JULY 2013#19

synergieGROUP MAGAZINE

> Sharing our values

Bruno Cavagné, Vice President of the National Federation of Public Works (FNTP)GUEST INTERVIEW PAGE 10

Eiffage taking up the global challenge THE EVENT PAGE 12

PAGE 15

MANAGING MAJOR PROJECTS:

WITH SKILL AND FINESSE

7-9

12-14

synergiePublishing Director: Pierre Berger. Editor-in-Chief: Sandra Weigand. Deputy Editor-in-Chief: Sophie Sanchez. Contributors to this edition: Frédérique Alary, Marion Bentz, Maud Breheret, Amélie Chevance, Pascale Chastras, Hélène Grimaldi, Régine Knecht, Jean-Claude Roeland, Alix de Saint André, Gaspard Sibi. Design-layout: agence@spherepublique.com. Photo credits: Archidev, Gaël Arnaud, Ateliers 111 Architectes, Alex Béraud, Régis Bouchu/Actophoto, Philippe Dontot, Barbara Dumont, Jean-Luc Girod, Vincent Leloup, Caroline Louvet, Mohamed Khalfi, Lawrence Perquis, Philippe Pouvreau, Léonard de Serres, Gérard Tordjman, Eddie Young & Chabanne. Technical photo support: APRR, Clemessy, Eiffage, Eiffage Construction, Eiffage Métal, Eiffage Énergie, Eiffage Sénégal, Eiffage Travaux Publics, Pradeau & Morin. Printed on FSC-certified Novatech Satin.

Cover page, work on the Bretagne-Pays de la Loire high speed rail link.

synergie GROUP MAGAZINE2

4-6 JOINT INTERVIEWStéphane Abry, Chairman and Managing Director of Eiffage Construction Métallique,

and Nicolas Andrivon, Managing Director of Eiffel Industrie

7-9 HIGHLIGHTS

10-11 GUEST INTERVIEWBruno Cavagné,Vice President of the National Federation of Public Works (FNTP)

12-14 THE EVENTThe global development challengeEiffage will be developing its business in Africa and certain countries in Asia.

JULY 2013•� #19synergie

15-20REPORT

Managing major projectsIn just a few years, the Eiffage Group has strategically positioned itself among its clients as a provider of global solutions for all types of projects, no matter how large or small. However, the management of this kind of operation cannot be improvised. A word from the experts and some good site practices.

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30-31

21-23 FOCUSNuclear sector works:Eiffage is getting readyEDF is planning to carry out €55 billion worth of investment in its nineteen nuclear power stations in France. Eiffage is committed to consolidating its position in this sector.

24-25 A SITE IN PICTURESA makeover for the “Carreau du Temple” in Paris

26-29 NEWS

30-31 COMMITMENTSBetter recycling of waste materialsThe reduction of waste materials generated by construction sites is an environmental and an economic challenge. Our divisions are adapting and finding solutions.

32-35 INITIATIVES

July 2013 3

CONTENTS

EditorialHave a great motorway tripTo reach your holiday destination this year, you may find yourself on the 2,263 km of motorway network operated by APRR & AREA, the two leading motorway concession companies that are an integral part of the Eiffage Group. These two companies operate not only the A5, A6 and A39 motorways between Paris and Lyon, as well as the A31 and A36 in the Bourgogne region, but also the Rhône-Alpes motorways (including the A41 and the A43) and the A77 and A71 in the Centre region of France. Last year, they recorded 272 million toll crossings, which is the equivalent of six crossings per second!The months of July and August are obviously a very good time for us to meet our customers. On the 3rd and 4th of August this year, total traffic on the A6 motorway is expected to reach 150,000 vehicles at the Fleury toll station in the Paris area and almost 250,000 at the Villefranche-Limas toll station north of Lyon. The 3,300 employees of the APRR Group involved in operations are particularly active during the run up to this peak holiday season. Their tasks are varied: maintenance, electronic maintenance, toll collection and traffic management. The network is under constant surveillance and, at the slightest sign of a client in difficulty, motorway agents will immediately intervene. And along with our teams, our companies are also busy finishing road resurfacing activities and, in this respect, collaboration between the various Eiffage divisions is particularly appreciated!More than ever, APRR & AREA are making safety a daily commitment. We are all aware that drowsiness and fatigue are the cause of more than one in three accidents. It is also clear that there is still a lack of respect for basic rules of safety, since 30% of people involved in fatal accidents were not wearing seatbelts. Therefore, in order to encourage drivers to take regular breaks, this summer we are organising over one hundred free activities in dedicated areas, and the large restaurant chains are adding new choices to their menus. In addition, the APRR Group is improving traffic information and safety advice by means of the 107.7 motorway information radio service, the m.aprr.fr mobile site and the SOS Autoroute application for smart phones, while also contributing to the Coyote geo-location data system.So have a great - and safe - motorway trip.

PHILIPPE NOURRYCHAIRMAN AND

MANAGING DIRECTOR

OF APRR

Synergie: What is your view of the Metals division, one of the hallmarks of the Eiffage Group?

Stéphane Abry. There is enormous pride in being part of what was formerly the Eiffel company, dating back to the famous builder of the Eiffel Tower. Bouygues and Vinci do not have an equivalent division. And neither do our other major competitors in the international arena. Eiffage Construction Métallique represents the “haute couture” of the construction industry, insofar as our engineers are able to produce highly elaborate metal structures. We work almost exclusively on prototypes and we have our proper production unit.

Nicolas Andrivon. Eiffel Industrie has a similarly

strong background - the company was founded in 1936 - and has a strong culture of working on private industrial projects (pipework, boiler-making, mechanical engineering, etc.), which can be good sources of growth. We are not affected by the financial difficulties encountered by local authorities or the real estate market! And we are leaders in our business services and practised in customised packages.

Synergie: Where is there room for improvement and development in the division?

N.A. : Given that our business activities require flexi-bility, responsiveness and proximity to our clients, we need to look ahead in order to anticipate and

“We need to be a source of proposals for our clients”

Stéphane Abry, Managing Director of Eiffage Construction Métallique, and Nicolas

Andrivon, Managing Director of Eiffel Industrie, want the Metals division to be more

commercially proactive and build up exports.

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JOINT INTERVIEW

Stéphane Abry Nicolas Andrivon

adapt to a world that is not simply undergoing an economic crisis, but a total overhaul of the indus-trial sector. It is also necessary to better market our lead-contractor expertise and our often remarkable engineering services. S.A. : We have to be more commercially proactive rather than holding back; we need to be a source of proposals for our clients. At the same time, we must be vigilant that we are fully and properly paid where appropriate.

Synergie: What types of synergies can the Metals division generate?

S.A. : Firstly, there are synergies within the various divisions. Eiffage Construction Métallique works with Eiffel Industrie on offshore oil platforms, with façade specialist Goyer on special works, and with European subsidiaries such as Eiffage Deutschland Stahltechnologie. There are also strong synergies between the divisions, particularly with Eiffage Travaux Publics: our Lauterbourg plant is 100% invested in the huge Bretagne-Pays de la Loire high-speed rail link project, producing 14 viaducts for the link. Similarly, there are strong complementarities with Eiffage Construction in the buildings sector.

Unlike Eiffage Construction and Eiffage Travaux Publics, Eiffage Construction Métallique does not have a dense network across France. Creating synergies with Eiffel Industrie and other divisions within the Group is essential to ensure its development. We need to make a real effort to promote our business both outside and within the Group, in order to better enhance our skills and our price positioning. N.A. : Eiffel Industrie has many contacts with all the elements of the Energy division, and with Clemessy in particular. In order to ensure greater complemen-tarity between staff, industrial sites and organisa-tions, which are also vectors for productivity gains, it is a good idea to promote the flow of trade. In Bordeaux, the Group has four different sites located within 15 km of each other! Bringing those teams together at a single site could create value for all.

Synergie: Expanding internationally has become a strategic priority for Eiffage. How does the Metals division intend to position itself?

S.A. : To work well in the export sector, where Eiffage Construction Métallique is already generating 45% of its turnover, we need to make major efforts in marketing in order to make ourselves known to clients and decision-makers, and at the same time cultivate our relationships with local partners. Since the risks are higher than in France, we cannot afford to sacrifice our margins. Contract management needs to be tightly controlled – particularly in countries with an Anglo-Saxon culture that are experienced in this kind of operation.

We should also be proposing new projects to our clients and highlighting the benefits of metal. The Eiffel brand name is an excellent reference in the international arena! We will also be focusing on finance structuring that can enable us to avoid the bidding process. N.A. : Eiffel Industrie is already present in thirty-two countries outside of France. However, exports account for only 3% of sales. We are currently aiming for 10% in 2015 and 20% in 2017. We need to continue developing common objectives, as we have for the Ivory Coast, Libya and Nigeria, and offer “packaged” solutions for our industrial customers.

Synergie: Apart from maintenance, what services can Eiffel Industrie offer?

N.A. : Towards the end of 2012, the executive committee of Eiffel Industrie was reorganised and, at the start of 2013, a development plan was

“Creating synergies with Eiffel Industrie

and other divisions within

the Group is essential”Stéphane Abry

“Climate House” in Germany.

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July 2013 5

drawn up for 2015-2017. We want to balance our portfolio of activities, so as to have one third based in the energy sectors (nuclear, petrochemical), one third in traditional industries (chemicals, steel, paper) and one third in high-tech industries (pharmaceuticals, aerospace, shipbuilding). We will no longer be as focused on maintenance as we are today. We will intervene more upstream in the value chain, and be more involved in design and build, in all segments of the industrial process. This is a real culture change that should drive us to become the general contractor of reference in the services to industry sector.

Synergie: Pierre Berger is focusing on project execution and management, and improving productivity. How can the Metals division achieve these objectives?

