Artelia in Italy

Total Page:16

File Type:pdf, Size:1020Kb

Artelia in Italy OUR CLIENTS • ACCOR • CASSA DI RISPARMIO DI CESENA • HSBC • Q8 • ALITALIA • CASSA DEPOSITI E PRESTITI • HYATT • REALE IMMOBILI • ALLIANZ • CASINO • IBM • RENAULT Artelia in Italy • AEW EUROPE • CHRISTIAN DIOR COUTURE • INTERCONTINENTAL • RETITALIA • AIREST • CLUB MED • IMMIT - IMMOBILI ITALIANI • ROBERTO CAVALLI • ALSTOM • COMMERZ REAL • IRON MOUNTAIN • ROCCO FORTE HOTELS • AMERICAN EXPRESS • CORIO • INTESA SAN PAOLO • SALVATORE FERRAGAMO • API • CRÉDIT AGRICOLE • ING REAL ESTATE • SANOFI-AVENTIS • ARCHIMEDE SOLAR ENERGY • CRÉDIT LYONNAIS • ITALIANA COSTRUZIONI • SEPHORA • AREVA • EDF • ISTITUTO CLINICO • SFR • AUCHAN • ENERGIA KM0 HUMANITAS • SHELL • AUTOGRILL • ENI • KRIALOS • SKY TV • AUTOSTRADE • ESSO • L’OREAL • SIEMENS • AXA • EUROMILANO • LIDL • SOFITEL • BANCA D’ITALIA • EUROPA RISORSE • LOUIS VUITTON • STARBUCKS • BANCA PATRIMONI SELLA • FABRICA IMMOBILIARE • LUNGARNO ALBERGHI • STARWOOD • BANCA INTESA SAN PAOLO • FEDEX • LUKOIL • STATOIL • BENI STABILI • FERRERO • MAX MARA • TELECOM ITALIA • BIT (Bureau International du Travail) • FONDAZIONE SAN CAMILLO • MILANOFIORI 2000 • THALES • BITEXCO • GARDALAND • MC DONALD’S • TOTAL ERG • B&B HOTEL • GENERALI REAL ESTATE • MINISTERO AFFARI ESTERI • UBS REAL ESTATE • BNP PARIBAS • GIORGIO ARMANI • MORGAN STANLEY • UNIBAL-RODAMCO • BOUYGUES • GRUPPO LORO PIANA • NEXITY • UNICREDIT BANCA • BOSCOLO BROUP • GROUPE MARZOCCO • NH HOTELES • VEOLIA ENVIRONMENT • BP • H&M • PARK HYATT • VINCI • BURGER KING • HACHETTE • PIAGGIO • VIVENDI • CARIPARMA • HILTON • PAM - PANORAMA • VOLKSWAGEN AUDI • CARREFOUR • HINES • PERMASTEELISA • WILLIS INSURANCE • CARLYLE • HOTEL DANIELI • PSA • YACHT CLUB COSTA SMERALDA HOLDING OUR HEAD OFFICES Rome head office Milan head office Artelia Italia Artelia Italia Palazzo Italia - Piazza Marconi, 25 Viale Marche, 13 00144 Roma - Italia 20125 Milano - Italia Tel. (+39) 06 59193301 Tel. (+39) 02 607901 Passion & Solutions Passion & Solutions www.it.arteliagroup.com 1955 SOGREAH 1961 2015 1990 2001 2010 2017 COTEBA Group Internationalization COTEBA Italy ARTELIA GROUP INTERTECNO (merging of COTEBA acquisition INTERTECNO and SOGREAH) has been incorporated in 1964 ARTELIA ITALY INTERTECNO Welcome to Artelia Italia Working in Artelia Italia means being part of a group of engineers, architects and tech- Artelia is a world-class International Group, a leader in integrated engineering, proj- nical specialists who are connected, enthusiastic and ready for the challenges posed ect management and consulting. by our Customers’ ambitious projects. It specialises in the fields of construction, infrastructure, hydraulics and the environ- It means making every day a unique and unrepeatable life-enriching experience. At ment, and it is active in a number of markets including: building & industry, multi-site any given moment, our teams are working on hundreds of different projects and con- projects, energy and sustainability, maritime engineering, transport, logistics and urban struction sites throughout Italy and in many countries around the world. In addition, development. It offers services to private customers (industrial groups, developers, in- as a branch of a large international group, we have the opportunity to compare expe- vestors, construction companies, banks, insurance companies, etc.) as well as public riences, cultures, methods and technologies with colleagues from over 40 countries, ones such as institutions, local authorities, public and supranational organisations. enriching each other in the process. It is structured to conduct efficient project management by way of sophisticated and We are very proud of the continuous upward trend that characterises our business technically advanced solutions, with a multidisciplinary and global approach which is and continues to fuel our human and professional heritage. A heritage that we be- customised at the local level. The Group is committed to a continuous research and lieve to be the most important added value for our Customers. Your projects are ours. innovation policy and implements ambitious policies related to Sustainable Develop- That’s why we firmly believe we are your ideal technical partner. ment, Ethics and Corporate Social Responsibility. Gabriele Scicolone CEO Italian Region Board of Artelia Italy M.Mansueti G.Scicolone B.Clocheret A.Pigot A.Romeo Artelia in Italy The acquisition of Intertecno Artelia