Unofficial Translation for Your Information Purposes Only 1 ENGIE
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
ORES Assets Scrl
ORES Assets scrl ANNUAL REPORT 2017 1 TABLE OF ORES Assets scrl ANNUAL REPORT 2017 CONTENTS I. Introductory message from the Chairman of the Board of Directors and the Chief Executive Officer p.4 II. ORES Assets consolidated management report p.6 Activity report and non-financial information p.6 True and fair view of the development of business, profits/losses and financial situation of the Group p.36 III. Annual financial statements p.54 Balance sheet p.54 Balance sheet by sector p.56 Profit and loss statement p.60 Profit and loss statement by sector p.61 Allocations and deductions p.69 Appendices p.70 List of contractors p.87 Valuation rules p.92 IV. Profit distribution p.96 V. Auditor’s report p.100 VI. ORES scrl - ORES Assets consolidated Name and form ORES. cooperative company with limited liability salaries report p.110 VII. Specific report on equity investments p.128 Registered office Avenue Jean Monnet 2, 1348 Louvain-la-Neuve, Belgium. VIII. Appendix 1 point 1 – List of shareholders updated on 31 December 2017 p.129 Incorporation Certificate of incorporation published in the appen- dix of the Moniteur belge [Belgian Official Journal] on 10 January 2014 under number 14012014. Memorandum and articles of association and their modifications The memorandum and articles of association were modified for the last time on 22 June 2017 and published in the appendix of the Moniteur belge on 18 July 2017 under number 2017-07-18/0104150. 2 3 networks. However, it also determining a strategy essen- Supported by a suitable training path, the setting up of a tially hinged around energy transition; several of our major "new world of work" within the company should also pro- business programmes and plans are in effect conducted to mote the creativity, agility and efficiency of all ORES’ active succeed in this challenge with the public authorities, other forces. -
Climate and Energy Benchmark in Oil and Gas Insights Report
Climate and Energy Benchmark in Oil and Gas Insights Report Partners XxxxContents Introduction 3 Five key findings 5 Key finding 1: Staying within 1.5°C means companies must 6 keep oil and gas in the ground Key finding 2: Smoke and mirrors: companies are deflecting 8 attention from their inaction and ineffective climate strategies Key finding 3: Greatest contributors to climate change show 11 limited recognition of emissions responsibility through targets and planning Key finding 4: Empty promises: companies’ capital 12 expenditure in low-carbon technologies not nearly enough Key finding 5:National oil companies: big emissions, 16 little transparency, virtually no accountability Ranking 19 Module Summaries 25 Module 1: Targets 25 Module 2: Material Investment 28 Module 3: Intangible Investment 31 Module 4: Sold Products 32 Module 5: Management 34 Module 6: Supplier Engagement 37 Module 7: Client Engagement 39 Module 8: Policy Engagement 41 Module 9: Business Model 43 CLIMATE AND ENERGY BENCHMARK IN OIL AND GAS - INSIGHTS REPORT 2 Introduction Our world needs a major decarbonisation and energy transformation to WBA’s Climate and Energy Benchmark measures and ranks the world’s prevent the climate crisis we’re facing and meet the Paris Agreement goal 100 most influential oil and gas companies on their low-carbon transition. of limiting global warming to 1.5°C. Without urgent climate action, we will The Oil and Gas Benchmark is the first comprehensive assessment experience more extreme weather events, rising sea levels and immense of companies in the oil and gas sector using the International Energy negative impacts on ecosystems. -
Nuclear Hvac
