Let the Celebrations Begin! #17 on Page 10 July 2012 Synergie #17 July 2012
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Highly specialized jobs Interview with Bernard Lemoine performed by Eiffage CHAIRMAN EIFFAGE ÉNERGIE AND OF CLEMESSY FILE PAGE 15 PAGE 4 GROUP MAGAZINE synergie >Sharing our values GRAND STADIUM AT LILLE: LET THE CELEBRATIONS BEGIN! #17 ON PAGE 10 JULY 2012 synergie #17 JULY 2012 6-9 10 -11 4-5 INTERVIEW Bernard Lemoine REPORT 15-21 Chairman of Eiffage Énergie and of Clemessy Highly specialized jobs 6-9 HIGHLIGHTS performed by Eiffage 10-11 THE EVENT Eiffage’s sphere of expertise encompasses a whole range of outstanding professions as testified by the know-how to which this Grand stadium of Lille: let Group can justifiably lay claim, the universal areas covered and the celebrations begin! the highly specialized conditions under which these professionals The Eiffage teams are getting into action so work. An overview of such jobs: that the LOSC team can play its forthcoming match on home-ground, on 18th August in 16 Marine engineers working under water the brand spanking-new Grand Stadium. 17 Stonemasons 18 Deep-sea diving professionals 12-14 INVITED GUESTS 19 Removing and replacing piping-systems in nuclear Pierre Ferret and power-stations Denis Valode The Grand Stadium is not the creative 20 Robotic gluing and assembly of mirror parts achievement of a single architect but, 21 Heating specialists to regulate wine vat temperatures in fact, of … two such architects. synergie Publishing Director: Pierre Berger. Editor-in-Chief: Sandra Weigand. Deputy Editor-in-Chief: Sophie Sanchez. Article-contributors for this edition are: Jean-Louis Alcaïde, Marion Bentz, Audrey Bourgeois, Maud Breheret, Pascale Chastras, Hélène Grimaldi, Régine Knecht, Hélène Lelut, Alice Leroisse and Marek Pawlukiewicz. Design-layout: agence@ spherepublique.com. Photo accreditations: ANMA/Artefactory, Bruno Bertin, Joachim Bertrand, Barbara Dumont, Elisa/Valode & Pistre Architects/Pierre Ferret Architect Workshop / Max Lerouge, Christophe Guibbaud, Frédéric Hédelin - public works, Artur Jasinski & Wspolnicy Studio, Ora-Ito Architect, Aurélien Pic, Yves-Marie Quemener, Gérard Tordjman, Karine Warny – Tandem. Technical photography support: APRR, Clemessy, Eiffage, Eiffage Constuction, Eiffage Construction Métallique, Eiffage Énergie, Eiffage Public Works, Pradeau & Morin. Printed on FSC-certified Novatech Satin. 2 synergie GROUP MAGAZINE SUMMARY Editorial “Working better as a team” The Eiffage convention 2012, which was held for the first time on the14th and 15th June 2012 in Marseille, was attended by 450 senior managers because I wanted to focus primarily on the proper management and monitoring activities to be conducted on the sites. I believe that it is an essential priority 22-23 to improve the management of the smallest sites by sharing our good working practices, and similarly to improve that of the largest or most complex sites by creating synergies amongst the different branches. The joint working efforts are, in fact, bearing fruit, as has been attested by the public- private partnership contracts recently awarded, when looking at these eight colleges in Seine-Saint-Denis, for which Eiffage has been commissioned to ensure the design, construction, operation and 28-31 maintenance over a twenty year period. Thereafter, in a context which remains under certain pressure, both at financial level and 22-23 FOCUS in terms of market forces, the diversity of our locations and expertise, coupled with Eiffage Rail feels like greater consistency in applying these, are testimony of our success and improved it has grown wings margins. Eiffage Rail, a subsidiary created in In such regard, our economic model which January 2010, has gone up a gear to aim combines putting down roots locally and for membership of the highly selective club making global offers, must more than ever of the “top 4” of those majoring in railway- before be given substance. We still must engineering projects in France. Its size will develop our business goodwill and show a tenfold growth over a five-year strengthen our existing network so as to be period, in terms of turnover and workforce. even closer to our clients. At the same time, we have to progress from a product-related logic to a combined 24-27 NEWS product/service logic in order to meet better the requirements of our clients. In fact, we are increasingly becoming bound under 28-31 COMMITMENTS contract to a performance-related obligation, but with decreasing means Have your say to achieve this. This should, nevertheless, Coming back to the in-house satisfaction encourage us to strengthen our design survey conducted at Eiffage by the design capacity and rigour with regard to the and opinion-poll company, Harris figures. Interactive. In parallel, we must identify those markets most likely to prove productive and profitable in the future and adopt a dynamic approach 32-35 INITIATIVES to ensuring that we attain a guaranteed market position. It is by working together that we shall launch a new Eiffage! PIERRE