S.A. : Good project management is first and fore-most a question of good manpower. Project mana-gers need to get their teams behind them, while at the same time efficiently managing contracts and production. A person responsible for contrac-tual management has been appointed. In terms of productivity, there is significant scope for pro-gress: at the Lauterbourg factory (Bas-Rhin), we have identified potential productivity gains of 15% to 20%. It is up to colleagues to optimise their time, their movements, and their use of faci-lities.N.A. : We not only have to take risks, we also have to control them. We are too focused on technique. This is why we are going to consolidate supervision on construction sites, engineering - design offices must also be able to take into account financial aspects and not just technical solutions, - and risk management. In terms of productivity,

“Eiffage Industrie needs to become the general contractor of reference in the services to industry sector”Nicolas Andrivon

Stéphane Abry is a Public Works engineer who began his career with Sogéa Africa. In 1997, he became office manager with the

Regional Division of Sogéa Sud. In 2000, he joined the Compagnie Générale des Eaux. Then in 2005, he moved to Vinci Construction Grands Projets. In 2010, he was promoted to Director of the Near & Middle East, Asia sector and Director of the international hydro-power and LNG (liquefied natural gas) divisions. In 2011, he became Director of Operations and member of the VCGP steering committee for Africa, the Near & Middle East, Asia, Chernobyl and the interna-tional hydropower and LNG divisions. On 8 October 2012, he was appointed Managing Director of Eiffage Construction Métallique.

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comparing the performance of different sites, moving employees, and expanding at international level, will reveal some room for improvement in our factories and workshops. In terms of long-term service contracts, improved productivity can be achieved through a reduction in down times and an increase in client satisfaction, therefore

leading to sustained client relations. It should also be a means to improving profitability and employee working conditions. Finally, we obviously have a lot to share at Group level regarding site management issues which are often similar whatever the division. —

A graduate of Ecole Centrale Paris engineering school and holder of an Executive MBA from HEC business school, in

1994 Nicolas Andrivon began his career working at Bouygues Construction as a foreman, then as a supervisor in the west and north of France. In 2002, he joined Bouygues Bâtiment International as Project Manager in Cuba. Back in France, he joined ETDE Energie Services, a subsidiary of the Bouygues Group, in Lyon, before becoming Regional Director of the subsidiary GET France Sud (Electrical, mechanical and thermal engineering) in 2008. He took over as Managing Director of Eiffel Industrie on 2 July 2012.

“Preflash” unit delivered by Eiffel Industrie (Haute-Normandie).

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JOINT INTERVIEW

Here stocks of rocky materials are being crushed ready to be put to use. Further on, a perfectly linear trench is being excavated. A few kilometres away, “scraps” are circulating continuously. The largest contract ever won by Eiffage, the Bretagne-Pays de la Loire high speed rail link (worth €3 billion) that stretches between Rennes (Ille-et-Vilaine) and Le Mans (Sarthe), will reach peak construction in the summer 2013. Over 600 machines are now at work on the site! The number of workers employed on the site has risen at the same rate: 3,045 at the end of April compared to 1,700 in late 2012. “5 million cubic metres of material have already been excavated out of a total 26 million,” says Michel Oléo, Director of the CLERE (Construction de la ligne Eiffage Rail Express) consortium. “The goal is to achieve at least 15 million m3 this year, which together with the 2 million m3 excavated in 2012, will bring the total to at least  17 million m3 in 2013. At the same time, 70 civil engineering works are being constructed simultaneously, out of the total 238 required for the high speed rail link.” In this respect, Eiffage Construction Ouest has been awarded contracts for 22 of the civil engineering works as well as for operations and maintenance buildings, and Eiffage Construction Métallique is responsible for building 14 viaducts.

“This increase in activity marks the culmination of the preparatory phase during which all the administrative authorisations were obtained and the detailed final design submitted to the French Railway Company (Réseau Ferré de France - RFF) within the deadlines. In addition, some 98.5% of the required land has been released,” specifies Loïc Dorbec, Operations Manager with Eiffage Rail Express (ERE), the company that was awarded the partnership contract. “In terms of the environment, the technical rights of way were reduced to a minimum, as was the resulting impact on biodiversity. Some 650 hectares of compensatory measures are to be implemented to cover the 2,275 hectares of rights of way.” The BPL rail link presents a threefold challenge. Firstly, a geotechnical and logistical challenge: not only does the high speed rail link extend 182 km, but parts of the ground are compressible and heterogeneous. The design of certain viaducts had to be changed to take account of transmission of acceleration forces. Regarding the signalling system, Eiffage has entered into a partnership with specialised company Ansaldo: three systems are being implemented simultaneously, to ensure both passenger and freight transport, while at the same time enabling interoperability at European level. It is also a challenge in terms of human resources: the Group is recruiting and locally

training a large percentage of the workforce, due to a lack of skilled labour available for a project of this scale. And finally, it represents a challenge in terms of management: the high speed rail line crosses three departments and two regions. Relations with state officials, local authorities as well as local residents are being carefully managed. The works should be completed by 2016 and commissioning is scheduled for 15 May 2017. The project is being financed by the French Railway Company for €1.8 billion and Eiffage for €1.2 billion, including €125 million from equity plus €1.075 billion from bank funding (up to €800 million to be refinanced on commissioning). Over the period of the 25 year contract, Eiffage will be paid fixed rents by the French Railway Company (RFF) operating the link. As the Group is ensuring maintenance of the link up to 2036, ERE has already recruited a director for the future maintenance company. —

THE BRETAGNE-PAYS DE LA LOIRE HIGH SPEED RAIL LINK APPROACHING PEAK CONSTRUCTION

FOCUS

POINTS OF REFERENCE182 km

26 million m3 of earthworks

238 civil engineering works

€3 billion

Over 600 machines are at work on the site.

July 2013 7

HIGHLIGHTS

THE WORLD’S BIGGEST DAM IS TAKING SHAPE IN ANVERSA major construction project has been underway since November 2011 near the Berendrecht Lock in Antwerp, Belgium. A new lock is currently being built with the ambition, when work is completed in 2016, of being the largest in the world: 500 metres long, 68 metres wide, and reaching 17.80 metres below sea level.The construction work, involving two Eiffage Benelux subsidiaries, Antwerpse Bouwwerken and Herbosch-Kiere, will require 7.2 million cubic metres of earthworks as well as 795,000 cubic metres of reinforced concrete, 55,000 tons of reinforcement, 22,000 tons of structural steel and 57,000 square metres of sheet piling. 255 people are currently working on the site and the project is expected to cost around €340 million. Two

sliding gates and two mobile weighbridges for road and rail traffic are also being built.This flagship project of the Flemish authorities forms part of the Pact 2020 objectives, which aim to facilitate access to ports in Flanders. And by consolidating maritime and industrial activity, it also aims to develop employment in the region. —

7.2 million m3 of earthworks

795,000 m3 of reinforced concrete

55,000 tons of reinforcement

22,000 tons of structural steel

57,000 m²  of sheet piling

POINTS OF REFERENCE

615 new beds, 25 operating theatres, 14 digitally equipped rooms including 3 MRI and two

scanners: the new University Hospital Centre in Dijon (Côte-d’Or), delivered in April 2013,

is one of the largest projects ever carried out by Eiffage

Construct ion. Two medical centres were

grouped together at one site,

which was

built under the supervision of architect firm Groupe-6. Work on the project, which was divided into two phases, began in September 2006: three buildings with a surface area of 96,000 m² were initially constructed, valued at €200 million. Nearly 600 people worked on this first phase. The new building was constructed below the level of the original hospital, which required extensive retaining and underpinning works. The second phase, launched in February 2011, enabled one wing of the original building to be refurbished, for a total investment of approximately €46 million, thanks to the commitment of around 200 company site workers. Reception of the site took place as soon as the major and secondary technical works were completed, as well as the additional work requested by the project owner. —

A NEW UNIVERSITY HOSPITAL CENTRE (CHU) FOR THE BURGUNDY CAPITAL

• 126,500 m2  of flooring and tiling

• 50,000 m3 of concrete

• 2,700 tons of steel

• 179,000 m3 of excavated earth

POINTS OF REFERENCE

The new lock will be 500 metres long and 68 metres wide.

The new University Hospital Centre in Dijon (Côte-d’Or) is one of the largest projects ever carried out by Eiffage Construction.

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HIGHLIGHTS

COMMISSIONING OF THE TAÏSHAN 2 POLAR CRANEThe polar crane for the Chinese Taïshan 2 EPR nuclear power plant (located in Guangdong Province, in southern China) was delivered in April 2012. Eiffage Construction Métallique is now entering the commissioning phase. The crane is located beneath the reactor building dome and allows the handling of heavy loads. The impressive dome was itself installed in September 2012. Now the “commissioning” phase has to be launched, i.e. acceptance of the system, which includes checking compliance and performances of the system. This phase will last between six months and one year, and will be followed by the assembly of the large components. Following Olkiluoto 3, Eiffage Construction Métallique had already commissioned the Taïshan 1 polar crane. This enabled installation of the tank and four steam generators in 2012. —

A MAKEOVER FOR THE SORBONNE UNIVERSITY LIBRARYThe library of the Sorbonne University first opened its doors on 3 December 1770. More than 240 years later, Pradeau & Morin, a subsidiary of Eiffage specialising in the renovation of historical buildings and Eiffage Energie Ile-de-France, participated in the vast renovation project financed by City of Paris, which has owned the building since 1821. Everything has been redesigned to enable better circulation of users and facilitate access to the literary works. The office space, reading rooms and storage areas for books (on 11 levels, including 3 underground) have all been remodelled. The low voltage and low current supply for most of the building was renovated, and fire safety was coordinated with the other buildings that make up the Sorbonne University. Electricians from Eiffage Energie were quite often literally in the dark, since the plans that had been provided did not match up with reality on site. Delivery took place between October 2012 and April 2013. —

POINTS OF REFERENCE

€2 million of works

800 RJ45 sockets installed

The polar crane, located beneath the reactor building dome, allows the handling of heavy loads.

Everything has been redesigned to enable better circulation of users and facilitate access to the literary works.

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July 2013 9

synergie GROUP MAGAZINE10

GUEST INTERVIEW

system where everyone is waiting for everyone else! Whereas clear messages would restore business confidence and support economic activity.In any case, there is no real dynamic at local authority level to initiate public works. However, recently, during the Meeting of small towns in France that

→ Bruno Cavagné,

Vice President of the National Federation of Public Works (FNTP)

Synergie: How is activity in the public works sector looking in the first half of 2013?

Bruno Cavagné. If we consider the total annual volume of work carried out, which reached €39.9 billion in 2012, we have virtually gone back ten years, because the profession has returned to 2002 levels. In addition, there are very significant differences starting to appear between urban and rural areas. Over the past ten years, public works in the Ile-de-France region rose by 25%, whereas it decreased by 25% in the Limousin.Some regions and certain cities have launched very large projects, including the Tours-Bordeaux and Le Mans-Rennes high speed rail links. In contrast, a whole section of rural areas and smaller towns are reducing their level of investment, because grants and subsidies from the Government or General Councils are being cut. The result of this situation is a price war which specifically impacts on SMEs. Large groups like Eiffage are better able to support their activity in the medium or long term thanks to concessions or public-private partnerships

Synergie: The dismantling of Dexia Bank had raised major concerns about local authority financing. Are these concerns now in the past?