Italia is one of the most important companies in the Since January 1, 2017, Intertecno has been incorporated into Artelia Italia, bringing Group for the range of services offered, business volume and to the latter its vast experience (over forty years) and expertise in the construction workforce. of quality buildings, especially hotels, executive offices, shopping malls, healthcare Since 2015 and industrial facilities, both in Italy and international markets. Artelia & Intertecno Created in 2001, it has earned a leading position in our country in Project Management as well as in retail and multi-site engi- By merging with Intertecno, Artelia Italia extends its services in the field of “Building neering. Our activities focus mainly on the private sector, where & Industry”, including project management, multidisciplinary design, contract we operate as a technical partner to many multinational compa- management, construction management, cost management, planning, reporting nies, optimising their investment in real estate assets. and various other professional services. By doing so Artelia Italia also confirms its commitment to eco-sustainable design and energy efficiency and increases its In 2015, Artelia Italia consolidated its position through the ac- ability to assist its customers in their international expansion processes. quisition of Intertecno, one of the most important Italian engi- neering companies in the construction sector. As a result of this initiative it has become a leading Italian engineering company The new structure will enhance customer service in Italy as well as in international with an annual turnover of around € 28 million and employing expansion and export processes. over 250 people operating in Rome and Milan. MORE SECTORS 2 HEAD OFFICES MORE INTEGRATED SERVICES ROME - MILAN MORE WIDE-RANGING AND A WIDESPREAD NETWORK ON THE TERRITORY OVER 250 EMPLOYEES AND COLLABORATORS OVER 28 Mio€ TURNOVER IN ITALY Artelia Group *ARTELIA IN FIGURES The international network Artelia has a worldwide network of 95 locations in more than 95 OFFICES 35 countries. In 2016, the consolidated turnover of the Group IN 35 COUNTRIES amounted to over 400 million euros, employing over 4000 people. A multi-sectoral, flexible, multicultural group that fits perfectly with the needs of all private and institutional clients. 4000 97% of the Group’s capital is held by over 500 managers and EMPLOYEES IN THE WORLD 1,500 employees through a shareholder equity plan. 439 Mio€ IN EUROPE AND THE WORLD ANNUAL REVENUE The Group, headquartered in France, has a strong European and international vocation. It can boast extensive “cross coun- try” experience over the last decade, thanks to the management of many multi-site and multi-country projects for multinational customers. An activity that is growing steadily not only in Europe but also in the Middle East, Asia, Africa and America. The Artelia Group is ranked 71st in the world’s top design company “TOP 225” ENR (Engineering News Record). * Source Annual Report 2016 Group Artelia EUROPE *TURNOVER SPLIT *COMPOSITION OF CAPITAL Brussels, Dublin, Hamburg, London, Rotterdam, (%) Artelia, is an independent group Vienna, Zurich, Milan, Rome, Barcelona, Madrid, Athens, Istanbul, Nicosia, Bratislava, Bucharest, Budapest, Moscow, Prague, Sofia, Warsaw, Middle East Copenhagen, Gothenburg, Helsinki, Oslo. Europe 85,4% 19 MANAGEMENT WORDLDWIDE Asia 13 44 Abu Dhabi, Tehran, Tripoli, Cairo, Doha, Dubai, 11,3% Muscat, Chongqing, Guangzhou, Hanoi, HoChiMinh 20 EMPLOYEES City, Manila, Mumbai, Beijing, Shanghai, Algiers, 4 Antananarivo, Cape Town, Constantine, Dakar, Africa Americas Durban, Johannesburg, Rabat, Tangiers, Calgary, 3,3% Toronto, Buenos Aires, Santiago, Sao Paulo. CAPITAL INVESTMENT MANAGEMENT Our motto: OUR S.M.A.R.T SYSTEM Passion & Solutions Our projects are run with the utmost care for our client’s goal, with professionalism and purpose, applying proven and consolidated Our mission is to imagine, design and develop projects that ance with deadlines, careful cost management, design qual- methods but without hindering our operating are increasingly efficient, harmonious and sustainable. Our ity, constant assistance and a wide range of customer ser- managers’ creativity. passion leads us to provide knowledge, expertise and mul- vices are the elements that make up our winning model. tidisciplinary services to our customers, building solutions The work model we offer to