4 To 7 FocuS pagES 26 o 27 sGROUP ... - recette… · 13-16 17-18 synergie Publishing Director: Sophie Mairé Editor-in-Chief: Sophie Sanchez. Contributors to this edition: Frédérique

FEBRUARY 2014#20

synergieGROUP MAGAZINE

> Sharing our values

The future Eiffage Campus at VélizyINTERVIEWS pagES 4 To 7

Offshore wind power: Eiffage is developing its position on a promising market FocuS pagES 26 To 27

pagE 19

LOCAL MANAGERS :

TAKING CHARGE OF THEIR SITES

13-16

17-18

synergiePublishing Director: Sophie Mairé Editor-in-Chief: Sophie Sanchez. Contributors to this edition: Frédérique Alary, Maud Breheret, Amélie Chevance, Clémence de Corbière, Hélène Grimaldi, Régine Knecht, Jean-Claude Roeland, Alix de Saint André. Design-layout: [email protected]. Photo credits: Angel Poland, Gaël Arnaud, Atelier Barani, Balloide, Carole Barriquand-Treuille, Gilles Bassignac, Bernard Bert, Régis Bouchu, Karine Boudart, atelier d’architecture Chaix & Morel et associés, David Chane, David Delaporte/Andia, Studios Detaille, Alain Gagne, Jean-Luc Girod, Jean-Claude Guilloux, Patrice Grunenberger, Niec Himpens, François Lepage/Andia, Benoît Michou, Optima / Caurette, Vincent Pancol, Hervé Piraud, Vincent Ramet, Léo-Paul Ridet, Manon Riff-Sbrugnera, Raphaël Schaeffer, Alexis Toureau, Smart Videoproducties, Wilmotte & associés SA d’architecture. Photothèques du Groupe. Printed on FSC-certified Novatech Satin

Cover page: work on the cathedral in Reims (Marne).

4-7 INTERVIEWS

Pierre Berger, Eiffage chairman and chief executive officer,

and Jean-Michel Wilmotte, architect,

present the future Eiffage campus at Vélizy-Villacoublay (Yvelines)

8-12 HIgHLIgHTS

13-16 THE EVENT

20th Anniversary in picturesEvents attended by Eiffage clients and partners were held all around the country to mark the group’s 20th anniversary.

17-18 guEST INTERVIEW

Henry Buzy-Cazaux, president of the Institute of Real Estate Services Management

synergie GROUP MAGAZINE2

FEBRUARY 2014#20synergie

19-25REpoRT

Local Managers: Taking charge of their sitesEiffage wants to position its local managers as real leaders of the projects entrusted to them. Following in the footsteps of the Master Chef approach rolled out for “Road” project managers in the Public Works Division.

26-27 28-31

36-3826-27 FocuS

Offshore wind power: Eiffage is developing its position on a promising market

28-31 a SITE IN pIcTuRES

The Mont-Saint-Michel, a site caught between land and seaEiffage construction Métallique and Eiffage Travaux Maritimes et Fluviaux, a subsidiary of Eiffage Travaux publics, are finalising the new access bridge for the Mont-Saint-Michel, a tourist hotspot that has over three million visitors per year.

32-35 NEWS

36-38 coMMITMENT

Mobility, in Construction DNAMore than ever, Eiffage is committed to encouraging mobility among its employees on a national and international level, but also between divisions. a sure way of developing skills while at the same time consolidating jobs.

39-43 INITIaTIVES

EditorialPromising prospects2013, the year of our name 20th anniversary, was very positive for the Group. Turnover and revenue are on the upside. Your efforts are bearing fruit. The thousands of projects being carried out in France, Europe and around the world are in hand, and traffic on our motorways is showing a slight rebound. Last year, some 3,500 new employees joined the Group. We delivered several exceptional projects, including the twelve glass sections of the Louis Vuitton Foundation building, a glass and steel chrysalis located in the Bois de Boulogne in Paris. Other highlights included dispatch of the lower and intermediate levels for the future residential quarters of the Ofon oil platform, inauguration of the Prado Sud tunnel in Marseille, and completion of the new Carrefour worldwide headquarters in Massy. At the same time, the Bretagne-Pays de la Loire high speed rail link, Eiffage’s largest construction project to date, is progressing at a fast pace. Last year, we undertook two promising external growth operations: the acquisition of Budillon Rabatel, in the Isère region, which produces approximately 3 million tons of aggregates a year, and the Belgian company Smulders, specialised in steel construction and offshore wind power. Orders already taken in France, Europe and worldwide will ensure sustained activity throughout 2014. In the medium term, the prospects offered by the national motorways restructuring plan (representing a potential investment of approximately 3.5 billion euros for the profession as a whole) and the Greater Paris automatic metro project, are encouraging. Our international development strategy, particularly in terms of the African continent, resulting in 2013 in the signature of three contracts in Togo, Iraq and Gabon, is opening up major growth prospects. These performances are the result of a global effort, especially on the part of the teams on the ground. Congratulations to them. For this reason, I am committed to developing training opportunities – for both management (via the Eiffage Institute) and site managers. The Master Chef programme set up by Eiffage Travaux Publics will be rolled out to the other divisions of the Group. The “Challenge des Métiers”, launched in April 2014, will distinguish the best-performing site manager and site worker teams. Generally, in an economic context that remains challenging, our business model, which is based on a balance between the cyclical building trades and recurrent concessions, is proving to be very robust. The extent of employee ownership, which makes Eiffage a unique model in Europe, is the motor behind this prosperity and cohesion. A new share subscription campaign will be launched in April 2014, offering a discount on Eiffage shares as in 2013. More than ever, we need to continue our efforts in the field of research and innovation, to be able to offer our clients integrated and original solutions that fully meet their expectations. Finally, it is my hope that in 2014 many young talented recruits who are passionate about our businesses will join the Group and contribute to its development in France and abroad.

February 2014 3

CONTENTS

PIERRE BERGER EIFFagE cHaIRMaN aNd

cHIEF ExEcuTIVE oFFIcER

“Locating the various businesses of the Group at a single site in Vélizy, in the Paris area, will be more convenient and will improve efficiency”A new headquarters to give the Group new drive. By the second half of 2015, the Eiffage Campus, located in Vélizy-Villacoublay and designed by architect firm Wilmotte & Associés, will group together the holding company and the various divisions: Concessions, Construction, Energy, Metal and Public Works. The new complex will facilitate exchanges and foster working together.


INTERVIEWS

I also wanted the headquarters to be sober in terms of architectural design, lacking in any ostentation, functional, and highlighting the materials

regularly used by our teams i.e. concrete and steel. The bridge building – where the Eiffage Métal teams will be located – will be constructed out of steel, whereas the entrance halls will be made of raw concrete. I also asked that Eiffage projects be on display in the entrance halls and on the various floors, in order to showcase our expertise, much like a showroom evoking the history of the Group while at the same time looking to the future. We will also be showcasing Phosphore, our sustainable urban development R&D laboratory, by presenting the eco-neighbourhoods we have designed, and our work on the city of the future.

“At a time of turnkey projects, exchanges between the various divisions and the design offices are essential in order to provide the best offer.”

Synergie : What made you choose Vélizy?

P.B. : Historically, Vélizy is the home of Fougerolle, which set up business there 40 years ago. The area is certainly a bit out of the way from the centre of Paris, but it is undergoing development. The future T6 tramway that Eiffage Travaux Publics is helping to build between Viroflay, in the Yvelines, and Châtillon -Montrouge, in the Hauts -de- Seine, will facilitate access by public transport.

Vélizy is also well served in terms of road access – particularly the A86 and the N118 – and is located just twenty-two kilometres from Orly airport, which will facilitate flight connections. The town is also not far from the Massy TGV high speed rail station, which is fast becoming a hub for travel to the rest of France. It is also a very pleasant area, with lots of natural spaces such as the Meudon forest, and is situated very close to the Vélizy II shopping centre.

Synergie: You have launched construction of a global Eiffage headquarters in Vélizy-Villacoublay, in the Yvelines region. Can you describe the “roadmap” that you gave Jean-Michel Wilmotte?

Pierre Berger. I asked him to include as many common areas as possible. At a time when we are replying to an increasing number of tenders for turnkey projects involving several different branches of the Group, exchanges between the various divisions and the design offices are essential in order to provide the best offer. This campus will enable our employees to meet at comfortable and well-equipped project platforms during the response to tender phase, but also to interact with ease throughout the day – in the staff restaurants, the gym, or in the library specially dedicated to architecture and construction sciences.

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The Eiffage Campus will consist of four buildings,

including the existing Eiffage Construction

building.

“Locating the various businesses of the Group at a single site in Vélizy, in the Paris area, will be more convenient and will improve efficiency”

synergie #20

February 2014 5

The entrance hall will be extended by an exhibition gallery, a showcase for Eiffage expertise. The garden level will be surrounded by 4,000 m2 of green spaces.

Although some Eiffage staff may remain sceptical, any doubts our colleagues have as to the opportune nature of the move will disappear once the works have been completed.

Synergie: How does the new complex meet sustainable development criteria?

P.B. : We are striving to make this campus an example in this field. The new offices are aiming for the French NF Tertiary Buildings standard (exceptional level HQE), the Effinergie + label, and the British BREEAM standard. In addition, all the common areas – the ground floor and the garden level – will be surrounded by green spaces.

Synergie: From a strategy perspective, why do you wish to locate the headquarters of the Group’s various divisions at a single site?

P.B. : Over the past twenty years, Eiffage has largely developed by means of external growth: the Group has absorbed companies from a variety of fields, bringing expertise that is unique and complementary. Over the course of the next twenty years, we will of course continue to develop Eiffage, but we will also be encouraging the various divisions and experts within

the Group to better communicate among themselves, in order to offer increasingly efficient solutions to our clients. The best way to achieve this is to get our teams to work together, especially given that the various divisions all follow different business models.

Now, it is obvious that the current dispersal of these divisions over the entire Paris area does not facilitate such exchange: for the purposes of an hour-long meeting, it is not uncommon to have to spend a further hour stuck in public transport or on the road! Locating the various businesses of the Group at a single site in Vélizy will be more convenient and will improve efficiency. Clients are increasingly asking us for global solutions. We need to be organised accordingly.

Synergie: Are the divisions located in the other major French cities also going to be creating joint headquarters?

P.B. : This is already the case in Lyon, in the Rhône region, with the Hélianthe complex that houses the regional offices of the various divisions. Again in Marseille, in the Bouches- du -Rhône region, the plan is to locate teams at Allar, the 2.5 hectare eco-town that Eiffage is currently developing. In the Île-de-France area, several leases were on the point of expiring, which offered us the possibility of regrouping. Obviously this would not be possible in all regions. However, if the opportunity presents itself at the right time, and offers cost and efficiency benefits, we need to grasp it. —

“Clients are increasingly asking us for global solutions. We need to be organised accordingly.”


INTERVIEWS

“A campus allows different businesses to operate alongside each other and facilitates exchanges.”

35,000 m2 of floor space (24,000 m2 of new buildings and 11,000 m2 for the existing building, currently the headquarters of Eiffage Construction)

Six levels of office space (garden level and ground floor + 4 floors)

Almost 900 parking spaces

Delivery scheduled for summer 2015

IN FIGURESTHE EIFFAGE CAMPUS

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Synergie: Like Eiffage, a large number of companies are setting up campus sites. How would you explain this trend?

Jean-Michel Wilmotte: A campus allows different businesses and companies to operate alongside each other while at the same time giving them a common identity. Much like a village. A company is, in essence, a sum of individuals going in the same direction! On a

campus, people can meet easily going from one building to another, which is not the case in a tower block where the various floors are stacked one on top of the other like drawers. Exchanges are easier on a horizontal rather than a vertical level, and promote the synergy that is much sought after by companies today. In terms of Eiffage specifically, the Vélizy campus aims to assemble all the various business divisions of the Group at a single site. So we designed quite a spectacular complex, including two buildings to house the Public Works, Energy, Concessions, and APRR Divisions as well as the holding company. They will be connected by a bridge building, devoted to Eiffage Métal, which will act as a symbolic link between the various Group divisions. All this will be connected to the existing Eiffage Construction building by means of a 30 metre bridge. The materials used for the facades – light grey and matt grey siding with white etchings – echoing those of the Eiffage Construction building, will contribute to the overall harmony.

Synergie: This new headquarters needs to be modern, functional and comfortable. How did you address these requirements?

