DOCSLIB.ORG

2007 Annual Report Registration Document

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2007 Annual Report Registration Document 2007 annual report Registration document Schneider Electric SA Contents Interview with the Chairmen 3 2007 - A customer-focused leadership team 6 4 2007 key figures 8 2007 in brief 11 Business review 1 - 2007 highlights 70 2 - Operating performance 71 1 3 - Change in financial situation 74 4 - Outlook for 2008 76 Description of the Company 5 - Sustainable development 77 and its businesses 1 - From steel to energy: 172 years of history 14 2 - An ambitious strategy 15 5 3 - The new2 company program 16 4 - Global leadership in five promising markets 17 Consolidated financial 5 - Forefront positions worldwide 19 statements at 6 - Our customers are our partners 22 December 31, 2007 7 - A global organization with local roots 23 8 - Human Resources 27 1 - Consolidated statement of income 102 9 - Risk factors 28 2 - Consolidated statement of cash flows 103 3 - Consolidated balance sheet 104 4 - Consolidated statement of changes 106 in equity and minority interests 2 5 - Notes to the consolidated financial 107 ftatements Corporate Governance 6 - Report of the Statutory Auditors 154 on the consolidated financial statements 1 - Supervisory Board 36 2 - Organizational and operating procedures 41 of the Supervisory Board 3 - Supervisory Board meetings in 2007 42 6 4 - Committees of the Supervisory Board 43 5 - Management Board members 44 Company financial 6 - Organizational and operating procedures 45 of the Management Board statements at 7 - Declarations concerning the situation 46 December 31, 2007 of the members of the Supervisory Board and Management Board 1 - Balance sheet 156 2 - Statement of income 158 8 - Internal control 46 3 - Notes to the financial statements 159 9 - Management interests and compensation 52 of Schneider Electric SA 10 - Regulated agreements 56 4 - Auditors' report on the financial statements 166 11 - Auditors 56 5 - List of securities at December 31, 2007 167 12 - Shareholders' rights and obligations 57 6 - Subsidiaries and affiliates 168 7 - Five-year financial summary 170 3 General presentation 7 of Schneider Electric SA Annual and Extraordinary 1 - General information 00 Shareholders' Meeting 2 - Capital 00 3 - Ownership structure 00 of April 21, 2008 4 - Employee profit-sharing, stock ownership, 00 1 - Management Board’s report to the Annual 172 stock option and stock grant plans and Extraordinary Shareholders’ Meeting 5 - Stock market data 00 2 - Auditors' special reports 177 6 - Investor relations 00 3 - Resolutions 180 Attestation 185 This document was registered with Autorité des Marchés Financiers (AMF) on March 17, 2008 in compliance with Article 212-13 of AMF’s general regulations. It may not be used in connection with any financial transactions unless it is accompanied by an Offering Circular approved by AMF. 1 2 Interview with Jean-Pascal Tricoire 2006 was a historic year for lineups right away. Our large system solutions, Schneider Electric. Did the Group set designed primarily for data centers, are the most new growth and earnings records effective and innovative in the world when it in 2007? comes to energy efficiency, flexibility and reliability. 2007 was a key year for two reasons. They represent an extremely powerful growth First, Schneider Electric achieved new operating driver for the Critical Power & Cooling Services performance records. Annual revenue rose 26% Business Unit formed from the combination on a current structure and exchange rate basis, of APC and MGE. The teams also deployed which means that the top line has doubled over operating efficiency plans that fuelled a remarkable the past four years. Organic growth reached an recovery in profitability, bringing the Business unprecedented 13.9%, greatly exceeding growth Unit’s EBITA margin close to the Group average. in our end markets. EBITA* also increased sharply, The targets achieved greatly exceeded our by 27%, and EBITA margin widened by 1.2 points expectations. Thanks to this acquisition, we have on a pro forma** basis to a record 14.8%. gained global leadership in the very promising Net profit grew by a strong 21% and free critical power and cooling services market, cash flow jumped 38% to €1.5 billion. Second, broadened our technological portfolio and we successfully integrated APC. considerably expanded our accessible market. How did the acquisition of APC gives you a major entry into American Power Conversion (APC), cooling and air conditioning. market leader in critical power and Temperature control in an intrinsic part of our cooling services, contribute to business. For many years now, we’ve offered the year’s performance? leading-edge temperature control systems for This is our largest successfully completed our target markets–industry, infrastructure, acquisition since Square D in 1991. It’s also the buildings and residential. Now we also have first time the Group turned around a newly solutions for technological applications. APC acquired company so quickly. We immediately has the advantage of offering the most innovative merged APC