B.C. : The first project that was aimed at addressing the disappearance of Dexia did not meet our expectations, because many site owners and joint public-private companies (SEMs) were excluded from the scope that was being considered. Today, the situation is said to be resolved and the Banque Postale appears to be taking over from the former Franco-Belgian institution. However, the wait-and-see policy that has arisen from this crisis still appears appropriate. Normally, the years preceding local elections generate a boom in terms of public works. However, in this respect, 2013 is shaping up to be the least productive pre-election period for thirty years!

In addition to this, although interest rates are moderate, they still remain higher than they were in the past, which is delaying some projects. Act 3 of the decentralisation process that will reshuffle the cards between regions and cities, will further increase the lack of visibility. In some respects, we are in a

“Maintenance and modernisation of national heritage sites represent significant potential for public works”

The Vice-President of the FNTP reports on activity in the sector. He calls for a ten-year recovery plan that would give companies the visibility that they lack. In addition to the advantages that new infrastructures would generate, he insists on the potential represented by the maintenance and renovation of national heritage buildings.

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July 2013 11

brought together 350 locally elected representatives, some expressed a willingness to reduce their operating expenses in order to maintain investments. This is a very positive sign.

Synergie: The public works sector is wondering what the major projects will be post 2016-2017…

B.C. : We suffer from a lack of sustainable and dedicated funding. The Agency for Financing the Transport Infrastructures of France (AFITF) should be the strong arm of the state in this sector. But even its future appears compromised. If we fail to obtain ring-fenced funding for the industry over the long term, we will always be facing the same difficulties. That is why we are always very sceptical regarding the various public announcements that are made. This issue of funding is essential for our sector.

“Public works lack sustainable and dedicated funding”In this respect, it is time to clarify the debate: either you consider that public works should be funded by public money, in which case you draw up a programme for investment in infrastructure over ten years and ring-fence the necessary funding, without having to legislate every year. Or, you agree to the use of private funding. Public-private partnerships are, in this respect, neither a stumbling block nor a panacea. In public works, the use of PPPs represented just 3.5% of the total business conducted - this is based on the latest data available dating back to 2011, i.e. before the Tours-Bordeaux and Le Mans-Rennes high speed rail links. It is far from excessive. Moreover, the PPP is the only model of devolution contract that enables a portion of the work to be set aside for SMEs, therefore preserving the regional economy.

Synergie: In this context, what do you expect from the overhaul of the National Transport Infrastructure Scheme (SNIT)?

B.C. : In its original version, the SNIT was in many ways simply a never ending inventory: it pinpointed €245 billion worth of projects, none of which had funding. We are following with great interest the work currently being carried out by Philippe Duron, MP for the Calvados region, by means of the Mobility 21 commission, whose results are due to be announced late June.This committee is responsible for ranking the top priorities among the 70 projects that have been identified, and will therefore be making choices between, for example, the high speed rail connection in the south of Paris, the railway bypass to the west of Lyon, the project to widen the A31 motorway between Toul and Luxembourg, the Paris-Orléans-Clermont-Ferrand-Lyon high speed rail link, etc. The Seine-North Europe Canal project is not going to be carried out according to the original plans and the Lyon-Turin rail link is going to be delayed. We were concerned about the possibility of the Bordeaux-Toulouse high speed rail link being abandoned, but this has been denied by the Minister of Transport, Frédéric Cuvillier. In any case, drawing up a plan to overhaul infrastructure over a period of ten years would provide companies with the visibility that they are currently lacking and would therefore respond effectively to the crisis, providing of course that the funding exists.It seems to be accepted, and we welcome this, that in addition to the construction of new infrastructure, the proposed plan will include the maintenance and modernisation of national heritage sites. Renovation has in fact reached the point of necessity in France, and it could prove to be a real source of business. Out of the 120,000 concrete bridges located in France, 20% are in need of repair. 130,000 litres of water are being lost every 30 seconds, while power cuts amount to 73 minutes per person per year! There is the potential here for significant levels of public works that wouldn’t necessarily require billions of euros of investment.

Synergie: In this tough economy, has construction of the 200 km Greater Paris automatic metro line been confirmed? What will be the impact on the sector?

B.C. : We welcome the fact that the Greater Paris development is now set in stone. This project represents €20 billion worth of contracts to be launched in 2015, and will include construction of 100 km of tunnels and 72 new stations. The Greater Paris development will generate 10,000 permanently located jobs, and 750,000 hours of further training. This is a boon for the entire sector. However, this super-metro line may further accentuate the differences between the Paris region and the rest of France. We mustn’t forget that the rest of the country sometimes suffers a great deal. —

“The biggest advantage of an overhaul of infrastructure over ten years is the visibility this would bring”

Bruno Cavagné, 50 years of age, was appointed Vice President of the FNTP in October 2012. In Toulouse, he heads the Giesper Group, which is active in major building works, pipework, civil engineering, painting, recycling, the hotel industry and promotion in the South of France, but also in Guadeloupe and Martinique. He was previously Director and board member of the FNTP and, since

2008, he has chaired the Regional Federation of Public Works in the Midi-Pyrénées.

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Eiffage is developing in Africa and some Asian countries with poor infrastructures.

The global development challenge

Eiffage Internat ional , an international subsidiary of Eiffage Travaux Publics, is to carry out

the yard works for the modernisation and expansion project of the container terminal at the port of Lomé, in Togo. The contract is valued at over €26 million. This operation will enable Eiffage to consolidate its position in West Africa, where its subsidiary Eiffage Sénégal, established since 1926, is already very active, as is RMT Clemessy, strongly present in this part of Africa.International expansion is one of the strategic priorities set out by Pierre Berger, Chairman and Managing Director of Eiffage. From the seventies to the nineties, Eiffage was operating on all the continents. It is therefore just a question of restoring a dynamic that already existed, bearing in mind that Eiffage already has a strong foothold in Senegal where it has been operating for 87 years.Specifically, the Group is targeting mainly Africa, but also certain countries in Asia that are rich in natural resources and minerals but poor in terms of infras-tructure. The prospects are significant. On the African continent, there are 52 cities with a population of over one mil-lion, but only six public transport sys-tems, whereas the roadways network ratio is less than 1.8 km per 100 km². The energy deficit is striking: only 22% of the population have access to electricity. Similarly, in Asia, the proportion of treat-ment of used water is just 27%. The deve-lopment of urban and semi-urban transport systems and access to electri-city are major priorities. “In Africa, where average annual growth exceeds 5%, the exis-ting energy production and distribution infrastructures are already insufficient to cover the needs of the population or compa-nies operating in the area, such as mining companies,” explains Mustapha Kamar, Director of Sales at Eiffage Energie Transport et Distribution.

STRATEGIC COMMITTEEEiffage is already getting well prepared. A strategic committee has been set up. In addition, the Public Works and Metals divisions have set up an international development management team, and the Construction division has set up a similar structure, called Eiffage Construction Grand International (see opposite). The divisions are setting their sights on complex projects with high added value.Eiffage Energie, which already has thirty years’ experience in exports through its systems division, is keen to develop fur-ther. “We aim to increase annual export from almost €120 million currently, to €200 mil-lion by 2015,” specifies Mustapha Kamar, who explains that in thirty years, the division has never suffered from the problem of bad debtors. “We are already operating in Morocco and Algeria. We intend to expand in Ghana where we have won a 90 million euro contract to build two power

transmission lines, as well as in Senegal, where we are ensuring energy supply to the capital, Dakar, a contract valued at €32 mil-lion. We are targeting high-voltage substa-tions, shielded substations, transmission lines and power generation plants and renewable energy.”

COMPLEX PROJECTSAs for the Metals division, which is already highly focused on export through offshore activities, but also infrastructure, equipment, and niche

The Dakar-Diamniadio motorway in Senegal.

Unibridge® modular bridge in Irak.

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THE EVENT

A WORD FROM THE EXPERTS

Synergie: What is the international development strategy at Eiffage Travaux Publics?

C.C. : We are targeting eleven countries in Africa and three in Asia. Our focus will be primarily on complex projects with high added value that local companies do not have the capacity to undertake on their own. For example, projects launched by mine operators that involve not only developing transport infrastructure (port, railway lines, etc..), water and energy production infrastructures, but also mining centres. Mining mineral deposits, which is very often similar to earthworks, could also open up interesting perspectives. In addition, we are also very interested in large scale construction projects for bridges, viaducts, tunnels, as well as complex turnkey projects conducted with other divisions of the Group.

Synergie: How do you intend to succeed in these highly competitive markets?

C.C. : Its presence in Senegal is a great asset for Eiffage: this foothold gives us credibility in Africa as does the Dakar-Diamniadio motorway public-private partnership, which is a textbook example that can be duplicated elsewhere on the continent. However, in terms of the export market, Eiffage doesn’t have the reputation or the presence of its major competitors. Therefore, more often than not, we will be targeting private rather than public customers, for example, mining and oil companies that know us well. Our strategy also relies on partnerships with medium-sized companies that are well established and rich in references. This is, in my opinion, the most effective way to accelerate our international development. —

→Christian Combes,Director of International Development, Eiffage Travaux Publics

→ François Jullemier,Joint Managing Director of Eiffage Construction

Synergie: What is the international development strategy of the Construction division?

F.J. : It would be useless to try to compete with Chinese and Turkish companies on large housing development projects. Therefore, we have opted to intervene in design and construction in over the counter (OTC) markets - in other words, offer only turnkey buildings, where our added value is at its highest. In addition, we are increasing our efforts in three sectors: tourism, with luxury hotels and resorts; health, including hospitals; and culture, through universities. We are also working on flagship projects where we

can fully leverage our position as a major construction firm, and developer of “haute couture” services in the building sector.

Synergie: What are your financial goals?