J.-M.W.: The Eiffage Campus will bring new life, image, and pride. This is not a run of the mill building that could suit any company. Its very structure closely matches the activities of the Group. And we carefully designed the architecture so that the engineers and all the other Eiffage employees will be proud to work there, and visitors will be happy to go.In order to get the most out of the construction limits imposed by the nearby Vélizy-Villacoublay military airport, we chose to entrench the different buildings. This way we could gain a floor and were able to place the garden level within 4,000 m2 of green space (including more than

1,900 m2 of landscaped open ground), on a plot measuring over 12,000 m2, and with an additional 2,500 m2 of green roofs. The staff restaurant, cafeteria, meeting rooms and gym will be surrounded by a vast amphitheatre garden, creating a welcoming atmosphere. Once the building works have been completed, landscaping firm, Neveux Rouyer, will be responsible for reshaping the land to restore its natural aspect. This type of construction also contributes to noise reduction, by creating a sort of acoustic bubble against noise from the nearby A86 motorway.

“Eiffage employees will be proud to work there, and visitors will be happy to go.”

Synergie: What other characteristics make this campus distinctive?

J.-M.W.: The ground floor will open onto a large, bright and transparent entrance hall, built using extra-clear glass and a very fine supporting structure. It will also serve as an exhibition gallery: the Group’s iconic achievements will be on display, as in a museum of business and industry, in order to showcase expertise at Eiffage – a Group which is contributing to the development of its era. Alongside the steel structured bridge element, the two concrete buildings on each side built on six levels will have large bow windows, 3.40 m high and 1.05 m wide, which will effectively act as a thermal buffer, since they will consist of a white blind placed between two panes of glass acting as a shutter in order to limit the amount of direct sunlight. The facades of the interior patios will be sheathed in aluminium siding of a yellow-bronze colour to provide additional light.

Synergie : For a firm of architects such as yours, it is quite an opportunity to be able to work for and with a major construction group…

J.-M.W.: This headquarters is clearly designed to be charismatic. It is important for Pierre Berger to mark a new era from a business perspective. However, it is not a monument being erected to the glory of Eiffage, but rather a place of work that fully corresponds to the new business imperative: fostering synergy. —

Jean-Michel Wilmotte, architect

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February 2014 7

Construction of the Bretagne-Pays de la Loire (BPL) high speed rail link, the Group’s largest ever project, which stretches for 214 kilometres between Le Mans (Sarthe) and Rennes (Ille-et-Vilaine), is progressing at a great rate. In early November, just a year and a half after the work started in summer 2012, 17 million cubic metres of earthworks had been completed out of a total 26 million m3 and 80,000 m³ of concrete structures had been laid out of a total 140,000 m³.

This rate of progress would not have been possible without the mobilisation of 4,000 workers. 2,200 employees of the Eiffage Group are involved, primarily major works teams from Eiffage Travaux Publics backed up by several local subsidiaries, depending on their area of expertise: structures, earthworks, road realignments and networks. Eiffage Travaux Publics regional offices are directly involved in the project: W. France, Île-de-France, Rhône-Alpes/Auvergne but also N. France and S.W. France. Eiffage Construction was entrusted with the construction of operations and maintenance buildings, but also 22 rail bridges and road bridges – the Maine-et-Loire office having an established civil engineering background – and is occasionally providing extra manpower and material resources. The Eiffage Construction Métallique teams are also involved and are responsible for the construction of 14 viaducts and motorway

crossings: 60 people (10 in the design office and 50 in the workshop) are working at the Lauterbourg factory (Bas-Rhin), in addition to the 45 Metal Division employees working at the site.

800 HIRED LOCALLYAlthough priority was given to company employees, the Group also called on local companies and service providers – which represented a flow of 1,200 people during the summer 2013. Reinforcements were more than necessary given the scope of the works. Thus, “800 people were hired locally for this initial phase, including 200 from Brittany and 600 from the Pays de la Loire,” specifies Louis-Marie Tandeau de Marsac, BPL director of human resources. To achieve this, Eiffage redeployed an approach that had proved its worth during construction of the A65 motorway in the Midi-Pyrénées and Landes regions: the Group invited its public partners

A GIGANTIC MOBILISATION OF HUMAN RESOURCES

FOCUS

At the height of the civil engineering and earthworks, some 4,000 people, including 2,200 Eiffage employees were working on the Group’s largest ever project, the Bretagne-Pays de la Loire high speed rail link between Le Mans (Sarthe) and Rennes (Ille-et-Vilaine). Over 800 job seekers were hired locally, including 500 long-term unemployed.

THE BRETAGNE-PAYS DE LA LOIRE HIGH SPEED RAIL LINK


HIGHLIGHTS

to establish steering committees in order to manage the recruitment process within each of the three geographical departments covered by the BPL (Ille-et-Vilaine, Mayenne and Sarthe). ”We also requested Pôle Emploi (employment office) to interface with local youth employment centres, Cap Emploi centres for disabled workers, job centres and local initiatives promoting professional insertion and employment,” he explains. Two charters of joint commitments were signed in each region to make this commitment formal and a specific national agreement was signed with the National Federation of Public Works (FNTP), Pôle Emploi (employment office) and the Ministry of Employment.

DEDICATED TRAINING In parallel, employment coordinators at Eiffage Travaux Publics identified the two areas where recruitment demands were the highest – operating equipment for the earthworks and formwork for the civil engineering works – and provided 210 and 280 hours of dedicated training respectively. “We called on the services of PL2TP Formation to provide dedicated training for machine handling, an

organisation that we had already used for the construction of the A65 motorway and the East France high speed rail link,” explains Louis-Marie Tandeau de Marsac. “They trained the new recruits to handle the equipment and apply production methods that are specific to earthworks on major construction projects, while at the same time respecting safety imperatives. Driving simulators were also made available. For the formwork, we called on an adult professional training a s s o c i a t i o n ( “ A s s o c i a t i o n p o u r la formation professionnelle des adultes”), which we had already worked with on the Pierre-Mauroy Stadium in Lille. Additional modules were put in place to train tanker drivers for example. So far, the two Bretagne and Pays de la Loire regions have provided - and this is unprecedented – over 400,000 euros of funding for these training programmes, provided for the most part by Constructys (1) and Pôle Emploi.” So as not to discourage candidates who were motivated but who had no experience in the building and civil engineering works sector, hiring was carried out in conjunction with Pôle Emploi using a method of recruitment by simulation, which is not restricted to CV or qualification type criteria. Candidates were evaluated according to a series of exercises that reproduce by analogy, the characteristics of the various workstations. This facilitated the recruitment of first time applicants or the long-term unemployed: 400 job seekers were trained to operate site machinery or in formwork.

In addition, Eiffage is committed under the contract signed with the French Railway Network (Réseau Ferré de France - RFF) to set aside 8% of working hours for persons with employment difficulties, which is the equivalent of 800,000 man hours. This objective has been largely exceeded and has reached almost twice that figure. Many young people, people on social benefit, residents of disadvantaged urban areas, disabled workers, long-term unemployed, and former offenders have joined the Group’s teams and are well integrated.

RAILWAY INDUSTRY PROFESSIONSNow a new phase is set to begin: laying the rails, installing the catenaries and other railway equipment from 2014 onwards. Of the 800 people hired for the BPL project, more than 300 could continue the experience and be hired on a permanent contract by Opere – the structure set up by Eiffage Rail Express, the company that owns the partnership contract, to ensure maintenance services for the high speed rail link as of its commissioning on 15 May 2017 until the contract expires in August 2036. Specific training will again be provided, partly at Montceau-les-Mines (Saône-et-Loire) as part of the Mecateamcluster, a hub grouping together professions and services related to the maintenance of engines and works in the railway, road and infrastructure sectors. However, Eiffage also takes an interest in the future of those that are not hired. “Workers that are hired locally are received on an individual basis during an end of project interview,” specifies Louis-Marie Tandeau de Marsac. “We encourage people who express an interest to pursue other positions in the railway equipment sector and/or train to obtain qualifications in machinery operation or civil engineering formwork. We can also assist them in finding other opportunities with Pôle Emploi, and put them in contact with local public works companies. The experience gained on the site is very well perceived within the profession.” —

(1) Constructys is the OPCA – licensed joint collector – for the construction sector.

A GIGANTIC MOBILISATION OF HUMAN RESOURCES

“We encourage people who express an interest to pursue other positions in the railway equipment sector and/or train to obtain qualifications in machinery operation or civil engineering formwork.” Louis-Marie Tandeau de Marsac, director of human resources at BpL.

Rail bridge installed over the A81 during the night of 19 November 2013

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February 2014 9

A 15,000 m2 glass canopy resting on a metal frame will form the 26,000 m2 roof.

Last June, Eiffage Construction signed a contract worth 170 million euros to build a new research, development and industrialisation centre for Michelin, in Ladoux, just north of Clermont-Ferrand (Puy-de-Dôme). It will be a real nerve centre because, with over 3,000 employees, it will focus three quarters of the automotive supplier’s research activities worldwide. Eiffage Construction, Eiffage Construction Métallique (and its subsidiary Laubeuf), the facade specialist Goyer and Eiffage Énergie will work together to restore the existing ageing buildings and build a new flagship structure

Two tubes one above the other installed between 7 and 11 metres below ground, over a distance of 1.5 km: for the Eiffage Travaux Publics teams, the Prado Sud tunnel in Marseille (Bouches-du-Rhône) represented four years of works carried out within a consortium. The figures speak for themselves : the works required 220 million euros of investment, 165,000 m³ of earthworks, 35,000 m³ of concrete, 3,600 tons of reinforced steel, but also 35,500 m² of tunnel walls, 20,000 m² of watertight liner and 40 km of cables. The tunnel, which was delivered seven months ahead of the initial schedule, was commissioned on 15 November 2013. It will reduce the number of vehicles above ground and, consequently, the levels of pollution and noise. It will also improve the flow of traffic, providing a link between the southern

comprising over 90,000 m2 of floor space. Alongside the work spaces, the new complex, which will overlook the iconic Michelin test track, will provide training and documentation facilities, as well as a staff restaurant, a gym, and various services (dry-cleaning, bakers, ATM machine, etc.). According to the plans designed by architect firm Chaix & Morel and Associés, the existing separate buildings will be redesigned to form two identical contiguous volumes. Constructed on joint foundations, they will be situated around a 300 metre long interior avenue named “Rue de la Recherche”. This will foster informal

suburbs of Marseille and the East and Coastal motorways via a direct connection to the Prado Carénage tunnel and will enable a time saving of up to half an hour compared to the same journey above ground. An estimated 15,000 to 20,000 vehicles will be using the route every day. The concession runs until 2055. —

exchanges and the stimulation of ideas. It will be protected from the weather and temperature change by a vast 15,000 m2 canopy resting on a metal frame to form a 26,000 m2 roof. “Being able to work in project mode right from the consultation phase and offer an integrated solution combining the expertise of Eiffage Construction, Eiffage Métal and Eiffage Énergie to ensure a full grasp of even the most technical posts, made all the difference,” points out Thierry Julien, project manager at Eiffage Construction Auvergne. The works, divided into two phases, began in October 2013 and will continue up to 2017. —

AN ULTRA MODERN R&D CENTRE FOR MICHELIN

PRADO SUD, THE END OF THE TUNNEL165,000 m³ of earthworks

35,000 m³ of concrete

3,600 tons of reinforced steel

35,500 m² of tunnel walls

20,000 m² of watertight liner

40 km of electric cables

KEY FIGURES

The project required 220 million euros of investment and represented four years of works for teams at Eiffage TP.synergie GROUP MAGAZINE10

HIGHLIGHTS

AN ULTRA MODERN R&D CENTRE FOR MICHELIN

PRADO SUD, THE END OF THE TUNNEL

Clemessy has won a contract for all the strong and weak current installations at the new European School in Strasbourg (Bas-Rhin) that will accommodate children from kindergarten up to baccalaureate level. The school is located in the Robertsau district close to the European institutions. The project is being coordinated by three joint clients: the city of Strasbourg, the Bas-Rhin department and the Alsace region. The works will be carried out in a single phase under a short term 50/50 split joint venture with Eiffage Énergie – with Clemessy acting as lead contractor. The works began in October 2013, and should be completed by May 2015. —

A NEW EUROPEAN SCHOOL IN STRASBOURG

165,000 m³ of earthworks

35,000 m³ of concrete

3,600 tons of reinforced steel

35,500 m² of tunnel walls

20,000 m² of watertight liner

40 km of electric cables

Install 36 km of very high voltage power lines and 80 pylons within a very tight time schedule – just one year – using a process of continuous helicopter assisted lifting and unwinding: this was the challenge taken up between April 2012 and April 2013 by Eiffage Énergie in the Mayenne and Ille-et-Vilaine regions on the Oudon-Taute VHT line, known as the Cotentin-Maine project. This new line (2 x 400,000 volts), which extends a total of 163 km between Flamanville

OUDON-TAUTE VERY HIGH VOLTAGE POWER LINE WORTH THE RISK!

