitable stafﬁ ng, 
decision-making, attention to diversity and 
many other considerations.
Preparing for the future:
looking to youth
University graduates represent the next wave 
of the workforce—and a globally multicul-
tural talent pool. For these reasons, in 2007 
Alcatel-Lucent collaborated for a fourth 
consecutive year with AIESEC, a non-proﬁ t 
organization of international students active 
in a network of more than 900 universities in 
100 different countries. By interacting with 
AIESEC, Alcatel-Lucent establishes contact 
with grads whose talents may be of future 
value to the company.

23 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Identifying and fostering talent
HR ensures that employees are placed in po-
sitions appropriate to their profiled skills 
and experience. Through Organization and 
People Reviews (OPRs), HR identifies high-
potential employees for strategic roles and 
defines personalized career plans for these 
individuals. OPRs are also important devel-
opment and succession planning tools for all 
key jobs in the organization. In 2007, OPRs 
have covered all regions and all activities.
Managing performance 
on a global level
Alcatel-Lucent’s Global Performance Man-
age ment Process (GPMP) helps managers 
and employees define clear, coherent goals in 
conformance with the company’s strategy, 
values and culture. Through the GPMP, em-
ployees receive concrete, constructive feed-
back on their individual performance and 
have the opportunity to review their profes-
sional development plans. In 2007, 90 
percent of engineers and managers had set 
goals based on the GPMP, and 74 percent ben-
efited from resulting development programs.
Enabling advancement 
and mobility
To retain skilled and valuable employees, 
a company must provide opportunities 
for exploring new career options and pur-
suing professional advancement. Alcatel-
Lucent focused on supporting both 
functional and geographic mobility 
throughout its organization in 2007, 
identifying global opportunities for in-
ternal migration. 
The company developed and rolled 
out a global, web-based e-staffing tool 
that allows employees and external can-
didates to search, view and apply for 
Alcatel-Lucent jobs online. Using the 
tool’s built-in applicant tracking capabili-
ties, recruiters and managers can quickly 
identify and hire talent anywhere in 
the world.
In France, the Mobility TV initiative 
used interviews with engineers to adver-
tise open positions—part of an ongoing 
effort by Alcatel-Lucent to encourage em-
ployees to gain experience in a range of 
jobs and environments, and to pursue 
opportunities for internal and interna-
tional mobility.
A call from Down Under
Go Australia/New Zealand was launched 
in September 2007 with the aim of 
recruiting nearly 300 people to work in 
Australia and New Zealand. This campaign 
supported Alcatel-Lucent’s rapid business 
growth in the region by attracting talented 
people from around the world.

24 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
A matter of alignment: learning 
and organizational needs 
Global qualification and development pro-
grams were initiated—and in many cases 
completed—last year for business-critical 
functions such as project management, 
sales, leadership development, IP transfor-
mation, product line management, and 
purchasing. These programs involve col-
laboration between Alcatel-Lucent University 
and regional, functional and business 
group leaders. 
Employees will also benefit from less struc-
tured learning solutions aligned with required 
competencies. Together, these offerings will 
allow employees to continually enhance their 
professional development, hone essential skill 
sets and improve performance to meet com-
pany objectives.
Employees and customers: a global 
learning venture 
Alcatel-Lucent University comprises 21 ac-
credited training centers located strategically 
around the world in close proximity to major 
customer and employee concentrations. It 
affords customers the opportunity to be-
come more familiar with the company’s prod-
ucts, solutions and services by taking advan-
tage of consultative, innovative and 
cost-effective learning. The University col-
Our Commitments in Action
Valuing People
DELIVERING 
ROBUST
TRAINING
The primary objectives of 
Alcatel-Lucent University are to help 
employees succeed in their current 
jobs and ensure their ability to adapt 
to future requirements. The organi-
zation developed a two-pronged 
strategy in pursuit of these goals, 
designed to maximize the value 
of the university’s offerings and 
intensify the on-the-job impact of 
training and professional development.
laborates with the business groups and divi-
sions, and sales, services and tendering teams 
to ensure that customer training offerings 
match the Alcatel-Lucent portfolio and cus-
tomer deployment requirements. Leaders 
within Alcatel-Lucent can develop solutions 
that address business issues specific to their 
strategic objectives and to the skills-and com-
petency-development needs of their teams.
Choice, availability and 
the way ahead
A wide range of learning solutions is avail-
able from Alcatel-Lucent University in a 
variety of convenient formats: traditional 
classroom, e-learning or virtual learning 
(e.g., web conferencing). In 2007, Alcatel-
Lucent employees averaged 20 hours of 
training, 32 percent of which was taken 
online (up from 22 percent in 2006). 
More than 54,000 employees received for-
mal training in 2007. 
In 2008, Alcatel-Lucent University will 
be focused on improving access to learn-
ing solutions by providing a consolidated 
Learning Management System and ad-
vancing the concept of “Always On” learn-
ing—providing employees with enhanced, 
self-service access to a wealth of profes-
sional development opportunities.
Alcatel-Lucent University 
is a very rich and powerful 
resource for the organization. 
We have a state-of-the-art 
infrastructure fully equipped 
to support our leaders, our 
employees and our customers.
Claire Pedini – Senior Vice-President, Corporate Human 
Resources and Communications

25 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
The Company is committed to recognizing 
and respecting the diversity of people and 
ideas, and to ensuring equal opportunities 
for all. With a presence in 130 countries, 
Alcatel-Lucent offers employees the oppor-
tunity to gain exposure to very different 
cultures and ways of working. More than 
100 nationalities are represented among the 
employees, at all levels of the organization. 
Empowering women
Alcatel-Lucent is committed to fostering 
male-female diversity in the workplace. In 
2007, 40 percent of the leadership team 
(8 out of 20 top executives), and 24 percent 
of the total staff were women. Three of the 
eight members of the Management Com-
mittee, led by Patricia Russo, are women 
(37.5 percent). Part of encouraging this di-
versity is creating conditions conducive to 
work-life balance for women. In India, for 
example, together with the organization 
Mother’s Pride, Alcatel-Lucent introduced 
measures last year to provide for this bal-
ance so that women will be able to develop 
their careers more easily.
Social innovation
Social innovation broadens the base of tal-
ent available to an organization. Alcatel-
Lucent works, for example in France, to in-
tegrate persons with disabilities into its 
workforce through a program called “Mis-
sion Handicap”. The company is also a 
founder and France’s largest supporter of the 
“ Cercle Passeport Télécoms” program, which 
helps students from underprivileged areas 
succeed in their studies and build a profes-
sional network. This forges ties that raise 
awareness of Alcatel-Lucent as a socially inno-
vative employer among future professionals.
Social innovation—developing 
novel strategies, ideas, organizations 
and programs to address social 
needs—has become a business 
imperative. Today’s global compa-
nies are microcosms of the diversity 
of the world as a whole; within the 
corporate environment it is crucial 
to understand the cultures, customs 
and needs of employees, customers 
and regional markets. As a global 
enterprise, Alcatel-Lucent actively 
seeks to ensure that its employee 
body reﬂ ects the diversity of its 
business environment.
 
SUPPORTING 
DIVERSITY 
AND EQUAL 
OPPORTUNITIES
Mission Handicap 
In May 2006, Alcatel-Lucent signed an 
agreement with its French trade unions to 
foster the professional integration of disabled 
employees. Through this agreement, 
Alcatel-Lucent has committed to recruiting 
some 60 disabled employees by end 2008. 
Furthermore, the company’s expertise in new 
information technologies enables it to help 
disabled individuals gain access to digital 
technology.
Encouraging teleworking
In order to offer its employees a better balance 
between their personal and professional lives, 
via the broadband technologies the company 
develops, Alcatel-Lucent established an Internal 
Charter on Teleworking in 2006, in collabora-
tion with ECID. At Alcatel-Lucent France, this 
initiative was formalized through the signature 
of an agreement—with all the labor unions—
that offers employees the possibility of working 
from home one to two days per week. Other 
entities in the company are considering putting 
in place teleworking measures.
The ‘Culture Wizard’: 
an online cultural guide
The human factor is essential to the success 
of any corporate merger: bringing together 
company cultures is key. The Alcatel-Lucent 
‘Culture Wizard’—available through the 
company’s intranet—is an online guide that 
helps employees better understand other 
cultures (in terms of business protocol, 
communication, non-verbal language, social 
etiquette, interpersonal relations and more) 
and helps them work more effectively in a 
global corporate context.

26 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Valuing People
Managing workforce reductions  
In the framework of a global cost reduc-
tion initiative, Alcatel Lucent announced 
an initial restructuring plan in February 
2007, which will achieve Euro 1.7 billion 
savings in annual pre-tax costs over three 
years, with a workforce impact of 12,500 
positions by 2009. This is necessary to 
eliminate duplications of effort resulting 
from the merger of Alcatel and Lucent 
and the acquisition of Nortel’s UMTS 
activities. The restructuring is also an 
adaptive strategy to align the company’s 
investments with market conditions and 
to create a more competitive enterprise 
over the long term. 
Due to intensified competition and 
some slowdown in spending in North 
America, a new plan to improve profitability 
was announced in October 2007, which 
will result in incremental savings of Euro 
400 million, with an additional reduction 
of 4,000 positions by 2009.
Alcatel-Lucent pays particular attention 
to the manner in which workforce reduc-
tions are carried out, both with regard to 
methods and measures, making support 
available to affected employees, in accor-
dance with local rules and regulations. To 
date, more than half of the original work-
force reduction target has been achieved. 
PROVIDING 
SUPPORT 
THROUGH 
TRANSITION
Effecting change in a multina-
tional corporation demands 
focused effort, clear communica-
tion and respect for the human 
dimension. Persuading others 
of the need for—and value in—
change is essential for success. 
For Alcatel-Lucent in 2007, 
activities in this regard focused on 
establishing understanding among 
employees, customers and partners 
of the company’s merger-related 
plans and activities.

27 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
COMMUNICATING 
WITH EMPLOYEES
Knowledge and understanding 
are key ingredients in a successful 
merger. Communicating actions 
and their rationales in a clear 
and open way strengthens morale 
and promotes a common sense 
of purpose that ultimately aids 
the organization in carrying out its 
plans. At Alcatel-Lucent, ensuring 
such communication with 
employees was a top priority 
through out 2007.
Reaching out
Alcatel-Lucent established a series of inter-
nal communication initiatives in 2007. 
The company’s senior executives frequent-
ly traveled to meet employees around the 
world. In the same spirit, Patricia Russo 
and her team regularly communicated via 
the corporate intranet to explain the 
Group’s strategy and activities.
Ensuring employees’ voices
are heard
A series of internal surveys was also carried 
out during the year to consult with 
employees. The results were communicated 
internally and action plans put in place to 
respond to all main questions and concerns. 
Meeting with employees
worldwide
Patricia Russo, Alcatel-Lucent’s CEO, 
traveled worldwide in 2007, meeting with 
employees throughout the organization. 
In addition to addressing staff at several 
company sites in France, Patricia Russo 
spoke with employees in New Delhi, India; 
Stuttgart, Germany; Antwerp, Belgium; 
Murray Hill, Plano and Whippany, USA; 
Japan and other locations. 
Fostering a dialogue with employees
Alcatel-Lucent is committed to fostering 
an open dialogue with employees on im-
portant decisions directly affecting them. 
The European Committee for Informa-
tion and Dialogue (ECID) is a consultative 
body that facilitates an exchange of views 
in Europe between senior management 
and employee representatives, through 
regular meetings. In 2007, ECID was 
renewed, integrating former Lucent and 
Nortel employees. 
The committee is composed of five 
members representing the five main 
European countries where the largest 
numbers of employees are located—
Germany, Belgium, Spain, France and 
Italy. It meets a minimum of twice a year. 
In 2007 alone, six plenary sessions and 
several coordination committee meetings 
were held.

28—— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
 Caring for
the Environment

29 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Key 
achievements  
in 2007 
Product-related achievements: 
•  Established energy-usage 
reporting metrics to drive 
eco-sustainable product 
innovation
•  Developed leading-edge 
innovations to reduce product 
power consumption
•  Designed innovative cooling 
solutions in wireless base 
stations to increase energy 
efﬁ ciency and reduce 
operating expenses
•  Doubled the capacity of GSM 
transceivers while reducing 
energy needs by one-third
•  Expanded the deployment 
of renewable energy sources for 
powering base stations
•  Ensured compliance with the 
global evolution of legislation 
on hazardous substances
•  Designed a more comprehen-
sive Eco-Declaration template 
for the product portfolio
Operations-related 
achievements: 
•  Deﬁ ned an EHS Management 
System Manual and Common 
Processes
•  Performed risk assessment
•  Developed EHS policy
•  Established an EHS leadership 
team and governance model
•  Expanded the scope of 
third-party-certiﬁ ed EHS 
multi-site management systems
The latest statement from the 
Intergovernmental Panel on 
Climate Change (IPCC 2007) 
indicates the next ten years are 
critical in meeting the challenges 
posed by climate change. In the 
face of this clear and immediate 
imperative, Alcatel-Lucent as 
a global company and industry 
leader continues to embrace this 
challenge by minimizing the 
eco-environmental impact of 
its operations, products and 
services. The company signed the 
UN Global Compact ‘Caring for 
Climate’ initiative, strengthening 
its commitment to combat the 
effects of climate change. 
In meeting this commitment, 
Alcatel-Lucent has a distinctive 
opportunity to contribute towards 
a sustainable environment or what 
is termed eco-sustainability. 
The differentiating factor is its 
innovation engine and the ability 
to eco-innovate–leveraging the 
company’s research and develop-
ment teams to invent and imple-
ment groundbreaking technologies 
and solutions that also provide 
social and ecological beneﬁ ts.