F.J. : We would like to increase turnover for Eiffage Construction outside Europe to more than €100 million as of 2015. We are focusing on Central and West Africa. Apart from Senegal, we have just opened a branch in Gabon. At our head office in Vélizy (Hauts-de-Seine), we have set up a team of engineers that are specialised in price studies, and capable of pinpointing the specificities of various countries and markets. —

markets such as turbo-machinery, and bolstered by its specific expertise in outer structures, structures, and civil engineering works, it fully intends to capitalise on its excellent references. “We are positioning ourselves on flagship civil engineering projects with high added value in terms of engineering, such as for example the construction of a museum in the United Arab Emirates, or the football sta-diums for the 2022 World Cup in Qatar,” explains Vincent Papait, Director of International Development at Eiffage Construction Métallique, with Alain Baruc. “We are also targeting the road and rail transport infrastructures in Africa, that will be built as part of the urban and rail networks development framework. In this respect, numerous steel bridges, a large num-ber of which were built by the former Eiffel company, need to be renovated. We will be operating as part of consortium partnerships or as subcontractors to the lead contractor.” The company also intends to expand in the oil and gas markets: in 2012 it built an offshore oil platform in Gabon for Total, and is due to deliver a second plat-form in autumn 2013, this time in Nigeria. The energy and oil-related acti-vities run by Arnaud de Villepin now have sales offices in Algeria and Libya. Finally, Eiffage Concessions will be sup-porting the various divisions, particu-larly in terms of the financing and setting up of complex projects. —

Living quarters on the future Ofon (Nigeria) oil platform.

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July 2013 13

THE EVENT

Open to other culturesSome Clemessy employees are real globetrotters. They

have worked in Morocco, Russia, and even Brazil. But

in mid-May, returning from a business trip to China,

where he was conducting negotiations with the

automotive supplier Valéo, Philippe Guédon, Director

of Clemessy Ouest-Atlantique, specified: “Not

everyone can succeed in the export business. You

have to enjoy interacting with the people you will be

working with and never appear condescending.”

You also have to be persistent. Philippe Guédon recalls

the seventeen signatures that he had to get just for a

reception document for a test bench in Russia, his

partners being sticklers for observing the formalities.

The language barrier is also not easy to overcome,

and the use of interpreters is sometimes necessary.

“Patience, perseverance, tenacity”→ Comment by Gerard Sénac, Chairman and Managing Director of Eiffage Sénégal

Synergie: What should you pay attention to when working with partners from other cultures?

G.S. : The most important thing is to have respect for all cultures and their various characteristics. For example, in Senegal, I try not to schedule meetings at certain times, so as not to interfere with prayers. During the period of Ramadan, you have to avoid organising parties and respect those who practice fasting.

Synergie: Could you give us some simple tips for adapting?

G.S. : The key is to listen to your partners properly in order to understand them, and then give relevant answers. You also need continuity. You should be willing to forego some of the comforts linked to family life, or working hours. For example, here, what you say is very important; it is the principle of “talks”. People can call you at anytime, even at night. You need to be present and attentive. In short, three qualities are necessary to successfully integrate: patience, perseverance and tenacity. —

Power lines installed in Senegal.

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Clemessy: an export offensiveBrazil, Cameroon, China, Congo,

Ivory Coast, Guinea Bissau, Equatorial Guinea, Indonesia,

Malaysia, Morocco, Russia…: the Clemessy group is already highly active in the export sector. The company, specialising in electrical and mechanical engineering, generates about €121 million in sales worldwide out of total revenue of €635 million. “Our first international business dates back to the seventies when we followed the big industrial firms that we were working with at the time. Since then, we have continued to support our French clients abroad. We are also located directly in some countries through agencies, establishments and subsidiaries,” explains Jean-Martin Meyer, who is responsible for sales coordination for Clemessy’s energy customers, while at the same time heading the German subsidiary RMT. The latter achieves its entire turnover on the African continent, which amounts to approximately €65 million.“Being very active in the automotive sector, the Clemessy group followed Renault and Peugeot abroad and was able, in this respect, to absorb the economic crisis in the French market,” says Philippe Guédon,

Director of Clemessy Ouest-Atlantique. His teams have delivered test benches for Renault in Romania and assisted the French manufacturer at its plant in Morocco. Clemessy teams also work with the American company General Motors, and Germany’s Volkswagen. Two new branches are being created in China and Russia, to support the development strategy of the company within the automotive industry.The Clemessy group has also expanded in the transport infrastructure sector, designing toll stations, for example, as well as automatic vehicle detection systems and the CCTV system for the Dakar-Diamniadio motorway built by Eiffage Sénégal.Another advantage, Clemessy is also present in the petrochemicals sector, where it provides gas analysis equipment for oil platforms. However, energy is its leading international market: the company installs 30 to 50 MW diesel generation plants, high voltage substations and low and medium voltage electricity grids. In this respect, Clemessy, which has around 150 employees in Africa, but creates employment for over 500

people locally, works in partnership with Eiffage Energie and drives joint prospecting activities, in the Ivory Coast, for example. Last but not least, the company has broken into the cocoa industry and is building cocoa bean processing lines from the Ivory Coast to Indonesia. —

Managing major projects:

with skill and finesse

In just a few years, the Eiffage Group has strategically positioned itself among its

clients as a provider of global solutions for all types of projects, no matter how large

or small. However, the management of this kind of operation cannot be improvised.

A word from the experts and some good site practices.

REPORT

15July 2013

Saint-Nazaire hospital complex (Loire-Atlantique).

The trend is there and appears to be irrever-sible. From now on, to be able to exist among the majors in the world of construction, you

have to be able to offer global solu-tions to clients. Both public and pri-vate clients are looking for partners that can manage operations from A to Z, and very often expertise in public works, construction, electrical and HVAC systems is required. These are “turnkey” projects that can extend from just design-build to include financing, maintenance and opera-

tion, as in the case of public-private partnerships and concessions. A major consequence of this: conduc-ting these programmes requires appropriate management methods, regardless of the size of the project. Whether it concerns the deployment and maintenance of a high voltage loop at a hospital in Thonon-les-Bains (Haute-Savoie) worth €5 million, or the construction of the Bretagne-Pays de la Loire high speed rail link worth €3 billion, Eiffage has all the neces-sary qualities to market itself as lead contractor to clients. In fact, the Group has almost all the required

expertise in-house. All that remains is for the various divisions to work together to create synergies from the design stage onwards. “To achieve this, the head of the operation needs to leave his division “cap” to one side, forget indi-vidual interests and act in the sole interest of promoting Eiffage,” says Jean-Claude Mutel, Director of Major Projects at Eiffage Travaux Publics. A vital prin-ciple that goes hand in hand with a well-defined organisation.

MANAGING MAJOR PROJECTS: WITH SkILL AND FINESSE

…synergie GROUP MAGAZINE16

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MASSY CAMPUS : ONE OPERATION, SIX SUB-PROJECTS

Eiffage Construction has been entrusted, on a general contracting basis, with construction of the new Carrefour Group headquarters in the southern Paris suburb of Massy-Palaiseau (Essonne). The site has been baptised “Massy Campus”. It is one of the largest developments currently being built in France, with 180,000 m² of floors to be completed in just 28 months. In order to meet the particularly tight dead-lines, a project organisation incorporating the expertise of Eiffage Energie, Eiffage Energie Thermie and Goyer (Eiffage Metals) was put in place well upstream.Right from the preliminary phase, there was total collaboration between the divisions, which enabled a detailed roadmap for the project to be drawn up. On entering the construction phase, stakeholders had the necessary information to pinpoint their posi-tion on the critical path of the works’ progress. Meanwhile, in order to “break up” the sheer size of the operation, it was divided

into six sub-projects each with their own teams and their own income statements. From fore-men to company site workers, this organi-sation has enabled everyone involved to take full responsibility for the tasks assigned to them. Headed by the main project mana-ger, interface meetings have been scheduled each week to bring together the sub-project managers. This should ensure the smooth flow of information and coordination of the works.

Future Carrefour headquarters at Massy-Palaiseau (Essonne) (Groupe 6)

Jean-Philippe Galhardo,Project Manager, Eiffage Construction Grands Projets

“ Everyone set out their roadmap,

while at the same time taking into account the common interest of the project. ”

Jean-Claude Mutel,Director of Major Projects, Eiffage Travaux Publics

“ To achieve this, the head of the operation needs to

leave his division “cap” to one side, forget individual interests and act in the sole interest of promoting Eiffage. ”

Robert Janvrin,Project Manager, Eiffage Construction

“ Let’s not forget that it’s

the workers that make the sites. ”

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July 2013 17

Jarny sixth form college (Meurthe-et-Moselle) (Chabanne et Partenaires).

Synergie: What is the fundamental difference between managing “traditional” sites and managing turnkey

projects? P.L. : The transfer of risk management from the site owners to the companies is something new. As simple builders, we didn’t deal with the risks involved in the design, environmental risks, or - in the case of motorway projects - traffic risks. Today, we are increasingly responsible for the performances of the structures we build and, in the case of public-private partnerships

Patrick Laboureur, Eiffage consultant

THREE QUESTIONS FOR …

MANAGING MAJOR PROJECTS: WITH SkILL AND FINESSE

MOBILISING EXPERTISEMobilising expertise and creating an individual organisation represent two key elements that any complex ope-rations manager will prioritise. “Let’s not forget that it’s the workers that make the sites”, says Robert Janvrin, Project Manager with Eiffage Construction. “That is why, when we were preparing the management framework for the construction of the Saint Nazaire hospital complex (Loire Atlantique), I wanted to personally meet the twelve foremen I nee-ded, at their place of work. This enabled me to see how they interacted with their teams. The core field employees must be made up of at least 50% Eiffage company workers. They are the ones who have the necessary knowledge of the industry, the expertise and are familiar with the Eiffage culture. Lastly, special focus is placed on structure and reporting.”We should also remember the impor-tance placed on the coordination of implementation studies. Everything should be done to ensure that every individual concerned has, in due time, and no matter what, the correct ver-sion of the plans required to advance the works. There is no room for delays due to a missing “paper”. “Almost 90% of construction progress issues can be solved by a proper definition of roles, which should be established before the work even begins,” continues Robert Janvrin. “For the Saint-Nazaire hospital complex project,

a 35-page document was drawn up spe-cifying to the smallest detail the various roles”. This was a successful manage-ment approach that established “who does what” and set the scope for inter-ventions by the lead contractor, the subcontractors and the various trades.

ENSURING MANAGEMENT OF INTERFACESAll those that have been responsible for major projects or turnkey projects carried out by Eiffage appear to be unanimous. Difficulties met in their management roles go well beyond just sorting out technical problems. In one way or another, for the most part, these have in any case already been encountered during other ope-rations.