and MGE UPS Systems so that our system on the market in terms of energy customers could benefit from their synergistic efficiency and precision. * EBITA = EBIT before amortization of purchase accounting intangibles. ** Including APC data over 10.5 months in 2006. We confirm our 2008 targets for organic growth of between 6% and 8% and EBITA margin of 15%. “ Jean-Pascal Tricoire, Chairman of the Management Board and CEO ” 3 Is it profitable for a customer to invest in energy efficiency? It certainly is. With prices skyrocketing for oil, fossil fuels and energy in general, investing in energy efficiency is definitely a good move. What’s more, the outlay required is generally quite small, so customers get a quick, lasting and immediately visible return on investment. Did Schneider Electric benefit from We don’t have any choice here. The world has the repositioning of its business portfolio recognized that the issue of greenhouse gases in 2007? needs to be addressed urgently and that energy Without a doubt. Our new business portfolio is becoming scarce and expensive. More and structurally improves our growth profile. more regulations on electricity are being issued, Our exposure to end markets has changed and this is just the beginning. Our customers are substantially and is much more diversified. also seeing a huge surge in their energy bills. This means we can take advantage of growth Schneider Electric offers solutions that can opportunities and also withstand weakness in reduce energy costs and CO2 emissions by 30% certain segments. We operate in highly promising in all types of applications. Sales of these markets such as data centers, raw material solutions rose 15% in 2007 to €3.6 billion; energy extraction and infrastructure (water treatment and efficiency accounted for 20% of our orders. power supply). When one market slows down, We estimate this market’s underlying structural we can quickly refocus our resources on more growth at more than 10%. Schneider Electric has vibrant areas. a unique global position as an energy efficiency specialist. What did Schneider Electric do for sustainable development in 2007? Does Schneider Electric have other Our goal is to be the benchmark in sustainable growth drivers? development. Our products, processes and plants Yes, emerging markets. Operations in these must be the cleanest and most efficient in our countries accounted for 32% of our 2007 revenue, industry and comply with or anticipate the most or €5.5 billion. Our exposure here is much sturdier demanding global environmental regulations. than in the past. We have sales operations, To go even farther in meeting the environmental production, supply chain and R&D units and very challenge, we provide customers with leading-edge solid and competent teams in emerging markets. solutions and technologies for energy efficiency. Growth in these countries accelerates each year That’s the idea behind the HOMES program to as we consolidate our platform and teams. innovate in energy savings. Lastly, we promote Growth stood at 20% in 2007 and exceeded 13% a proactive and responsible attitude towards our on average over the past ten years. employees and the community. Our goal is to be the benchmark “in sustainable development. 4 ” We have already exceeded the targets of our This year, we decided to move our Foundation new2 company program for developing talent, forward by giving it more ambitious missions. diversity and occupational health. In addition, we These include ensuring universal access to strongly encourage our suppliers to join the United electricity, training young people and supporting Nations’ Global Compact. All of these actions have start-ups in our businesses and pursuing helped put Schneider Electric in the world’s main rebuilding projects after natural disasters. socially responsible investment indices. Message from Henri Lachmann Chairman of the Supervisory Board he corporate governance system Tdeployed by Schneider Electric in May 2006 demonstrated its worth in 2007. Separating oversight from the strategic and operating We complement each other and work together functions was the right choice. Schneider Electric effectively in a frank, harmonious environment. SA’s Supervisory Board would like to take this We are in an industry of the future. Demand for opportunity to renew its confidence in this electricity is growing year after year, energy governance system, in the new management efficiency has become a priority, and emerging team, the Management Board and its Chairman. markets contain the greatest growth potential. This young, energetic and diverse team has With our lineup of products and services and our regenerated our Company while maintaining operations in emerging markets, we are very well continuity. With its resolutely long-term view, positioned to take advantage of these this team delivered record growth in 2007 and opportunities. obtained excellent financial results. Our stock market performance does not accurately The Supervisory Board was exemplary in reflect our excellent results, healthy fundamentals carrying out its responsibilities and deserves our and new growth profile.