30 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Caring for the Environment
Driving innovation 
in power usage metrics. 
Within the telecom industry, Alcatel-Lucent 
is advocating the development of base-line 
metrics for product/network power usage.
These metrics define a product’s power con-
sumption as a measure of its function (e.g., 
gigabits of data transported per watt of 
power consumed). Alcatel-Lucent is work-
ing with key standards bodies to support 
these metrics.
Reducing power consumption 
and increasing performance. 
State-of-the-art advancements yielded sig-
nificant power consumption reductions 
(23 percent) in Very High Speed Digital 
Subscriber Line (VDSL) products in 2007. 
In GSM (Global System for Mobile com-
munications) technology, the introduction 
of the Twin Transceiver—which accommo-
dates two GSM transceivers in a single-
sized housing—doubles transceiver capacity 
within a standard footprint while reducing 
the power consumption per transceiver by 
32 percent. In the Alcatel-Lucent WiMAX 
(Worldwide Interoperability for Microwave 
Access) solution, beamforming technology 
has been deployed that enables an up to 
40% decrease in the number of base sta-
tion sites required to cover a given area, 
therefore strongly reducing the overall net-
work power consumption.
Cooling wireless base stations efﬁ ciently. 
To conserve energy in GSM, WiMAX and 
CDMA (Code Division Multiple Access) 
wireless telecommunication systems, 
Alcatel-Lucent introduced both passive 
cooling capabilities at low ambient tempera-
tures and fresh-air fan cooling without re-
frigeration at higher ambient temperatures. 
In GSM, Alcatel-Lucent introduced in 2007 
its Direct Air Cooling System (DACS), which 
enables outdoor base stations to operate at 
full capacity in ambient temperatures of up 
to 55°C, without the need for power-hungry 
air conditioning. The new Light-WiMAX 
Base Station has been introduced, based on 
a zero-footprint design that enhances 
natural cooling efficiency compared to tra-
ditional macro base station cabinet designs. 
Alcatel-Lucent’s patented fresh-air filtering 
design for cooling CDMA base stations 
reduces power consumption by up to 10% 
while increasing the reliability of the digital 
components by up to 30%.
Priorities in energy efﬁ ciency: 
A strategic approach
To address short- and long-term needs for 
improving energy efficiency in network 
telecommunications products, Alcatel-
Lucent has developed a comprehensive 
strategy. Priorities for 2008 include:
  >  Defining energy efficiency metrics by 
technology and product type, supported 
by key standards organizations;
>  Continuing to improve product/network 
power consumption and energy efficiency;
>  Developing additional partnerships
with external entities to further integrate 
renewable energy options in Alcatel-
Lucent products. 
Alcatel-Lucent is also partnering with 
other enterprises—including customers 
and supply chain partners—to develop 
energy-efficient solutions for telecommuni-
cations networks.
Endorsing the UN
‘Caring for Climate’ initiative: 
A strong commitment 
Alcatel-Lucent has endorsed the UN Global 
Compact ‘Caring for Climate’ initiative, seeking 
to demonstrate leadership in climate change 
by ﬁ nding ways to reduce greenhouse gas 
emissions and their impact. The telecommuni-
cations sector is well positioned to provide 
essential services that can yield globally 
signiﬁ cant reductions in greenhouse gas 
emissions. While telecom networks consume 
energy to operate, their use also helps reduce 
energy consumption by, for example, providing 
an alternative to commuting and travel through 
teleconferencing. Such options cut greenhouse 
gas emissions and also costs for businesses and 
consumers.
MAKING 
ALCATEL-
LUCENT’S 
PRODUCTS 
MORE 
ENERGY 
EFFICIENT
Improving the energy efﬁ ciency 
of its products is a key goal 
for Alcatel-Lucent—continuously 
advancing the capabilities 
of technologies while reducing 
their impact on the environment. 
Through innovative design 
and fresh thinking, in 2007 the 
company achieved a number of 
meaningful successes in this area.
Alcatel-Lucent recognized for
eco-sustainable switches
Noting that the monthly utility costs for 
large data centers can easily exceed 
$1 million, the editors at Network World 
in their March 2008 issue recognized 
Alcatel-Lucent’s OmniSwitch 6850 as the 
most energy-efﬁ cient device on the market 
when operating in idle mode. In lab tests 
run by the magazine publisher, the editors 
reported that there was as much as a 
300 percent difference between the most 
and least efﬁ cient enterprise switches on 
the market.

31 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Expanding the reach of
telecommunications through
solar energy
Alcatel-Lucent is fulﬁ lling its mission to make 
telecommunications services available to the 
widest possible range of people around the 
globe. Last year, the company celebrated the 
deployment of its 200th solar-powered GSM 
base station. The station is part of a network 
expansion in Senegal, which will deploy 
40 solar-powered base transceiver station 
sites before the end of 2008. When coupled 
with telecom equipment with good power 
efﬁ ciency, self-contained energy solutions 
such as solar panels allow new radio sites 
to be established affordably in regions that 
are not connected to the public electricity 
grid. Offering a good alternative to traditional 
diesel generators, such innovative energy 
solutions enable mobile service providers 
to reduce their operation costs, limit their 
exposure to tensions in the oil market and 
contain the carbon footprint of their activities.
New energy options
Alcatel-Lucent is working with key stake-
holders in the global community, such as 
GeSI (the Global e-Sustainability Initiative), 
to deﬁ ne climate change-related parameters 
for telecommunications networks. These 
include carbon footprint and eco-sustainability 
metrics related to product offerings and 
business operations. The company continues 
to: strengthen its partnerships with renewable 
energy providers (e.g., solar power, wind 
power); investigate others (e.g., fuel cells, 
compressed air); and develop further 
partnerships to integrate renewable energy 
options in products and offerings.

32 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Caring for the Environment
Alcatel-Lucent achieved consistent com-
pliance with the hazardous substance leg-
islation of a growing number of countries 
in 2007. In particular, the merged entities 
within the company seamlessly integrated 
their product development and supply 
chain processes to continue ensuring that 
products placed on the European Union 
market comply with Directive 2002/95/
EC on the Restriction of the Use of Cer-
tain Hazardous Substances (RoHS). The 
company also achieved compliance with 
China’s new RoHS legislation (‘China 
RoHS’), meeting requirements for product/
packaging marking and providing infor-
mation on the presence of certain sub-
stances. The first set of China RoHS mea-
sures came into effect in March 2007. 
Alcatel-Lucent’s commitment to sub-
stance restrictions is not limited to Euro-
pean Union and Chinese requirements. 
The company is addressing proposed 
hazardous substances regulations and 
requirements as they develop in the global 
marketplace.
Corporate substance ban
In December 2007 Alcatel-Lucent formalized 
a list of banned substances for the company’s 
products, packaging, premises and services. 
The list—consolidated from previous lists 
developed by former Alcatel and former 
Lucent—conﬁ rms the elimination of these 
substances by the new company, and provides 
assurance against re-introduction.
ELIMINATING 
HAZARDOUS 
SUBSTANCES: 
GLOBAL 
ADVANCES

33 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Managing the use 
of chemicals: REACH
Over the next few years, in stages, the 
European Union Regulation 2006/1907/EC on 
the Registration, Evaluation, Authorisation and 
Restriction of Chemicals (REACH) will obligate 
manufacturers and importers of chemicals as 
well as downstream users such as Alcatel-
Lucent to inform customers if products contain 
any ‘candidate substance of very high concern’ 
(cSVHC) above a deﬁ ned threshold. The initial 
cSVHC list has not yet been published, but in 
anticipation of it, Alcatel-Lucent is cooperating 
with upstream supply chain partners to ensure 
compliance with all expected obligations.
Preserving performance 
and reliability
Alcatel-Lucent took steps toward phasing out 
the use of lead in solders for network 
infrastructure equipment in 2007 even as the 
company continued to use an exemption 
granted by the European Commission allowing 
for such use. Products out-of-scope for the 
exemption were assessed and tested for 
robustness and long-term reliability. A 
phase-out of hexavalent chromium also 
occurred last year, beginning with all products 
placed on the European market as of July 1, 
2007. This complied with the expiration of a 
previous RoHS exemption for certain applica-
tions of hexavalent chromium. While phasing 
out hazardous materials, Alcatel-Lucent is 
equally dedicated to ensuring the performance 
and reliability of equipment and solutions.

34 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Caring for the Environment
Applying and integrating
Environment-Conscious Design
Alcatel-Lucent’s ECD checklist helps designers 
ensure that eco-environmental information 
has been considered during product design. 
The completed checklist also provides a record 
for quality and environmental management 
systems (e.g., ISO 9001, TL9000, ISO 14001). 
It has the additional beneﬁ t of providing a 
basis for evaluating the eco-environmental 
performance of products, and for establishing 
objectives and targets for eco-environmental 
performance improvement.
The ECD checklist is an essential tool when 
developing new Alcatel-Lucent hardware 
products, and also for products that have 
been reissued or revised following a change 
in hardware. 
to make informed choices during the 
equipment selection process;
>  Facilitate international trade and in-
crease understanding of Alcatel-Lucent 
products in the marketplace; and
>  Prevent or mitigate unwarranted legal 
claims and protect Alcatel-Lucent’s 
reputation.
Alcatel-Lucent EcoDeclarations are 
based upon the ECMA-370 standard of 
ECMA International and customized to 
include both the most widely affected ar-
eas of eco-environmental compliance for 
the company’s products and the most 
common eco-environmental concerns of 
its customers. EcoDeclarations are avail-
able to customers on request.
Environment-Conscious Design:
A product life cycle approach
A key CSR goal for Alcatel-Lucent in 2007 was 
to develop an Environment-Conscious Design 
(ECD) program by year’s end. Working from 
the IEC TC-108: IEC 62075 draft standard and 
ECMA 341 standards and incorporating the 
best of legacy programs from the former 
Alcatel and Lucent, the company produced its 
ECD guidelines and checklist. These have been 
incorporated into the company’s product life 
cycle management process to help product 
developers make informed decisions.
ECD aims to minimize the amounts of 
materials and energy used in or by products, 
maximizing instead reuse and recycling and 
restricting the use of substances of concern. 
Using long-term life cycle thinking and 
capitalizing on opportunities to minimize 
the eco-environmental impact of products 
from as early in the development process 
as possible, the ECD guidelines provide 
information on how to make products 
environmentally responsible and to address 
regulatory, customer and company require-
ments for environment-conscious design.
The eco-environmental aspects of prod-
ucts have become the focus of worldwide 
attention in recent years and have impacted 
customers’ product requirements. To 
address these requirements, Alcatel-Lucent 
has set a goal of developing EcoDeclara-
tions for at least 95 percent of its product 
portfolio by the end of 2008.
EcoDeclarations summarize the eco-
environmental characteristics of products, 
such as energy consumption, emissions, bat-
teries and packaging. They also indicate a 
product’s compliance with substance restric-
tions, and provide information about man-
aging end-of-life aspects. By doing so, they:
>  Increase the opportunity for purchasers 
and users of Alcatel-Lucent products 
COMMUNICATING 
ECO-ENVIRONMENTAL 
INFORMATION

35 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Product take-back and recycling
In 2007, Alcatel-Lucent enhanced its prod-
uct take-back and recycling programs to 
improve efficiency and user friendliness for 
customers and partners. This included cre-
ating a web interface for recyclers who need 
information on product end-of-life treat-
ment and recycling, in accordance with ar-
ticle 11 of the European Union Directive 
2002/96/EC on Waste Electrical and Elec-
tronic Equipment (WEEE).
Last year as well, Alcatel-Lucent contin-
ued its membership in the National Part-
nership for Environmental Priorities 
(NPEP), a program of the U.S. Environmen-
tal Protection Agency (EPA). NPEP aims to 
minimize waste and conserve natural re-
sources by fostering voluntary partnerships 
between the EPA, state and local govern-
ments, commercial companies and federal 
facilities. Alcatel-Lucent focused on the lead-
acid batteries that typically provide emer-
gency power to network switching centers 
and wireless cellular sites, reporting to the 
The EcoDeclaration Process
Alcatel-Lucent has taken steps to incorporate 
EcoDeclarations into its product life cycle (PLC) 
management process. This ensures an 
EcoDeclaration is established for each 
hardware offering or family listed in the 
Alcatel-Lucent product catalog in 2008. 
Alcatel-Lucent Product EcoDeclaration 
Guidelines, Template and an associated 
Process Manual were created to help 
individual business divisions throughout the 
company meet this requirement. 
NPEP the weight of lead-acid batteries unin-
stalled and delivered to recycling facilities. 
Alcatel-Lucent’s voluntary recycling goal for 
the 2005-2007 period was 907.2 metric tons 
of recovered lead from lead-acid batteries. 
As of December 2007, Alcatel-Lucent had 
recovered 934.4 metric tons of lead, meeting 
its three-year goal. 
Product remanufacturing
Significant environmental benefits are gen-
erated by product remanufacturing and 
recycling, which reduce the quantity of 
waste directed to landfills and add to the 
life expectancy of raw materials and prod-
ucts. The company has a long history of 
product remanufacturing and recycling. 
In 1991, product remanufacturing was ini-
tiated to provide customer support for op-
tions such as the repair of old products or 
growth in the vintage product base. Today, 
remanufacturing is more than just vintage 
products. Alcatel-Lucent’s Special Customer 
Operations (SCO) group offers a remanu-
factured product portfolio that covers a 
significant portion of Alcatel-Lucent 
product lines. In 2007, Alcatel-Lucent 
remanufactured and sold more than 2,500 
pieces of equipment (bays and panels) and 
75,000 circuit packs, recovering more than 
590 metric tons from landfills. Moreover, 
SCO recycled 2,495 metric tons of addi-
tional materials through its salvage and 
recycling partners, generating further eco-
environmental benefits.
Alcatel-Lucent has set 
a goal of developing 
EcoDeclarations for 
95 percent of its product 
portfolio by the end of 2008.