For Pierre Guilleminot, Deputy Project Manager of the economic interest grouping CLERE, created to construct the Bretagne-Pays de la Loire high speed rail link, the main pitfalls are situated at other levels. They concern management interfaces, organisatio-nal monitoring, a good integration of the project among all the stake-hol-ders and risk management. “In gene-ral, everyone knows what they are supposed to do,” he explains. “However, it is at interface level, for example between the lead contractor and the sub-contrac-tors or between the various trades, that frictions arise that can cause delays! Four or five working on a small construction site is already complicated, but imagine what it could be like when there are one hundred or more… It requires a certain permeability of structures between trades

and concessions, ensuring their operation and maintenance. This impacts on the entire management process of the project, since it can no longer be disassociated from the “long term”.

Synergie: Which totally changes the positioning of construction companies...

P.L. : Indeed! We have gone from being specialists in construction to being global project managers with responsibilities ranging far beyond just carrying out the construction works. The culture of a “turnkey” projects supervisor is radically different from that of a traditional project

manager. He needs to be highly attuned to risk, but he must also be committed to integrating all the skills required to conduct this kind of operation.

Synergie: Is the Eiffage Group equipped to cope with these new challenges?P.L. : Yes, because we have all the required expertise in-house. We have taken steps to acquire new skills (maintenance, operation ...) to complement our traditional trades. We should also recognise that the capacity of teams to develop synergies is a guarantee of competitiveness with regards to our competitors. —

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THE “CROIX-NIVERT” RELYING ON EFFICIENCYProject, cost, deadline. When projects – both large and small - are conducted on a “turn-key” basis, they have to meet these three criteria that also rhyme with one key notion: efficiency. “Since 2012, and in line with Eiffage business strategy, we have been examining how to improve productivity at our sites,” explains François Gandon, Technical Director at Eiffage Construction. A first test was carried out at a housing development site on rue de la Croix-Nivert in the 15th district of Paris. Movements, organisa-tion, transportation of equipment, equity position, workstations, daily production cycles ...: the site was fully scrutinised, which enabled us to eliminate several non-productive tasks and put emphasis back on some of the basics of the busi-ness. Today, our regions have joined in this approach by applying the process to at least one site per establishment.” There is just one objective: produce better, faster and in a safer working environment.

The Bretagne-Pays de la Loire high speed rail link.

as well as efficient communication and a highly specialised organisation, which should also be able to support being chal-lenged in order to “adhere” to project progress.”Listening and discussing with people in the field form an integral part of this organisational monitoring, other- wise tensions can progressively appear within teams and between trades. “In my opinion, the project mana-ger’s office door should always be open,” says Robert Janvrin. “Managing large scale projects also requires what I call cafeteria management.” There is no better way of getting teams to bond - whatever the size of the pro-

ject – than getting round the coffee machine or a meal in order to listen to employees and get a measure of the site.

ANTICIPATION IS THE KEY TO SUCCESSIf management requires anticipation, project management requires risk anticipation. “As heads of these large scale operations, we should be able to take a broader view and not wait until our back is up against the wall to take action,” says Jean-Claude Mutel. “It is necessary therefore to set up a specific organisation to manage these risks as far upstream as

TRAINING

MANAGERS FOR LARGE SCALE PROJECTSLarge scale projects, often assimilated with turnkey projects, represent a major development for Eiffage, both in France and at international level. In this respect, a dedicated training course for project managers has been set up at Group level. Twenty-four employees from all the various divisions, already having some experience of these operations, participated in the first training session launched in late 2012. The programme was headed by Robert Janvrin, Patrick Laboureur and Jean-Claude Mutel, three “distinguished players” who have steered flagship operations entrusted to Eiffage in recent years, together with Xavier Lanthiez, Director of Human Resources Development at Eiffage. Technical, legal, management, purchasing, sales... these are the key topics covered with the help of external contributors. The success of the programme ensures that it will be run again in 2014.

…

François Gandon, Technical Director, Eiffage Construction.

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July 2013 19

GABON: TEAMWORkDetailed studies, purchasing of materials, execution of works, installation and start-up at sea: the organisation of tasks set out by Eiffage Construction Métallique for the construction of the oil platform anchored at the Anguille oil field off the coast of Gabon, followed a tried and tested programme. “In order to carry out this kind of operation, it is important not to skimp on human resources, confirms Dominique Bellegy, Head of Contract Management. Having a workforce that is ultra-competent and sufficiently large to be able to act with maximum responsiveness, is essential in order to constantly adapt to customer needs, in this case Total. I personally oversee coordination between teams, but I also make sure that the people in place

deliver proper follow-up of their responsibilities. For example, buyers verify the conformity of products, check that the proper rates are applied and that delivery dates are respected. They are not content to place orders by phone... and then just wait! Another example is the “mechanical equipment” for the platform. The person in charge takes part in studies, makes his order recommendations and follows up equipment production right up to its commissioning offshore” In the event of any slippage in deadlines, the entire project team can rely on other plants in the division to outsource some elements of the work in order to recover the initial schedule. This guarantees timely delivery for the customer.

possible.” In practice, risk manage-

ment, will translate into, on the one

hand, the holding of regular ad hoc

meetings bringing together represen-

tatives from all aspects of the

construction site; and on the other

hand, full and complete powers being

conferred on the project leader to

decide on any action to be taken to

counter identified risks. Once again,

good communication in the field will

enable the project manager to detect

any possible risks that have not yet

been identified… and which some-

times bear no relation to the actual

construction works! In this respect,

teams working on the Bretagne-Pays

de la Loire high speed rail link project

realised they needed to book in 2013

the test trains required to validate

compliance of the infrastructure in

2017! Failing this, the opening of the

link might have been delayed, since

these trains are in fact too few in num-

ber to be available at the same time

at both the Eiffage site and the Tours

(Indre-et-Loire)-Bordeaux (Gironde)

link being built by Vinci. —

Testimonial → Philippe Domagala,

Director of Eiffage Energie Thermie-Grand Est & Eiffage Energie Lorraine Marne Ardennes

“Acting in the general interest of the site”The job carried out by the project leader is essential in an environment where contracts are awarded as packages, combining electrical engineering and environmental engineering. He acts as the “leader” of the temporary structure created for the duration of the project, an entity in which everyone is obliged to put aside the interests of their particular division in order to

concentrate on the project in hand. In the role of orchestra conductor for teams with a variety of expertise, the project leader has just one discourse and one guiding principle: the general interest of the project. If there are problems, it is up to him to provide the solution that his teams will have to implement. This avoids any confusion regarding the instructions to be followed or “scrambled” messages. Helping to move things along quickly and efficiently.

Dominique Bellegy, Head of Contract Management, Eiffage Construction Métallique

“ Having a workforce that is ultra-competent and sufficiently large to be

able to act with maximum responsiveness. ”

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Anguille offshore oil platform, Gabon.

Cooling tower at the Civeaux (Vienne) nuclear power plant.

July 2013 21

Nuclear sector works:

Eiffageis getting readyEDF is planning to carry out €55 billion worth of investment in its nineteen nuclear power stations in France. Eiffage is committed to consolidating its position in this sector.

It’s a huge challenge, and a major market. EDF is planning to carry out almost €55 billion worth of investment right across France by 2025. There are two main objectives. The first challenge is

to extend the useful life of its nuclear power plants by twenty years, while at the same time improving their performance and reliability - what the public operator is calling a “major overhaul”. This first phase alone represents some €45 billion worth of investment, since EDF manages 58 generation units (50 of which are of the same type) distributed over nineteen sites. In fact, many of the key components of the nuclear power plants – steam generators, main transformers, generators, condensers, wiring, control systems – need to be refurbished or replaced.At the same time, in the wake of the accident that took place in Japan at the Fukushima plant, the nuclear safety authority has set out a list of required renovation works, compiled following an audit of the sites, in order to provide better protection of production facilities against various hazardous incidents (floods, earthquakes, etc.). Part of this list needs to be achieved by 2020. This includes,

FOCUS

in particular, emergency diesel-fired generators to be located in perfectly sealed facilities, to be used as back up for existing emergency diesel generators; raising the height of dams; improving control systems; and the installation of ultimate make-up water feed circuits. Investments are valued at almost €10 billion. The dismantling of obsolete nuclear plants also opens up business opportunities.In this perspective, Eiffage, which participated in the construction of almost 30% of the French nuclear fleet up until the late nineties, and provides some of its maintenance, is getting ready. A strategic committee to coordinate inter-division nuclear works meets on a quarterly basis, chaired by Pierre Berger, Chairman and Managing Director of the Group, and Jacques Huillard, Chairman of Eiffage Metals division. It is steered by three pilots: Philippe Dubuisson, Director of Clemessy Nucléaire, the Clemessy dedicated division, Stephen Royer, Director of Nuclear Development at Eiffage Métallique, and Thomas Tiberghien, Head of Civil Engineering and Nuclear Structure at Eiffage Travaux Publics.

TWO TO THREE TIMES MORE WORK

“We are trying to develop nuclear activities at Group level, create synergies and develop common tools,” explains Stephen Royer. “Although each company is preparing individually for future tenders related to the “major overhaul”, we are also working together on specific areas such as

water supply issues highlighted by the Fukushima accident,” he continues. “The volume of work is expected to be two to three times greater than in previous years,” specifies Thomas Tiberghien. “We are familiar with EDF requirements, and are therefore ready to carry out extensive studies and deploy significant framing measures. The Eiffage Travaux Publics training centres are ready to train setters or machine operators. However, work resulting from

The Eiffage Group can intervene at various levels of the nuclear process.

Nuclear power station, Cruas-Meysse (Ardèche).