Load more

Recommended publications
  • Ishares Core EURO STOXX 50 UCITS
    iShares Core EURO STOXX 50 UCITS ETF EXW1 (DE) August Factsheet Performance, Portfolio Breakdowns, Net Asset information as at: 31-Aug-2021 All other data as at: 07-Sep-2021 Investors should read the Key Investor Information Document and Prospectus prior to investing. Capital at risk. All financial investments involve an element of risk. Therefore, the value The Fund seeks to track the performance of an index composed of 50 of the largest companies in of your investment and the income from it will the Eurozone. vary and your initial investment amount cannot be guaranteed. KEY BENEFITS KEY FACTS 1 Exposure to the 50 largest companies from developed Eurozone countries Asset Class Equity Fund Base Currency EUR 2 Direct investment into blue-chip companies representative of leaders in the Eurozone Share Class Currency EUR Fund Launch Date 27-Dec-2000 3 Exposure to regional and large market capitalisation companies Share Class Launch Date 27-Dec-2000 Benchmark EURO STOXX® 50 Key Risks: Investment risk is concentrated in specific sectors, countries, currencies or companies. ISIN DE0005933956 This means the Fund is more sensitive to any localised economic, market, political or regulatory Total Expense Ratio 0.10% Distribution Type Up to 4x per year events. The value of equities and equity-related securities can be affected by daily stock market Domicile Germany movements. Other influential factors include political, economic news, company earnings and Methodology Replicated significant corporate events. Counterparty Risk: The insolvency of any institutions providing Product Structure Physical services such as safekeeping of assets or acting as counterparty to derivatives or other Rebalance Frequency Quarterly instruments, may expose the Fund to financial loss.
    [Show full text]
  • First Name Last Name Title Doug Abbott Melt/Cast Electrical Super
    First Name Last Name Title Doug Abbott Melt/Cast Electrical Super Charles Abbott #1 Mill Superintendent Wilson Abbott Project Manager Mohamed Abdelshafy Quality Mgr Keizo Abe General Manager Takeshi Abe Markus Abel Senior Expert Steelmaking Steve Abernathy Sunday Abraham Principal Research Enginee Mark Abraham Staff Mohamed Abumosaed Operation Mgr John Accurso Process Engineer Gesser Achim Steven Acker Jason Adair Melting Shift Supervisor Michael Adam Chris Adams Danny Adams Melt Shop Caster Foreman Jeffrey Adams Director of Safety Marlon Adams General Supervisor, Furnac Tony Adams Technical Sales Manager Sam Adams Chris Addison Larry Addkison Michael Adducci District Sales Manager Giovanni Adduci Mark Ader General Sales Manager Allan Adkins Marketing and Sales Manager Tim Adler West Regional Sales Manager Mikael Adolfsson Kuldeep Agarwal Anwar Aglan Cesar Agostino MOHAMED MAZEEM AHAMED IMRAN Frank Ahrenhold Director Steelmaking Federico Ahualli Operations Director Rajiv Ahuja President / CEO David Ahwesh Hiroshi Aida Tomoyuki Aizawa Lal Ajwani Sales Manager Canada Steve Aker Operations Mgr Andy Akers Liam Akins Satoru Akutsu Faishl Alahmadi Specialist Constantno Alarcon Head of Sales Department Ali Jaber Al-Athba Manager Cem Alaybeyoglu Denis Albayrak Mohammed Al-Bedour Vice President Robert Albert Principal Engineer Robert Albert Project Manager William Alder Maher Al-Dojayli Engineering Specialist Sammuel Aleixo Student James Alesia Safety Coordinator Bradley Alexander Unit Manager R.D. Alexander General Manager Tony Alexander Gianluca Aliotta Yassin Alkazaz YUSUF alkhatib MANAGER William Allan Principal Jason Allen lloyd allen Chris Allen Guarding Technician Mike Allen Sr Sales Manager Jean Allen Marcus Allhands Tony Allor Mike Allor Michael Almeraz Michael Almli Eric Almquist Engineer/Sales Ann Almstedt Vice President Niklas Almstedt President Majed AlRashedi Manager Saad Alshammary Sr.