Our commitments in action
Caring for the Environment
Alcatel-Lucent is committed to protecting 
the environment and the health and 
safety (EHS) of employees, contractors, 
customers and the communities in which 
the company does business. A particular 
focus is eco-sustainability. The company 
engages actively with customers, suppliers 
and other key stakeholders to address 
eco-sustainability and climate change issues 
throughout the entire supply chain. It 
has developed corporate strategies and 
practices to reduce the environmental 
impact of both its products and opera-
tions; its research teams are actively en-
gaged in developing and implementing 
groundbreaking, environmentally friend-
ly and energy-efficient technologies. 
 
A global strategy for climate change
As a signatory to the UN Global Com-
pact’s “Caring for Climate” initiative, 
Alcatel-Lucent has established its own 
strategy, aiming to reduce its carbon 
footprint. Specific pilot projects are 
under way to gather information on 
greenhouse gas emissions and related 
data from the company’s buildings, sites 
and vehicle fleets. The company’s devel-
opment of product-related eco-sustain-
ability projects and strategies is also 
being assessed. These programs also 
provide opportunities for employees to 
participate at all levels.
A company-wide approach for 
managing EHS
Last year, Alcatel-Lucent defined the strat-
egy for a unified, company-wide EHS man-
agement system that conforms to recog-
nized standards and is built on local EHS 
management systems. The strategy involves 
deploying common processes, leveraging 
best practices and achieving consolidated 
multi-site registration to EHS standards, 
including ISO 14001 and OHSAS 18001.
This management system ensures that 
local efforts are in accordance with strate-
gic goals, and that technical and opera-
tional resources are used appropriately to 
improve efficiency and ensure compliance 
with legal and customer requirements 
worldwide. 
Locally deployed EHS management sys-
tems conform to standards such as Safety, 
Health and Environment Checklist Contrac-
tors (SCC), Australian/New Zealand Stan-
dard AS/NZS4801, the United States Occu-
pational Safety and Health Administration 
(OSHA) Voluntary Protection Program 
(VPP), ISO 14001 and OHSAS 18001.
In 2007, Alcatel-Lucent selected TÜV 
SÜD as registrar for its global, consolidated 
EHS multi-site registration. The first audits 
by TÜV will be conducted in the second 
quarter of 2008.
EHS at the local level
Within Alcatel-Lucent, a bottom-up 
system is used to implement EHS poli-
cies, based on the EHS Network of em-
ployees who perform EHS functions 
for their respective organizations. These 
employees address local compliance 
issues, provide feedback to the overall 
EHS management system, work in teams 
on key initiatives and collaborate with 
local staff to implement them.
This approach has had notable suc-
cess in Venezuela, where Alcatel-Lucent 
presented 24 proposals for improve-
ments to the country’s new Occupation-
al Safety and Health Law: many of these 
proposals were then adopted by the 
Venezuelan labor authorities.
ENVIRONMENT, 
HEALTH 
AND SAFETY
EHS programs in action
Assessing risk. Having established a base-
line from which to measure continuous im-
provement, Alcatel-Lucent annually assesses 
its EHS compliance, identifies risks, and 
implements mitigation plans. In 2007, the 
Corporate EHS office coordinated the 
development of a global risk assessment 
methodology and tools with EHS represen-
tatives from the regions, business divisions 
and corporate centers. The three key busi-
ness segments (Products, Services and 
Facilities) worked together to identify and 
prioritize the top EHS risks, based on the 
severity of potential incidents. Risk assess-
ment tools were developed and distributed 
to the appropriate business areas, with a 100 
percent response rate; results and action 
plans were reported in the summer.
Reducing emissions. Various projects 
completed in 2007 helped reduce energy 
use and greenhouse gas (GHG) emissions 
from Alcatel-Lucent facilities. 
36 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007

We are implementing EHS 
Management Systems that 
ensure compliance and focus 
on eco-sustainability. Ensuring 
that our products, facilities and 
services become more energy 
efﬁ cient is a critical business 
objective.
Barry Dambach – EHS Director
In New Jersey, U.S.A., projects including 
boiler renovations, optimization of recir-
culation fans and upgrades to heating, 
ventilation and air conditioning systems 
eliminated more than 1,000 metric tons 
of GHG emissions a year.
Restoring our environment. The Reme-
diation Group in Alcatel-Lucent oversees 
the investigation, design, construction and 
operation of environmental remediation 
and restoration projects throughout the 
globe. Through remediation projects, Alcatel-
Lucent restored more than 1.34 billion liters 
of groundwater to productive use in 2007 
and removed or destroyed more than 1.87 
metric tons of volatile organic compounds 
from soil and groundwater. Where wet-
lands may be disrupted or have already 
felt the impact of development, remedial 
designs ensure such areas are protected, 
restored or replaced. When selling manu-
facturing operations, the company seeks 
to identify purchasers that will reuse or 
37 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent Italia: 
Making EHS real
In 2007, Alcatel-Lucent Italia replaced its 
water provisioning system at a small lake 
in the Vimercate region with a closed-circuit 
system, reducing both water consumption 
and resource costs. The company also 
installed a dedicated chiller for its facility 
there, subsequently eliminating an 
over-dimensioned gas absorber to reduce 
methane emissions. To prevent environmen-
tal damage and protect human health, 
Alcatel-Lucent Italia installed a monitored 
smoke detection system throughout its 
Vimercate site to provide early warning 
in case of emergency.
Responsible around the world
Alcatel-Lucent operations in Austria, Belgium, 
Brazil, China, France, Germany, India, Italy, 
Romania, Spain, Japan and the United 
Kingdom individually retained or obtained 
third-party certiﬁ cation to the ISO 14001 
standard last year. On June 12, 2007, 
Alcatel-Lucent was awarded a multi-site ISO 
14001 certiﬁ cation for seven sites in France: 
Vélizy-Nieuport, Ormes, Lannion, Eu, 
Villarceaux, Marcoussis and Orvault—
in total employing around 7,500 people. 
Establishing a corporate 
EHS policy
Last year, Alcatel-Lucent established its 
corporate Environment, Health & Safety 
(EHS) policy following a “best of both” 
approach that integrated the strongest 
elements from the EHS policies of the 
former Alcatel and Lucent. Required 
elements were conﬁ rmed to ensure 
the policy would meet the expectations 
of customers, employees, communities 
and the law.
redevelop the properties in ways benefi-
cial to the community and the environ-
ment. 
Keeping safety in sight. Alcatel-Lucent 
is committed to protecting the health 
and safety of its employees. Within the 
Services Business Segment in North 
America, for example, site safety reviews, 
risk-reduction meetings and formal EHS 
recognition programs have raised safety 
awareness and helped improve the safety 
culture of employees. Last year, the num-
ber of EHS recognitions climbed by more 
than 57 percent.

Our Commitments in Action
Caring for the Environment
38 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
In 2007, Alcatel-Lucent consolidated its 
activities related to health and radiofre-
quencies—aiming to meet customer needs 
supportively and ensure employee safety, 
and to continue advocating programs that 
raise awareness among governments, in-
dustry, the media and the general public.
Growing the scientiﬁ c knowledge base
The number of scientific research publica-
tions on electromagnetic fields and their 
health effects continued to grow signifi-
cantly in 2007. Some reviews by indepen-
dent expert advisory bodies were published 
in the Netherlands, Ireland, Sweden and 
the UK. The European Commission’s Sci-
entific Committee on Emerging and Newly 
Identified Health Risks (SCENIHR) pub-
lished its opinion on possible effects of elec-
tromagnetic fields (EMF) on human health 
and the U.S. National Academy of Science 
released its report on research needs.
Expert committees reaffirmed that to 
date no health effects have been attributed 
to exposure levels below the guidelines de-
veloped by the International Commission 
on Non-Ionizing Radiation Protection (IC-
NIRP) and the Institute of Electrical and 
Electronics Engineers (IEEE). As outlined 
in the World Health Organization (WHO) 
Fact Sheet 304:
“Considering the very low exposure levels 
and research results collected to date, there is no 
convincing scientific evidence that the weak RF 
signals from base stations and wireless networks 
cause adverse health effects.”
This statement applies to all mobile and 
wireless network technologies implemented 
by Alcatel-Lucent, including CDMA, GSM, 
UMTS, LTE, WiMAX, WiFi, DVB-SH and 
Femtocell.
Electromagnetic 
ﬁ elds at work
Training is paramount to ensuring the health 
and safety of employees and their work 
environments where electromagnetic ﬁ elds 
are concerned. Last year, Alcatel-Lucent 
provided dedicated customer service and 
training to support the safe deployment 
of wireless products in the ﬁ eld, and initiated 
a program in all relevant EU countries 
to address key principles of EU Directive 
2004/40/EC on electromagnetic ﬁ elds (EMF) 
at work. The company continued the program 
even though the deadline for transposition 
of the directive was extended to 2012. 
Participating in international
standardization initiatives
Alcatel-Lucent supports the international 
harmonization of human exposure 
guidelines and the adoption of consistent 
regulatory legislations in countries. Much of 
this is accomplished through international 
standards bodies and industry associations in 
which Alcatel-Lucent takes a prominent role. 
The International Electrotechnical Commission 
(IEC) initiative aims to harmonize the 
exposure-assessment methods of regional 
and international bodies such as the IEEE and 
the European Committee for Electrotechnical 
Standardization (CENELEC). It also supports 
global international organizations such as the 
International Telecommunication Union (ITU). 
Alcatel-Lucent is contributing to a ﬁ nal global 
standards framework based on the exposure-
assessment methods developed by the IEC.
ELECTROMAGNETIC 
ENVIRONMENT 
AND HEALTH

CSR 
CHAMPIONS 
AWARDS*
Alcatel-Lucent actively promotes 
innovation throughout its organi-
zation to improve the environmental 
performance of its operations, 
services and products. In 2007, 
these two Alcatel-Lucent initiatives 
were among those that received 
CSR Champions Awards.
39 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Renewable energy for 
distributed telecom facilities
THE NEED
Electric power provisioning generates 
signiﬁ cant customer interest in renewable 
energy sources for rural wireless base 
station installations. In such cases renew-
able energy sources—solar/photovoltaics, 
wind, biofuel-powered fuel cells, etc.— 
offer both an environmental and business 
advantage. Environmental beneﬁ ts from 
renewable energy have been well docu-
mented in many publications. The business 
merits are often justiﬁ ed by the savings 
in capital cost of having reliable power 
supplied in remote locations from the public 
utility grid. With rising electricity prices, 
renewable power sources are becoming 
more economically attractive. 
In 2007, the telecom industry began to drive 
the evolution of fuel cell, solar and wind 
power sources to meet the rigorous 
requirements of telecom facility operations. 
With the rapidly evolving technologies in 
alternate energy sources, there is a strong 
need for telecom products to be evaluated 
regarding their ability to function reliably 
with renewable energy sources. 
THE SOLUTION
This project evaluated how wireless base 
station installations could be effectively 
powered from alternate energy sources— 
solar/photovoltaics, wind, and fuel cells. 
Field surveys collected site information and 
actual power usage data from 15 base 
station sites to determine the practicality 
of the three energy sources. The compari-
son ranked the alternate energy source 
attributes in terms of Best, Good, and Poor. 
The project was able to show that current 
alternate energy technologies are potentially 
affordable and practical for powering 
wireless base station sites. This project also 
addressed many strategic issues for the 
company such as closing the alternate 
energy information gap for customers, 
shaping a large-scale alternate energy 
deployment strategy, and developing tools 
to improve the business case for eco-
sustainably optimized telecom products 
and services.
*These awards recognize individuals and teams within 
Alcatel-Lucent who have made an extraordinary 
contribution in the area of CSR. To know more, 
see page 58.
Fresh-air ﬁ ltering
THE NEED
The majority of the world’s telecommunica-
tions equipment runs constantly, generating 
signiﬁ cant amounts of heat and contributing 
to global warming. The energy demands 
of such equipment increase with the use 
of cooling mechanisms to keep temperatures 
within operationally acceptable parameters. 
Many organizations have dedicated time and 
effort to devising alternative cooling means. 
The Alcatel-Lucent thermal design team for 
wireless products created a fresh-air-cooled 
cabinet with unique features.
THE SOLUTION
Fresh-air ﬁ ltering helps reduce the energy 
used by servers, switches and other 
electronic devices. Depending on the 
operating mode, it can cut back the 
electricity required for cooling by 
10 percent—and can also extend product 
lifetimes by one or two years. The 
technology puts Alcatel-Lucent at the 
forefront of fresh-air ﬁ ltering for high-
reliability infrastructure equipment. 
Rooted in the company’s core expertise, 
the fresh-air ﬁ ltering solution both saves 
energy and also holds out the prospect 
of environmental and ﬁ nancial beneﬁ ts 
for Alcatel-Lucent.