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FOCUS

PARTNERSHIPSEiffage Travaux Publics, which generated approximately €25 million worth of sales in the nuclear sector in 2012, has entered into a partnership with a drilling company for the construction of additional water supply systems. The division is also providing support for Eiffage Construction Métallique with installing steam generators. “We are ready to respond in partnership with Clemessy to the first tender whose objective is to set up a local crisis centre at the Flamanville site [third generation EPR power plant]. We are bidding for various framework contracts for civil engineering and roads and other networks, and we have just won a 10 million euro contract for gas-fired facilities at several sites,” adds Thomas Tiberghien.The Metals division, with more than €70 million in turnover in the nuclear sector in 2012, hopes to benefit from the leadership of its specialised Munch factory and its “mechanical and systems” activity in three niche markets: maintenance of condensers located at the heart of the nuclear plants, replacement of steam generators and, in its mechanical components and systems element, construction and renovation of cranes. Eiffel Industrie is participating in the maintenance of certain sites – taking care of piping, valves, and mechanical elements. —

EDF calls for tender shouldn’t materialise before mid-2014, or even 2015,” he warns.In any case, our companies have much to offer. First and foremost, Clemessy, a leader in the field within the Energy division, since it has been working with EDF for forty years and has 450 collaborators specialised in the nuclear sector, out of a total 5,000 employees: “We are present at nineteen EDF sites,” explains Philippe Dubuisson. “Clemessy Nucléaire, which offers all the qualifications required by the energy company, is active in all the general electrical installations (control systems, lighting, fire safety systems, etc.) and security systems (site protection, video surveillance, telecommunications and fibre optic networks). We are also well positioned in the field of automated systems and nuclear instrumentation, i.e. all the equipment required to manage and control flows, pressure, vibration and temperature of gas fluids in the nuclear process.”Clemessy Nucléaire increased its volume of orders from €18 million in 2005 to €87 million in 2012. “At present, we are targeting €100 million this year and 150 million by 2016-2017,” continues Philippe Dubuisson. “We have already won a contract worth €40 million, to replace the switchboards in nine power plants. We have also submitted two bids for the general electrical instrumentation and ultimate emergency generators, contracts that together are valued in the region of one billion euros. Clemessy would be fully able to cope with bidding response times that are sometimes very short, as well as the work itself, calling on all the resources available in the company, under the leadership of Clemessy Nucléaire,” he explains.

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July 2013 23

Casing operations (Munch).

Polar Bridge at the Olkiluoto plant (Finland).

POINTSOF REFERENCE

950 m3  of concrete

24,000 m3  of excavated earth

35,000  working hours

100  tons of steel

A makeover for the “Carreau du Temple”

Located in the heart of the 3rd district of Paris, the “Carreau du Temple”, one of the great halls designed by Eiffel and built in Paris in the nine-teenth century, is being fully reno-

vated by Eiffage Construction Métallique in partnership with Pradeau & Morin, a subsidiary of Eiffage Construction specialised in the rehabilitation of national heritage buildings. Work is being carried out under the supervision of the Jean-François Milou firm of archi-tects. This spacious and elegant former covered market, built in 1863, is to be trans-formed into a complex for sport and culture. It will host fashion shows and concerts, as well as exhibitions and trade fairs. “On the ground floor, a 250-seat auditorium and 1,800 m² of modular space have been created, and in the

basement, there are three large sports halls and recording and music studios. All the technical equipment is located in the mezzanine,” explains Romain Chiesa, a foreman with Pradeau & Morin. “We were pleased to be able to showcase the building, which had been totally forgotten by

local residents, without undermi-ning its original character,” says Yann Lawrence, Director of Sales at the assembly-rehabi-litation department of Eiffage Construction Métallique. The work carried out by Eiffage represents globally 30% of the

total budget for the project, which equates to almost €20 million out of a total 68 mil-lion. Completion of the project, which began in June 2010, is scheduled for December 2013, and opening of the “Carreau du Temple” to the public is scheduled for the first quarter of 2014.

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A SITE IN PICTURES

Vue générale du chantier du Carreau du Temple (Paris).

8,000 m² of new floor spaceThe building itself has been radically remodelled. Two basement levels have been created from scratch, so that the surface area has increased from 4,000 m² to 12,000 m². The work was carried out at the same time as archaeolo-gical excavations which lasted a year and uncovered the foundations of an old market but also revealed600 skeletons! 24,000 m3 of

earthworks were evacuated in the heart of Paris. Then, the outer walls were underpinned. The walls in the basement were made in architectural concrete finished in such a way that they don’t require painting. A total of 12,000 m² of flooring was created.

THE METAL FRAME HAS BEEN COMPLETELY RENOVATED

The metal frame, which is classed as a historical monument, was first of all stripped to get rid of its coa-ting of lead paint. Then, any ele-ments of this iron and cast iron lattice frame that were too broken or too corroded were replaced. A hundred tons of steel were used.

“We redid all the calculations because additional weight would be applied, which required the structure to be rein-forced,” explains Yann Lawrence. Then the huge skylight and roofing were restored and photovoltaic panels installed on the roof. A CRANE OPERATING

IN A SPACE THE SIZE OF A POSTAGE STAMP!The installation of the thirty pre-stressed concrete beams 16.50 metres long and weighing 11 tons each, that make up the ceiling for the future gyms, was one of the defining moments of the project. “Given the narrow side streets and the presence of the frame, it was necessary to move the beams lengthways and then install them using hydraulic jacks. Then, a mobile crane, specially installed on the site, enabled us to install architectural concrete slabs six metres high,” explains Romain Chiesa. To prevent propagation of noise from the auditorium to the gym, the beams are rested on spring boxes. The project mobilised around 80 people. —

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Installation of concrete beams

A mobile crane

Remodelling of the basement.

The new Jean Jouzel University hall of residence in La Rochelle (Charente-Maritime), providing 120 student lodgings, should be delivered by Eiffage Construction at the end of August 2013, after only nine months of work. The building, named after the 2007 Nobel Peace Prize winner for his work on global warming, will be 40% more economical than the level retained for the RT 2012 standard.The modules that make up the building, which are prefabricated at the factory in Fresnay-sur-Sarthe (Sarthe) and marketed by Eiffage Construction under the brand name Concept Lignum®, are capable of storing 150 kg CO2 eq per m² of floor area. They combine solid wood, which guarantees high carbon storage, lightness of structure, and easy modular design, with a cement foundation that provides thermal comfort and robustness. This model is also distinguished by the speed at which it can be deployed: in January and February, Eiffage Construction Poitou-Charentes completed the earthworks and concrete foundations, while at the same time Eiffage Construction Industries began manufacturing the units. As soon as the construction works were complete, the first modules were delivered and installed at a rate of four units per day. —

“Changing the face” of secondary schools in Seine-Saint-Denis is the aim of an exceptional investment plan by the General Council over 2010-2015. Since the partnership agreement was signed in April 2012, Eiffage teams have been engaged in a race against the clock. The objective: deliver eight schools (Aubervilliers, Aulnay-sous-Bois Blanc-Mesnil, Bondy, Clichy-sous-Bois, Noisy-le-Grand, Le Raincy, Saint-Denis/Saint-Ouen) for the school year starting September 2014.All the building permits have been obtained and all the building sites are up and running. Steered by the client, Eiffage Concessions, the work carried out by the various subsidiaries of Eiffage Construction is being done simultaneously. The Group is committed to hiring SMEs for 45% of the work. The schools will also include facilities that are open to the public, to enable their use outside of school hours, including for example three gymnasiums and a swimming pool. —

Eiffage has a new organisation in PolandMaking Eiffage’s structure in Poland more consistent is one of the reasons for changing the name of the Group there, which on 10 May 2013 became “Eiffage Polska”.The company now has three main divisions:- Eiffage Budownictwo Polska (general contractor);- Eiffage Polska Koleje (construction, modernisation

and maintenance of railways and railway infrastructure);

- Eiffage Polska Instalacje (design, installation and maintenance of facilities).

Within this group, Eiffage Budownictwo Polska has to its credit 500 completed projects – ranging from hotels to office buildings. At the moment, the subsidiary is building the “Italy Green” residential complex in Warsaw, the 4-star Hilton Garden hotel in Krakow and the Amber shopping complex in Kalisz (in the centre of Poland). Eiffage is also present near Poznan via Defor, a subsidiary of Goyer specialised in high-quality facades. —

CONSTRUCTION

The Science and Industry Museum is expandingIn autumn 2014, the fourth bay of the Science and Industry Museum (Cité des Sciences et de l’Industrie) at La Villette (Paris), will open “Vill’up”, a 24,000 m² leisure and shopping complex. Developed by real estate operator APSYS, the project, designed by architecture firms Scau and Alain Farel and entrusted to Eiffage Construction, represents an investment of €110 million. Eiffage Construction Métallique is to build almost 2,000 tons of structural steel framework - a third of which will be used to rehabilitate existing

structures. The space, which has never been used, is 63 metres wide, 100 metres long and 40 metres high, and will house 24,000 m² of useful commercial area, complete with a 16-screen Pathé cinema and an iFLY freefall simulator. There will also be a children’s area, a Moov’box multi-technology leisure complex, 5 hypermarkets, 25 shops, cafes and restaurants. —

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NEWSA wood and concrete hall of residence

Secondary schools in Seine-Saint-Denis:a race against the clock

The banks of the Seine are looking goodThe redevelopment of the banks of the Seine in Courbevoie (Hauts-de-Seine) aims to bring together the city and the river. From March 2012 to June 2013, Eiffage Travaux Publics Réseaux and Eiffage Construction Maritime et Fluviaux developed the pedestrian and landscaped areas, created corbels and built a staircase overlooking the RD7 between the banks and the concrete slab along the Seine. The contract was valued at €16.5 million. —

40,000 tons of cerealsFollowing delivery in 2008 of a plant health production facility for the agricultural trading group Square, the teams at Eiffage TP Nord were contracted by the same client to construct a grain storage silo with a capacity of 40,000 tons, at Rouvignies near Valenciennes (Nord). This second contract also provided for the construction of a drying unit consisting of two dryers, office space, a dust storage facility, two weighbridges, and a platform for unloading, all designed by civil engineers.The earthworks, construction of two holding ponds, as well as project management and roads and other networks for the project, were provided by Eiffage Travaux Publics road crews. The facility will enable shipment of 400 tons of grain per hour, both to the Paris region and to Belgium, by the end of 2013. —

Access platform for the Majunga TowerIn Puteaux (Hauts-de-Seine), teams from Eiffage Travaux Publics began work on developing the area around the Majunga Tower in February 2012, and completed the work last June. An impressive 2,000 m3 of polystyrene was used to create the lightweight fill. It has modernised this area of the esplanade at La Défense, with the introduction of a metal staircase that uses BSI® concrete (ultra high performance concrete developed by the company), an escalator and a complete granite surface. —