BERGER MANAGING DIRECTOR July 2012 3 INTERVIEW Synergie : You assumed the Chairmanship of the Energy branch of Eiffage, in March 2012. Can you provide us with an outline of the process which led to this? B.L. : I have been working in the energy sector for more than fifteen years and I am therefore fully aware of the various facets of this sector and the stakes involved. From 1983 to 2002, I was employed in various capacities in Alstom, in Energy and Transport. In 2003, I returned to the electrical engineering Bernard Lemoine, Chairman of Eiffage Énergie and of Clemessy group, Cegelec, which maintains a presence both in infrastructures sector and in the industry and service sectors. “In today’s world, Following the buy-out of Cegelec in 2010 by Vinci, I became Assistant Managing Director of Cegelec and Deputy Managing Director of the Energy division of Vinci. energy stakes are Being an engineer at heart, I still find these professions inspiring me with a driving passion. crucial.” “Weak currents Bernard Lemoine assumed the Chairmanship of the show sustained Energy branch of Eiffage on 15th March 2012. He growth” highlights the determining qualities characterising Synergie: Which lessons have you learnt the services provided by the Group, in a context where from such experiences? energy, performance guarantees and savings are B.L. : During the nineties, I lived through the difficult transformation of an increasingly becoming strategic issues. industrial giant. Such an experience, at the time, enabled me to become immersed in the management style To come back to the thread of my account, Synergie: What are the strengths of applied by the English and to learn I also lived through the merger of Alstom Eiffage’s Energy division? that performance targets could be met with the Swiss-Swedish company, ABB, B.L. : This is the third national player in by adapting to alternative reference and thus evolved in a highly international standards. The French think in terms the electrical and air-conditioning sector environment. Thereafter at Cegelec, I of profit whilst the English conversely achieving a turnover of almost 3.2 billion apply a cash culture – where cash funds immersed myself in the service culture euro. It has vast development potential are often perceived as the only really of our local professionals in the areas and operates in national markets where tangible financial means. Profit is an of services, industry, infrastructure and the competitors are all subject to the opinion, cash is a fact! large-scale specialist project sectors. same constraints. Furthermore, in 4 synergie GROUP MAGAZINE SYNERGIE #17 today’s and even more so, in tomorrow’s and better coordinated. I therefore set 50,000 euro, which provide us with world, the energy stakes, both in terms up monthly business reviews, thereby a livelihood. We must maintain our of production and consumption will providing an opportunity to review the market share in this sector! remain crucial. activities of the units. Every manager As regards exports, I am aiming at a of a profit centre must have clear Specifically, the services of the Energy 30% increase in turnover by targeting responsibilities and clear-cut annual division remain a determining factor to the African continent as a priority. For objectives. There must be no cop-out of ensure energy efficiency in buildings and historical reasons, we enjoy a certain achieving performance. To summarize, infrastructures. For the past ten years, degree of closeness with some of these I intend putting Eiffage’s Energy under the energy-saving part – i.e. all that countries and we are able to respond to due pressure. is at the heart of automated systems, their requirements, in terms of buildings safety and energy management – has and infrastructure. We can deliver been showing steady and sustained “Defining a specific “turn-key” projects, thereby providing growth compared with the strong power real added value. The potential is consumption element. Operation and strategy for each promising. maintenance may be added to this in sector of the market” order to guarantee our clients such Synergie: In your opinion, is energy efficiency performance-levels co-operation between divisions a basis over the long-term. Finally, within the for development? Eiffage Energy division I get a feeling Synergie: Have you devised a three-year of the culture of good workmanship, action-plan? B.L. : Absolutely. Eiffage’s Energy division which is frequently appreciated by our B.L. : I intend setting out a specific must contribute to Group and not only clients. strategy for each sector of the market at financial level. The various divisions – for example, in the service sector of Eiffage can and must interact more upstream of any projects. The Synergie: Which, in parallel, are the (education, real-estate, health…), industry (aeronautics, environment, synergy between the divisions must challenges that Eiffage Énergie should not, however, come into play solely take up? petrochemical…) and infrastructures (telecommunications, transports, at commercial level.