national and international clients PEOPLE SMART is our integrated management sys- with added value together. We have developed a highly pro- enables us to assist them with the same standards and op- OUR TEAM tem, consisting of all the procedures and fessional organisation capable of embracing the entire life- erating modes wherever their business takes them, creating methods we implement to achieve the goals cycle of the project, from design to construction, and working a strong partnership between our team and the customer. We strive to ensure that every employee de- defined by our management commitments. flexibility to fully respond to the customer’s needs. Compli- velops his or her potential in a peaceful
Recommended publications
  • 2018 Registration Document Annual Financial Report
    2018 Registration document Annual financial report 1902365_VEOLIA_COUV_RA_FI.indd 3 01/03/2019 16:55 SOMMAIRETABLE OF CONTENTS RISK FACTORS AND CONTROL AFR 251 MESSAGE FROM ANTOINE FRÉROT 3 5 5.1 Risk management, internal control PROFILE 4 and internal audit 253 5.2 Risk factors 261 5.3 Ethics and compliance 274 ABOUT THE GROUP 11 1 1.1 History and general introduction 12 1.2 Strategy AFR 13 CORPORATE SOCIAL 1.3 Business lines AFR 23 6 RESPONSIBILITY AFR 277 1.4 32 Research and Innovation 6.1 Sustainable development commitments 280 1.5 Organization of the Group and other 6.2 Environmental performance: 35 information relating to its operations AFR impact on the planet 282 1.6 49 Environmental regulation 6.3 Social performance: impact on society 308 6.4 Human resources performance: impact on employees 324 SHARE CAPITAL AND OWNERSHIP 59 6.5 Compliance 341 6.6 Vigilance plan 349 2.1 Information on the share capital 2 6.7 and stock market data AFR 60 Non-Financial Performance Statement Information Summary 350 2.2 Veolia Environnement shareholders AFR 69 6.8 Methodology 355 2.3 Dividend policy 71 6.9 Report by one of the Statutory Auditor , appointed as an independent third party, on the consolidated non-financial performance OPERATING AND statement in the management report 357 3 FINANCIAL REVIEW AFR 73 3.1 Major events of the period 74 3.2 Accounting and financial information 77 CORPORATE GOVERNANCE 363 3.3 Financing 89 7 7.1 Members of the Board of Directors AFR 364 3.4 93 Return on Capital Employed (ROCE) 7.2 Activities of the Board of Directors
    [Show full text]
  • International English Octobre 2015.Indd
    MINES ParisTech Graduate School www.mines-paristech.eu 2 MINES ParisTech 230 years of history, tradition and heritage are an integral part of the identity and durability of MINES ParisTech. Our school offers graduate and post-graduate education programmes to 1300 students. The Institution holds 18 research centers, 235 talented professor-researchers, and is ranked # 1 institute for research partnerships, a unique link with companies. We are proud to display, to maintain, to share our values built over the years. A French “GrANDE Ecole” IN BRIEF MINES ParisTech like other French Grandes Most of the programmes are designed for graduate 1783 Foundation of Ecole Royale des Mines, in Paris Ecoles is devoted to the training of top engineers students with at least a BSc degree. for industries, services and research. These French “Grandes Ecoles” can be seen as 150 Master in Science and Executive ­Schools are relative small structures (about 150 excellence institute for graduate education and Engineering degrees awarded per year MSc graduates per year, 100 PhD graduates, research, among which MINES ParisTech is one 140 Partner universities worldwide 200 professors-researchers) focused on top of the flagships. 100 PhD awarded per year engineering topics. Education, research and 30 % of international students business are strongly linked in the academic programmes and research activities. 2 Nobel Prize laureates (Economics & Physics) 1 rank of MINES ParisTech in recent MASTER IN SCIENCE AND EXECUTIVE ENGINEERING rankings of engineering schools by national media (for the graduates’ salary, “DIPLÔMe d’inGénieur” interest for employers, contractual research...) Inspired by the notion of theory and practice, toires” (highly competititve Honours classes), the training of “Mineurs” (nickname of our and are joined, in the graduate 1st year, by engineering students) is perfectly balanced externally qualified students from French and foreign with 1/3 in engineering sciences, 1/3 in universities and from the Ecole Polytechnique.