400 ton bridge shunted into position over the A43 motorwayAn impressive operation to shunt a 400 ton bridge into position, took place during the night of April 16 at the junction of the A43 (Lyon-Albertville) and A432 (Miribel-Saint-Laurent de Mure) at Grenay (Isère) on the APRR motorway network. The motorway was closed to traffic so that teams from Eiffage Travaux Publics could install the 85 metre long and 13 metre wide construction, which consists of a metal frame and a 500 m3 concrete slab weighing 200 tons.The frame, manufactured at the factory in Verdun (Meuse), is made up of two beams of 1.4 metres in height, held together by cross beams or spacers. The various elements of the deck were transported by special convoy to the north abutment, where they were then assembled. —

PUBLIC WORKS

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The historical buildings of the National Library of France, located at 38, rue Richelieu, in Paris, are currently undergoing renovation. The project, launched by Oppic, the historical buildings operator of the French Ministry of Culture, concerns numerous listed buildings. Eiffage Energie is paying particular attention to the installation of new electrical systems. Everything has to be concealed, passed through raised floors or wooden troughs, in order to blend into existing racks, which requires very specific design studies. Completion of the works (estimated at €11 million) is scheduled for June 2015. —

A star studded palaceThe renovation of the famous Ritz Hotel, Place Vendôme in Paris, is in full swing. Once the entire interior of the building has been cleaned and stripped, it will be remodelled with a view to becoming a luxury “palace” hotel! Teams from the major works division of Eiffage Energie Ile-de-France will be working on site from May 2013 until late 2014. They will install the strong current systems, from the transformer to the lighting and electrical sockets. As well as communal spaces, 137 rooms will be fitted out to luxury standard. —

Clemessy confirms its participation in the Embraer KC390 programmeFollowing an important order from the Goodrich Corporation (now UTAS) at the start of 2012, for 29 primary flight controls test benches, as part of the new Brazilian military aircraft programme, the Clemessy group has won a new contract with the supplier Hispano Suiza, part of the Safran group. The objective: provide the electrical distribution validation system for the aircraft. This project is an opportunity to implement a Clemessy investment based on an evolution of its TestInView test system, financed by the European Union. —

ExoMars Mission: Clemessy is taking partMars still arouses great curiosity among scientists. Two missions are planned for 2016 and 2018 under the name of ExoMars – an exploration programme for the red planet initiated by the European Space Agency. ThalesAlenia Space, a joint subsidiary of Thales and Finmeccanica, and

its client, have chosen Clemessy to create the test systems for both projects. For each of the two missions, two modules will be created: a TGO (Trace Gas Orbiter) whose purpose is to remain in orbit around Mars and an EDM (Entry and Descend Module) that will land on the surface of Mars. For the TGO subsystem, Clemessy will build two bays to

feed and test the two modules on the ground, and two solar simulators, and a pyrotechnic test system. For the EDM subsystem, two bays will be built to feed and test this module on the ground, two more to test the pyrotechnic initiators and a third to charge the batteries before launch. —

France and Spain connected65 km long, using underground technology, the 320 kV (2 x 1,000 MW) DC line connecting the substations at Baixas, near Perpignan (Pyrénées-Orientales) and Santa Llogaia, near Figueras (Catalonia), will be operational in 2014. It will consolidate regional energy supply and allow a better integration of renewable energy onto the grid. This complex project represents an exceptional challenge for Eiffage Energia via the tunnel built by Eiffage Travaux Publics: it is the first European interconnection to be commissioned for 30 years. Funded by the European Union to the tune of €225 million, it will contribute to the creation of a European electricity market. —

A historical buildingsite at the Richelieu quadrangle

ENERGY

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NEWS

At the beginning of June, teams from Eiffage Construction Métallique completed installation of the glass sails for the Louis Vuitton Creative Foundation building, which will house the art collection of Bernard Arnault, Chairman of LVMH, from the second half of 2014. This exceptional building, located in the Bois de Boulogne in Paris, has 13,500 m² of glass sails, requiring 3,430 curved glass panels that are all different! Engineers and site workers put the finishing touches to the largest canopy that extends 3,000 m², through to the smallest extending 600 m². Bad weather delayed application of the silicone grouting by specialised subcontractors and their rope access technicians. But efforts at the site, where teams work from 6 a.m. to 10 p.m. and on Saturday mornings, helped to recover delays. Finally, in early June, the first watertight tests performed in the presence of the client and project management proved to be a success. The most complex, the most technical, and the most emblematic part of the Louis Vuitton Foundation building works are nearing completion, leading on to the operating phase before acceptance and approval by the client. —

1, 2, 3… take a break!In 2012, APRR offered motorists using its network the opportunity to discover the culinary art of the French regions. Along similar lines, this year APRR and AREA have organised, as part of their “25th summer service areas festival” a

programme of relaxation and well-being that will be open to the public at its service stations. There will be massages for relaxation of body and mind, naps in dedicated areas both indoors and outdoors, sampling of organic products for food lovers and physical activities for relaxation time with the family. The programme for the motorway well-being festival is available on the new m.aprr.fr mobile site. —

Twelve glass sails for the Louis Vuitton Foundation building

METAL

APRRThe prevention of accidents at work is a daily effortThe prevention of accidents at work among employees of the APRR group remains a priority. In 2012, the motorway concession company recorded an accident frequency rate in this area (number of accidents with lost time per million hours worked) of 6.91, whereas previously this had never been lower than 10. A record for the company and for the motorway sector! But efforts need to be maintained. In almost twenty years of existence, accident prevention management has become everyone’s business, thanks to an appropriation encouraged by management. Expanded over the years, today it is widening in scope to ensure that everyone involved takes proper responsibility, which means all the departments of the Group and all levels. Steering and monitoring committee, regional and local prevention committees, quarter hour prevention sessions, systematic analysis of accidents, education, training, “Ribbons for prevention” that each year reward initiatives to reduce professional risks – all these measures help to remind people that prevention is a necessity at all times. —

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COMMITMENT

Better recovery of wasteThe reduction of waste

generated by construction

sites is an environmental

and an economic challenge.

Our divisions are adapting

and finding solutions.

A lmost 1.6 million tons of waste! That was the volume of waste handled by Eiffage in 2012. It is

a major environmental and economic challenge. And each division has its own specificities. For Eiffage Travaux Publics, the recycling of asphalt is one of the main issues. “Our goal is to increase our recycling rate from 11% today to 15% by 2015,” says Charlotte Valancogne, Environmental Engineer. “This is a complex issue, which requires heavy investment in production tools. These become profitable after a just a few years due to the double savings achieved by reduced landfill disposal and purchase of aggregates and bitumen present in asphalt mixes1,” she continues.

RECYCLING RUBBLEFurther upstream, important sorting work is being carried out. Metals, pac-kaging, cardboard, wood… nothing is left to chance. “Sorting at our sites is increa-singly efficient, and we are developing new recovery streams, for example recycling plas-ter and carpet,” specifies François Dapilly, Project Manager in the quality environ-ment innovation and sustainable deve-lopment department of Eiffage Construction. “In addition, we are currently conducting a study on recycling glass.”Synergies are also being developed between the divisions. Working together, the Public Works division and Eiffage Construction Val-de-Seine have set up a recovery chain within the Group. This idea, driven primarily by Corinne Michelot, Head of Quality Environment at Eiffage Construction Val-de-Seine, and Sylvie Jacob, Head of Environment at Eiffage Travaux Publics, has been

entered for the Innovation Trophies 2013 awards – an in-house competition orga-nised by the Group - after being acclai-med by the Ile-de-France Regional Council. It is based on reusing inert waste generated by construction sites.Eiffage Travaux Publics can in fact incor-porate this type of recycled waste into the layers used for road surfacing, in the place of traditional mixes produced from quarrying. It took a long period of discussion and the involvement of numerous stakeholders to set up the dedicated organisation that has enabled links between the two businesses. The materials in question have to be sepa-rated at the source to ensure their “recy-clability”.In addition, a specific organisation had to be set up to carry the debris from one site to another and to properly sort the rubble for the recycling platform. The result is three important benefits: an energy benefit due to a reduction in

transportation distances; an economic benefit due to lower waste treatment costs for the Construction division and lower procurement requirements for the Public Works division; an ecological benefit derived from limiting the use of natural resources and a reduction in carbon emissions.

REDUCTION AT THE SOURCEHowever, although there is better reco-very of waste materials within the Group, it still represents a significant challenge that needs be addressed, as Charlotte Valancogne explains: “The ideal solution would be to reduce the initial pro-duction of waste materials, in order to reduce the cost of treatment.” With simplified administrative management for all stakeholders (from waste producer through to waste disposal, via the main project manager), who would be exempt from producing waste tracking slips.

Waste sorting is becoming increasingly efficient.

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This compression at the source neces-sarily requires better dialogue between the various partners, particularly sup-pliers. “Pallets sometimes arrive wrapped in plastic, which generates additional non-hazardous2 waste, and carries an additional cost. Also, some liquid products are delive-red in drums or containers that have to be cleaned before being dispatched for recycling or reuse. Bulk delivery would enable the volume of waste to be drastically reduced and would therefore also reduce the cost of processing and management, for both the supplier and the user,” explains Charlotte Valancogne. A point of view shared by François Dapilly: “In particular, we need to insist that suppliers limit the production of waste products. This is a problem similar to the issue of surplus packaging in the agro-food industry.” —

(1) During road resurfacing, or mechanical decons-truction, the constituents of the various layers are recovered and sent to a recycling facility where they are sorted, crushed and graded to make new materials for use in future productions: asphalt mixes.(2) Non-hazardous waste includes packaging, but also plaster, wood, metal and most plastics. The cost of disposal of this type of waste is much higher than that of inert waste.

Eiffage Travaux Publics and Eiffage Construction Val-de-Seine are implementing a waste recovery organisation within the Group: rubble generated by construction sites is reused in road surfacing.

Testimonial → Damien Cercueil, Head of Monitoring and Expertise, with the APRR

major investment and development department.

Some residents use APRR waste containers to dump their rubbish. Why?These practices are linked to certain local authority policies on waste management. In order to reduce the amount of waste and empower residents, rubbish bins are being invoiced by weight. In order to reduce their bills, some residents prefer to dump their rubbish in containers outside toll stations, for example on sections of motorway that are toll-free. This is the adverse effect of a virtuous policy.