40 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Responsible Purchasing

41 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Key 
achievements 
•  More than 450 suppliers have 
been assessed on their CSR 
practices since late 2004 
•  25 persons were trained 
in 2007 to perform onsite 
supplier CSR evaluations
•  All improvement plans 
resulting from onsite supplier 
assessments performed since 
2005 have been carefully 
followed up
•  Live awareness sessions on 
responsible purchasing and 
corresponding roles and 
responsibilities were organized 
with more than 500 procure-
ment employees worldwide 
since late 2006
In 2007, Alcatel-Lucent laid the 
foundation for ongoing sustain-
able, responsible purchasing while 
redeﬁ ning its purchasing policies 
and processes. Working coopera-
tively, Procurement and Sourcing, 
together with the Environment, 
Health and Safety (EHS) depart-
ment, the CSR steering committee 
and Corporate Audit Services, 
deﬁ ned company rules and 
expectations for managing CSR 
with suppliers.
Based on a clear strategy and 
goals, training programs were 
established to ensure that all 
involved in purchasing understand 
their roles and responsibilities, 
and to encourage collaborative 
management of CSR through 
the company’s supply base. 
Spearheading supplier-related 
CSR is the company’s Global 
Procurement and Sourcing 
Department (GPS), which plays 
a key role in monitoring the 
commitment and conformance 
of Alcatel-Lucent suppliers 
to internationally recognized 
standards for ethical, social 
and environmental practices.

42 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Responsible Purchasing
Principles of CSR 
in the supply chain
Alcatel-Lucent established a company-wide 
policy requiring corporate social responsibil-
ity to be factored into purchasing. Alcatel-
Lucent must inform suppliers of its CSR 
commitments and expectations, manage sup-
pliers using CSR practices, and assess suppli-
ers’ CSR practices—in particular, regarding 
ethics, labor rules, health and safety, and the 
environment. This purchasing policy comple-
ments Alcatel-Lucent’s commitments defined 
through its Statement of Business Principles  
and EHS policy.
Engagement through training 
and awareness development
Since the procurement and sourcing 
teams play a decisive role in ensuring that 
the entire supply chain cycle complies 
with Alcatel-Lucent standards, these 
teams have to be particularly aware of 
CSR issues. A broad program of CSR 
awareness-building for the purchasing 
community has been built through train-
ing modules. These dedicated CSR aware-
ness sessions were organized in 2007 in 
Europe (in Paris, Vélizy, Vimercate), 
North America (in Murray Hill, Whippany, 
Naperville), and China (Shanghai). Train-
ing will be conducted throughout 2008 to 
ensure that integrated purchasing teams 
are aware of their roles and responsibili-
ties, and of how these support the rest of 
the organization. Cooperation between 
the teams performing onsite assessments, 
supplier-facing teams, and GPS CSR rep-
resentatives is key to addressing responsi-
ble purchasing. 
CSR on the front line
In 2007, Alcatel-Lucent reshaped existing 
CSR activities to suit the purchasing orga-
nization and mission of the company. By 
providing short and simple CSR guidelines 
for all purchasing-related processes, Alcatel-
Lucent empowered its purchasing teams to 
ensure—personally and directly—that sup-
plier contracts reflect the company’s CSR 
expectations, and that the risk of supplier 
non-conformance is managed carefully. 
This makes CSR more active in the supply 
chain day-to-day. Alcatel-Lucent’s purchas-
ing policy sets objectives and defines roles 
and responsibilities for managing CSR as 
it relates to procurement. The CSR in 
purchasing policy of Alcatel-Lucent is im-
plemented by embedding CSR in key 
purchasing processes and tools. 
Most pictures in this chapter illustrate 
the live awareness sessions on responsible purchasing 
that were organized with procurement employees 
worldwide.
These focus on:
>  Clarifying, contractually, Alcatel-Lucent’s 
CSR expectations with respect to busi-
ness principles, the environment, and 
health and safety;
>  Identifying ways Alcatel-Lucent can
work with suppliers to help them, when 
appropriate, meet CSR requirements;
>  Integrating CSR into the company’s
commercial relationships.
Dialogue is essential to CSR and is fos-
tered by distributing information about 
Alcatel-Lucent commitments and clarify-
ing expectations towards suppliers. 
Tracking supplier CSR practices
Alcatel-Lucent is tracking its suppliers’ 
CSR practices over time. The company 
has set a goal of assessing supplier CSR 
practices covering 65 percent of its 
annual purchased volume by the end 
of 2008—taking into account any evolu-
tion that has or will occur within the 
supplier base since the creation of 
Alcatel-Lucent. Alcatel-Lucent CSR eval-
uations involve: 
>  Standards definition–what’s required of 
suppliers, as formalized in contract 
clauses, embedded in contractual tem-
plates and used worldwide.

43 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Close cooperation between 
Global Procurement and 
Sourcing and Corporate Audit 
Services is key to ensuring 
the success of this program. 
It involves true teamwork. 
We are committed to pursuing 
our collective efforts in this area.
Jean-David Calvet – Vice-President 
Global Procurement and Sourcing
Together committed to knowledge/ competence sharing 
for continuous process improvement
Alcatel-Lucent CSR in procurement stakeholders
Supplier-facing
 teams
Procurement CSR 
organization
Corporate Audit 
Services
EHS Ofﬁ ce 
and network
Human Resources
CSR Director and 
CSR Steering Committee
Customer-facing 
teams
CSR supplier  
management
Internal cooperation and
partnering for CSR
Close cooperation between Global Procure-
ment and Sourcing (GPS) and Corporate Audit 
Services (CAS) is key to ensuring the success 
of CSR in the supply chain. The two work 
together to have a more detailed review 
of a set of suppliers that may require further 
understanding of their practices on site. 
In 2007, ﬁ ve suppliers were selected for onsite 
evaluations to determine their conformance 
to Alcatel-Lucent’s CSR standards. Onsite 
assessments are performed by professional 
auditors from the CAS, EHS and GPS 
departments, who are trained in CSR through 
dedicated training modules provided to 
staff members from these departments.
GPS is responsible for verifying the 
appropriate and timely implementation of 
corrective actions or improvement plans
when a supplier does not meet SA 8000 
requirements or internationally recognized 
environment regulations or standards. 
CAS performs follow-up reviews in the ﬁ eld 
if necessary.
In 2007, Alcatel-Lucent worked closely with 
previously evaluated suppliers to monitor and 
resolve issues identiﬁ ed in the ﬁ eld. Follow-up 
onsite assessments showed signiﬁ cant efforts 
and improvements, clearly demonstrating that 
suppliers take seriously the results of Alcatel-
Lucent evaluations and pursue corrective action.

These onsite evaluations 
are based on the Social 
Accountability 8000 (SA 8000) 
standard, which follows norms 
deﬁ ned by the International 
Labor Organization conventions, 
the Universal Declaration 
of Human Rights, and the 
International Convention 
on the Rights of the Child.
Laurent Arnaudo – Vice-President, 
Corporate Audit Services
44 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Responsible Purchasing
>  Questionnaire-based CSR practices 
evaluations, enabling a written dialogue 
with suppliers to understand their prac-
tices relevant to CSR and help Alcatel-
Lucent be accurate in its evaluation.
>  Identification of suppliers for whom an 
onsite evaluation is needed, to under-
stand their working environment and 
improve future evaluations.
>  Onsite evaluations and follow-up of 
actions taken by the supplier to resolve 
any gap between practices and Alcatel-
Lucent values and principles.
Enhancement through assessment
Alcatel-Lucent uses a common platform 
for supplier evaluation, adapting the focus 
of each assessment to the specific business 
of each supplier or service provider. The 
Alcatel-Lucent platform addresses ethics, 
social management, environment in op-
erations and products, and health and 
safety management. 
With the experience gained over the 
past years, Alcatel-Lucent has reinforced 
its requirements for documentation to 
support suppliers’ assertions. Accuracy 
has become the objective: understanding 
the supplier’s scope of operation and 
scope of associated policies and processes, 
and how these elements address the CSR 
domains most at risk as regards the sup-
plier’s activity.
Embedding CSR in the supply 
chain: Risk and performance 
management
In defining its overall supplier manage-
ment strategy, processes and tools, Alcatel-
Lucent has integrated ethical, social and 
environmental practices into the criteria 
it uses to assess supplier risks—alongside 
standard measures such as: financial 
strength, pricing, manufacturing capacity 
and responsiveness, quality, innovation, 
human resources management, service 
and support, logistics, and strategic fit. By 
including CSR in both its risk and perfor-
mance management systems, Alcatel-
Lucent is able to apply CSR inputs and 
analysis at key points throughout the sup-
plier relationship cycle.
SA 8000: 
A standard at work
Alcatel-Lucent uses the Social Accountability 
8000 (SA 8000) standard as a basis for 
its onsite evaluations. SA 8000 addresses 
several areas of widely accepted interna-
tional labor rights: child labor, forced labor, 
health and safety, freedom of association 
and right to collective bargaining, 
discrimination, disciplinary practices, 
working hours and remuneration. As part 
of its evaluation, Alcatel-Lucent has added 
environmental considerations to the scope 
of SA 8000.

45 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
CSR 
CHAMPIONS 
AWARDS*
Global Procurement and Sourcing 
(GPS), Audit and Sales team 
members received a CSR 
Champion Award in 2007 
for their collective dedication to 
implementing the CSR purchasing 
program throughout the company.
THE PLAYERS
Alcatel-Lucent recognizes the importance 
of ensuring that its suppliers meet interna-
tional labor, and health and safety standards 
in line with SA 8000 principles, as well 
as environmental standards. The close 
partnership between Procurement at 
Alcatel-Lucent, the company’s Corporate 
Audit Services and customer-facing teams 
has been indispensable to the successful 
establishment of CSR supply chain standards.
THE NEED
While there is no legal requirement to manage 
the CSR performance of suppliers, the company 
understands that doing so is key to sustainabili-
ty—and increasingly important to customers. 
Multidisciplinary team members from France 
and the United Kingdom worked in 2006 and 
2007 to roll out and reﬁ ne the Alcatel-Lucent 
CSR purchasing program, in line with both 
Alcatel-Lucent values and the expectations 
of Alcatel-Lucent customers. To quote 
a judge of the CSR Champions Awards: 
“Managing the supply chain in a 
responsible manner is arguably one of the 
most important challenges multinational 
companies face at this time.”
THE SOLUTION
The pillars of the program were to:
•  Issue CSR questionnaires to assess 
supplier CSR performance ;
• Conduct CSR-speciﬁ c onsite evaluations ;
•  Employ CSR as part of the criteria to assess 
a supplier ;
•  Track CSR performance in the supplier 
rating system along with other operational 
performance criteria.
To ensure maximum effectiveness of the CSR 
program and to achieve the greatest results, 
GPS stakeholders worked to implement GPS 
policies for CSR, using an array of tools that 
support their daily activities (e.g., Supplier 
Rating System, Commercial Capability Matrix, 
CSR questionnaire and assessment checklists, 
etc.). Signiﬁ cant effort went into having 
suppliers sign clauses pertaining to business 
principles, the environment, and health and 
safety in commercial relationships. Buyers and 
negotiators worked to address CSR supplier 
practices in their relationships with suppliers.
In its scope, the project not only reaches 
out to many suppliers, but also engages 
several departments within Alcatel-Lucent: 
CSR, Human Resources, Procurement, and 
Environment, Health & Safety, to name 
a few. The team is the ambassador of what 
became a company engagement across 
the Alcatel-Lucent organization.
*These awards recognize individuals and teams within 
Alcatel-Lucent who have made an extraordinary contri-
bution in the area of CSR. To know more, see page 58.