(Manche) and Laval (Mayenne) and consists of 414 pylons, will improve the power supply in the Greater West region and respond to increasing energy demands. Around sixty Eiffage Énergie employees, with the help of sub-contractors, installed 3,200 tons of pylons and unwound 650 km of cables in twelve months. The contract was worth 15 million euros. A tight schedule project that ultimately rolled out well. —

Around sixty Eiffage Énergie employees, with the help of sub-contractors, installed 3,200 tons of pylons and unwound 650 km of cables in just twelve months.

Clemessy is carrying out all the strong and weak current installations.

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APRR is continuing to expand its motorway network. The motorway concession company has begun work on the four kilometre long A466, the trunk road that was lacking between the A6 and A46 motorways (between Ambérieux and Quincieux, in the Rhône region). The work represents an investment of 76 million euros by APRR. The motorway company is integrating the site into the natural

A6-A46 MOTORWAY CONNECTION NORTH OF LYON: APRR IS INVESTING 76 MILLION EUROS

environment and is organising, for example, the installation of embankments to enable soil stabilisation. When it opens in 2015, the A466, which will enable motorists on the A46

leaving East Lyon to join the A6 heading south (and vice versa), will consolidate the motorway network and ultimately improve the Bordeaux-Geneva route. —

Following work on the Anguille oil platform on behalf of Total in Gabon, Eiffage Construction Métallique is once again showcasing its expertise in the offshore sector: in the summer 2014, the company is due to deliver the living quarters for another oil platform, Ofon, anchored off the coast of Nigeria. This will be the final leg of an epic project that began in June 2011. 150 people will be able to live and work on what is effectively a 7,000 ton floating hotel, comprising four stacked modules like floors in a regular building. It will rest on a 32 metre high metal jacket, anchored to the seabed using driven piles 115 metres deep.The contract with the French Total and Nigerian NNPC oil companies worth 500 million dollars includes not just the engineering works carried out by design offices in Lorient (Morbihan), Vélizy (Yvelines) and Lagos (Nigeria) – but also purchasing,

construction and offshore installation. At the height of the works from summer to autumn 2013, some 1,000 employees from Eiffage Construction Métallique and its sub-contractors were involved at three different construction sites: the factory at Fos-sur-Mer (Bouches-du-Rhône), the Aveon shipyard in Port Harcourt and Nigerdock in Lagos. Eiffel Industrie was also called on to provide expertise for the industrial kitchens, and pipework at the Fos-sur-Mer site.The Ofon intermediate and lower deck modules were transported by barge from Fos-sur-Mer to Nigeria in late October 2013. And in December, offshore installation was carried out using a special crane – the Saipem 7,000 – which has the world’s greatest lifting capacity of some 14,000 tons. The hook-up between the various modules (stairs, lifts, pipework, ventilation ducts and cables) began in January 2014. This will be followed by commissioning work –

OFON OIL PLATFORM: NEW LIVING QUARTERS ANCHORED OFFSHORE

including all dynamic tests up to commissioning of the living quarters scheduled for June 2014.“The complexity of the project does not lie in the technology but rather in the need to manage construction yards at three different locations (one in France and two in Nigeria), which required the setting up of three complete teams capable of offering the required expertise for the given module, a total of sixty engineers and technicians,” says Jean-Louis Chaumard, technical director for the Ofon project and director of the Fos-sur-Mer site. “We also needed to identify in France and among our European subsidiaries, employees that had the specific skills required,” he adds. A total of 150 expatriate staff, from engineers to cable setters were involved in the project. Many young workers received special training in offshore techniques such as planning, pipework, architecture or air-conditioning. —

Construction of abutments for the future A466 overpass of the A6 motorway.

The intermediate and lower deck modules of this 7,000 ton floating hotel, which can accommodate up to 150 people, were transported to Nigeria on special barges.


HIGHLIGHTS

EIFFAGE’S 20TH ANNIVERSARY CELEBRATIONS TAKE PLACE

ALL OVER FRANCEThroughout 2013, events held in many different regions of France to celebrate the Group’s

20th anniversary, were attended by major clients and partners.

OFON OIL PLATFORM: NEW LIVING QUARTERS ANCHORED OFFSHORE

February 2014 13

EIFFAGE’S 20TH ANNIVERSARY CELEBRATIONS TAKE PLACE

ALL OVER FRANCEThroughout 2013, events held in many different regions of France to celebrate the Group’s

20th anniversary, were attended by major clients and partners.

7 AND 14 JUNE 2013, ROUENEiffage teams in Normandy opened the proceedings on 7 and 14 June 2013, with the Armada that brings together the world’s largest sailboats every four years in the Port of Rouen (Seine-Maritime). Parties to celebrate the 20th anniversary of Eiffage were held on board two Russian and Dutch yachts for approximately 450 guests. There was a cocktail reception complete with musical entertainment and a film presenting the Group’s most iconic achievements.

13 SEPTEMBER 2013, MARSEILLEOn 13 September 2013, clients and partners of Eiffage were invited to Borély Castle in Marseille (Bouches-du-Rhône). The Group was one of the main sponsors of the restoration work for this 18th century building, which now houses the city’s Museum of Decorative Arts, Earthenware and Fashion. The event was attended by Jean-Claude Gaudin, Senator-Mayor of Marseille and Eugène Caselli, President of the Marseille Provence Metropolis Urban Community. Guests enjoyed a dance recital given by the Marie-France Pietragalla dance company.

THE EVENT


10 OCTOBER 2013, LYONThe Central-East region meanwhile organised a firework display on 10 October 2013 in Lyon (Rhône) in front of the Hélianthe building, Eiffage’s regional headquarters. There were over 500 guests (more than 370 clients), including Gérard Collomb, Senator-Mayor of Lyon and President of the Greater Lyon region.

23 SEPTEMBER 2013, TOULOUSEThe South-West region invited 500 guests to a piano recital at the Jacobin Cloister in Toulouse (Haute-Garonne), a jewel of Languedoc gothic style, on 23 September 2013. The event, attended by Daniel Benyahia, Deputy-Mayor of the famous pink city, and Janine Loïdi, Vice-President of the Midi-Pyrénées region, formed part of the 34th international “Piano aux Jacobins” festival, sponsored by Eiffage.

3 OCTOBER 2013, LOUVERNÉThe West region organised a visit on 3 October 2013, to Eiffage’s biggest project, the Bretagne-Pays de la Loire high speed rail link. Guests, including Philippe Vignes, Prefect of Mayenne, were then invited to visit Échologia, the famous tourist site in Louverné (Mayenne).

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14 OCTOBER 2013, NANCYIt was in the Magic Mirrors big top at the Pépinière de Nancy park (Meurthe-et-Moselle) that Eiffage’s 20th anniversary was celebrated on 14 October 2013, as part of the 40th “Nancy Jazz Pulsations” music festival. Guests enjoyed three shows by French, American and Australian musicians.

26 NOVEMBER 2013, PARISEiffage’s 20th anniversary celebrations culminated in a soirée at the Grand Palais in Paris, on 26 November 2013. Over 1,000 guests sat down to dinner under the metallic framed glass canopy that was fully restored in the 2000s by what was the Eiffel company – now Eiffage Construction Métallique.


11 DECEMBER 2013, LENSThe event held on 11 December 2013 at the Louvre-Lens Museum (Pas-de-Calais), almost one year to the day after it was opened, concluded this year of celebrations, with guests including Daniel Percheron, President of the Nord Pas-de-Calais regional council, and Sylvain Robert, Mayor of the city.

Eiffage, which carried out the building works for this famously transparent museum, installed the heating and air-conditioning systems and the fire-protection system, and participated in landscaping the adjacent 22 hectare park, is a sponsor of the “Etruscans and Mediterranean” exhibition.

26 NOVEMBER 2013, PARISThe event was punctuated by performances by DCA – the Philippe Decouflé dance company.

THE EVENT

February 2014 17

Synergie: Today the conception and design of sustainable cities is almost mandatory. What is your opinion of this innovative concept?

Henry Buzy-Cazaux. The idea of a sus-tainable city is a very strong and gene-rous concept: it involves providing future generations with cities that have efficient infrastructures, a sustainable heritage, a place where energy resources are used to good effect. The opportunity to build differently is of momentous importance.

“The imperatives of sustainable development can result in a true understanding of the city.”

However, in France, we are still looking at a blank page, a utopia in the etymological sense. At best, real estate developers are building eco -neighbourhoods. Yet these are attracting criticism due to the fact that the city mayors who are handing out the building permits, are primarily carrying out a publicity campaign with-out always having a global long-term vision. And in this respect they are often willing to release land for very low prices. As a result, developers are no longer obliged to adopt the best building solutions.

We will only really be able to talk of sustainable cities as a reality when we start building entire districts or when we start transforming existing neighbour-hoods with a concern for the solvency of the buyers, either private or professio-nal. Urban areas such as Grenoble(1) or Bordeaux are making substantial efforts in this direction. The Grenelle I and II laws have the virtue of forcing the various ele-ments in the real estate chain, previously highly independent, to work together. In this respect, the emerging imperatives of sustainable development can result in a true understanding of the city and mobilise all the stakeholders in the real estate sector and their various partners – mayors, urban planners, developers, etc. However, we should not adopt a blanket vision: blocking air flows for the purposes of improved insulation in hous-ing can be detrimental to the health of residents! Moreover, the state of public and pri-vate finances needs to be taken into account when considering, for example, the renovation of private properties and state-owned properties alike.

President of the Institute of Real Estate Services Management and the “Real estate, housing and sustainable city” (Immobilier, logement et ville durable) group of the forum for the management of cities and local authorities, Henry Buzy-Cazaux acknowledges the force and implications inherent in the concept of a sustainable city, mobilising all the stakeholders in the real estate sector. Today’s city also needs to be “smart”, which can foster links between the real estate sector and the new information technologies sector.

Henry Buzy-Cazaux, President of the Institute of Real Estate Services Management

GUEST INTERVIEW


Synergie : Alongside sustainable cities, “smart” cities are also gaining momentum…. H.B.-C. : It is certainly a very idealistic concept, but we should be able to have dreams, which we then adjust and adapt. The city should be a place of sharing, living together, of building communities without “communitarianism”, which is perhaps more difficult today than it was in the past. In the past, cities were very black and white concepts with very simple sociologies, as evidenced by the idea of the clock tower. The “mayor builder, mayor beaten” mentality still weighs heavily on local elected officials. Building, developing, changing the philosophy of a city, is a very risky business: diversity brings uncertainty. Residents may want new housing, but not necessarily in their own back yard! The social phenomena of gentrification(2) or, on the contrary, ghettoising, are evidence of these difficulties. The city should be inspired by Babel and promote diversity between the affluent and the less affluent, city dwellers and those from the rural areas. My biggest fear in this period of economic crisis would be that the difficulty in eradicating poor housing and poverty leads to violence.

“Neighbours Day” or “Neighbourhood Solidarity” initiatives, or make use of new information and communication technologies (NTIC) to create buildings and residential areas that interact seamlessly with their environment, without intruding on it.

Synergie : How can the sustainable city and the “smart” city interact?

H.B.-C. : The real estate sector and the new information technologies sector are starting to build links that are, as yet, tentative. Whereas, since 2012, developers have the obligation to deliver new buildings that are fully equipped with broadband, some are not actually connected. In addition, property managers such as estate agents are not yet fully aware of the importance of digital. I recently published a book, which is the fruit of workshops involving real estate professionals, researchers and specialists in new technologies, to explain the added value gained from fibre optics in buildings. This work, which was jointly commissioned by the telecommunications company Orange and the Paris regional offices of FNAIM, the leading French union of estate agents and property managers, shows that broadband access will have an impact on the valorisation and liquidity of buildings as well as on rent levels.Since the introduction of energy labels that rank A for the most energy efficient to G for the most energy inefficient, housing and buildings have a “green value”. In this respect, in view of a study presented recently by the scientific council of the Solicitors Observatory, houses or apartments that are badly insulated are much harder to sell or rent than energy efficient properties. And whereas, in Paris or the Provence -Alpes-Côte d’Azur region where the lack of housing is keenly felt, they can still find buyers, they take longer to move and go for a lower price. In addition to this green value, a digital value is now emerging. In the future, will it be possible to rent out a studio in Paris at top rates if it doesn’t have broadband access? Will second homes in Normandy or the Briarde that do not have internet access be worth as much as those that do? The answer is already obvious. Whereas this digital value

Henry Buzy-Cazaux, professor of philo-sophy, Essec, first taught before becoming a consultant to leading elected officials, including Pierre Méhaignerie, former Minister for Infrastructure, Transport and Housing. Since 1991, he has held positions of responsibility in the real estate sector, at the head of national companies and professional bodies. He has been responsible for several high level public commissions particularly for the President of the Council for State

Property (Conseil de l’Immobilier de l’État). He currently chairs the Institute of Real Estate Services Management (Institut du management des services immobiliers), an educational institution and centre for applied economic and social studies. He also chairs the Sustainable real estate, housing and city forum for the mana-gement of cities and local authorities.