    [Show full text]
  • Schneider Electric Sustainability Report
    Schneider Sustainability Report 2017 – 2018 A clear vision for the future sdreport.se.com sdreport.se.comsdrsdsdrdrepepoepoportrt.rtt..ssese.ee..comccooomm • 1 CONTENTS 3 • INTRODUCTION: OUR MISSION The digital transformation of energy management and automation is our mission. As our CEO, Jean-Pascal Tricoire says, “When it comes to climate change, I’m neither an optimist nor a pessimist. I’m an activist.” 9 • SUSTAINABLE SOLUTIONS We believe meaningful action is the only path to a sustainable world. Discover how we use EcoStruxure™ innovation and open collaboration to create effi cient, eff ective, green solutions for our customers. 17 • OUR CUSTOMERS Across buildings, data centers, industry, and infrastructure, we’re equipping the world with connected solutions that increase operational and energy effi ciency — and make sustainability a reality. See the results. 22 • OUR PEOPLE It takes great people to power our sustainability eff orts and our company. We off er a learning-focused, inclusive workplace that fosters innovation and fuels professional development. Learn more about our shared, meaningful purpose. 28 • OUTREACH AND INITIATIVES Today, 1.1 billion people lack access to electricity. As we work to reduce the energy gap and address fuel poverty, we must do so responsibly. Learn how we’re innovating to solve this energy paradox. 36 • COMPANY PERFORMANCE We launched more than 100 new products, continued to optimize our portfolio, and delivered growth for shareholders. See how Schneider Electric performed in 2017. 44 • LOOKING AHEAD We’re taking proactive steps toward co-creating a sustainable future with immediate and short- and long-term sustainability targets. See what’s next.
    [Show full text]
  • 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
    [Show full text]
  • Portfolio of Investments
    PORTFOLIO OF INVESTMENTS CTIVP® – Lazard International Equity Advantage Fund, September 30, 2020 (Unaudited) (Percentages represent value of investments compared to net assets) Investments in securities Common Stocks 97.6% Common Stocks (continued) Issuer Shares Value ($) Issuer Shares Value ($) Australia 6.9% Finland 1.0% AGL Energy Ltd. 437,255 4,269,500 Metso OYJ 153,708 2,078,669 ASX Ltd. 80,181 4,687,834 UPM-Kymmene OYJ 36,364 1,106,808 BHP Group Ltd. 349,229 9,021,842 Valmet OYJ 469,080 11,570,861 Breville Group Ltd. 153,867 2,792,438 Total 14,756,338 Charter Hall Group 424,482 3,808,865 France 9.5% CSL Ltd. 21,611 4,464,114 Air Liquide SA 47,014 7,452,175 Data#3 Ltd. 392,648 1,866,463 Capgemini SE 88,945 11,411,232 Fortescue Metals Group Ltd. 2,622,808 30,812,817 Cie de Saint-Gobain(a) 595,105 24,927,266 IGO Ltd. 596,008 1,796,212 Cie Generale des Etablissements Michelin CSA 24,191 2,596,845 Ingenia Communities Group 665,283 2,191,435 Electricite de France SA 417,761 4,413,001 Kogan.com Ltd. 138,444 2,021,176 Elis SA(a) 76,713 968,415 Netwealth Group Ltd. 477,201 5,254,788 Legrand SA 22,398 1,783,985 Omni Bridgeway Ltd. 435,744 1,234,193 L’Oreal SA 119,452 38,873,153 REA Group Ltd. 23,810 1,895,961 Orange SA 298,281 3,106,763 Regis Resources Ltd.
    [Show full text]
  • Common Stocks — 104.5%
    Eaton Vance Tax-Advantaged Global Dividend Income Fund January 31, 2021 PORTFOLIO OF INVESTMENTS (Unaudited) Common Stocks — 104.5% Security Shares Value Aerospace & Defense — 0.8% Safran S.A.(1) 98,721 $ 12,409,977 $ 12,409,977 Banks — 6.7% Bank of New York Mellon Corp. (The) 518,654 $ 20,657,989 Citigroup, Inc. 301,884 17,506,253 HDFC Bank, Ltd.(1) 512,073 9,775,702 ING Groep NV(1) 1,676,061 14,902,461 Japan Post Bank Co., Ltd. 445,438 3,851,696 Mitsubishi UFJ Financial Group, Inc. 2,506,237 11,317,609 Mizuho Financial Group, Inc. 292,522 3,856,120 Sumitomo Mitsui Financial Group, Inc. 186,747 5,801,916 Wells Fargo & Co. 341,979 10,218,332 $ 97,888,078 Beverages — 1.0% Diageo PLC 378,117 $ 15,180,328 $ 15,180,328 Biotechnology — 1.2% CSL, Ltd. 82,845 $ 17,175,550 $ 17,175,550 Building Products — 0.9% Assa Abloy AB, Class B 509,607 $ 12,603,485 $ 12,603,485 Chemicals — 0.7% Sika AG 38,393 $ 10,447,185 $ 10,447,185 Construction & Engineering — 0.0% Abengoa S.A., Class A(1)(2) 311,491 $ 0 Abengoa S.A., Class B(1)(2) 3,220,895 0 $0 Construction Materials — 0.9% CRH PLC 332,889 $ 13,660,033 $ 13,660,033 Consumer Finance — 0.6% Capital One Financial Corp. 79,722 $ 8,311,816 $ 8,311,816 1 Security Shares Value Diversified Financial Services — 2.5% Berkshire Hathaway, Inc., Class B(1) 101,853 $ 23,209,243 ORIX Corp.