46 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Digital Inclusion

47 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our digital 
inclusion 
achievements 
in 2007 
Three Digital Bridge projects: 
Haiti, Madagascar and Mali.
•  In Haiti and Madagascar: 
Launch of the ﬁ rst projects 
involving deployment of 
Internet broadband access in 
rural and underserved areas
•  Mali: Implementation of the 
Pésinet pilot project, an 
e-medicine initiative to ﬁ ght 
infant mortality 
Development of our relationship 
with international organizations 
as an active contributor to the 
global agenda for bridging the 
digital divide.
Today, accessing mobile telephony 
and broadband services is essen-
tial for economic and social 
development. To achieve a more 
inclusive information society, 
Alcatel-Lucent has reinforced 
its long-standing international 
commitment and made digital 
inclusion a central part of its 
approach to corporate social 
responsibility.
Alcatel-Lucent’s Digital Bridge 
Initiative makes innovative use of 
information and communication 
technologies (ICT) to improve life 
in the under-served, usually rural 
areas of emerging countries. 
In 2007, Alcatel-Lucent launched 
its ﬁ rst projects deploying Internet 
broadband access in rural areas, in 
Madagascar and Haiti, and initiated 
the Pésinet pilot project to ﬁ ght 
infant mortality in Mali.

48 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Digital Inclusion
Madagascar: Bringing broadband 
to Antananarivo
Alcatel-Lucent has been working since 
the fall of 2006 to supply high-speed In-
ternet access to the deprived of Madagascar, 
in collaboration with partners ATD 
Quart Monde (a non-governmental orga-
nization set up to fight world poverty) 
and Data Telecom Service (DTS, an In-
ternet access provider and telecommuni-
cations operator).
Improving quality of life
In Madagascar, the program’s goal is to en-
able deprived people in Antananarivo, the 
nation’s capital, to obtain training, find a 
decent job and improve their living condi-
tions. The program offers:
>  Annual IT (information technology) dis-
covery and training programs for 100 
youth every year (aged 16-25 years); 
>  A software program to teach basic literacy 
to give young people on the street the skills 
they need to work in the local economy;
>  The establishment of a ‘craft cooperative’ 
for adults that will use the Internet to pro-
mote and sell artisans’ handmade wares—
such as wooden furniture, embroidery 
and woven fabrics—and increase their 
Overcoming isolation
“For Madagascar, the deployment of telecoms 
infrastructures and the Internet is an excellent 
way of overcoming the island’s geographic 
isolation. Alcatel-Lucent has been operating in 
Madagascar for 25 years, playing an active part 
in its development in ﬁ xed and mobile 
telephony and Internet access. This project is 
part of our ‘Broadband for All’ vision,” said 
Thierry Albrand, Vice President of the Digital 
Bridge Initiative at Alcatel-Lucent.
revenues. The goal, over two years, is to offer 
jobs to 50 or so craftsmen and women, to 
provide a living for some 300 people.
Connecting people
The project was inaugurated on October 
17 as part of a contribution to the Interna-
tional Day for the Eradication of Poverty. 
>  Five sites have been selected, the first 
of which (the craft cooperative and an 
IT training center) were connected in 
October 2007. 
>  Two complementary broadband technol-
ogies are used to connect the sites: wire-
line (DSL) and wireless (WiMAX Rev-e).
The partners’ roles
>  Alcatel-Lucent provided and installed, 
free of charge, the necessary telecommu-
nications equipment (a WiMAX station 
and associated terminals). It assisted with 
project setup and is involved with ongoing 
management. 
>  DTS has assumed all connection costs for 
two years for the five chosen sites, and is 
helping the craft cooperative involved in 
the project create a website for itself. 
>  ATD Quart Monde is supplying skilled 
people to help new users make use of 
broadband technologies.

49 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
RFID: How it works
RFID (Radio Frequency Identiﬁ cation) 
technology allows an object to be identiﬁ ed 
and tracked through a radio wave-emitting 
tag attached to or integrated in the object. 
Once the processes involved in project Coffee 
Traceability are fully mature, consumers 
equipped with latest-generation cell phones 
will be able to read the RFID tags on coffee 
and learn everything about it—from its 
production in small-scale local farms through 
its conditioning and delivery to the store shelf. 
Haiti: Fair trade goes wireless
The principle of fair trade is that the 
people responsible for producing food 
and other agricultural products should 
be adequately compensated for their 
work, living in dignity on the fruit of 
their labors. Through a project called 
“Traçabilité du Café” (Coffee Traceability), 
Haitian coffee growers are being provid-
ed the technological tools to support 
their fair-trade efforts—through the abil-
ity to trace coffee, from the beans that 
are picked to the cup that is poured. 
Using wireless systems to trace coffee
In 2007, Alcatel-Lucent signed a two-year 
cooperation agreement with a consor-
tium of partners (Cafés Malongo, the 
University of Nice Sophia Antipolis and 
Haiti’s mobile telephone operator Voilà) 
to offer broadband Internet access to cof-
fee plantations in the isolated rural areas 
of Cap Rouge in Haiti. Using WiMAX 
and RFID (Radio Frequency Identifica-
tion) technologies, growers will be able 
to trace their fair trade-labeled produc-
tion and sell coffee on the best possible 
terms by reducing the number of inter-
mediaries involved.
Helping farmers live better
The project’s main goals are to:
>  Help Haiti’s farming communities man-
age coffee production to meet demand, 
and acquire new, superior techniques 
through remote learning to increase the 
profitability of their cooperatives;
>  Help develop local expertise in WiMAX 
Rev-e (for broadband wireless Internet) 
and RFID labels (for traceability) to sup-
port the development of agricultural 
telecenters in Haiti;
>  Pioneer a range of innovative services in 
agricultural telecenters focused on educa-
tion, health, e-government and ecotourism. 
Alcatel-Lucent has committed to supply 
the necessary WiMAX Rev-e equipment 
at no cost, and will help set up and run 
the project.

50 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Digital Inclusion
Internet Governance Forum  
Alcatel-Lucent was an active contributor 
to the second Internet Governance Forum 
(IGF), held in Rio de Janeiro in November 2007. 
The company focused particularly on the access 
development agenda: ensuring universal 
broadband access to the Internet for those 
billions in the world without Internet access. 
International engagement
Alcatel-Lucent is pursuing its active in-
volvement in international programs to 
bridge the digital divide, collaborating with 
the world’s leading organizations in this 
field, such as the International Telecommu-
nications Union (ITU), which is responsible 
for implementing the agenda established at 
the World Summits on the Information 
Society (WSIS) held in 2003 (Geneva) and 
2005 (Tunis).
ITU honors Alcatel-Lucent’s 
contribution
Alcatel-Lucent has a long-standing relation-
ship with the Development Bureau of the 
ITU, called ITU-D, which focuses on help-
ing developing countries fulfill their citizens’ 
right to communicate through information 
and communication technologies (ICTs). 
Alcatel-Lucent supports many ITU-D 
programs, training ICT professionals in 
developing countries through the ITU 
Centers of Excellence. Last year, Alcatel-
Lucent signed an agreement with the ITU 
to support its Youth Education Scheme and 
Youth Incentive Scheme, to provide tele-
communications scholarship and training 
to youth from developing countries.
In the same spirit, Alcatel-Lucent, a 
founding member of the ITU Connect 
the World initiative, participated in the 
organization’s board meeting in Geneva 
in May 2007.
Alcatel-Lucent’s ongoing contribution 
was publicly recognized at the opening cer-
emony of the Telecom Development Advi-
sory Group (TDAG) in Geneva on April 
16th, 2007, when ITU-D director Sami 
Al-Basheer presented Alcatel-Lucent with a 
certificate acknowledging the ITU’s grati-
tude for the company’s support over the 
past 10 years.
EASSy* submarine 
cable for Africa
Alcatel-Lucent works with international 
organizations such as the World Bank to help 
ﬁ nance key telecom infrastructure projects in 
developing countries. For example, 
Alcatel-Lucent was selected to provide the 
EASSy submarine cable delivering interna-
tional connectivity for East African and other 
land-locked countries of the region. 
The EASSy submarine network will deliver 
a regional capacity of 320 Gbit/s, enabling 
governments and businesses to support new 
applications such as remote medical 
diagnosis and international call centers, and 
proving consumers with accessible, 
affordable broadband Internet.
*EASSy (the East Africa Submarine Cable System) is a 
project set up by 22 licensed telecoms operators in Eastern 
and Southern Africa and several international carriers.

51 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
CSR 
CHAMPIONS 
AWARDS*
The Pésinet pilot project is an 
e-medicine initiative providing 
preventive health care services 
to ﬁ ght infant mortality in Mali.
THE PLAYERS
In July 2007, Alcatel-Lucent joined forces 
with the Orange Mali Foundation, Afrique 
Initiatives, Médicament Export (Médex) and 
Kafo Yeredeme Ton to launch the Pésinet 
project in Mali, run by the latter. The goal: 
provide preventive healthcare services at 
affordable cost for underprivileged children 
from birth to ﬁ ve years old, using remote 
diagnosis based on weight monitoring.
THE NEED
The world’s poorest, most isolated people 
have great difﬁ culty accessing medical care. 
Remote medical diagnosis via mobile 
communications or the Internet can make 
a crucial difference for these people, while 
improving the productivity of doctors—
a scarce resource in the developing world. 
To ensure these services remain available 
in the long term, affordability, and ﬁ nancial 
sustainability are key. The Pésinet program, 
supported ﬁ nancially by the Alcatel-Lucent 
Digital Bridge Initiative, is designed to transfer 
the technical and business know-how 
to ensure a self-sustaining, replicable model.
THE SOLUTION
The procedure in Mali involves trained mem-
bers of the local community (“weighing 
agents”), who visit families weekly—two 
times a week for children under one year 
old—to record children’s weight and any 
symptoms of illness.
The information is input via a mobile 
phone-based Java applet and uploaded to 
a database via GPRS. The database software 
is designed to identify risk trends, and alerts 
a doctor if dramatic weight loss is recorded. 
In such cases, the doctor text messages 
the weighing agent and requests that 
the family bring the child to the Pésinet 
center for examination. The service 
also includes access to certain medication 
when necessary. 
The weight-monitoring approach has 
proved very effective in identifying a range 
of illnesses—from malnutrition to malaria—
and enabling timely medical intervention.
*These awards recognize individuals and teams within 
Alcatel-Lucent who have made an extraordinary contribution 
in the area of CSR. To know more, read page 58.

52 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
 Foundation and
 Corporate Sponsorship

53 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Key
achievements 
in 2007 
•  Created and incorporated 
the Alcatel-Lucent 
Foundation
•  Aligned the Foundation 
with the vision and mission 
of the corporation
•  Published a Global Charitable 
Contributions policy
•  Established an international 
Alcatel-Lucent Volunteer 
Program
•  Launched the CSR 
Champions Award program
•  Carried out a variety 
of programs (see details in 
the following pages)
•  Expanded participation in 
France’s “Cercle Passeport 
Télécoms” program 
•  Continued global volunteer 
initiatives
The Alcatel-Lucent Foundation 
leads the company’s charitable 
activities—managing grants, 
corporate contributions 
and employee volunteerism on 
a global scale. 
The Foundation, which receives 
funding from Alcatel-Lucent, 
is a non-governmental, non-proﬁ t, 
private organization that 
is governed by its own board of 
trustees and constitutes a legally 
independent entity.
Focused on education and youth 
development, the Foundation 
supports the commitment of 
Alcatel-Lucent to social responsibil ity 
by serving and enhancing the 
communities where employees and 
customers live and work. Global 
grants are awarded according to 
the priorities of the Foundation 
and managed either by the 
Foundation itself or by a partner if 
donated outside the United States. 
The Foundation continues to hone 
its approach in the interest of 
helping transform the way the 
world communicates. 
In addition to the programs led 
by the Foundation, Alcatel-Lucent 
supports a number of cross-cultural 
initiatives—using photography and 
video as key media for capturing 
and expressing diversity.
Photos by Raghu Rai: 
•  At a public telephone booth opposite 
Charminar Hyderabad. 
•  Lambada Tribals, Shahapur Tanda 
Village, Andhra Pradesh.