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“Buildings already have a green value. They now also have a digital value.”

“a city that is well connected is easier to manage.”

remains difficult to quantify in terms of residential properties, it is very clear in commercial properties. In Paris, where there are 500,000 m2 of empty office space, buildings that are not connected or connectable and/or energy inefficient are simply not rentable. To the extent that their very purpose is challenged and that the only solution is to transform them into housing units. Professionals in the sector need to take these considerations into account upstream, whereas they are primarily downstream actors and as yet lack a marketing approach in terms of services or products related to the real estate sector. Just because a building is “Haussmann” it does not mean that it has to remain in the Haussmann era.

(1) Eiffage carried out a full scale study for the Grenoble urban area as part of Phosphore, its sustainable urban development laboratory.

(2) Gentrification is a shift in working-class neighbourhoods towards wealthier residents.

It remains that, in this context, the input from new technologies can be clearly positive: a city that is better connected is easier to manage, communication between residents is facilitated, and social withdrawal avoided – although broadband is not a universal remedy. The city is no longer synonymous with conviviality, whereas originally it was born out of a logic of exchange and commerce between individuals. Consequently, there remains just two solutions: forcing the hand of fate, as imagined by Atanase Périfan with his

GUEST INTERVIEW

Taking charge of their sitesPreparing sites, organising the works, communicating with the teams, meeting budgets,

preserving company image, improving productivity: Eiffage wants to position its local

managers as real leaders of the projects entrusted to them. Following in the footsteps of

the Master Chef approach rolled out for “Road” site managers in the Public Works Division.

Local managers

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19February 2014

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Eiffage’s ability to manage large-scale turnkey projects has been proven. The capacity of the Group to manage tens of thousands of smaller projects each

year that improve people’s quality of life has also long been an established fact. In both instances, all our resources are deployed to meet the demands of our clients. This begins at the design phase and doesn’t stop until the project is fully completed, and is based on a flawless organisation and the expertise of the teams in the field. The latter are placed under the leadership of local managers, whose presence is a crucial link in the quality of the work carried out. “Our business consists of a multitude of projects that require a high level of reactivity,” says Laurent Girou, chief operating officer of the Regional Roads Department of Eiffage Travaux Publics. “Site managers are the key component for ensuring the proper execution of the works entrusted to

us. In this respect, we want them to have all the tools at their disposal to do the best job possible. To achieve this, we have rolled out a corporate-based approach: Master Chef. This initiative was launched at our regional Rhône-Alpes/Auvergne offices about three years ago, and is now being rolled out all over the country.” At the close of the first half of 2015,

the 1,300 site managers in the “Roads” depart-ment of Eiffage Travaux Publics will have comple-ted the Master Chef train-

ing. The objectives: enable them to (re)gain their true position as site “bosses” and (re)position these local managers at the heart of the production process. And all of this in full consultation with the site managers themselves.

LocaL MaNagERS: TakINg cHaRgE oF THEIR SITES

VALUING LOCAL MANAGERSIn a difficult economic context characte-rised by low prices and Eiffage’s commit-ment to finding new sources of margin enhancement, placing value on the work done by site managers is essential to ensuring that the company remains com-petitive. They guarantee the safety, quality and deadlines for the works. They are responsible for the Group’s image in the field. And, since they participate in work-site preparations, they are also res-ponsible for ensuring a balanced budget for the contracts undertaken. All these points were taken into account in developing the Master Chef initiative, which represents a minor revolution in the public works industry.“Until now, site managers were mainly focused on the technical aspects of the works and did not always bring the financial vision

The Public Works Division has set up specific training schemes entitled “Master Chef” for site managers in its “Roads” department.

“Site managers are the key component in ensuring the proper execution of the works entrusted to us.”Laurent Girou, chief operating officer of the Regional Roads department of Eiffage Travaux publics.

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Synergie: What is your position in terms of providing professional training?

X.L. : Our actions cannot be summed up in a particular intern-ship or training programme. For Eiffage, the transmission of exper-tise in the field on a daily basis is essential. Training can take many different forms, depending in particular on the professional background of the employees concerned and the evaluation of the skills they need to acquire or consolidate for the purposes of their work within the company. This can also mean letting them take on the role of a particular job before confirming their perma-nent engagement. Not forgetting a strong focus on mentoring.

Synergie: Is your vision of professional training limited to just the technical aspect?

X.L. : For Eiffage, the technical aspect, accident prevention and management are inseparable. In our professional training programmes, these three elements are inextricably linked, because you can only work properly if you do it well and in a safe environment. And this also therefore guarantees the “employability” of our employees. Hence, there is strict monitoring of the level of access to training in each of the divisions.

Synergie : Do you think it is possible to roll out a Group level

global training programme for all local managers such as the Master Chef programme set up by Eiffage Travaux Publics?

X.L. : The advantage of adopting this approach is unquestionable, even taking into account the fact that our divisions carry on very diverse businesses and activities with differing modes of governance in terms of training. To take the example of the Public Works Division, the issues that are dealt with by the site managers in the roads sector are not the same as those faced by their colleagues in the civil engineering sector. This also applies to Eiffage Métal, where some employees work on the

factory floor and have no contact with the client, unlike those that are in charge of maintenance contracts.

Synergie: Which would suggest combining a global approach and custom-made solutions...

X.L. : Indeed! There is no one “truth” to be applied arbitrarily. However, I am convinced that you need to capitalise on the engineering aspect of the training programme: identification of themes to be covered, cooperation between in-house and external training staff are examples of axes that all our businesses can work together on. —

Xavier Lanthiez, Director of human resources development, Eiffage.

“FROM A GLOBAL APPROACH TO CUSTOM-MADE SOLUTIONS”

A MEETING WITH…

that we increasingly expect of them today,” confirms Thomas Parmentier, in charge of social innovation at Eiffage Travaux Publics. “Through the Master Chef initiative, we want to support our site managers, both in terms of manage-ment of staff and site preparation, moni-toring and management.” The result: two consecutive 2.5 day modules have been developed specifically for the Roads business. The first deals in par-ticular with site management. Aspects as diverse as drawing up timetables and the importance of adjusting these

“Through the Master Chef initiative, we want to support our site managers, both in terms of management of staff and site preparation, monitoring and management.”Thomas Parmentier, in charge of social innovation, Eiffage Travaux publics.

in real time, determining and optimi-sing material and manpower resource requirements, as well as reporting and monitoring of additional work requested by the client, are all covered. The second module is dedicated to good communication with the teams,

foreman, or even local residents. Being able to enter into dialogue, knowing how to communicate, motivate, lead, set goals... these are all key tools that enable local mangers to properly apply the elements discussed in the first module.

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The area surrounding the tramway in Tours (Indre-et-Loire).

A SCALABLE BUSINESS PROJECT The Master Chef initiative is not just another training session. This project, launched by the Public Works Division, is a scalable business project that approaches the construction site as an ecosystem in constant interaction with its environment. Consequently, it quickly became clear that this renewed mobilisation of site managers should not be isolated from the rest of the company’s agencies.

This realisation resulted in three decisions being taken. Firstly, a third one-day module aimed at site managers and foremen was added to complete the initial two modules. Secondly, Master Chef enabled participants to detect anything lacking in terms of the tasks assigned to them and express themselves any training requirements they may have in order to better respond to these tasks. In this respect, additional modules on road

Gilles Abrial,centre manager, Yssingeaux (Haute-Loire)

“ It is important to ensure that the

relationship between foreman and local manager

is a healthy one on a daily basis. good joint preparation of operations means that the site manager can gain perspective on the works in hand. He is therefore able to take on the role of project manager rather than just agent. ”

Thierry Meyer,manager, Pontivy (Morbihan)

“ We are running our sites in a more insightful way,

with increased method and engineering input, therefore improving competitiveness. In order to maintain the organisation put in place, I organise meetings with management every two months in order to give the necessary “booster shots” so that everyone stays motivated! ”

Walid Mebarki, foreman, Vitrolles (Bouches-du-Rhône)

“ Site managers are now more closely involved in

monitoring contracts. They are more autonomous in the preparation of small-scale operations. With the larger operations, we spend half a day together looking at the work methods, returns, methods of production. Everything is tackled together in order to determine the best solution.”

Eiffage Travaux Publics worksite in Toulouse (Haute-Garonne). Exit of the Saint-Cloud RER train station (Hauts-de-Seine).

“The joint training day with the foremen helps strengthen the links between them and enables a better understanding of the other person’s responsibilities.”Jean-Pierre Frattaruolo, Jobs coordinator at the Rhône -alpes/

auvergne regional office

of Eiffage Travaux publics.

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LSLocaL MaNagERS: TakINg cHaRgE oF THEIR SITES


REPORT

Florence Dugeny

engineering techniques, management and site management (level 2), have already been made available or are in the process of being developed. Finally, there are plans to add an “assistant site managers” module. “Master Chef has changed the perception that managers have of their job and it is important not to create disappointment,” points out Jean Pierre Frattaruolo, jobs coordinator at the Rhône Alpes/Auvergne regional department of Eiffage Travaux Publics. “It was for this reason, among others, that the joint training day including foremen was set up. It helps strengthen the links between them and enables a better understanding of the other person’s responsibilities.”

This training day concludes with a

“ The Master chef training scheme has improved

relations with foremen and enabled everyone to fully understand the other person’s role. When we are working well together, the project sites run smoothly! The works are properly prepared, managed, and the end result is that we save time.”

“ The training modules available showed

the advantages of working together as a team for site preparation, schedules and budget monitoring. The management side helped me a lot in terms of being able to give orders and being more diplomatic with site workers.”

Jean-Paul Colombo, site manager, Vitrolles (Bouches-du-Rhône)

“ This training programme is essential and I wish

they were more of them! I was able to learn all about new standards and labels for road engineering techniques. It has significantly contributed to my daily performance and has enabled me to be more efficient.”

EIFFAGE MÉTAL

TRaININg FoR LocaL MaNagERSWith some 200 participants and 22 training sessions in 2013, Eif fage Métal is focusing on improving skills among its site managers, foremen, workshop

foremen and team managers. “These roles have significantly evolved over the past ten years,” points out Florence dugeny, head of human resources development. “Today’s managers are different to those of yesterday! Their job description now covers a multitude of aspects (management, safety, quality

control, reporting…) that they didn’t have to deal with before. Over the course of this training programme for local managers, we insist heavily on the ‘who does what’ in the management chain. Where appropriate, we raise their awareness regarding strict compliance with contractual commitments to the client. In addition, at the end of the session, each participant presents a mini-project whose

application should enable them to improve their way of working on a

daily basis. These case studies focus on improving productivity, but

also on communication within the teams and accident prevention.” The training consists of three modules, at several

week intervals, and all the management chain of the entity concerned is fully involved in their application.

Eiffage Métal organised 22 training sessions in 2013.

Emmanuel Morandeira, site manager, Reims (Marne)

Pierre-Édouard Pelchat, foreman, Reims (Marne)

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commitment to the respective and complementary responsibilities of the foreman/site manager duo, in order to promote successful completion of the works. Present, naturally, is the branch or agency manager responsible for animating and driving the Master Chef initiative on a daily basis. It is up to him to maintain the dynamic and energy created by this approach. Even during spikes in activity, the fundamentals should never be overlooked, for example the systematic implementation of site preparation meetings, organisation of workers’ schedules and the setting of goals to be achieved each day by the teams on the ground.