    [Show full text]
  • Order 1 Purchase 2 Sale
    Form to be sent to: ORDER 1 BNP Paribas Securities Services Grands Moulins de Pantin – Issuers Services Shareholders Relations SCHNEIDER ELECTRIC 9, rue du Débarcadère 2 93761 PANTIN CEDEX PURCHASE SALE FAX: 01 55 77 34 17 - +33 1 55 77 34 17 Confirmation of the order dated 3 / / made by phone 1 DD/MM/YYYY I the undersigned, Mr / Mrs / Ms Last name First name(s) (For legal persons: name of signatory) (For legal persons: first name of signatory) (strike out as appropriate) Company name SIREN (For legal persons) Date and place of at Phone birth (DD/MM/YYYY) mandatory) Shareholder number (account number) Residing at Town Post code Country Tax address give irrevocable instructions to BNP Paribas Securities Services to transmit the following order: 4 Stock ISIN Code Number of shares (in words) (in figures) 1 Type of order At market price Limit order at EUR (show the maximum purchase price or minimum sale price) Validity of order (maximum end of month): Documents to be supplied: • For a sale order 5 a Bank Account identity (RIB), Postal Account identity (RIP), Savings Account identity (RICE) or IBAN number for payment by transfer of the proceeds of the sale of shares, after deduction of brokerage fees, taxes and commissions. • For payment to an account using an IBAN / BIC code, please specify the payment currency in which the account is held: ……………………………… By signing this document, I declare that I have previously signed a dealing services agreement and taken note of the Terms and Conditions of BNP Paribas Securities Services, an extract of which is shown on the reverse, which I accept unreservedly.
    [Show full text]
  • 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.
    [Show full text]
  • ENGIE Inaugurates a Platform Designed to Test Renewable Technologies in Singapore, Thus Accelerating Its Strategy Towards a Carbon-Neutral Economy
    Press release 26th November 2020 ENGIE inaugurates a platform designed to test renewable technologies in Singapore, thus accelerating its strategy towards a carbon-neutral economy ENGIE inaugurates a SPORE (meaning Sustainable Power for Offgrid REgions) platform on Semakau island, off the coast of Singapore. In collaboration with Nanyang Technological University’s Energy Research Institute and Schneider Electric, the site is aimed to become a living lab, used by ENGIE and its partners to test different renewable technologies including green hydrogen, provide training and demonstrate that a 100% renewable microgrid is possible. This platform strengthens ENGIE’s purpose to accelerate the transition towards a carbon-neutral economy and is a key milestone for the group’s Research & Development initiatives. Realised under the local “Renewable Energy Integration Demonstrator” (REIDS) initiative, the project consists of a state-of-the-art, multi-fluid microgrid solution that generates 650 kW of electricity. ENGIE’s REIDS-SPORE is a platform disconnected from the Singapore mainland and energy self-sufficient, with different renewable energy sources and storage solutions integrated together. It boasts the largest wind turbine in Singapore, as well as a hydrogen full chain for electricity and mobility. This SPORE platform will enable to address the issue of accessing green energy in remote areas. It is set to be a living lab used by ENGIE Group to test and develop different kinds of low carbon solutions in real, tropical conditions, and prepare their deployment at a larger scale. Moving forward, it could serve as a learning centre for industry and professionals to learn about these new technologies.