54 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Alcatel-Lucent seeks to be an active, con-
tributing member of the communities 
where it does business and has a heritage of 
social responsibility. The following policy, 
which applies to all Alcatel-Lucent employ-
ees and all subsidiaries and consolidated 
joint ventures of the company, governs its 
contribution of money or other resources 
for charitable purposes:
“All charitable contributions must be made in 
full compliance with applicable legislation. All 
contributions must be done in accordance with 
the company’s Statement of Business Principles, 
including its anti-corruption policies. Alcatel-
Lucent allows only Regions, Business Groups, 
Corporate Functions, Fondation Azaria, and the 
Alcatel-Lucent Foundation to make contribu-
tions. No other donations shall be made outside 
of these organizations and entities.” 
The Alcatel-Lucent Foundation pro-
vides advice and counsel as needed to any 
region, business segment or corporate 
function seeking to make a contribution 
using funds from budgets under its con-
trol. These contributions may focus on any 
of the Foundation’s priority areas: educa-
tion, youth, health and human services, 
arts and culture, employee volunteerism, 
and special business or community oppor-
tunities. Funding for individuals, or labor 
or political organizations is not permitted, 
nor is the funding of multi-year pledges. 
Contributions must be made to appropri-
ate organizations. 
GLOBAL POLICY FOR 
CHARITABLE 
CONTRI BUTIONS
The Foundation Board 
The Alcatel-Lucent Foundation is managed 
by its Board of Trustees, which meets twice 
annually and is composed of the following 
senior executives:
• Pat Russo, Chief Executive Ofﬁ cer and 
Chairperson of the Board of Trustees 
• Steve Reynolds, General Counsel 
• Hubert de Pesquidoux, 
Chief Financial Ofﬁ cer 
• Caroline Guillaumin, Vice President 
Corporate Communications and Corporate 
Social Responsibility 
• Jim Cocito, Chief Operating Ofﬁ cer 
for the Americas Region 
• Mary Lou Ambrus, Vice President of 
Communications for the Americas Region 
and Vice Chairperson of the Trustees 
• Rod C. Alferness, head of the Ofﬁ ce of Chief 
Scientist of Bell Labs 
• Frederic Rose, President of the Asia-Paciﬁ c, 
Europe, Africa and the Middle East Region 
• Andrew Levido, Chief Operating Ofﬁ cer 
of the Asia-Paciﬁ c, Europe, Africa and the 
Middle East Region 
• Béatrice M. Tassot, Executive Director 
of the Alcatel-Lucent Foundation and 
Secretary of the Board of Trustees. 
Our Commitments in Action
Foundation and Corporate Sponsorship
Members of the Foundation Board of Trustees

55 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
EMPLOYEE 
VOLUNTEER 
PROGRAM
Managed by the Alcatel-Lucent Foundation, 
the Alcatel-Lucent Employee Volunteer 
Program is working to develop an em-
ployee-driven program that capitalizes 
on the long history of community involve-
ment by former Alcatel and former 
Lucent employees. Collectively, these 
past efforts represent thousands of hours 
of community service and reflect the 
commitment to the community that has 
been an important part of the history 
of both companies. This volunteer 
program centers on team efforts and is 
designed to ensure the corporate social 
commitment legacies of both companies 
will continue.
Company-supported initiatives
Twice a year, Alcatel-Lucent promotes 
team projects that run several weeks, to 
allow employees to schedule around 
workloads, holidays and other time-
sensitive issues.
>  International Days of Caring, late 
April, make up a month-long event 
that focuses on projects nominated by 
employees. Initiatives are team-driven, 
with an employee team coordinator 
leading each volunteer project. 
>  International Youth Development 
Project, which is scheduled for the No-
vember/December period, aligns with 
the Foundation’s philanthropic focus 
on education and supports young peo-
ple between the ages of 5 and 20. 
Both programs are supported by 
the Foundation through project devel-
opment assistance; funding to cover 
project expenses; and volunteer grants, 
when teams have devoted enough hours 
of volunteering to qualify. In addition, 
the employee United Way Campaign in 
North America and Canada is a compo-
nent of the volunteer program.

56 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Our Commitments in Action
Foundation and Corporate Sponsorship
Partnership with the International 
Youth Foundation (IYF)
In 2007, Alcatel-Lucent completed a three-
year, US$ 2.8 million program with the IYF 
called the Global Fund for Youth Develop-
ment (GFYD), which is currently helping 
young people and teachers in 14 countries 
through curriculum development, teacher 
training, and improving educational quality 
through technology and life skills. The 
Global Fund for Youth Development aims 
to help young people gain confidence and 
succeed in school and in the workplace. The 
fund is currently active in 14 countries: its 
programs range from curriculum develop-
ment and teacher training to technology 
and life skills initiatives that improve the 
quality of education. To date, nearly 129,000 
youths and 106,000 adults have directly 
benefited from GFYD programs in Argen-
tina, Australia, Brazil, Germany, India, 
Japan, Mexico, the Netherlands, the Philip-
pines, Poland, Russia, South Korea, Spain 
and Venezuela.
Illinois. The Conqueror of the Hill com-
petition began at the Massachusetts Insti-
tute of Technology (MIT) with a course 
titled “Engineering 270”, which challenged 
college engineering students to build a 
project out of a common set of materials 
and achieve a specific goal. The idea was 
then brought to the high school level in 
New Jersey. 
Rutgers University Fellowship 
in Condensed Matter Physics
Rutgers and Bell Labs created this aca-
demic fellowship in 2004 to support, fund 
and train graduate students. Under this 
fellowship, created for a period of five 
years, Alcatel-Lucent and Rutgers contrib-
ute up to $100,000 a year for a total of five 
students each year, with the company 
funding the Fellows’ stipends, and Rutgers 
their tuition and health benefits. This 
coming academic year (2008-09) will be 
the last to introduce a new scholar to the 
program. Alcatel-Lucent will continue to 
honor its commitments to the students 
already involved in the program through 
2013.
Bell Labs Graduate Research 
Fellowships
In 1972, the Bell Labs Graduate Research 
Fellowship Program was created to in-
crease the number of minorities and 
women in the fields of science, math, en-
gineering and technology. Since then, 
many outstanding women and minorities 
in this program have pursued PhDs in 
these fields. The program gives partici-
pants the opportunity to gain firsthand 
research and development experience 
through onsite activities at Bell Labs, un-
der the guidance of research scientists 
and engineers.
The creation of the Alcatel-Lucent 
Foundation resulted in a change of direc-
tion in the company’s charitable program. 
Programs focused primarily on science 
and math—including this one—are being 
phased out. The company will honor its 
commitment to fund students currently 
involved in the program until the last 
completes the program in 2010.
Intel International Science 
and Engineering Fair (ISEF)
Alcatel-Lucent renewed its support for the 
Intel International Science and Engineering 
Fair (ISEF) in 2007, directly targeting 
U.S. and international students who par-
ticipate in science fairs, along with their 
parents, teachers and schools. Alcatel-Lucent 
sponsored the special awards ceremony and 
celebratory reception and dinner, as 
well as chemistry and mathematics 
awards categories, two of the 18 catego-
ries judged, scholarships for selected stu-
dent finalists, and the participation of 
Nobel laureate Horst Stormer in the 
‘Nobel Prize’ panel. 
Conqueror of the Hill 
In March 2007, Alcatel-Lucent held two 
Conqueror of the Hill competitions, one 
in Murray Hill, New Jersey, and the first 
ever outside that state, in Naperville, 
PROGRAMS 
AND PARTNERSHIPS

57 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
IN THE 
SPOTLIGHT: 
“ CERCLE 
PASSEPORT 
TÉLÉCOMS ”
Alcatel-Lucent joined “Cercle Passeport 
Télécoms” in 2006, in partnership with 
French public institutions and six other 
telecom companies: SFR, Motorola, 
Ericsson, Nokia, Siemens and Nokia 
Siemens Networks.
The goal of the program is to help 
young people from high schools in disad-
vantaged urban areas complete their high-
er education at leading universities for 
telecoms engineering, general engineer-
ing and business studies. These youth 
come mainly from 42 secondary schools 
and 29 high schools in high-need areas 
designated by the French Ministry of 
National Education. 
For each student supported by the pro-
gram, Alcatel-Lucent makes an average 
four- to five-year commitment (covering 
one to two years of preparatory training 
and three years of university training). 
The company subsidizes tutors who: 
>  Commit to support students for a one-
year period;
>  Facilitate student entry into the company 
(identifying potential jobs, participating 
in orientations, leading site visits, etc.);
>  Mentor students in their chosen career 
path (guiding them through research 
projects and helping them prepare for 
interviews); 
>  Help students build a strong business 
network.
The nature of the mentor-student rela-
tionship program can vary depending on 
the student’s needs. The tutor may pro-
vide support related to a business project 
or help prepare the student for an inter-
view or draft a résumé. Through moral 
and practical support, the tutor helps 
bring out the potential in each student.
In the 2007-08 school year, Alcatel-
Lucent was the largest contributor to the 
program, with a network of 152 tutors rep-
resenting half the total number of Cercle 
tutors, spread across the 12 participating 
sites of the program. In 2007, the company 
expanded its activity to include a network of 
70 employee volunteers in the United States 
who work with students by telephone to 
improve their level of English. 
Within Alcatel-Lucent, the Cercle pro-
gram has elicited keen interest among em-
ployees. The program is moreover enabling 
Alcatel-Lucent to enhance cultural diversity 
in the company—increasing the social mix—
as well as introducing students from un-
derprivileged areas to corporate life.

58 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
CHAMPIONING 
THE CHAMPIONS
Alcatel-Lucent 
CSR Champions Award
This award program was integrated in 
2007 into the newly formed Alcatel-
Lucent to recognize individuals and 
teams who made extraordinary contribu-
tions in the area of CSR. The company 
asked CSR Europe, an independent non-
governmental organization that works 
on CSR issues, to create a judging com-
mittee and select winners of the CSR 
Champions Award Program. From the 
58 nominations submitted by Alcatel-
Lucent employees, CSR Europe selected 
the following eight winners:
>  Supplier CSR Management
>  Certified Family-Friendly Company
>  Humanitarian Meeting Place
>  Cercle Passeport Télécoms
>  Fresh Air Filtering
>  F3B and African Scholar Project
>  Pésinet
>  Renewable Energy
Each CSR Champion received a certifi-
cate along with a US$10,000 or €7,320 
grant to a nonprofit organization of the 
team’s choice, in conformance with Alcatel-
Lucent guidelines.
This report includes mentions of all 
of 2007’s CSR Champions, each associ-
ated with its relevant area of CSR. Here 
after are two champions from the Citi-
zenship category.
Certiﬁ ed Family-Friendly 
Company
In Germany, an Alcatel-Lucent employee 
created a child-care system for the summer 
holidays at the schools in Nuremberg. This 
allows employees to continue to work
—even if the school is closed—by providing 
them with a child-care alternative that takes 
place at a ‘Children After School Facility/
Day Care Facility’. The city of Nuremberg’s 
Youth Service provides qualified person-
nel; parents fund the program, with some 
support from the company.
F3B and the African Scholar 
Project
Founded in 1999 by a Lucent Technologies 
employee, F3B (Three Female Basket-
ballers) is a community service organization 
that works to increase international aware-
ness and communication between Ameri-
can and African teenage girls. Each year, 
between the end of June and mid-July, F3B 
sponsors two one-week basketball clinics 
for 40 young women in Africa, with the as-
sistance of a team of young economically 
disadvantaged African-American women. 
As an extension to the program in 2006, an 
African Scholar Project was initiated to 
provide cross-cultural experience in the 
U.S. for talented young women interested 
in math and science from former F3B host 
countries Morocco and Uganda.
Our Commitments in Action
Foundation and Corporate Sponsorship

59 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
CORPORATE
SPONSORSHIP
Connecting India
To illustrate the boom of the telecommu-
nications industry in India, Alcatel-Lucent 
asked the master of Indian photojournal-
ism, Raghu Rai, to record his vision of this 
transformation.
Rai, an associate of Magnum Photos, has 
spent more than 30 years documenting the 
changes in Indian society. For this exhibit, 
he traveled across India for two weeks—from 
Mumbai to Delhi, from the Himalayas to 
south of Hyderabad—to show how fixed and 
mobile communications are ever-present in 
both urban and rural areas, including those 
well off and others not well off at all. In tak-
ing this wonderful trip around India, Rai 
shows how Indian society has “a great sense 
of connectivity,” as he says.
Rai’s photos from this trip were promi-
nently featured from July through October 
2007 in an exhibition in the Atrium of 
Alcatel-Lucent’s Paris headquarters. The ex-
hibit celebrated the 60th anniversary of the 
independence of India as well as the 60th 
anniversary of the Magnum agency. Rai’s 
exhibit—one of an ongoing series of photo 
exhibitions Alcatel-Lucent has commis-
sioned as part of its cultural sponsorship 
of photography—was also showcased at 
Rutgers University in New Jersey.
Photography and video
As a company focused on innovation, 
Alcatel-Lucent supports contemporary pho-
tography and video and their spirit of dis-
covery. This is part of the company’s citizen-
ship objective of promoting cultural 
diversity through a language that is accessi-
ble to all. 
By fostering the creation of artistic video, 
Alcatel-Lucent enables the creation of high-
quality content that can be exchanged and 
shared every day via the world’s communi-
cation networks—inspiring fresh ideas 
about ways technology can be used to en-
able new modes of expression.
Photos by Raghu Rai: 
01. A senior citizen in conversation 
in old Hyderabad.
02. Selling colorful paper-made wheels 
in old Hyderabad. 
03. At barber’s shop in a small village 
in Ludhiana. 
04. At a private telephone booth 
in Mumbai.
04
02
03
01

60 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Measuring Progress

61 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
60 —— 67
Measuring 
Progress
62  CSR Management
64  CSR Indicators
66  Corporate CSR objectives
67  Independent Veriﬁ cation 
Statement
“Tuyau,” 2004, from the “Mobile” series
Photo: Loan Nguyen
Courtesy Galerie Esther Wœrdehoff

62 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Measuring Progress
CSR Management
CSR reporting tool
The CSR reporting tool is an online software 
solution used for collecting, reporting and 
managing CSR metrics and information. 
This reporting tool is vital for: 
• Formalizing metrics and deﬁ nitions of 
indicators 
• Reducing the errors detected during the 
consolidation phase 
• Ensuring indicators are validated at the local 
level
• Enabling Alcatel-Lucent’s CSR reporting 
process to be assessed by external auditors 
(see page 67)
Conforming to international 
guidelines 
This present document has been written in 
accordance with the general guidelines and 
indicators published by the Global Reporting 
Initiative (GRI). The GRI has formalized 
international standards for CSR reporting. 
Started in 1997, GRI became independent in 
2002. It is an ofﬁ cial collaboration center for 
the United Nations Environmental Program 
(UNEP) and works in cooperation with the 
Global Compact.
CSR ORGANIZATION, 
INDEXES AND 
REPORTING
Sustainability indexes: 
Recognition for good CSR practices
Alcatel-Lucent’s CSR achievements in 
2007 were recognized by the world’s most 
prestigious and demanding sustainability 
index, the Dow Jones Sustainability Index. 
The DJSI lists companies whose CSR per-
formance ranks in the top 10 percent 
among all 2,500 enterprises in the Dow 
Jones World Index. Ranking is based on a 
thorough analysis of each company’s sus-
tainable development practices and poli-
cies, specific to its industry sector.
Alcatel-Lucent was also designated ‘SAM 
Silver Class’ in the Communication Tech-
nology Sector for the 2008 SAM Sustainabil-
ity Yearbook, the world’s most comprehensive 
publication on corporate sustainability. 
Each year, the 2,500 largest companies in 
the world, as listed in the Dow Jones Global 
Index, are eligible to participate in SAM’s 
Corporate Sustainability Assessment. Only 
the top-scoring 15% of those companies in 
each of the 57 sectors assessed by SAM are 
included in the Sustainability Yearbook.