OPENING UP NEW PERSPECTIVES

The Master Chef approach is designed to open up new perspectives for site managers. “The aim is not that they have to make more effort than usual while continuing to work in the same way,” explains Jean -Pierre Frattaruolo. “We hope that with the help of the modules followed, they will learn to change their approach, to think more calmly about how to prepare their project site in order to get it right first time and in an environment of total safety for their teams.” This is an approach that is coherent with the Group’s commitment to improving productivity at its worksites and which is echoed in the work being carried out since the beginning of 2012 in the Construction Division. In addition to renewed emphasis on the technical basics, it

also places emphasis on site preparation and local managers, two elements that fully converge with the Master Chef initiative. Eiffage Construction will be stepping up its training programmes for site managers and team managers who act as a relay for production staff. “We would like everyone to be able to fully execute their responsibilities, from project manager to site worker,” says François Gandon, technical manager with Eiffage Construction. “To achieve this, formal

Site meeting at Eiffage Construction.

LocaL MaNagERS: TakINg cHaRgE oF THEIR SITES

Mathieu Villerot

EIFFAGE CONSTRUCTION

aN ESSENTIaL TRaININg BaSEHistorically, Eiffage construction has chosen to structure of its training of fer through its in-house training Institute, while leaving responsibility for the

elaboration of individual and collec-tive training courses with the regional offices. Many initiatives have been set up by them in terms of supporting local managers. a tailored programme for team managers was established in the côte d’azur, as well as training campaigns launched in the greater Western region for team managers

initially then site managers, in order to define the roles played by each and develop partnerships between these teams. In the Northwest, an inter-company programme was developed to assist site managers. The common denominator of all these initiatives? They focus on pre-vention, preparation of worksites, management and communica-tion between the various man-agement levels. “A working group was set up on a national level in order to propose a frame-

work of essential training for local managers based on these regional best practices and professional action

plans,” explains Mathieu Villerot, training manager at Eif fage construction. “In 2014, these modules will be available to our regional offices and will provide

tools that can be adapted to local contexts.” This will favour positive change at our worksites while consol-idating the fundamentals of our businesses.

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“We would like everyone to be able to fully execute their responsibilities, from project manager to site worker.”François Gandon, technical manager with Eiffage construction.


REPORT

“STRENGTHENING THE FOREMAN-OPERATIONS MANAGER DUO”

→ Frédéric Carmillet,director of French regions at Eiffage Énergie

“ as of 2014, we will be conducting training

programmes that will be specifically aimed at our foremen (and site managers) on the one hand, and our operations managers on the other, because the proper functioning of this duo is fundamental to improving our productivity.

The Master chef initiative in place in the public Works division will be rolled out according to the needs of field management for each of our business divisions.

at the same time, a specific training course is being developed for operations managers. Joint modules for foremen/operations managers will be set up. In this way we will be placing one of the fundamentals of our business on centre stage: getting it right first time. Technical efficiency and productivity are the keys to success.”

Optimisation of workstations at a housing development, rue de la Croix-Nivert in the 15th district of Paris, enabled a 17% saving in man hours

daily schedule meetings have been established between site managers and team managers on the one hand and between team managers and site workers on the other. The roadmaps, that form the basis of these meetings, specify the exact goals to be achieved, which have been previously validated by project management.” Meanwhile, certain initiatives launched by various regional offices have made the holding of daily meetings between all operators systematic, before the start of crane lifting operations. Site

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Lpreparation offers an opportunity to determine the organisation of the site and the operating methods to be deployed. In this way, when the starting signal for the works is given, everyone knows exactly what they are supposed to be doing, therefore limiting any risks. This is a working method that is fully adapted to the construction industry sector, but which also gives site mana-gers their proper place in the production chain, while further improving compe-titiveness within the Eiffage Group. —

Daily work schedule meetings between site managers and team managers have been introduced at Eiffage Construction.

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Eiffage is developing its position on a promising marketIn the space of three years, since 2011,

two massive calls for tenders for the construction de 3,000 megawatts of

wind power production were launched in France by the French government. They should enable the construction of proper offshore wind farms, at sea off the coasts of Brittany and Normandy. Investments are estimated to reach a total of 3.5 billion euros. The Grenelle Environment forum has set a production target of 6,000 MW from offshore wind power and marine energy sources by 2020, which would require the installation of approximately 1,200 wind turbines.

KEY COMPONENTOn a larger scale, that of Europe, “offshore wind power will be developing rapidly over the next two decades, and move from the emerging and immature technology stage towards being a key component of the energy mix in the European Union,” predicted the European Wind Energy Association (EWEA) in a report published in November 2011. In view of the projects already programmed

by governments and companies, installed offshore capacity could reach 40 GW by 2020 (which represents an annual production of 148 TWh of electricity) and then close to 150 GW by 2030 (which represents an annual production of 562 TWh). At this point, total investment in offshore wind turbines should amount to 66 billion euros over the 2011 -2020 period, and then 145.2 billion euros over the 2021 -2030 period.

A FAVORABLE CONTEXTIt is within this favourable context that Eiffage Métal acquired the principle companies of the Belgian Group Smulders in the summer of 2013 – the largest acquisition by the Group since Clemessy in 2008. Smulders, which regroups several companies (primarily Iemants and Willems located in the Anvers region and Spomasz in Poland) and has a workforce of almost 700, builds the foundations,

Offshore wind power:

Foundations for an offshore wind farm in the North Sea, off the coast of Ostend (Belgium).

Aerial view of the Smulders factory in Hoboken (Belgium).synergie GROUP MAGAZINE26

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Wind turbines convert wind into electricity. They consist of a mast (or tower) complete with a turbine, which has a rotor with two or three blades with a total diameter of up to 150 metres. The blades capture the kinetic energy of the wind to power a generator that produces electrical energy. An offshore wind turbine can provide the equivalent of full power 40% of the time, compared to 25% for a good onshore wind turbine. The 1,200 turbine wind project off the French coast should provide the equivalent of the annual energy consumption of 4.5 million households.

transition pieces and masts for turbines as well as the substations that ensure electrical connection (see below Learn More). “Smulders has just delivered 80 transition pieces for turbines at the Dan Tysk field in the North Sea, a contract worth 40 million euros,” says Alain Cornier, permanently assigned from Eiffage Construction Métallique to Raf Iemants, CEO of the Smulders Group. “Smulders is able to respond to tenders from the major utility companies, Germany’s RWE and E.On, Spain’s Iberdrola, but also Sweden’s Vattenfall, France’s EDF, Holland’s Eneco and Denmark’s Dong,” he adds. The company has four production sites located in Belgium (Hoboken, Arendonk and Balen) and in Poland (Zary in the west). With Smulders, which was started back in 1966, Eiffage is set to achieve 200 million euros of additional revenue per full year. This new activity will contribute more than 20% of turnover for Eiffage Métal, the latter representing some 8% of total consolidated turnover for the entire

Eiffage Group. However, in terms of risk, “Smulders needs to demonstrate financial and contractual rigour in its orders and monitoring of projects,” notes Stéphane Abry, CEO of Eiffage Construction Métallique.

METAL FOUNDATIONSIn France, Eiffage had already developed the factory at Fos- sur- Mer (Bouches -du-Rhône) for the production of onshore wind turbines and provided a prototype called Westwind to Technip, the French engineering company. And the Group also has another mast production site, Eiffel Iberica at Albacete, in southern Spain. However, the tenders launched by the French government that were won by the EDF-Alstom consortium and the Spanish operator Iberdrola, are opening up a much larger market of nearly one billion euros for metal foundations for the turbines. For this reason, if Eiffage secures several contracts in this sector over the next two to three years, the Group will set

up a factory dedicated to offshore wind power in Brittany. In addition, Smulders is consolidating Eiffage Construction Métallique. The Iemants company boasts several prestigious references in high-end steel construction: towers for Belgacom, the telecommunications company, in Brussels, Belgium; the headquarters of the postal service in Bonn, Germany; but also several skyscrapers such as CBX and D2 at La Défense (Hauts -de- Seine), or the CMA CGM tower in Marseille (Bouches -du Rhône). Smulders also worked on the new Rotterdam station in Holland, and the headquarters for materials specialist Umicore in Brussels, as well as the headquarters of chemicals expert Bayer in Leverkusen. Iemants has also built numerous steel bridges and industrial facilities, and has several references outside Europe.

SPEARHEADFinally, Smulders can also act as a spearhead for Eiffage Métal on the international market: the company has a production site in Doha, Qatar, and a design office in Bangalore, India. Smulders has distinguished itself through the construction by Iemants of the exceptional octopus-shaped Ferrari Experience Center located in the United Arab Emirates. “We are going to be able to take advantage of their sites and, more importantly, their references in the Middle East,” says Stéphane Abry. —

LEARN MORE

Masts for the Sheringham wind farm in the North Sea, off the east coast of the United Kingdom.

Base of the CMA-CGM tower in Marseille (Bouches-du-Rhône).

Headquarters of the Bayer Group in Leverkusen (Germany).

Sportcity Tower in Doha (Qatar).

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KEY FIGURES

1,600 tons

756 metres

134 poles

124 beams

267 spacers

510 metal brackets

236 types of stiffeners

1,400 m3 of concrete for the slabs

160 m3 of concrete for the abutments

The fog is thick in early November. But very soon, a silhouette appears: the majestic and imposing silhouette of the Mont- Saint -Michel (Manche). The abbey, whose construction dates back

over a century, is one of the most visited tourist sites in France. At 9am, small groups of tourists start to arrive at the rock, which is classed as a world heritage site by UNESCO. Not far away, Eiffage site workers are busy. They are putting the finishing touches to what will be the new Mont-Saint- Michel access bridge: a light and elegant footbridge. The 756 metre long structure, built by Eiffage Construction Métallique and Eiffage Travaux Maritimes et Fluviaux, a subsidiary of

Eiffage Travaux Publics, and spie Fondations“, was designed by the German architect Dietmar Feichtinger, to be the thinnest possible link between the peninsula and the mainland,” explains Raphaël Schaeffer, a business engineer with Eiffage Construction Métallique. “Visitors will have the impression that they are walking across the water at high tide,” pro-mises the client, the “Syndicat Mixte de la Baie du Mont -Saint -Michel”. Indeed, although the steel deck with its 124 beams, 267 spacers and 510 brac-kets, weighs 1,600 tons, it is less than one metre thick, concrete slabs and surfacing included. The 134 supporting posts with two placed every twelve metre intervals are just 24.4 centimetres in dia-meter and appear to be as thin as stilts. The 1.2

A SITE

IN PICTURES


The Mont-Saint-Michel, a site caught between land and seaEiffage Construction Métallique and Eiffage Travaux Maritimes et Fluviaux, a subsidiary of Eiffage Travaux Publics, are finalising the new access bridge for the Mont-Saint-Michel, a tourist hotspot that has over three million visitors per year.

Photo credits: Raphaël Schaeffer

The 756 metre long structure was designed by German architect Dietmar Feichtinger, to be the thinnest possible link between the peninsula and the mainland.

perfectly match the colours of the abbey and the hotels and houses that surround it. The project should prevent the build up of sediment around the Mont-Saint -Michel. Ground level should drop by 2 to 5 metres over the next 10 to 15 years! The pedestrian footbridge, situated 2.5 metres above the current ground level, and its foundations were designed to adapt to the new scenario.

The deck is less than one metre thick. Already the current is flowing more easily. When the causeway, which currently provides access to the mainland, was partially dismant-led on 24 July last year, the rock temporarily regained its island status – for the first time since 1879. Completion of the pedestrian foot-bridge is scheduled for the first quarter of 2014 and full dismantling of the causeway in late 2014. The project represents a contract worth 8.2 million euros for Eiffage Construction Métallique and 1.8 million euros for Eiffage Travaux Maritimes et Fluviaux at a site where the Group as whole has been able to showcase its expertise with Eiffage Énergie carrying out the lighting installation works for the Mont-Saint -Michel. —

Work on the access bridge should be completed during the first quarter of 2014.

metre thick concrete piles in which they are embedded can’t be seen: they are anchored 42 metres below ground level, in the sand, so as to withstand the force of the wind and tides – which here are the strongest in Europe. The supply network for the Mont -Saint- Michel (waste water, fresh water, EDF and Telecom cables) are well hidden in the lower level of the bridge.