NUCLEAR HVAC ENGIE Axima, your key partner ENGIE Axima your local partner for engineering, procurement, construction and operation maintenance of your nuclear HVAC projects. Gravelines With a network of GravelinesDunkerque Lille Boulogne-sur-Mer Dunkerque Lille Boulogne-sur-MerPenly St-Omer Dieppe Chooz Cherbourg Penly St-Omer Amiens Paluel Dieppe Chooz FlamanvilleCherbourg Amiens Compiègne Cattenom officies Paluel Rouen Flamanville Compiègne Cattenom Phalsbourg Engineering Procurement Construction Rouen PARIS Saint-Brieuc Caen Reims Metz ENGIE_axima RÉFÉRENCES COULEUR Brest Phalsbourg Haguenau • Design of HVAC & air treatment systems, • Qualification of the equipment (either • Installation of HVAC systems in in France ChartresPARIS Nogent/Seine gradient_MONO_WHITE Saint-Brieuc MontaubanCaen Reims Metz 22/10/2015 Brest Nancy HaguenauSTRASBOURG Landivisiau de Bretagne LeChartres Mans Nogent/Seine Troyes 24, rue Salomon de Rothschild - 92288 Suresnes - FRANCE of process fluids, process vacuum, and by analysis or testing). coordination with other work packages. Montauban Tél. : +33 (0)1 57 32 87 00 / Fax : +33 (0)1 57 32 87 87 Quimper Web : www.carrenoir.com WHITE cooling systems, including the preparation Landivisiau de BretagneRennesLe Mans Orléans Troyes Nancy Epinal STRASBOURGColmar Lorient Chaumont • Long-term partnership with reputable • Testing, commissioning, acceptance, Quimper Angers Fessenheim of the technical specifications for the VannesRennes St-LaurentOrléans Epinal MulhouseColmar suppliers for the procurement of all operation -
INTERNATIONAL ASSOCIATION for ENERGY ECONOMICS BIOGRAPHICAL SKETCHES 2020 ELECTION BALLOT (Listed in Alphabetical Order)
INTERNATIONAL ASSOCIATION FOR ENERGY ECONOMICS BIOGRAPHICAL SKETCHES 2020 ELECTION BALLOT (Listed in alphabetical order) JACQUELINE BOUCHER – for IAEE Vice President for Business & Government Affairs (2021-2022) Current Affiliation: Carbon Neutral Transformation Project Manager ENGIE, Brussels, Belgium; Board Member ENGIE Energy Management (Brussels), Laborelec (Belgium) and ENGIE Energy Management Gmbh, Köln, Germany; Lecturer Ecole Polytechnique UCLouvain, Louvain-la-Neuve, Belgium and ICHEC Business School, Brussels Education: PhD in Mathematics, University of Namur, Belgium; Specialized Ms In Economics Energy, UCLouvain, Louvain-la-Neuve, Belgium Former Affiliations: Chief Power Asset Manager and Member of the Management Committee, ENGIE Global Energy Management, Paris (France) & Brussels (2016-20); SVP Economic and Modeling Studies, GFDSUEZ Strategy, Paris & Brussels (2010-15); Board Member Elia SA, Brussels (2007 – 2009) and Fluxys SA, Brussels (2006 – 2009); SVP Strategy Electrabel, Brussels (2005-09); Chief Risk Officer & Head of Risk and Asset Liability Management, Electrabel, Brussels (2002-05); Head of Microeconomics & Regulation / Quantitative Analysis, Electrabel, Brussels (1994-2002); Start-up co- founder and senior consultant, COHERENCE , Louvain-la-Neuve, Belgium (1989-1994); Researcher, CORE, UCLouvain, Louvain-la-Neuve (1980-1994) IAEE Activities: Board Member (2012-14) JEAN-MICHEL GLACHANT – for IAEE Vice President for Communications (2021 to 2022) Current Affiliation: Professor at Loyola de Palacio Chair in European Energy Policy, Robert Schuman Center, European University Institute, Florence; and Director of Florence School of Regulation (FSR); since 1st Oct. 2008 Education: PhD in Economics, La Sorbonne University, Paris, France. Former Affiliations: Professor and Dean for Economics, Faculté d’Orsay, Université Paris - Sud (2000-2008); Lecturer, associate Professor in economics, La Sorbonne University, Paris (1982-2000) IAEE Activities: Member since 1997. -
Oil Analyses Condition Assessment of Transformers and Rotating Machinery
Oil Analyses Condition assessment of transformers and rotating machinery • Detecting and preventing faults • Increasing availability • Optimizing maintenance Transformers Prevent failures A sudden breakdown of a power or industrial transformer usually means unforeseen costs for maintenance, new investments to be made, or unexpected production interruption. As many transformers in companies throughout Europe become older, the probability of such a breakdown increases. What you should know about transformer failures • The average transformer age at failure is 18 years. • The largest financial losses are due to failures of industrial and generator step-up transformers (study by the Hartford Insurance Company). • Insulation failure is the leading cause (responsible for one fourth of all failures). • The cost of insulation failures alone accounts for more than half of all failure costs. • Large power transformers have delivery times between 18 and 24 months. Check your transformer’s health The insulating oil in a transformer can tell you a lot about the actual state of your transformer and its remaining lifetime. Based on this information, you can anticipate potential failures and put in place a precisely targeted maintenance or replacement plan. What your transformer oil can tell you An in-depth analysis of your transformer’s oil gives you a Electrabel power plant good insight into the condition of your transformer and its Herdersbrug, Bruges (B) electrical insulation. ‘Thanks to the early detection of a hotspot, irreversible damage to the transformer — and in the • Internal faults: you can detect the presence of electrical worst case an explosion — was avoided.’ or thermal faults and determine its exact type (partial discharges, hot spots, arcing, et cetera). -
Reference Document 2008
REFERENCE DOCUMENT 2008 REDISCOVERING ENERGY REFERENCE DOCUMENT 2008 Incorporation by reference Pursuant to Article 28 of European Regulation No. 809/2004 of April 29, 2004, this Reference Document incorporates by reference the following information to which the reader is invited to refer: • with regard to the fiscal year ended December 31, 2007 for Gaz de France: management report, consolidated financial statements, prepared in accordance with IFRS accounting principles and the related Statutory Auditors’ reports found on pages 113 to 128 and pages 189 to 296 of the Reference Document, registered on May 15, 2008 with l’Autorité des Marchés Financiers (French Financial Markets Authority, or AMF), under R. 08-056; • with regard to the fiscal year endedD ecember 31, 2007 for SUEZ: management report, consolidated financial statements, prepared in accordance with IFRS accounting principles and the related Statutory Auditors’ reports found on pages 117 to 130 and pages 193 to 312 of the Reference Document, filed onM arch 18, 2008 with l’Autorité des Marchés Financiers (French Financial Markets Authority, or AMF), under D. 08-0122 as well as its update filed on June 13, 2008 under D. 08-0122-A01; • with regard to the fiscal year ended December 31, 2006 for Gaz de France: management report, consolidated financial statements, prepared in accordance with IFRS accounting principles and the related Statutory Auditors’ reports found on pages 105 to 118 and pages 182 to 294 of the Reference Document, registered on April 27, 2007 with l’Autorité des Marchés Financiers (French Financial Markets Authority, or AMF), under R. 07-046; • with regard to the fiscal year ended December 31, 2006 for SUEZ: management report, consolidated financial statements, prepared in accordance with IFRS accounting principles and the related Statutory Auditors’ reports found on pages 117 to 130 and pages 194 to 309 of the Reference Document, filed on April 4, 2007 withl’Autorité des Marchés Financiers (French Financial Markets Authority, or AMF), under D. -
The Royal Institution for the Advancement
THE ROYAL INSTITUTION FOR THE ADVANCEMENT OF LEARNING/McGILL UNIVERSITY Non-North American Equities │ As September 30, 2019 Non-North American Equities above $500,000 Publicly Traded and Held in Segregated Accounts (in Cdn $) NESTLE SA 3,136,972 ING GROEP NV 822,665 ROYAL DUTCH SHELL PLC 2,895,677 ORSTED A/S 813,377 NOVARTIS AG 2,736,152 BNP PARIBAS SA 799,331 DIAGEO PLC 1,984,601 SUMITOMO MITSUI FINANCIAL GROU 796,646 MACQUARIE GROUP LTD 1,881,942 IBERDROLA SA 796,483 AIA GROUP LTD 1,880,954 PARTNERS GROUP HOLDING AG 781,932 LVMH MOET HENNESSY LOUIS VUITT 1,817,469 ASTRAZENECA PLC 781,059 ROCHE HOLDING AG 1,801,008 RELX PLC 777,561 NOVO NORDISK A/S 1,695,931 WOOLWORTHS GROUP LTD 771,262 ASML HOLDING NV 1,633,531 MITSUBISHI UFJ FINANCIAL GROUP 766,553 AIRBUS SE 1,626,620 NESTE OYJ 764,602 KEYENCE CORP 1,557,193 SIEMENS AG 739,857 SANOFI 1,484,014 DANONE SA 733,193 LONZA GROUP AG 1,479,277 VODAFONE GROUP PLC 723,852 COMPASS GROUP PLC 1,339,242 DASSAULT SYSTEMES SE 720,751 SAFRAN SA 1,323,784 THALES SA 716,788 UNILEVER NV 1,319,690 HSBC HOLDINGS PLC 707,830 BP PLC 1,300,498 ALLIANZ SE 693,905 NEWCREST MINING LTD 1,295,783 BASF SE 686,276 SAP SE 1,283,261 MERCK KGAA 686,219 ATLAS COPCO AB 1,264,517 GALAXY ENTERTAINMENT GROUP LTD 683,373 ENEL SPA 1,262,338 TEMENOS AG 670,763 SHISEIDO CO LTD 1,236,827 COLOPLAST A/S 667,640 EXPERIAN PLC 1,177,061 INTESA SANPAOLO SPA 663,622 CSL LTD 1,158,166 CHECK POINT SOFTWARE TECHNOLOG 662,404 WOLTERS KLUWER NV 1,156,397 TELEFONICA SA 652,113 CARDTRONICS PLC 1,143,839 ENI SPA 641,418 AMADEUS IT GROUP SA -