63 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
A speciﬁ c CSR global reporting 
tool and process
In 2007, the CSR Department of Alcatel-
Lucent undertook the massive task of con-
solidating and compiling data from both 
former Alcatel and former Lucent world-
wide. As a result, the reporting process now 
covers some 60 CSR indicators supplied by 
36 different legal units throughout the entire 
merged global organization, representing 
90% of the company’s total headcount. 
That effort demanded the creation of a spe-
cific protocol—described in the following 
pages—and a four-month reporting process. 
This process to collect and interpret all 
CSR indicators (see charts and comments 
on methodology and perimeter, page 64-65) 
uses the ‘Enablon’ tool, an application 
that permits efficient data collection and 
processing. 
This created a solid baseline sense of the 
new company’s CSR status and enables 
precise decision making for the future.
A dedicated workgroup harmonized 
the definitions and parameters of the 
social and environmental indicators to 
ensure consistency across former Alcatel 
and former Lucent. The workgroup also 
briefed and trained the network of con-
tributors and validators responsible for 
reporting data and investigated ways of 
improving reporting procedures.
A global reporting protocol was estab-
lished to guide the reporting of metrics 
related to specific social, environmental, 
and health-and-safety (EHS) aspects of 
Alcatel-Lucent locations. It also clarifies 
the reporting process for contributors and 
validators, ensuring the accuracy, efficien-
cy, consistency and reliability of data 
collected. The protocol is distributed via 
the online reporting tool to the global 
network of people involved in the CSR 
indicators reporting process.
Managing CSR
The Corporate Social Responsibility strategies 
and achievements of Alcatel-Lucent are 
overseen by the company’s CSR Department. 
This department works closely with the 
steering committee that sets the company’s 
CSR objectives and measures progress 
toward them.
The CSR steering committee meets 
monthly and involves representatives from: 
CSR and Foundation, Environment Health and 
Safety, CTO, Digital Inclusion, Public Affairs, 
Human Resources, Ofﬁ ce of Business Conduct, 
Investor Relations, Marketing, Purchasing, 
Audit, Risk Management and Legal.
The CSR department is also developing a 
network of correspondents company wide 
that provide input and help communicate 
CSR initiatives throughout the company.
In 2007, the CSR Department of 
Alcatel-Lucent, together with its 
internal stakeholders, undertook 
the massive task of consolidating 
and compiling worldwide data 
from both former Alcatel and 
former Lucent.
Françoise Grumberg – CSR Director

Measuring Progress
CSR Indicators 
64 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
**
Social indicators
 
  
2006 
 
2007  
Perimeter 2007
 
  
Alcatel 
 Alcatel-Lucent
Headcount
Total headcount as of Dec 31 
89,370 
 
76,410 
100%
Total non Alcatel-Lucent workforce 
3,015 
 
2,453 
100%
Number of recruits 
6,070 
 
4,932 
100%
Headcount inﬂ ow following Lucent merger 
29,861 
 
- 
Headcount reduction due to businesses transferred to Thales 
- 
 -8,862 
100%
Headcount increase due to acquisitions and insourcing 
1,903 
 
2,080 
100%
Headcount reduction due to outsourcing and transfers 
-246 
 
-484 
100%
Headcount reduction due to redundancies 
-906 
 -4,299 
100%
Headcount reduction due to natural departures  
 
 
 
 
(retirements, end of temporary work contracts, resignations, deaths) 
-5,010 
 
-6,327 
100%
 
  
Headcount/ Diversity 
 
 
Percentage of women/headcount 
24.2% 
 23.6% 
100%
Percentage of women–Asia Paciﬁ c 
26.6% 
 27.5% 
100%
Percentage of women–Europe, South America, Middle-East, Africa and India 
23.2% 
 20.6% 
100%
Percentage of women–North America 
26.5% 
 26.0% 
100%
Percentage of women amongst the High Potentials 
17.2% 
 18.3% 
100%
Number of disabled employees 
644 
 
594* 
89%
 
  
Training 
 
 
Training budget (as a percentage of payroll) 
1.8% 
 
1.2% 
85%
Total hours of training per employee 
28 
 
20 
85%
Percentage of training time via e-learning technologies 
22% 
 
32% 
85%
 
  
Mobility 
 
 
Number of expatriates worldwide 
894 
 
792 
100%
Expatriates by host region Europe 
422 
 
265 
100%
Expatriates by host region North America 
16 
 
33 
100%
Expatriates by host region South America 
30 
 
32 
100%
Expatriates by host region Middle East, Africa and India 
187 
 
183 
100%
Expatriates by host region Asia Paciﬁ c 
239 
 
279 
100%
 
  
Health and Safety 
 
 
Number of days of absence due to work-related accidents per employee 
0.07 
 
0.11 
73%
Rate of frequency (number of accidents per year per 1 million hours worked) 
2.42 
 
2.20 
73%
 
  
Performance Management 
 
 
Percentage of managers and professionals who had an annual performance review 
85% 
 
90% 
100%
Percentage of managers and professionals who had learning and development  
 
 
 
 
activities agreed upon  
61% 
 
74% 
100%
* The number of disabled employees is underestimated. This is mainly due to the absence of local legal requirements towards companies in some regions. For example, in the US,
there is no legal requirement to collect disability-related information; therefore, employees declare their disability on a volontary basis only. 
** The total headcount as of 31 December 2006 includes employees from former Alcatel, former Lucent and former Nortel UMTS. For 2006, the other indicators are Alcatel data only.
Deﬁ nitions and methodology :
All indicators are based on Alcatel-Lucent data.
The perimeter of 2007 social reporting, speciﬁ ed 
for each indicator, is measured in terms of total 
percentage of employees of Alcatel-Lucent 
covered by the indicator. Data on employees of 
activities transferred to Thales has been excluded 
from “Total headcount as of 31 December 2007”  
and also mentioned as “Headcount reduction 
due to businesses transferred to Thales”. 
The available ﬁ gures provided are consolidated at 
a corporate level either: 
• Through the corporate ﬁ nancial information 
systems (headcount including gender 
headcount);
• Through the corporate HR information 
systems (training,mobility and performance 
management);
• Through the CSR reporting tool (health-safety, 
disabled employees). 
The person responsible for reporting in each HR 
domain works with a specialized network of 
correspondents located throughout the world.
2006-2007 changes:
For 2007, the main priority was to fully integrate 
and harmonize the reporting process within 
the Group in order to present consistent 
consolidated data on all the social indicators. 
The HR information systems and the speciﬁ c 
CSR reporting tool have been fully integrated 
worldwide.
In 2007, the integration of former Alcatel 
and former Lucent in the reporting process 
and tools has resulted in the global coverage 
of Alcatel-Lucent.

65 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Deﬁ nitions and methodology :
The 2007 environmental reporting perimeter 
includes all Alcatel-Lucent sites, owned or leased 
as of December 2007.
•  For the 2007 exercise, 47 units representing 
a total of 79% of Alcatel-Lucent employees 
were surveyed.
•  From this scope of reporting, the number 
of units having effectively reported resulted in 
the following corresponding percentage of total 
Alcatel-Lucent employees:
I. For energy consumption and CO2 emissions: 
34 sites accounting for 65% of total 
Alcatel-Lucent employees;
II. For water consumption: 31 sites accounting 
for 60% of total Alcatel-Lucent employees;
Environmental indicators
 
  
Units 
  
2006 
2007 
Perimeter 2007
 
  
  
Alcatel 
Alcatel-Lucent
Consumed energy and CO2 emission
Consumed electricity 
GWh 
  
796 
1,366 
100%
Consumed electricity by employee 
MWh 
  
13.8 
17.9 
100%
Consumed fossil energy 
GWh 
  
255 
584 
100%
Consumed fossil energy by employee 
MWh 
  
4.4 
7.6 
100%
Total consumed energy, including hot and chilled water 
GWh 
  
1,082 
1,975 
100%
Total consumed energy by employee 
MWh 
  
18.2 
25.5 
100%
Indirect emissions of CO2, linked to consumed electricity 
tCO2* 
  
244,729 
625,965 
100%
Indirect emissions of CO2 per employee 
tCO2 
  
4.2 
8.2 
100%
Direct emissions of CO2, linked to consumed fossil energy 
tCO2 
  
46,800 
115,906 
100%
Direct emissions of CO2 per employee 
tCO2 
  
0.9 
1.5 
100%
Total emissions of CO2** 
tCO2 
  
291,529 
741,871 
100%
Total emissions of CO2 per employee 
tCO2 
  
5.1 
9.7 
100%
 
  
 
Water and wastes 
 
  
Consumed water 
m3 
  2,261,933 
3,466,091 
100%
Consumed water per employee 
m3 
  
39 
45 
100%
Production of hazardous waste 
t 
  
1,050 
1,392 
100%
Production of hazardous waste per employee 
kg 
  
18 
18 
100%
Percentage of hazardous waste recycled*** 
% 
  
70 
56 
100%
Production of non-hazardous waste 
t 
  
21,012 
26,771 
100%
Production of non-hazardous waste per employee 
kg 
  
364 
350 
100%
Percentage of non-hazardous waste recycled*** 
% 
  
63 
77 
100%
 
  
 
Other emissions 
 
 
 
Solvents 
 No signiﬁ cant quantities, indicator not relevant and not consolidated 
Halogenated hydrocarbon 
 No signiﬁ cant quantities, indicator not relevant and not consolidated 
Discharge into water (heavy metals) 
 No signiﬁ cant quantities, indicator not relevant and not consolidated 
 
  
 
Miscellaneous 
 
 
 
Production sites, ISO 14001 certiﬁ ed 
% 
 
60 
70 
100%
New products covered by ecodeclarations 
% 
 
> 95 
(1) 
100%
* tCO2: CO2 metric tons
** Emissions of CO2 linked to consumed hot and chilled water are not taken into account
*** Recycled: not released in a landﬁ ll and not burned without energy recovery
(1): In 2007, the indicator was upgraded to provided ecodeclarations for 95% of the Alcatel-Lucent product portfolio with initial results reporting at the end of 2008.
III. For non-hazardous waste production: 
31 sites accounting for 63% of total 
Alcatel-Lucent employees;
IV. For hazardous waste production: 33 sites 
accounting for 66% of total Alcatel-Lucent 
employees;
•  To account for 100% of Alcatel-Lucent 
employees, extrapolation procedures were 
applied based on calculated ratios per 
employee.
Reported waste does not include WEEE (Waste 
Electrical & Electronic Equipment).
2006-2007 changes:
Due to the modiﬁ cation of the reporting scope 
(addition of facilities within the portfolio from 
former Lucent Technologies Inc.) gross 
environmental indicators increased signiﬁ cantly.  
Concerning energy consumption, CO2 
emissions and water consumption, ratios of these 
indicators per employee also increased due to 
North American speciﬁ cities in terms of 
consumption habits and energy production mix.