LIGHTNESS AND ELEGANCEAnother sign of the aesthetic principle that guided the design of the entire project, the grey colour of the metal frame and the brown of the wooden oak slats that cover the footpath,

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February 2014 29

50,000 HOuRS OF PRe-FABRiCATiON

Having submitted its bid in October 2010, eiffage was contracted to build the pedestrian footbridge in April 2011. The pre-fabrication of framing elements (brackets, spacers, posts, beams and stiffeners) began in January 2012 at the eif fage Construction Métallique factory in Lauterbourg (Bas-Rhin) and continued over the space of one year. Because the bridge is slightly curved,

the 62 sections, 12 metres long and 80 centimetres wide – made up of two beams, four spacers and four brackets –, all had the same shape but a slightly different radius. So each one was practically a one-off! in this respect, almost all of them had to be custom made – from the smallest section weighing 15 tons to the biggest weighing 35 tons. This highly specialised work represented

50,000 man hours of preparation by workers at the Lauterbourg factory, compared to normal annual output of approximately 275,000 man hours. As of May 2012, a fleet of 200 trucks began to transport t h e m e t a l s t r u c t u re s f ro m Lauterbourg to the Mont-Saint-Michel, as the work progressed. The pre-fabrication process avoided the need for special convoys.

20,000 HOuRS OF ASSeMBLy

in order to be able to work at a constant height and sheltered from the tides to assemble the sections, a team of twelve site workers and engineers from eiffage Construction Métallique set up three assembly lines at a sheltered area on the mainland. A prototype was also built to carry out a full-scale test of interfaces between each of the trades and ensure that all the

elements were present and correct (metal, concrete, waterproofing, flooring, wooden decking, railings, benches and l ighting). Then, assembly began at a rate of two to three sections per week. The wind, rain and tides exercised the talents of assembly workers and welders. The difference in levels between low and high tides can sometimes be in excess of 10 metres at the Mont-

Saint-Michel, and even reaching as high as 15 to 16 metres during spring tides and other high tides! Site manager, Marcel Bellanger, had to adapt working hours on a daily basis. Site workers installed the electricity generator on a special trolley in order to be able to evacuate rapidly if necessary. They needed to keep up the pace in order to stick to schedules.

1,400 M3 OF CONCReTe

Teams from eiffage Travaux Maritimes et Fluviaux took over from those of eiffage Construction Métallique as of November 2012. Site workers started with the abutments at each end of the access bridge, i.e. the solid foundations of reinforced concrete in which the metal frame is embedded. Then, one by one, they installed the sections of the platform, the 257 concrete slabs that are 3

metres wide and 25 centimetres thick, varying in weight from 9 to 12 tons. “Although the slabs are all the same length, their widths are different each time: in this respect, they were all manufactured with specific parameter settings. Then they were fixed ten by ten, using cast concrete to ensure a seamless join with frame,” explains Thierry Bourdel, chief foreman at eiffage

Travaux Maritimes et Fluviaux. Then t h e s u r f a c i n g a n d w o o d e n pedestrian walkways were laid on the future bridge as well as the railings. eiffage site workers still need to install a 240 m3 reservoir for the purposes of fire-prevention and a wastewater pumping station. Completion of the pedestrian access bridge is scheduled for the first quarter of 2014.

A SITE

IN PICTURES


Pre-fabrication of the various framework elements was carried out at the Eiffage Construction Métallique factory at Lauterbourg (Bas-Rhin).

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A prototype was built to do a full-scale test of interfaces between the trades.

Assembly began in spring 2012, at a rate of two to three sections per week.

Teams from Eiffage Travaux Maritimes et Fluviaux laid the concrete slabs measuring 3 metres wide and 25 centimetres thick individually onto the apron of the footbridge.

Surfacing was carried out, and the wooden footpaths laid.

A multi-site digital campus in BrittanyFollowing two years of competitive negotiations, Breizh Connect, a consortium consisting of Eiffage, the telecom operator Orange, the Caisse des Dépôts and the investment fund Fideppp2, signed a public-private partnership agreement on 25 November 2013 with the European University of Brittany to build a multi-site digital campus – UEB C@mpus. Four new institutions dedicated to the digital sector will be built – two in Brest (Finistère) and two in Rennes (Ille-et-Vilaine). They will complete an existing network of 28 institutions, universities, further education centres and bodies that will all be digitally connected. The communications infrastructure will include 54 facilities and specifically collaborative workspaces, seminar halls, digital tutorial rooms, and digital lecture halls. Breizh Connect is responsible for the design, financing and construction of the project on behalf of UEB, as well as for maintenance of the four new buildings for a period of 25 years and the communications infrastructure for a period of 12 years. —

There is a new showcase for Eiffage Construction expertise, the Carrefour worldwide headquarters project was delivered on 20 December 2013. This project, which generated 211 million euros worth of turnover, constitutes one of the biggest operations carried out by the Group in the commercial property sector to date. At the height of the works, there were 1,000 site workers active at the site. Located in Massy (Essonne), the building designed by Atelier 115 Architectes required 320,000 m3 of earthworks and has a useful surface area of almost 86,000 m². Equipped with seven entrance halls, it has a 1,165 seat restaurant, a brasserie, a gym, training facilities, conference halls, as well as a 1,900 space car park. The project is aiming for NF Tertiary Buildings HQE certification and the BBC Effinergie label. The work, which began in July 2011 and ended in December 2013, mobilised many of the Group’s subsidiaries and services: the structures design office, Méthodes Plus, and the geotechnical design office upstream; Eiffage Énergie for the electricity, heating, ventilation and air-conditioning; Goyer (Eiffage Métal) for the facades. Employees of the supermarket group will take possession of the Massy Campus in 2014. —

CONSTRUCTION

Complete overhaul of the Givors hospital complexThe new Givors hospital complex (Rhône-Alpes), one of the largest in the south of the Rhône region, was inaugurated in early October 2013. Eiffage Construction carried out the design and build for the hospital building, which offers consulting areas, a day hospital, a post-treatment care service, a multi-discipline medical hub, a central medical station and a rehabilitation centre. A logistics hub was created, regrouping the main kitchens, staff restaurant and pharmacy. This is linked to the energy unit, which centralises heat production for the site. The existing medico-technical building was rehabilitated, which included renovation of the emergency department and the addition of an acute in-patient unit, a geriatric post-treatment service and a gynaecology-obstetrics unit. The complex is connected by a series of footbridges and walkways. The contract amounted to 20.4 million euros. —


NEWS

Massy Campus: the new Carrefour worldwide headquarters

Inauguration of the Port-Est thermal power plantPort-Est, the first of three thermal power plants built by Eiffage TP in partnership with Man and Clemessy, was inaugurated on 11 October 2013 on Reunion Island. Equipped with 12 diesel motors and with a total output of approximately 201 MW, the plant ensures power continuity for the island. Signed in October 2008 with EDF PEI (Island Energy Systems), the contract also covers two other similar facilities in Martinique and Guadeloupe. —

Commissioning of the Clermont-Ferrand tramway extensionTo enable a 1.7 km extension of the Clermont-Ferrand (Puy-de-Dôme) tramline, teams from Eiffage Rail and Eiffage TP were involved in building the concrete base and installing the guide rail. Tests were carried out in October and November 2013, and trial runs took place mid-November to mid-December 2013. During the trials, the tramways underwent normal operating conditions, stopping at stations but without taking on board any passengers. As of 14 December 2013, users now have the benefit of three new stations. —

Eiffage Travaux Publics riding the waveOn 21 September 2013, Philippe Journo, President of the Compagnie de Phalsbourg, visited the site of the future “Waves Grand Sud” shopping centre located near Metz (Moselle). Teams from Eiffage Travaux Publics and Transroute are responsible for the earthworks and the roads and utilities. The works, amounting to more than 10 million euros, began in April 2013 and will be completed in autumn 2014.The centre, which takes its name from two signature aluminium waves, is due to open in March 2015. —

Electricity under the rock

Eiffage TP is currently building a third electricity substation(1) for the Principality of Monaco – a contract worth 22.5 million euros that will take 29 months to complete. The project, which is scheduled to be commissioned in 2017, will be located below ground on the left bank of the Sainte-Dévote Valley, a district situated inland from the port of Monaco. The substation will meet the increasing electricity demands of the Monegasque population, while providing greater energy storage capacity. It will also reduce peak loads, particularly in the summer months. It should also address

the issue of connecting to the dam for the purposes of providing power supply for cruise ships. The electricity will be produced by the Beausoleil power plant (Alpes-Maritimes), and will be transported via two tunnels. Teams from Eiffage TP will have to tunnel 1,677 metres by mid-2016, with an average gradient of 6%. —(1) The substation is an electricity distribution network centre.

PUBLIC WORKS

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More than a renovation project, it’s a new lease of life that will soon be given to the former postal sorting office in Nancy (Meurthe-et-Moselle), designed by the architect Claude Prouvé in the 1970s. The building, which is due to be delivered in the first quarter of 2014, has been transformed into a vast conference centre. It will offer two auditoriums, a large 2,400 m² exhibition hall, and several other reception rooms. Teams from Eiffage Énergie were responsible for installing the weak current supply for

the site. The project’s architect, Marc Barani, was committed to combining aesthetics with functionality in all the spaces. —

A new subsidiary in RussiaClemessy has set up a new subsidiary in Russia, Clemessy RUS, with head offices located in Moscow and a sales office in Samara(1), to support French and international auto manufacturers and parts suppliers. Russia is Europe’s second largest automotive market and is currently experiencing very strong growth. There are 270 cars per 1,000 head of population, a ratio that is two times lower than in France. The Russian government estimates that the ratio will reach 400 cars per 1,000 head of population by 2020-2022. —(1) Samara is a city located in south-east Russia, close to the border with Kazakhstan.

A third lane for the A36 motorwayAfter an initial phase of works on 18 km in 2009, APRR opened a third lane on the A36 motorway that links Mulhouse (Haut Rhin) and Beaune (Côte-d’Or), on 15 November 2013. Construction of the final 7 km section between Montbéliard and Voujeaucourt (Doubs) lasted for over two and a half years. In total, construction of this third lane, which extends for 25 km, will have required a total investment of 100 million euros and five years of works. —

APRR and AREA fighting to beat fraudAll motorists using the motorway are required to pay the toll. However some motorists are trying to force their way through the barriers or engage in ticket fraud. As a result, APRR and AREA are taking action, following three broad approaches: dissuading potential fraudsters, detecting abnormal situations that may be the result of fraud, and prosecuting offenders. The two companies have installed 1,000 CCTV cameras and have acquired number plate recognition software. Staff have been specially assigned to fraud prevention services and training has been provided for employees working with tolls. The initiative is backed up by committees that systematically include a legal expert, which have been set up to identify priority actions. Partnerships with the local Gendarmerie and regional customs offices have also been set up. —

A vista over the city of Nancy

ENERGY

METAL

A patrol boat transformed into a luxury yacht

Don’t call her Norna, she has become Énigma. A former fishing patrol boat measuring 71 metres has been transformed for a private client into a yacht capable of transporting his guests to the Caribbean seas or the countries of the Far North. The renovation work, which lasted for eighteen months in the port of La Rochelle (Charente-Maritime), enabled Eiffel Industrie Marine to once again showcase its expertise in sheet metal working, with the addition of 80 tons of steel –, in mechanical engineering – with a complete overhaul of the propulsion system–, and in pipework

– with the installation of 600 metres of pipes. The main challenge was carrying out the steel works at the same time as the luxury refitting on board. —

MOTORWAYS


NEWS

Transform a former convent and listed building in Krakow into a high end residential complex, complete with 230 luxury apartments: this is the challenge entrusted to Eiffage Polska Budownictwo by the Polish investor, Angel Poland. The Angel Wawel development, which represents an investment of more than 17 million euros, will provide various high end services: a swimming pool, a sauna, an enclosed garden, but also a cinema, a library, a wine bar and underground parking. The foundation stone for this site, which is filled with history, was laid on 7 November 2013; delivery is scheduled for mid-2015. Eiffage Polska Budownictwo will be working under the close supervision of the city’s curator of monuments in order ensure that the inherent beauty of the convent remains intact. The project was designed by the Paris design office Gottesman-Szmelcman, and the garden was designed by a well-known British landscape designer. —

Makeover for the National Assembly of GabonIn December 2013, Eiffage Construction signed a design and build contract for an annex of the National Assembly in Libreville, Gabon, amounting to 80 million euros. The 30,340 m2 project, designed with the Blamm Architecture agency and the ECCTA Engineering design office, includes the construction of two ten-storey buildings, offering 482 offices, as well as committee rooms, a library and various other facilities (printing room, cafeteria, shops, medical centre, and technical areas). There will also be a conference hall situated in another oval-shaped building, whose outer walls will be covered in gold coloured metal cladding. This architectural choice, combining form with function, will echo the hemicycle of the National Assembly and will mark the difference between a space which is open to the public, the conference hall, and the rectangular office space which is reserved for use by Members and their staff. Three hundred above ground parking spaces complete the project.