    [Show full text]
  • Annual Economic Survey of Employee Share Ownership in European Countries
    ANNUAL ECONOMIC SURVEY OF EMPLOYEE SHARE OWNERSHIP IN EUROPEAN COUNTRIES 2015 ANNUAL ECONOMIC SURVEY OF EMPLOYEE SHARE OWNERSHIP IN EUROPEAN COUNTRIES 2015 BY MARC MATHIEU EUROPEAN FEDERATION OF EMPLOYEE SHARE OWNERSHIP in partnership with Amundi is the European leader in the asset management industry Eres Group is the French leader of independent providers of profit sharing, retirement plans and employee share ownership Assembly Conseil is a consultancy firm specialized in employee share ownership, employee savings and pension savings plans ISBN: 978-2-930903-00-2 © 2016 Marc Mathieu – European Federation of Employee Share Ownership For all rights of reproduction or translation, applications should be made to the EFES Secretariat Avenue Voltaire 135, B-1030 Brussels, [email protected] 4 CONTENTS 1. Introduction p 8 2. Evolution of employee share ownership in Europe 2006-2015 p 11 3. Employee shareholders: Ordinary employees and Top Executives p 27 4. European companies p 35 5. European countries p 46 6. Top Executives p 74 7. Corporate governance and profit-sharing p 81 8. Listed companies and majority-employee-owned non-listed companies p 105 9. Ownership control of European listed companies p 117 10. Methodology and data p 127 11. List of companies p 180 5 TABLE OF CONTENTS 1. Introduction p 8 Graph 1: Average capital held by each employee owner, 2009-2015 p 8 Table 1: Main data about employee share ownership in Europe, 2006-2015 p 8 Graph 2: Democratization rate of employee share ownership in UK and continental Europe, 2007-2015
    [Show full text]
  • Syntec Ingénierie
    80 édition spéciale • Septembre 2010 IngénIerIe de la construction et de l’industrie quels métiers ? L’ingénierie, maillon essentiel Des grandes mutations Laurent Wauquiez de notre société « La nécessité de soutenir Dossier l’innovation » Quelle place pour les femmes dans l’ingénierie ? L’ingénierie ça bouge ! Nouveaux métiers nouveaux territoires SYNTEC-INGÉNIERIE 9e Forum de l’Ingénierie de la construction et de l’industrie Étudiants Jeunes Diplômés :CIGw: <G6IJ>I: >chXg^ei^dc VjeghYZkdigZ iVWa^hhZbZci INGÉNIEURS UNIVERSITAIRES DOCTORANTS TECHNICIENS JEUDI 21 OCTOBRE 2010 DE 9H À 17H Cnit / Paris La Défense http://rencontres-ingenierie2010.com Un événement conçu et organisé par INFOS PRATIQUES Tél. : 01 44 30 49 60 [email protected] Prise en charge totale ou partielle des frais de déplacement : contacter SYNTEC-INGÉNIERIE En partenariat avec : 1 ÉDITORIAL La crise économique et financière des projets, d’organisation des entreprises dont les effets se font encore ressentir ainsi que les qualités requises de tous en 2010 conduit les sociétés d’ingénierie, les intervenants, quelque soit leur niveau notamment celles travaillant pour de responsabilité ou de classification. le compte des industries de l’automobile, Ainsi, pour construire la nouvelle génération de l’aéronautique et plus généralement de bâtiments basse consommation des industries lourdes ou de transformation, ou à énergie positive, répondre aux à se recentrer vers des domaines plus défis de production et de stockage des porteurs d’avenir comme les énergies énergies dites propres, dépasser les freins Alain Bentéjac, Président renouvelables, le nucléaire, les équipements technologiques des futurs moyens de de Syntec-Ingénierie de transport et les grands projets liés transport (véhicule électrique, tramway…), à l’environnement et à la ville durable.