What is the biggest challenge in terms of waste disposal?Firstly, the impossibility at present of recycling certain motorway waste

materials such as sludge in settling ponds (APRR operates 1,200 ponds). This type of waste is not hazardous in itself, but there is no alternative to landfill. We must find

a way to treat this waste without harming the environment. Moreover, and this is an issue which we have been dealing with for some time, we are faced with the problem of pollution generated by motorway users: 95% of waste on our network comes from motorists. This is why we conduct extensive awareness campaigns, because in addition to the cost and damage its causes, waste also endangers the safety of our employees, who have to clean the edges of motorways and in doing so are subject to the risks associated with traffic.

The future APRR campaign highlights the risks caused by rubbish dumped on motorways.

“95% of waste on our network comes from motorists”

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TRAINING AND RECRUITMENT

Eiffage “premium partner” of the Ecole CentraleOn 31 May, Eiffage and the Ecole Centrale in Paris signed a “premium partnership” agreement involving all the company’s divisions. The agreement, signed by Nicolas Andrivon, Chairman and Managing Director of Eiffel Industrie and himself a graduate of the Ecole Centrale and Hervé Biausser, Director of the school, aims to provide Eiffage with personalised, privileged and organised links with the

400 students in their third year at the Chatenay-Malabry campus (Hauts-de-Seine). The Group’s image will be enhanced, and the aim is to achieve optimum coordination of teaching options and pathways chosen by Eiffage. The school represents a good prospective for future recruitment of executives with development potential in terms of responsibilities. Several options (development and sustainable

construction, energy, industrial engineering, mechanical engineering, aerospace) and two sectors (management of international projects, operational management) in year 3 will be supported by Eiffage, which will nominate a specific mentor for each of them. Eiffage will also participate in the “Club Time Plus” with a view to international recruitment of dual degree graduates, participate in targeted mini-forums and career roundtables for 2nd year students, and accompany the 1st year students in discovering the key issues of the twenty-first century. At the same time, Eiffage is sponsoring students from the Ecole Spéciale des Travaux Publics graduating in 2015, and is also sponsoring students from the Ecole des Ponts et Chaussées graduating in 2016. The Group also has close contacts with the Ecole Polytechnique and the Ecole Nationale Supérieure des Arts et Métiers. —

From left to right: Paul Carcagno (Eiffage Construction), Mounia Bekkat (Eiffage Energie), Cécile Kleiner (Eiffage Travaux Publics), Xavier Lanthiez (Eiffage), Hervé Biausser (Ecole Centrale Paris), Nicolas Andrivon (Eiffel Industrie), Philippe Kermorgant Eiffage Construction), Pascal Billard (APRR), Valerie Péron (Eiffage Metals Division).

Efficient management of temporary staffThe use of temporary staff should not be the easy option. It should be the result of a preliminary analysis to check that there are no internal solutions. It is in fact possible to adjust work schedules on construction sites, make use of solidarity between companies or even between regions, etc., by means of employee sub-leasing. Deployment of Sextant Intérim software, which is integrated into the Eiffage information system, allows all operational managers to have a clear view of the temporary

staff working within the Group at any one time. Exchanges between Eiffage and temporary employment agencies are simplified and automated. Under these conditions, making use of external workers becomes part of a rigorous process that secures the process for all parties concerned. “We strive to optimise resources at regional level and give priority to Eiffage staff,” confirms Thierry Machaux, General Secretary of Eiffage Travaux Publics Sud-Ouest.“Sextant Intérim allows us to secure the

choice of the temping agency, have updated information on the status of employment of temporary staff, and therefore respond more efficiently in terms of their management.” At present, the Sextant Intérim software, which was first deployed in November 2010, is being used by 34 regional offices of the Group out of a total of 45, which represents 4,200 Eiffage employees, and 4,300 temping agencies. The remaining 11 regional offices should have access to the system by late 2013. —

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INITIATIVES

PERFORMANCES

Innovation Trophies reward creativityRecognising and rewarding creativity and innovation, sharing knowledge and exchanging ideas, improving the Eiffage range of services, image and appeal: these are the key goals of the Eiffage Innovation Trophies 2013. The Group’s selection committee will meet in October 2013 and the jury in November 2013. The awards aim to involve all divisions of the company - operations, R & D, support functions such as purchasing and sales - and all its fields of activity – to favour the improvement of processes and techniques in the field, the promotion of R&D, but also preservation of the environment and biodiversity, and the protection of health in the workplace. Several prizes will be awarded, for example the special prize for biodiversity, the core business innovation prize that focuses on innovations in the field, or the R&D prize which aims to promote research and development. The Grand Prix Eiffage rewards the most innovative and wide-reaching project. —

A new website for Eiffage ImmobilierLaunched at the National Real Estate trade faire, the new Eiffage-immobilier.fr website aims to raise the profile of the brand and its products via the Internet, while at the same time capitalising on the fact that the promoter is part of the Eiffage group. The website makes it easier to make contacts. All the content has been optimised so as to be better recognised by search engines. Marketing initiatives are also planned to increase traffic (e-mailings, sponsored links, etc..). All the appartments that are available for sale are fully detailed. A mapping module allows the user to calculate the route to the real estate programme and pinpoint places of interest in the area. —

Eiffage Construction rewarded for reducing its energy billSeveral Eiffage Construction businesses have been distinguished for carrying out renovation or construction projects that focus on energy saving and consumption optimisation. They have received financial awards for obtaining energy saving certificates. The Eiffage Construction head office in Vélizy-Villacoublay (Yvelines) received 38,000 euros. Eiffage Construction Val-de-Seine received 58,000 euros for an accommodation facility for the elderly, while Eiffage Immobilier Méditerranée was awarded 9,000 for one of its projects. —

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The Eiffage Construction Métallique factory in Lauterbourg (Bas-Rhin) has launched a project called Efel 2015 – an acronym for “Efficience des flux chez Eiffage” (Efficiency of flows within Eiffage) - with the help of Belier Associés, a consulting and training firm specialised in organisation and management. The project, based on the principle of operational excellence, should enable the Bridges and Structures division to improve its overall performance in terms of safety, quality and cost.

Three principles have been set out:

• eliminate non-value added work for clients (waiting times, research, handling, transportation, loading, etc..) in order to retain only the work that provides added value (designing, calculating, drawing, cutting, assembling, welding, painting, transporting, building);

• make employees the driving force behind the collective system in place;

• perform according to customer needs.

Efel 2015 is being deployed in all departments of the establishment and involves all the staff. Four initial cross-business working groups were set up at the end of March in order to achieve the objectives.

They cover business structuring, production planning, production flows and favouring quality, safety and the environment. —

Lauterbourg factory aiming for operational excellence

First ISO 14001 certification for the Clemessy GroupAfter receiving an initial environmental certification at three pilot sites in 2012, the Clemessy group has received its first ISO 14001 certification. This standard is based on the principle of continuous improvement of a company’s environmental performance by controlling the impacts associated with its activities.Several areas are taken into account, including communication, employee education, environmental practices and emergency and response programmes. —

Eiffage Travaux Publics positioned for special worksVia-Pontis joined Eiffage Travaux Publics in early 2013. This acquisition will consolidate the division in the highly technical field of special works. With a staff of thirty located in Etampes (Essonne) and Roissy (Val-d’Oise), the company achieved a turnover of more than €5 million in 2012. Via-Pontis operates throughout the Ile-de-France region and its expertise complements that of several departments and subsidiaries in the Group. More than ever, developing synergies in the sector of renovation of civil works appears essential for meeting client requirements. —

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INITIATIVES

… and supports three new projects

FCPE Eiffage Employee Ownership Scheme:

A promising new step28,379 Eiffage employees have subscribed via FCPE Eiffage Actionnariat, the company’s employee ownership scheme, to an increase in capital launched in France in early March. The increase amounts to almost €60 million. The Group’s capital has increased to 357,754,320 euros. The Eiffage FCPE scheme holds 2.55% of the company’s capital. This operation is in line with the traditionally close relationship between the Group’s employees and Eiffage capital and marks a promising new step for the 22nd year running. —

In the first half of 2013, the Eiffage Foundation decided to contribute a total of 117,000 euros to thirteen different projects providing support for integration into the job market and vocational training, mobility assistance, respect of the environmental and even eco-construction. It is contributing 10,000 euros to an association in Lille (Nord) which runs integration projects

in the building and green space trades, 15,000 euros for the creation of a catering company that employs disabled workers in Bordeaux (Gironde) (see model of the future restaurant on left), and 10,000 euros to the Habitat et Humanism

association to participate in rehabilitation costs for social housing (Lyon). Over the past five years, the Foundation has supported 110 projects put forward by 104 employees. —

APRR is “playing coyote”It’s a first in terms of road safety: thanks to a partnership between Coyote and the motorway concession company APRR, as of May 2013, drivers equipped with a Coyote driver assistance system can receive geo-located alerts to warn them of any serious incidents on the motorway. The messages sent by APRR inform the drivers as to the nature of the incident and indicate, where appropriate, the recommended exit or an alternative route. —

Eiffage Metals division supports “La Lune”A real-life “underwater Pompeii” located several nautical miles from Toulon (Var), the ship “La Lune” sank during an expedition launched by the young French king Louis XIIII in 1664. The vessel had come up against the formidable pirates that terrorised the Mediterranean. The Eiffage Metals division is financing, at the request of the Department of sub-aquatic and undersea archaeological research (DRASM) of the Ministry of Culture, the development of a machine that is vital for the preservation of any objects found on the wreck. The restorers will be able to handle the objects without having to wait months or even years, and participate in a programme to present the archaeological treasures of “La Lune” to the general public in 2013-2014. —

SOCIAL COMMITMENT

Eiffage Foundation receives an award...On 22 April 2013, the Eiffage Foundation was awarded one of eleven trophies for corporate sponsorship for the environment and sustainable development, by the Ministry of Ecology, Sustainable Development and Energy, for its Corecol research programme. The programme focuses on preserving ecological corridors for plant species. The Foundation received this award in the Natural Spaces category in partnership with the Lestrem Nature and RéAgir associations, which are active in the Nord-Pas-de-Calais region. —

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163 quai du Docteur-Dervaux - 92600 Asnières-sur-SeineTél. : +33 (0)1 41 32 80 00 - Fax : +33 (0)1 41 32 80 10 - Website: www.eiffage.comShare capital €357,754,520 (89,438,630 shares of €4)Registered in the Nanterre Trade and Companies Register under no. 709 802 094SIRET code 709 802 094 01130 – APE code 7010 Z