Emphasis will be placed on natural light: each of the office floors will be articulated around vast patios. The layout for the towers was designed according to the path of the sun. On the south and north facing walls, the floors will be extended to protect the glass façades from exposure to the sun. The east and west walls will be protected by vertical shading made of gold mesh, inspired by colourful African weaving techniques.

These sun screening elements will enable energy savings related to air-conditioning. Materials used for the fitting out will favour local manufacturers: the interior and exterior floors will be made of stone, and the walls in the conference centre will be covered in originally designed panels from Gabon. The work is scheduled to last for 27 months. —

Luxury residential complex in Poland

INTERNATIONAL

Steel frames for Iraq Eiffage Construction Métallique has secured a contract to manufacture the steel frames for the vast Tiqhar sports complex in Nassiriya, Iraq. The contract, worth 12.5 million dollars, includes manufacture at Eiffage Construction Métallique factories, of the steel frames for the future 30,000 seat football stadium, but also the 2,000 seat athletics stadium and the 500 seat training ground. Implementation studies, manufacture and delivery are scheduled for 2014 and will involve more than 3,500 tons of steel. This project forms part of the strategic development plan for Iraq, initiated by the Ministry for Youth and Sports, which includes the construction of fifteen top level sports facilities throughout the country. Through its Metal Division, Eiffage is involved in this prospective market surrounding reconstruction of the Republic of Iraq. —

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Mobility, in Construction DNA

“In our business, if you want to progress, you have to be mobile. Projects, by definition, are not located on your own

doorstep.” Frédéric Carmillet, the new CEO of Eiffage Énergie, in charge of France regions, immediately sets the tone: mobility is in the DNA of the construction industry. And more than ever, Eiffage is committed to encouraging it. “Our wealth lies in our employees,” he continues. “We need to help them develop, support them, find them the job that will let them progress even further. That job is rarely situated in the same area. Too often, for the sake of convenience, we are still relying on external recruitment,” he continues. We don’t want to “let go” of our colleagues, which we end up losing anyway, we look for the ideal candidate, etc. It is good to bring in new blood, but systematically recruiting from outside the company is not a satisfactory solution, especially since employees from other companies sometimes find it hard to fit into the Eiffage culture. And it is difficult to get the full measure of a candidate from just a couple of interviews.”

Moreover, Frédéric Carmillet, who spent three years with Eiffage Construction, places emphasis on the wealth that comes with change. “The Construction Division and the Energy Division follow a very different logic and organisation. Whereas the first focuses primarily on construction and managing sub-contractors at sites that are, more often than not, on a very large scale, the latter covers a wide range of businesses but deals with projects that are smaller in scale.” In order to facilitate mobility, the in-house magazine of the Energy Division, Contact, now has a map of France showing available jobs, to stimulate and satisfy individual aspirations. “Each year, there are almost 900 jobs on offer in France and some-times abroad, which creates a world of oppor-tunities,” points out Alain Noret, the new head of human resources at Eiffage Énergie. Management within the division is also committed to “anticipating the future recruitment requirements for each region, in order to offer adaptation of professional skills and expertise and support professional and/or geographical mobility among employees.

This is in line with the new law on employ-ment securing, which encourages companies to develop a prospective vision of their busi-ness activity in order to maintain the employa-bility of their staff,” explains Valérie Moulinier, director of professional skills training development. This initiative is however conditional on a two-pronged approach of anticipation and support from the company, and effective mobility on the part of its employees.

GROWING PROFESSIONALLY

Eiffage Énergie was inspired by the active approach taken by Clemessy. “We are facing a deficit of skilled workers in certain sectors such as nuclear energy. For this reason, we recruit volunteers from within the company, and then provide them with specific training at our professional institute in Mulhouse,” explains Léon Palermiti, director of human resources at Clemessy. Eiffage Métal, which has absorbed fifteen companies in five years, is also committed to encouraging geographical and

More than ever, Eiffage is committed to encouraging mobility among its employees

on a national and international level, but also between divisions. A sure way of

developing skills while at the same time consolidating jobs.

TEST

IMO

NIA

LS a fter joining Eiffage Énergie in 2008, Louis-alfred Bordet worked as an operations manager for five years at the Bry-sur-Marne office, in the Val-de-Marne region. at that time, he was in

charge of public lighting and traffic light management. With a desire to leave the paris area and take on more responsibility, in 2012 he began making contacts around the country within the group. “In 2013, I was of fered the position of head of operations in Lower Normandy, at the Giberville office, near Caen. Now I manage a team of five operations managers and nearly 70 site workers that are responsible for installing telecommunications networks, fibre optic cables, public lighting, and utilities supply for real estate developments,” he explains. changing companies and regions has helped to forward his career since “in [his] old office, there were no equivalent job opportunities.” His new agency helped him find accommodation and the division paid for his moving costs.

“I WAS ABLE TO PROGRESS ON A PROFESSIONAL LEVEL”→ Louis-Alfred Bordet, aged 29, head of operations at Eiffage Énergie


COMMITMENT

professional mobility. “Changing regions or jobs is one of the surest ways of advancing your career,” says Valérie Péron, head of recruitment and mobility at Eiffage Métal. A reality that applies to managers and site workers alike. “Versatile profiles are very sought after: someone who has worked in the petro-chemicals industry and then in the nuclear sector would be highly sought after, since these industrial environments differ widely,” she continues. Mobility is also a very good response in times of economic crisis: “When there is

reduced economic activity, you have to be willing to work at another site or in another area,” she adds. Personnel secondment agreements between companies, agencies or even divisions, support this approach. For this reason, in order “to compensate a drop in activity or on the contrary respond to a spike in activity, Eiffage Construction relies on personnel secondment between regional offices. The arrangements in terms of duration, transport, and accommodation are determined by the managing directors of the departments

concerned and formalised by means of secondment agreements,” specifies Gérald Thouvignon, HRD at Eiffage Construction.

MOBILITY CHARTER

Being mobile however presents a certain amount of risk and can have significant costs. In this respect, all the Group’s divisions have a mobility charter that specifies employee rights and obligations, and in particular the assistance that they are entitled to in terms of “Action

Several Eiffage employees from Reunion Island have come to work on the Bretagne-Pays de la Loire high speed rail link.

Retirement homes, police stations, secondary schools, residential facilities, wastewater treatment centres, customs offices…: at just 29, cédric de Laet has already many achievements under his belt. after joining the Eiffage group in 2004 as a labourer,

he has worked his way up the ladder. He worked successively as assistant formworker, formworker, skilled worker, first level supervisor then second level supervisor. a career path that has taken him all over the country for five years out of nine: “I have worked in perpignan, carcassonne, but also Béziers, Sète, Montpellier, Nîmes and Toulon!” he lists. This mobility did not bother him: “We were young, we were earning a good living, and we knew how to party,” he recalls smiling. “Being let loose on a new project site every time, helped to shape my character! For the men that were fathers however, it was more complicated,” he adds.at 29, cédric de Laet is turning a new page in his career. Eager to follow his partner who has been transferred to the paris area, he has applied for a foreman’s job at the aubergenville office of Eif fage construction (Yvelines). “I took advantage of the opportunities offered by a major group like Eif fage, although I still had to go Paris five times to secure this new job,” he recounts. He was slightly nervous when he started in the summer of 2013, but he quickly got his bearings. and he has a clear goal in mind: be promoted to site manager… in a couple of years.

“I HEADED FOR THE PARIS AREA” → Cédric de Laet, aged 29, team foreman at Eiffage Construction

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Logement” (ex 1% housing finance) or help with moving expenses. Assistance for major relocations, with funding in particular set aside for accommodation, is already in place. Other help is also sometimes provided: “We pay for a weekend trip so that the employee and one member of their family can discover the new destination,” explains Valérie Péron. Clemessy also supports the efforts of its employees in terms of mobility by allocating funding, allowing a trial period of three to six months, which provides the opportunity of

returning to the original job and therefore allowing for errors of judgement, and providing assistance for the employee’s partner in terms of finding employment. Working abroad is a different type of challenge that can be highly motivating. “It is without doubt an accelerator for professional development,” observes Xavier Lanthiez, director of human resources development at Eiffage. “Projects that are managed abroad are often complex and require specific expertise, particularly the ability to make use of

multi-disciplinary skills. As a result, the added value is very high. Acquiring this type of expertise means that you are at ease in all situations.” In terms of international relocation, the support provided is more comprehensive. For example, Pauline Avenet, aged 25, draughtswoman with Eiffage Construction Métallique, was able to spend ten days in Lagos in Nigeria before deciding whether or not to spend a year there working on part of the Ofon oil platform. —

at the age of 21, in december 2011, pauline avenet set off for Nigeria. Her objective? a one-year placement with teams from Eiffage construction Métallique working on

part of the ofon oil platform modules. This first immersion in a country that has a reputation for being quite challenging, went well. “In 2010, during my second year of BTS studies in metal engineering, I did an internship at the design office of Eiffage Construction Métallique,” she explains. “I then followed specific training in offshore 3D technical design and learned the basic rules that apply to oil platforms. So, when my mentor at Eiffage Construction Métallique asked me to go to Lagos, I was able to make the decision very quickly. The organisation for my relocation was handled very well,” she continues. “The flight was paid for and the Group took care of my accommodation. When I arrived, I found I was sharing with two other French expats.”

The language barrier is not always easy to overcome, although the company did provide English language training for local technicians. But she retains from this experience the “pride at having shown the ability to integrate into a life thousands of miles from France.” However, she was “frustrated by not being able to discover much of the country [due to security issues].” Today, having spent nine months at the factory in Fos-sur-Mer (Bouches-du-Rhône), pauline avenet is now part of the special structures team at the Eiffage Métal headquarters in colombes (Hauts-de-Seine). Would she relocate abroad again? She would be tempted by “the quality of the human experience,” but is aware that it “means leaving family behind,” which is not always easy.

during his forty year career in the construction industry, Robert Janvrin, aged 65, project manager with Eiffage construction, has been a real globe-trotter. He has

spent a total of 14 years abroad! and has many prestigious references to his credit. “I have worked on the construction of residential units in Singapore, the two apartment towers at the Pacific Plazza in Manila in the Philippines, three hospitals in Saudi Arabia and the China World Trade Center in Peking,” he lists. He recalls the Thai decorators that worked with gold leaf and the very sharp Singapore legal experts with whom he had to review contracts in English. “Working abroad requires a very open mind, an ability to adapt and lots of patience,” he says. “You should never provoke anyone with your behaviour or actions. In China, becoming familiar with Confucius was very useful to me, enabling me to immerse myself in Chinese culture. At the same time, you have to bring technical, organisation, management and steering expertise, even more so today than in the past.”

From a family point of view, Robert Janvrin admits that having an international career implies concessions. over the course of the relocations that took his family from Reunion Island to china, his wife ended up not pursuing her own career and his three daughters had to change schools many times. This said, if he had the choice he would do it all again, because this career has “enabled [him] to work on iconic projects, to take on extensive responsibilities” and has helped him “to become more open to others”, while at the same time giving him the opportunity to discover many different countries with widely different attitudes and customs.

“I AM PROUD THAT I MANAGED TO INTEGRATE”→ Pauline Avenet, aged 24, draughtswoman at Eiffage Construction Métallique

“WORKING ABOARD REqUIRES A VERY OPEN MIND”→ Robert Janvrin, aged 65, project manager at Eiffage Construction

TEST

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COMMITMENT

PARTICIPEZ !

LESDE 2013

TROPHÉES

L'INNOVATION

EIFFAGE

Des astuces aux inventions, vos projets sont bienvenus.

Helpful tips or inventions: all your projects are welcome.

GET INVOLVED !