CARBON FOOTPRINT – CO2 Emissions (Scope 1, 2 & 3)
ENVIRONMENT CARBON FOOTPRINT – CO2 Emissions (Scope 1, 2 & 3) GRI Standards : 402-1: Energy 305-1, 305-2, 305-3,305-4, 305-5: Emissions EXECUTIVE SUMMARY Sanofi has committed to limit the impacts linked to its activities on the environment. One of the major challenges of the Sanofi Planet Mobilization program consists in reducing its Greenhouse Gas (GHG) emissions: • direct emissions related to Scope 1 and 2 (industrial, R&D and tertiary sites, including the medical representative’s fleet) • indirect emissions related to scope 3, associated with the value chain activities (transportation and distribution, purchased goods and services, waste generation, etc.) Carbon Footprint Factsheet 1 Published in April 2021 TABLE OF CONTENTS 1. BACKGROUND ............................................................................................................ 3 2. GREENHOUSE GAS EMISSIONS RELATED TO SCOPE 1 & 2 ................................ 3 2.1. Dashboard: objectives and progress ...................................................................... 3 2.2. Key figures ................................................................................................................. 3 2.3. Highlights ................................................................................................................... 4 3. GREENHOUSE GAS EMISSIONS RELATED TO SCOPE 3 ....................................... 6 3.1. Context ....................................................................................................................... 6 3.2. Key -
Ethics Charter • ENGIE
Ethics charter 2 INTRODUCTION – ISABELLE KOCHER, CEO A SUSTAINABLE COMPANY IS AN ETHICAL COMPANY ENGIE is a global benchmark player in the energy sector. Responsible growth is central to the Group’s areas of activity (low-carbon electricity generation, networks, customer solutions), which positions itself as a pioneer to address the main challenges of the new energy landscape: reducing and adapting to climate change, access to sustainable energy and reasonable use of resources. To meet these challenges we need a trustworthy and reliable relationship with all our stakeholders: trust of consumers and industrialists, of the public authorities and civil society, of our partners, suppliers, and our customers. Building and preserving this trust is based on two requirements: that of appropriation and uncompromising respect for our values by every Group employee; and that of our own responsibility in the decisions we take or the projects in which we become involved. This daily requirement shapes our identity around a simple and strong conviction: a sustainable company is an ethical company. ENGIE ETHICS CHARTER 3 This ethical ambition, shared by all, requires This Ethics charter, along with the Practical guide every individual to ethics, is the foundation to be exemplary for all of the referentials, internal policies and codes of conduct adopted by We have a very clear policy: zero tolerance, particularly regarding fraud and corruption, the Group, and which each and complete commitment to compliance with and every one of us must ethical rules - those of the countries in which promote and protect, we operate and those we set for ourselves. This requires every employee to take seriously whatever our position their role in building and protecting the Group’s in the hierarchy, our entity, reputation, by acting in full compliance with the or our geographical sphere applicable laws and our values and ethical principles, in all of our activities. -
ANNUAL REPORT 2019 Danone
ANNUAL REPORT 2019 Danone Accelerating the FOOD revolution TOGETHER Celebrating ‘ONE PERSON, BUSiNESS-LED 100 YEARS ONE VOiCE, ONE SHARE’ COALITiONS of pioneering healthy 100,000 employees for inclusive growth innovation co-owning our future & biodiversity Contents #1 Danone in 2019 4 11 Danone Empowering employees at a gIance to co-own our vision 12 2019 Celebrating 100 years of pioneering Key milestones healthy innovation together 8 13 Interview with our Chairman and CEO, Collective action Emmanuel Faber, for greater impact by Danone employees & transformational change 10 Progressing towards our 2030 Goals #2 Performance Creating sustainable & profitable value for all 15 22 3 