    [Show full text]
  • 2019 Annual Report © RFR Blaise © Bernard Designing Solutions for a Positive Life
    2019 Annual Report © RFR Blaise © Bernard Designing solutions for a positive life Passion & Solutions © Image SCAU © ATELIER RITZ ARCHITECTE Artelia, an international multidisciplinary and independent group Engineering Building construction Consultancy - Audits Multi-site programmes % private-sector clients Project management Industry 68 EPC - Turnkey projects Water TURNOVER* Editorial 2 Maritime Increase in turnover 5900 The Group Environment vs 2018: +24% €681m total workforce Our CSR commitments and objectives for 2025 4 Energy In the building, Artelia’s 10th anniversary, 100 years of experience 6 *Combined 2019 turnover of New arrivals in the group 8 Transport Backlog of orders: Artelia & MOE infrastructure and Supporting our clients around the world 10 Urban development Implementing solutions that generate value for our clients 12 industry sectors 18 months’ turnover 2019 challenges 100% Resilience to climate change 14 CAPITAL HELD BY Energy transition 18 MANAGERS AND EMPLOYEES Resource efficiency 24 Digital transformation 28 Industrial competitiveness 32 36% international turnover: Multimodal mobility 38 Urban renewal 44 Safety and security 54 70% Sustained, balanced and responsible growth Europe (exc. France) 10% A presence in more than 40 countries % CSR, a pillar of our growth strategy 60 2 Asia Governance 62 Americas Ethics, a driver of performance and long-term growth 64 12% 6% Combining independence and value sharing 66 Africa Middle East 55 branch offices in France Developing our human capital 68 Protecting our environment 80 A commitment to civic and humanitarian causes 86 Indicators 94 2019 Artelia Annual Report 1 Creating solutions for a positive life Thus reads the corporate purpose that we have just These developments are also reflecting positively Independence and entrepreneurial drive, enshrined in our Articles of Association.
    [Show full text]
  • Leading in Intercultural Training
    Leading in intercultural training LEADING IN INTERCULTURAL TRAINING INTRODUCTION he consequences of the global crisis affecting most Western Mentalities, behaviour, lifestyles and teaching methods are Teconomies are today leading companies to seek growth all changing and Akteos has adapted to this to keep pace with opportunities overseas, particularly in the so-called emerging these changes. Our educational resources and the content of our countries. The failures encountered by businesses when expanding modules are constantly improving, becoming ever more varied abroad have shown their managers just how important it is to take and interactive. Our training programmes increasingly use digital account of intercultural factors and to adapt their approach to training aids including Webinars and Rich Media. Our online system, these different markets. the Nomad Network, provides support for global managers in their trips and assignments abroad. In this difficult, turbulent and exciting period so rich in opportunities, with globalisation profoundly transforming our More than ever before, Akteos's primary role is to provide existing ways of doing business, the development of international your staff with the tools and resources they need to help them skills is today a vital necessity. significantly improve their professional performance in the Over the last decade, Intercultural Management has emerged as international situations to which they are exposed. a means of maximising day-to-day performance for companies faced with the problems inherent to international expansion. Yours interculturally, Akteos has had the extraordinary good fortune to have been there Charles Rostand to provide support through major changes, to follow its clients' General Manager strategies and to participate in some excellent success stories by helping men and women boost their understanding of the "otherness" of different cultures.