    [Show full text]
  • Press Release 27 March 2017
    Press release 27 March 2017 ENGIE signs two agreements in Singapore to advance sustainability and decarbonization ENGIE, a global energy player, today signed two agreements in Singapore to co-develop innovative, low-carbon energy solutions in green mobility and micro grids which will be designed, built and tested on the island-state, before scaling across the Asia-Pacific. Both agreements were signed at The Innovation Forum, Biopolis, as part of French President Hollande’s visit to Southeast Asia, covering Singapore, Malaysia and Indonesia, from 26 to 29 March. Didier Holleaux, Executive Vice President of ENGIE, said: “These two agreements are part of our commitment to Singapore as an innovation and R&D hub to support the rising energy demands in Asia- Pacific in a sustainable manner. Our strategy is to work with an ecosystem of partners to co-develop and scale renewable energy and innovative low-carbon technology solutions to meet the region’s unique energy challenges.” ENGIE, Bolloré and Senoko Energy to co-develop green mobility In the first agreement, ENGIE, energy retailer and generator Senoko Energy, together with Bolloré, an industrial group specialized in transport, communication and electricity storage, will co-develop smart city solutions in electro mobility and energy storage in Singapore and Asia Pacific. Additionally, the parties agree to explore a proof-of-concept for the Bolloré Bluetram –a clean public transport solution to be deployed in an urban environment, and study joint-offerings to integrate battery storage capabilities to balance distributed energy sources and micro grids. As part of the agreement, ENGIE and Bolloré will also explore opportunities in connection to airport services, in which both companies have complementary expertise.
    [Show full text]
  • The Coalition for the Energy of the Future Unveils Its First Seven Concrete Actions and Welcomes Three New Members
    The Coalition for the Energy of the Future unveils its first seven concrete actions and welcomes three new members ● 7 projects already being developed with first milestones to be reached as early as 2021 ● Airbus, Bureau Veritas and PSA International join the coalition ● 14 members committed to accelerating the energy transition in transport and logistics 23 February 2021 - Launched in late 2019, the Coalition for the Energy of the Future aims at ​ accelerating the development of future energies and technologies to sustain new green mobility models and reduce the impact of transport and logistics on climate change. The Coalition is pleased to announce the first milestones to be reached in 2021. 2021: A year of milestones with the development of the Coalition’s first 7 projects 2021 will be a structuring year for the Coalition and its cross-industry working groups with 7 projects to be developed: 1. Green hydrogen: capitalize on Carrefour projects Cathyope and H2Haul to experiment for ​ ​ ​ ​ the first time in Europe hydrogen-powered fuel cell long distance zero-emission trucks and propose a consolidated order book for goods’ transportation on French and European roads by end of the first semester in order to accelerate hydrogen availability, 2. Biofuel: propose and test the first bio-crude oil dedicated to maritime needs to increase ​ rd the use of Biofuel along the supply chain and develop the use of 3 ​ generation biofuels, ​ 3. Carbon neutral liquefied natural gas (LNG): draw a pathway for bioLNG toward carbon ​ neutrality, highlighting key issues to be addressed, 4. Green electricity: identify & convert along the global supply chain the key elements ​ (depots, terminals & warehouses ) into green self-sustained entities to accelerate the … electric conversion in the transport chain, 5.
    [Show full text]
  • Schneider Electric URD 2019
    In this section 1. The board of directors 226 7. Compensation Report 259 1.1 Composition of the board of directors (as of December 31, 2019) 226 7.1 Overview 260 1.2 Proposal to the Annual Shareholders’ Meeting 7.2 General report on the compensation granted or paid on the composition of the board of directors 238 out during 2019 financial year (ex-post compensation) 264 7.3 2019 Corporate officers’ individual compensation in relation to the 2019 financial year 277 2. Organizational and operating procedures of the board of directors 239 7.4 Compensation policy for the 2020 financial year 286 2.1 Governance structure 239 7.5 Compensation of Group Senior Management (excluding corporate officers) 300 2.2 Missions and powers of the board of directors 240 7.6 Transactions in Schneider Electric shares in 2019 301 2.3 Internal regulations and procedures of the board of directors 240 2.4 Information and training of the board of directors and its members 241 8. Regulated agreements and commitments 303 2.5 Self-assessment of the board of directors 242 8.1 Review of the Regulated Agreements and Commitments entered into by Schneider Electric SE 303 3. Board activities 244 8.2 Procedure for assessing agreements relating to ordinary business operations concluded under normal conditions 304 3.1 Corporate governance 245 3.2 Strategy and investment 246 9. Participation of shareholders 3.3 Activities and results 246 in Shareholders’ Meeting 305 3.4 Annual Shareholders’ Meeting 246 10. Table summarizing outstanding delegations 4. Board committees (composition, relating to share capital increases granted operating procedures and activities) 247 by Shareholders’ Meeting 305 4.1 Audit and risks committee 247 4.2 Governance and remunerations committee 250 11.
    [Show full text]