66 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Measuring Progress
Corporate CSR Objectives
CORPORATE CSR 
OBJECTIVES
•  Provide eco-declarations for 
95% of the Alcatel-Lucent 
product portfolio by the end 
of 2008
•  By the end of 2008, deﬁ ne 
metrics and roadmaps to 
measure and increase product 
energy efﬁ ciency based on 
functionality for our key 
product families and for 
optimizing energy utilization 
within the telecom network
•  Further integrate readiness 
and usage options for alternate 
energy sources (e.g., solar and 
wind) in product and network 
solutions in 2008
•  Expand the scope of the 
third-party-certiﬁ ed EHS 
Multi-Site Management 
Systems to include new and 
existing certiﬁ ed ISO14001/
OHSAS 18001 management 
systems by the end of 2009
•  By the end of 2008, establish 
Alcatel-Lucent’s carbon 
footprint 
•  By the end of 2010, reach 
a 10% reduction in total CO2 
emissions from facilities from 
the 2007 CSR reported baseline
Environmental
objectives
•  By the end of 2008, verify 
the CSR performance of 
suppliers representing 65% 
of Alcatel-Lucent’s total 
purchased volume
•  Continue CSR awareness-
raising among the procurement 
teams to allow the systematic 
examination of suppliers’ CSR 
commitments during business 
reviews
CSR in the supply 
chain objectives
Social objective
•  Further harmonize reporting procedures for social indicators across 
the organization by the end of 2008

67 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007
Auditors’ report on the reporting procedure for social and 
environmental information (year ended December 31, 2007)
At your request, we have reviewed the reporting procedure (“2007 CSR 
Protocol for the CSR Indicators Reporting”) related to the social and 
environmental information collected through Alcatel-Lucent’s Corporate 
Social Responsibility (CSR) reporting network and published in the 2007 
CSR report on pages 64 to 65. Such reporting procedure review has 
already been conducted at former Alcatel level since 2003.
We have also reviewed the following qualitative statements:
•  “More than 450 suppliers assessed on their CSR practices since 
late 2004” (p. 41).
•  “25 persons were trained to perform onsite supplier CSR evalua-
tions” (p. 41).
•  “All improvement plans resulting from suppliers assessed on-site 
since 2005 have been carefully followed up” (p. 41).
•  “Live awareness sessions on responsible purchasing and corres-
ponding roles and responsibilities were organized with more than 
500 procurement employees worldwide since late 2006” (p. 41). 
•  “The CSR steering committee meets monthly and involves repre-
sentatives from: CSR and Foundation, Environment Health and 
Safety, CTO, Digital Inclusion, Public Affairs, Human Resources, 
Ofﬁ ce of Business Conduct, Investor Relations, Marketing, Purchasing, 
Audit, Risk Management and Legal” (p. 63).
Alcatel-Lucent management has prepared the report and is respon-
sible for the collection and presentation of information within it. 
Our responsibility is to report on our ﬁ ndings, based on the review 
carried out, and to formulate recommendations to the departments 
concerned.
 
Nature and scope of our work
As agreed, we have completed the following agreed-upon procedures:
•  Gaining an understanding of the CSR reporting procedure within 
Alcatel-Lucent and conducting interviews with:
 –  Director Environment Health & Safety for EHS related reporting 
scope and procedures; 
 –  Human Resources Manager for social related reporting scope and 
procedures.
•  Conducting interviews with the Human Resources and Environment, 
Health & Safety correspondents from the Murray Hill location and 
the Lucent Technology Inc. legal entity in order to assess 
the application of the procedures and the use of the dedicated 
computer-based reporting tool. These entities represent 21% 
of Alcatel Lucent’s total workforce in 2007. They were selected to 
focus on former Lucent main units, as they entered Alcatel Lucent’s 
CSR consolidation scope for the ﬁ rst year.
•  Performing random tests on the indicators reported by these entities 
(check of data ﬂ ow and controls).
•  Together with the CSR Director and the Global Procurement & 
Sourcing CSR Manager, identifying and collecting supporting docu-
ments with respect to the above-mentioned qualitative assertions 
(reports of meetings, survey questionnaires, audit reports, services 
contract, etc.).
The performed procedures are less detailed than an audit carried out 
for the purpose of providing reasonable or limited assurance with 
respect to the data. However, they have enabled us to report the 
following ﬁ ndings on Alcatel-Lucent’s CSR reporting of occupational 
accidents and disabled people employment as well as site environmental 
impacts reporting.
 
Findings
With regards to the CSR reporting procedure:
•  Processes described in the social and environmental reporting proce-
dure are designed to ensure the correct collection and consolidation 
of CSR indicators within Alcatel-Lucent. Despite consequent efforts 
aiming at adapting reporting procedure to the new CSR organization 
and at homogenizing former Alcatel and former Lucent practices, 
the application of reporting procedure is still not fully uniform within 
the network, in particular concerning the understanding of occupa-
tional accidents and disabled people indicators’ deﬁ nition.  
•  The dedicated computer-based CSR reporting tool used to report on 
social and environmental data has been deployed in Alcatel-Lucent’s 
signiﬁ cant entities in order to be able to cover more than 80% of 
Alcatel-Lucent’s total workforce. This tool is properly mastered by the 
correspondents belonging to the worldwide social and environmen-
tal reporting network that we have interviewed.
•  Within the frame of an ongoing improvement process, internal 
controls performed both during data collection and data consolida-
tion should be more formalized and more systematized. Description 
of roles and responsibilities should be reinforced regarding internal 
controls required at each step of the reporting.
We would also like to draw your attention to the “Deﬁ nitions and 
methodology” paragraph presented in pages 64 and 65 of the report. 
With regards to the qualitative information we have reviewed, the 
statements mentioned above are consistent with our ﬁ ndings.
Neuilly-sur-Seine and Paris-La Défense, April 28, 2008
ERNST & YOUNG 
ERNST & YOUNG
et Autres 
Sustainability Assurance  
 
& Advisory Services
 
  
 
 
  
 
Jean-Yves Jégourel  
Éric Duvaud
Measuring Progress
Independent Veriﬁ cation Statement

GLOSSARY
3G: Third-Generation mobile technologies 
that support enhanced services such as multi-
media and video.
CDMA: Code Division Multiple Access, a 3G 
mobile technology standard used primarily in 
North America.
DSL: Digital Subscriber Line, a type of broad-
band access that uses existing copper tele-
phone lines.
DVBSH: Digital Video Broadcasting Satellite 
services to Handhelds, a hybrid (satellite and 
terrestrial) standard for digital video broad-
cast used to deliver lP-based media content 
and data to handheld terminals such as mo-
bile phones or PDAs.
EDGE: Enhanced Data rates for GSM Evolu-
tion, an enhancement to GSM that allows for 
data transmission rates of up to 473 kbit/s. 
EV-DO: Evolution-Data Optimized, an en-
hancement to CDMA that allows for data 
transmission rates of up to 3.1 Mbit/s.
FTTH:  Fiber to the Home is a form of ﬁ ber-
optic communication delivery in which an 
optical ﬁ ber is run directly onto the customers’ 
premises.
GNOC:  Global Network Operations Center, a 
location that is used to monitor network and 
service operations.
GPON: Gigabit Passive Optical Network, a 
PON enhancement that allows transmission 
rates of up to 2.488 Gbit/s.
GMS: Geographic Messaging Service is a 
new form of region-speciﬁ c messaging for 
cell phones that extends traditional Short 
Messaging Service (SMS) and Multimedia 
Messaging Service (MMS). 
GSM: Global System for Mobile communica-
tions, a mobile technology standard used 
primarily outside North America.
IP: Internet Protocol, a data transmission 
method used on computer networks such as 
the Internet.
IPTC: IP Transformation Center, a specialized 
Alcatel-Lucent lab that is used to develop, 
integrate and test end-to-end solutions that 
service providers can use to migrate their 
networks to full IP-based architectures.
IPTV: IP Television, a method of broadcasting 
television content over IP-based networks.
IMS: IP Multimedia Subsystem, an architec-
tural framework for delivering Internet proto-
col (IP) multimedia to mobile users.
ISO 14001: an international standard that 
identiﬁ es the elements of an Environmental 
Management System necessary for an organi-
zation to effectively manage its impact on the 
environment. Compliance with this standard 
can be certiﬁ ed by an accredited third party 
on a voluntary basis. 
LTE: Long Term Evolution, the name given to a 
project within the 3GPP (the Third Generation 
Partnership Project) to prepare the UMTS mo-
bile phone standard for future requirements.
The evolution of the 3G standard is the fourth 
generation of mobile technologies (4G).
MPLS: Multi-Protocol Label Switching, a data 
transmission method that can be used with a 
variety of technologies, including ATM, IP and 
SONET.
NGN: Next-Generation Network, a network 
designed to provide the advanced services 
needed for the convergence of voice, video 
and data applications.
OHSAS 18001: The international Occupa-
tional Health and Safety Assessment Series 
(OHSAS) 18001 speciﬁ cation identiﬁ es the 
elements of an Occupational Health and Safety 
Management System necessary for an 
organization to effectively manage its 
occupational health and safety risks. Compli-
ance with this speciﬁ cation can be certiﬁ ed by 
an accredited third party on a voluntary basis.
PBX: Private Branch Exchange, a telephone 
system designed for enterprises that handles 
internal calls and manages shared external 
telephone lines.
PON: Passive Optical Network, an optical net-
work that uses passive components to reduce 
overall operating costs.
RoHS Directive: Directive 200U95/EC restricts 
the use of certain hazardous substances in 
electrical and electronic equipment, contrib-
uting to the protection of human health and 
the environmentally sound recovery and dis-
posal of waste equipment. 
UMTS: Universal Mobile Telecommunications 
System, a 3G mobile technology standard 
used primarily outside North America. 
VDSL: Very high-speed DSL.
VoIP: Voice over IP, a method of transmitting 
voice calls over an IP network instead of a tra-
ditional telephone network.
WDM: Wavelength Division Multiplexing, an 
optical transmission method that allows mul-
tiple signals to be transmitted over a single 
optical ﬁ ber.
WAN: Wide Area Network, a geographically 
dispersed long-haul telecommunications net-
work usually associated with large enterprises.
W-CDMA: Wideband Code-Division Multiple 
Access, an enhancement to CDMA that 
allows for data transmission rates of up to 
2 Mbit/s.
WEEE Directive: Directive 2OO2/96/EC on 
waste electrical and electronic equipment 
(WEEE) focuses on preventing waste electri-
cal and electronic equipment (WEEE) and, in 
addition, ensuring the reuse, recycling and 
recovery of such waste. WEEE also seeks to 
improve the environmental performance of 
all organizations and individuals involved in 
the lifecycle of electrical and electronic equip-
ment, including producers, distributors, con-
sumers and those directly involved in the 
treatment of waste electrical and electronic 
equipment.
WiMAX: Worldwide Interoperability for 
Microwave Access, a broadband wireless data 
transmission method that is expected to allow 
service providers to offer a wireless solution 
for the “last mile” to consumers instead of 
optical ﬁ ber or copper lines.
68 —— Alcatel-Lucent 
Corporate Social Responsibility Report 2007

Alcatel-Lucent
Corporate Communications
54, rue La Boétie
75008 Paris – France
www.alcatel-lucent.com 
Most of the photos used 
to illustrate this report are 
of Alcatel-Lucent employees. 
The photo essay entitled 
“People at Work” was made 
by William Daniels at the 
beginning of 2008 at 
Alcatel-Lucent sites in China, 
France, India and the USA. 
We sincerely thank all the 
employees who agreed to be 
photographed and especially 
those whose photos appear here.
Design and production
Lowe Stratéus
Content 
Alcatel-Lucent Corporate 
Communications, 
Editech, Ascribe.
Photos 
© Alcatel-Lucent, all rights 
reserved. William Daniels, 
Raphaël Dautigny/Luce, 
Peter Allan, Thierry Albrand, 
Anne Roos-Weil, Raghu Rai/
Magnum Photos.
This document is printed on 
Magno Satin coated paper, 
which is chlorine-free, 
PEFC-certiﬁ ed and produced by 
EMAS- and ISO 9001-certiﬁ ed 
factories. The pulp used to 
produce this paper is sourced 
from trees that come from 
forests that meet environmental 
standards. 
UNITED NATIONS 
GLOBAL COMPACT
—
Alcatel-Lucent is a longstanding 
signatory of the United Nations 
Global Compact, an international 
initiative that brings companies 
together with the UN agencies, 
labor and civil society to support 
universal environmental, ethical 
and social principles.
Alcatel-Lucent is committed 
to integrating the 10 principles 
of the Global Compact into its 
strategy, corporate culture and 
day-to-day activities.
THE TEN PRINCIPLES
Human rights
1 Support and respect the 
protection of universally 
proclaimed human rights.
2 Make sure that there 
is no complicity in human 
rights abuses.
Labor standards
3 Uphold the freedom of 
association and the effective 
recognition of the right to 
collective bargaining.
4 Uphold the elimination 
of all forms of forced and 
compulsory labor.
5 Uphold the effective abolition 
of child labor.
6 Uphold the elimination 
of discrimination in respect to 
employment and occupation.
Environment
7 Support a precautionary 
approach to environmental 
challenges.
8 Undertake initiatives to 
promote greater environmental 
responsibility.
9 Encourage the development 
and diffusion of environmentally 
friendly technologies.
Anti-corruption
10 Work against all forms of 
corruption, including extortion 
and bribery.
Cover
“Dents de Vesivi,” 2007
from the “Mobile” series
Photo: Loan Nguyen
Courtesy Galerie Esther Wœrdehoff
Back Cover
“Village de montagne,” 2005
from the “Mobile” series
Photo: Loan Nguyen
Courtesy Galerie Esther Wœrdehoff
logo 
imprimeur
a venir

CORPORATE COMMUNICATIONS
54, rue La Boétie 75008 Paris - France
www.alcatel-lucent.com