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THE 2013 EIFFAGE INNOVATION TROPHIES

SUSTAINABLE DEVELOPMENT

Eiffage Innovation Trophies: a good year

The Eiffage Innovation Trophies, which are organised every two years, favour and reward creativity and innovation within the Group. The 2013 edition was expanded to include three new categories: health in the workplace, research and development, and biodiversity. Out of the 316 applications sent to the various divisions, 35 were examined on November 7th by a jury including Pierre Berger; Jean-Charles Dupin, Chairman of the Scientific Committee for the Group and director of major investments and development at APRR, and Valérie Boniface, director of special structures at Eiffage Construction Métallique, both representing the Group’s scientific panel; Valérie David, director of sustainable development

at Eiffage; Adelaïde Feraille, researcher at the École des Ponts engineering school, and Youssef Diab, scientific director of the Ecole des Ingénieurs de la Ville de Paris engineering school.First prize went to the Eiffage Construction prefabricated Concept Lignum® engineered solid wood modules that enabled construction of the Jean Jouzel university halls of residence in La Rochelle (Charente-Maritime) in just seven months. The Eiffage Travaux Publics GB5® high performance coatings and Retisafe® aggregates (now used instead of toxic powdered sulphur) also received awards, as did the Eiffage Métal leak recovery device. APRR was awarded for its digital management of supplier invoices and apiary management by

its bee-keeping employees. Eiffage Énergie received awards for an electric current of rotating machinery analysis system that enables potential defects to be detected, and the professional support framework related to new energy efficiency markets. The “judges favourite” prize, awarded for the first time this year, was given to the prevention and awareness raising initiative regarding disabled site workers carried out by Eiffage Métal. —

APRR committed to reducing greenhouse gas emissions by 5% over two years…APRR has set itself the goal of reducing greenhouse gas emissions by 5% between 2012 and 2014. In 2011, the motorway concession company generated 24,300 tons of CO2. As a result, it is multiplying its initiatives: optimised fleet management, staff training in eco-driving skills, use of video-conferencing. A new Intranet tool dedicated to in-company carpooling has been set

up. A contract for air conditioners has also been put in place in order to optimise the energy performances of this equipment. In addition, following successful field tests, the use of LED lights is continuing to be rolled out in order to make energy savings at motorway service stations, tolls and tunnels. Energy consumption at the network’s two tunnels has already been reduced by 15%. —

… and eradicate ragweed, detrimental to public healthRoads, railway tracks and river banks are well-known corridors for the propagation of invasive plants. Among these, ragweed seems particularly adapted to transport networks – especially along the edges of motorways. This plant is particularly detrimental to public health. For this reason, APRR has set out to detect ragweed plants and localise them using markers along the motorway, particularly in order to protect the safety of its road agents. The motorway company favours the use of ragweed-free topsoil and is carrying out a strict uprooting campaign to prevent the build up of seed stocks. In addition, APRR is introducing clauses into its contracts providing for systematic seeding, uprooting or mowing if necessary. —

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INITIATIVES

February 2014

The Government’s National Biodiversity Strategy:

a summary of three key Eiffage initiativesRENEWAL OF AGREEMENTS WITH THE ONF (FRENCH NATIONAL FORESTRy OFFICE) After three years of working together (2010-2013), Eiffage and the French National Forestry Office (ONF) have renewed their three-year partnership agreement on biodiversity. This enables the Group’s project teams to tap into the expertise of the ONF network, when faced with ecological issues. Thus, over the period 2012-2013, Eiffage Aménagement, a subsidiary of Eiffage Construction, secured the services of the ONF Ile-de-France agency, in order to carry out ecological studies for the proposed

development of a river port at Isle-Adam (Val d’Oise), and elaborate a biodiversity compensation strategy that would be compatible with the expectations of the various stakeholders.

NATURAL HERITAGE INTERVENTION FUNDEiffage is fulfilling its sustainable development commitments for the Bretagne-Pays de la Loire (BPL) high speed rail link project, which includes in particular the establishment of a natural heritage intervention fund (FIPAN). The Group intends to demonstrate the relevance of a local ecological engineering plan that can be easily applied in other contexts. Eiffage has signed a sponsor agreement with the “Green Cross France & Territoires” association, the French branch of the international Green Cross NGO created in 1992, following the Rio Earth Summit in Brazil. In this instance, areas that are undergoing ecological pressure due to work on the high

speed rail link and that require “natural redevelopment”, will be the subject of extensive studies to determine, for example, the “ecological works” that are required. This initiative, which is entirely voluntary, does not replace any statutory environmental compensations related to the BPL.

ECOLOGICAL INFORMATION SHARING WITH THE NATIONAL MUSEUM OF NATURAL HISTORyListed as one of the twenty-eight commitments of the Group under the Government’s National Biodiversity Strategy, the sharing of ecological information acquired or commissioned by Eiffage companies with the National Museum of Natural History, which is steering the national inventory of natural heritage has become a reality. A partnership agreement to this effect has been signed. Alongside “Réseau ferré de France”, “Réseau de transport d’électricité”, “Voies navigables de France” and GRTgaz, Eiffage is committed to relaying back to the Museum any data concerning flora and fauna that is accumulated during construction or development projects, or at Group facilities. —

A pact against wasteWith the Chamber of Commerce and Industry of the Vienne region, the Vienne General Council, ADEME and the Greater Poitiers urban area, Eiffage Énergie Thermie Atlantique and Eiffage Énergie Poitou-Charentes have joined the Pacte (Programme d’accompagnement collectif territorial des entreprises) “Waste prevention 2013-2014” scheme. This programme consists of identifying ways of reducing the production of waste, in order to control waste management costs, reinforce professional expertise and provide the necessary tools, while at the same time promoting the company’s efforts among employees and clients. Companies that have signed up to the Pacte commit to reducing their waste production by at least 7% and increase the rate of recycling by 15% for at least one source in order to be part of the movement towards sustainable development and constant improvement. —

INITIATIVES


APRR sharing best practices

Clemessy rewards the best ideas

As part of a Safety Week organised by the Energy Division from 23 to 27 September 2013, Clemessy launched a competition entitled “Sécur’idée” (Safety ideas) to collect and reward the best ideas for improving health and safety at work or in the working environment. 182 proposals were received from personnel, 30 of which made the first selection, receiving a

prize of 200 euros. The executive committee of Clemessy selected the top three, and the winners were awarded a prize of 300 euros. One Clemessy employee suggested the use of drill bit sharpeners to avoid the risk of injury associated with portable grinders. A colleague recommended the introduction of visual indicators to make it easier to check if the machinery or lifting equipment used on construction sites has undergone safety checks. —

SAFETY

As part of the campaign concerning the dangers that their agents may be exposed to, APRR is continuing to raise awareness among its employees. An ongoing obligation formalised by a specific programme “sharing best practices”. In this respect, 29 leaflets were made available to all: they include for example fitting out vans, good posture, handling techniques, operating or risks related to the motorway. A manager’s guide was also published in June 2013. Apart from regular staff briefings, it encourages them to report any dysfunction and remain available and attentive to their teams. —

The Metal Division raising awareness among all its personnelOn 26 November 2013, the Metal Division organised a day dedicated to safety for all its personnel, without exception, both in France and in all other countries where it is located. Over the past ten years, the scope of the division, with its 5,800 employees, has changed considerably with the integration of companies with very different safety cultures. Many initiatives have already been implemented to bring these into line: certification of systems, generalized deployment of MASE (Improvement of corporate security manual), staff involvement, awareness and training initiatives at all levels, have enabled accident rates to be significantly reduced, with frequency rates being divided by three and severity rates being divided by four.In order to improve results even further, on 15 October 2013, the Metal Division signed a partnership agreement with OPPBTP (Professional body for the prevention of risks in the building and public works sector), according to which it

undertakes to organise PRAP (Prevention of risks related to physical activity) training sessions for its site workers operating in difficult conditions, raise awareness among its subcontractors and share experience feedback and best practices. In addition to safety initiatives deployed throughout the year, each Metal Division site ceased activity for a few hours on 26 November in order to discuss a particular issue: behaviour and the importance of the human factor in terms of safety. All employees, temporary staff and subcontractors were involved. A film, developed especially for this event, was also screened. —

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February 2014 41

Renovating housing for families in needThe “Compagnons Bâtisseurs” (Companion Builders) popular education movement has been fighting against poor housing conditions since 1957. Sponsored by Hawa Bathily, technical management assistant at Clere (BPL high speed rail link project), the Eiffage Foundation is supporting a three-year project at the Brittany branch of the movement, with donations of 30,000 euros in 2013, 20,000 euros in 2014, and 10,000 euros in 2015 to buy

materials. Thirty young people from priority neighbourhoods, in partnership with the local project team, will be working on housing renovation projects carried out with and for families in need. —

In 2007, ITEPA (therapeutic, educational and teaching institute for teenagers) located in Trélissac (Dordogne) set up an adapted restaurant company – “Le Jardin Pêcheur” brasserie and “guinguette” – to create jobs for young people suffering from behavioural disorders. 20 disabled workers are currently employed there. Buoyed by the success of the first restaurant, ITEPA is now planning to open five more in the Aquitaine area, to create the equivalent of a further 200 full-time jobs for disabled workers over the next five years. The Eiffage Foundation, at the request of Bernard Mousnier, former manager with Eiffage Construction Dordogne, is co-financing the creation of a new restaurant in Bordeaux (Gironde) with a donation of 15,000 euros. —

The Eiffage Foundation: all set for another five years!The authorisation to prolong the Eiffage Foundation for a further 5 years was published on 14 September 2013 in the Official Journal. For this second 5-year period, 2013-2018, the Foundation is committed more than ever to fulfilling its purpose: building a shared world together. In this respect, it will continue to provide financial support for voluntary organisations working towards the integration of people in difficulty, showing that business and solidarity can indeed be successful allies. —

The Eiffage Foundation supports the charity garage, Solidarauto 38 in Échirolles (Isère), sponsored by Christian Bel, an employee of the AREA motorway company.

A 10,000 euro donation was used to partly finance purchasing of materials and equipment. The garage promotes professional employability and aims to facilitate mobility among people with low incomes by offering a cut-price used car and repair service. —

Facilitating mobility among people with low incomes

Eiffage Sénégal and the Eiffage Foundation have donated 36,500 euros to the Franco-Senegalese NGO Village Pilote, which is dedicated to the sustainable integration of street children, who number

approximately 10,000 in Senegal. The association, sponsored by Sandra Villepontoux, design and methods manager at Eiffage Sénégal, has been able to construct a new building to train 55 young people as cooks every year. —

FOUNDATION

Educating street children

Helping disabled people find employment in the restaurant business


INITIATIVES

PERFORMANCES

Eiffage Construction Métallique wins heritage awardEiffage Construction Métallique was awarded a special prize at the “Les rubans du patrimoine 2013,”(1) for renovation of the Mangin footbridge in Richardménil (Meurthe-et-Moselle). This engineering structure was built in 1878 under the direction of Alphonse Mangin, engineer and close associate of Gustave Eiffel. The footbridge, which had fallen into disrepair and become dangerous to the extent that

access had been unauthorised since 1993, was dismantled for repairs. Assembly of the steel structure was carried out using hot riveting. Then the two stone pillars were scrubbed, stone that had eroded over the years was replaced and new staircases installed. Located close to the Richardménil river stop, it contributes to the promotion of tourist activities along the Vosges Canal. —

Eiffage Énergie, a business full of resourcesSeveral initiatives have been launched by Eiffage Énergie in order to improve awareness of jobs in the energy sector and develop the image of this fairly new brand, created in 2011. Partnerships with schools increased in number – going from three in 2012 to ten in 2013. Company presentations, conferences on energy sector businesses, site visits, interview workshops, CV correction workshops and forums: the number of events that Eiffage Énergie has invested in has doubled. In addition, to support this action, a communications campaign has been rolled out. At the heart of this initiative is a website – www.carrieres.eiffageenergie.com – dedicated to recruitment and a higher profile on social networks in order to attract the best talent. —

A first for a motorway networkIt’s a first for a motorway network company: AREA has received triple QSE (quality – safety – environment) certification. The maintenance and toll centres, the traffic control centre, and the equipment department were all assessed by professionals from the French standards association. In their conclusions, the AFNOR auditors identified thirty strong points and no instances of non-compliance. —

675 athletes compete at the “Furets d’Eiffage” meetingFor the past five years, during “Disability Week” the “Furets d’Eiffage” have organised a big indoor meeting, at Eaubonne (Val d’Oise). The 1st edition, in 2009, was supported by the Eiffage Foundation. This event is innovative and unique in the world of athletics, because it enables able-bodied and disabled competitors to compete against each other. On 16 November 2013, some 675 athletes competed in running, jumping and throwing events. Timothée Adolphe (a visually impaired athlete on the left of the picture), bronze medallist in the 400 metres at the world para- championships that took place in Lyon (Rhône) in July 2013, was present with his guide. A raffle helped raise funds for the “Comme les autres” association, which supports people with disabilities. The meeting

also mixed all the generations, from juniors to veterans. Due to its reputation and recognition, it has now become an official qualifying heat for the French championships – all performances being officially confirmed. —

(1) This competition rewards local areas that have carried out work to renovate or rehabilitate places of historical interest.

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