questions to Essential Dairy Cécile Cabanis, CFO & Plant-Based 1 24 #3 Health & Nutrition Waters performance 2 18 Specialized Nutrition Collaborative Environmental performance innovation 20 Building a healthier Social performance & sustainable food system together 29 34 Boosting Co-creating innovation the future of food 30 3 Growing with purpose A people-powered company 32 Biodiversity: from farm to fork For more information: danone.com/integrated- annual-report-2019 3 Danone at a glance OUR MISSION: ‘BRINGING HEALTH THROUGH FOOD A GLOBAL LEADER WITH A UNIQUE HEALTH-FOCUSED TO AS MANY PEOPLE AS POSSIBLE’ PORTFOLIO IN FOOD AND BEVERAGES LEADING POSITIONS (1) STRONG PROGRESS ON PROFITABLE GROWTH IN 2019 #1 #1 #2 €25.3 bn 15.21% €3.85 €2.10 Sales Recurring operating Recurring earnings Dividend per share WORLDWiDE EUROPE WORLDWiDE margin per share (EPS) payable in -
Integrated Reporting in France: a Failure of Reducing the Information Asymmetries About Sustainability Elisabeth Albertini
Integrated reporting in France: a failure of reducing the information asymmetries about sustainability Elisabeth Albertini To cite this version: Elisabeth Albertini. Integrated reporting in France: a failure of reducing the information asymmetries about sustainability. Sustainability Accounting, Management and Policy Journal, Emerald, 2018. hal-02148574 HAL Id: hal-02148574 https://hal.archives-ouvertes.fr/hal-02148574 Submitted on 5 Jun 2019 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Integrated reporting in France: a failure of reducing the information asymmetries about sustainability Elisabeth Albertini Abstract Purpose: This paper aims to determine how integrated reporting (IR) can effectively report on multiple capitals that, when taken together, should create value in a sustainable way, with the objective of reducing information asymmetry. Design/methodology/approach: To answer this research question, a qualitative content analysis was conducted of the IR disclosed by the French companies in the period 2013 –16. Findings: The study reveals that information asymmetry is not reduced since companies mention only some capitals as inputs to their value creation process while almost entirely excluding natural capital. Moreover, companies disclose only positive information, mainly about their financial capital, without mentioning any destruction of capital, especially natural capital. -
Saputo Dairy Australia Commences Large-Scale Renewable Electricity Agreement with ENGIE
Media Release Saputo Dairy Australia commences large-scale renewable electricity agreement with ENGIE (Melbourne, 7 April 2021) – Saputo Dairy Australia (SDA), the operating subsidiary of Saputo Inc. in Australia, is issuing this media release to announce that SDA has commenced a 10 year long-term, large-scale renewable power purchase agreement (PPA) with ENGIE, a global leader in renewable energy. Within two years, this transformational program will ramp up to offset 46% of SDA’s electricity with renewables through ENGIE’s Australian renewable energy generation portfolio. In 2020, Saputo Inc., one of the top 10 dairy processors in the world, pledged to accelerate its global efforts to safeguard the environment and committed clear targets to achieve sustainable progress, including actively sourcing renewables. SDA’s long-term commitment to renewable electricity is a big step towards Saputo achieving its promise to reduce its global greenhouse gas intensity by 20% by 2025. This renewable initiative will be on track to reduce SDA’s carbon dioxide emissions by more than 61,000 tonnes in 2023 - equal to taking more than 13,000 cars off the road and reducing Saputo’s global CO2 footprint by 5.7% (against the FY2020 baseline). SDA’s 10-year renewable PPA with ENGIE commenced on 1 April, following a two-year intensive program with energy and sustainability advisor, Schneider Electric. Partnering with ENGIE is an important step in sourcing clean renewable electricity to reduce SDA’s environmental footprint and play our part as a sustainable dairy manufacturer. ENGIE welcomed the deal with SDA. “We’re delighted to be delivering a long-term renewable solution that will help Saputo Dairy Australia achieve their sustainability goals,” said Andrew Hyland, ENGIE’s Executive General Manager of Energy Management.