    [Show full text]
  • Syntec Ingénierie
    82 Les Cahiers de l’Ingénierie de Projet • mai 2011 IngénIerIe MOBILITÉ « Coordonner et optimiser les transports dans un environnement économique ouvert » Gilles Savary Intermodalité, multimodalité, co-modalité, interopérabilité... Dossier spécial : au service de la Grand Paris mo-bi-li-té Syntec-IngénIerIe SommaIre 01 ÉdItorIal d’Alain Bentéjac, Président de Syntec-Ingénierie 02 PERSPeCtIVeS • 2 questions à... Christian Saint-Étienne • Interview croisée de Yves Crozet, université de Lyon et Nicolas Louvet, bureau de recherche 6T • Interview Gilles Savary, conseil général de la Gironde 07 deS ServiceS dÉdiés à la mobIlItÉ • Développer la ville autour de la mobilité : de l’infrastructure aux usages • Interview de Philippe Barlier, Alain Bloch de Setec et Martial Chevreuil de Egis • Projets & métiers 16 leS nouVelleS missionS de l’IngÉnIerIe • 3 questions à... Karine Leverger, Délégué général de Syntec-Ingénierie • les transports urbains en marche vers un urbanisme en mouvement • Projets & métiers 23 DOSSIER SPÉCIAL : grand Paris 29 leS SolutIonS en développement • Panorama : les grandes tendances dans l’industrie des transports • Interview d’Hélène Jacquot-Guimbal, IFSTTAR • Projets & métiers 36 l’IngÉnIerIe, un aCteur ClÉ • Interview de Bernard Rivalta, Président du Sytral • Interview de Philippe Brochard, Alstom Transport • Projets & métiers Les Cahiers de l’Ingénierie de Projet • mai Couverture © Fotolia. Ce numéro est édité par Syntec-Ingénierie, 3, rue Léon Bonnat 75016 Paris ­– INGÉNIERIE Tél : +33 (1) 44 30 49 60 – Fax : +33 (1) 45 24 23 54 – www.syntec-ingenierie.fr DireCteur De la publiCation MOBILITÉ Karine Leverger ConCeption, réalisation 55, rue Aristide Briand 92309 Levallois-Perret Cedex ­– Tél : +33 (1) 41 49 04 04 – Fax : +33 (1) 41 49 04 14 – www.polynome.fr réDaCtion Céline von der Weid ont partiCipé à Ce numéro Christophe Longepierre, Valentin Hueber IMPRESSION Colin frères 1 ÉdItorIal La mobilité constitue ❛un❛ champ riche d’innovation et porteur d’une capacité de démonstration du ❛ savoir-faire des sociétés❛ d’ingénierie.
    [Show full text]
  • Artelia's Governance
    ARTELIA’S GOVERNANCE © Pascal Muradian CCIG 2011 CCIG Muradian Pascal © © Cyrille Dupont Cyrille © JACQUES GAILLARD ALAIN BENTÉJAC BENOÎT CLOCHERET Joint President Joint President CEO Jacques Gaillard is Joint A graduate of France’s École Benoît Clocheret joined Artelia President with Alain Bentéjac of Nationale d’Administration, Alain as the group’s Chief Executive Artelia, the engineering group Bentéjac began his career at the Officer on 1 January 2014. that was created in March 2010 Ministry of the Economy, where A graduate of France’s École through the merger of Coteba and he occupied various positions Polytechnique and École Sogreah. With a staff of 3,350 in the field of international Nationale des Ponts et and a turnover of €364m, Artelia economic relations. Chaussées engineering institutes, is one of the leading French He joined the private sector in and of the Paris Institute of engineering companies. 1993, exercising responsibilities Political Studies, Benoît Clocheret It was in 1988 that Jacques in the construction and property had previously worked exclusively Gaillard joined Sogreah, sector within the Vivendi group. for the Suez Environnement a consulting engineering He was appointed to head group. firm specialising in water, Coteba in July 1999. At the beginning of 2010, he was the environment and urban In 2003 and again in 2007, appointed Chairman and CEO of development. He occupied several he organised two LMBOs that Safege, Suez Environnement’s positions of responsibility before enabled Coteba to become engineering subsidiary. He had being appointed CEO and then independent. Thereafter the previously occupied numerous Chairman and CEO when the company developed and managerial positions at group and company was bought out by its diversified considerably, subsidiary level in France and the managers and employees at the in particular thanks to the United States.
    [Show full text]