INTERVIEW WITH PIERRE BERGER PAGES 4 7 sGROUP …

OCTOBer 2014#21

synergieGROUP MAGAZINE

> Sharing our values

Transformation of the Picasso Museum A SITE IN PICTURES PAGES 8 TO 11

“eiffage has what it takes to continue improving its performance” INTERVIEW WITH PIERRE BERGER PAGES 4 TO 7

PAGE 25

GrAND PArIS: ALL SYSTeMS GO!

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synergiePublishing Director: Sophie Mairé. Editor-in-Chief: Sophie Sanchez. Contributors to this edition: Frédérique Alary, Marion Bentz, Maud Breheret, Amélie Chevance, Laurence Francqueville, 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, Adrien Buchet, Atelier d’architecture Chaix & Morel et associés, David Chane, Ludovic Combe, David Delaporte/Andia, Studios Detaille, EDF Didier Marc, Alain Gagne, Christine Giordano, Jean-Luc Girod, Jean-Claude Guilloux, Patrice Grunenberger, Niec Himpens, François Lepage/Andia, RATP/Jean-François Mauboussin, Guillaume Maucuit Lecomte, Éric Morency, Jean-Louis Motte, Atelier Jean Nouvel avec 8’18’ (concepteur lumière), Ingelux (éclairagistes) et AU4G (architectes), Optima / Caurette, Vincent Pancol, Mairie de Paris / Sophie Robichon, Hervé Piraud, Vincent Ramet, Photothèque RATP, Léo-Paul Ridet, Manon Riff-Sbrugnera, Raphaël Schaeffer, Léonard de Serres, Société du Grand Paris, Frédéric Stucin, Denis Sutton, Gérard Tordjman, Alexis Toureau, Smart Videoproducties, Wilmotte & associés SA d’architecture. Photothèques du Groupe.

Cover page: Photo of Saint-Lazare station on the north section of Paris metro line 14.

4-7 THE INTERVIEW

“eiffage has what it takes to continue improving its performance.” Six Eiffage employees interview Pierre Berger, chief executive officer.

8-11 A SITE IN PICTURES

Transformation of the Paris Picasso Museum The Hôtel Salé, completely renovated by Eiffage, now hosts the largest Picasso museum in the world.

12-15 NEW CONTRACTS

16-17 CURRENT PROJECTS

18-19 COMPLETED PROJECTS

20-21 INTERNATIONAL HIGHLIGHTS

synergie GROUP MAGAZINE2

OCtObER 2014#21synergie

25-33REPORT

GRAND PARIS: ALL SYSTEMS GO!In spring 2014, the Eiffage Travaux Publics division was selected by RATP (Île-de-France transport authority) to build the first section of an extension to line 14 of the Paris metro. This operation marks the beginning of work on the Grand Paris Express that plans to develop 205 kilometres of new metro lines.

Similarly, Eiffage Immobilier, supported by Eiffage Aménagement, is one of six developers that were awarded contracts in December 2013 to build the Ardoines mixed-use development at Vitry-sur-Seine (Val-de-Marne), one of the first programmes being built around the 69 future Grand Paris stations.

This is a great opportunity for Eiffage to demonstrate once again its capacity to support public works projects. Eiffage is indeed at the forefront when it comes to developing and providing appropriate solutions for the various areas in Île-de-France that are part of this landmark project, which will be mobilising many of the Group’s divisions.

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40-41

editorialA positive dynamicAn increase in our earnings in the first half of 2014 in both the works and concessions divisions (+7.3% of current operating income and +17.2% of net income), a reduction in the Group’s debt against a backdrop of improved cash flow in the works and real estate divisions, and a healthy order book, have all been welcomed by the markets.

Our efforts in terms of new business selectivity, developing turnkey projects, productivity, and sound management of our structural and cash flow costs are at the heart of this positive performance. thanks to you! this should motivate us to keep up the good work.

In an economic environment that remains challenging, these interim results give us the resources to continue our international development both by prospecting for new business and through external growth.

Following our acquisition in 2013 of the Smulders group active in the offshore wind power sector, we recently acquired Canadian company ICCI, specialised in the construction and renovation of civil engineering structures.

Our healthy order book means that we can now look to the future with confidence: confidence to continue adapting our production base, which is essential if we want to continue to develop. Responsiveness, mobility, solidarity and innovation need to be our drivers to reach that goal.

22-24 GUEST INTERVIEW

Marie-Laure Mazaud, director and member of the executive committee of CDC Infrastructure.

34-37 THE EVENT

The eiffage Millau Viaduct race15,000 runners on the starting line, 18 May 2014.

38-39 SPOTLIGHT

eiffage Services: concentrating on performance

40-41 COMMITMENT

eiffage Foundation: solidarity and action

42 INITIATIVES

October 2014 3

INDex

ChrISTIAN CASSAYre CHIEF FINANCIAL

OFFICER, EIFFAGE

All the Group’s divisions were represented by the participating employees

“eIFFAGe hAS WhAT IT TAKeS TO CONTINUe IMPrOVING ITS PerFOrMANCe” On 5 March 2014, six EiffagE EMplOyEEs intErviEwEd chiEf ExEcutivE OfficEr piErrE BErgEr On thE suBjEct Of thE grOup’s stratEgy.


The INTerVIeW

Chrystelle Dauphin. How does Eiffage benefit from our motorway expertise?

Pierre Berger. The Eiffage business model stands on two pillars: construction and concessions. APRR’s expertise is a valuable asset when it comes to winning new concession projects. APRR teams are skilled at costing and handling the long-term maintenance and operation of road networks. Moreover, the significant debt contracted by Eiffage in 2006 is no longer a source of concern for the markets, thanks to sound management on the part of APRR teams. APRR brings stability to the Group and reassures investors.

Benoît Peyredieu du Charlat, local commercial manager, Eiffage Énergie Île-de-France.

Private sector investment in France remains tepid and government orders are sluggish. What is the outlook for 2014?

Pierre Berger. We are facing an economic crisis, but business has not fallen sharply as a result. In 2013, Eiffage turnover increased by 1.6% to €14.3 billion. The crisis is not having much impact on volumes but it is affecting price levels. The private sector is proving resilient. Performing the same work at lower cost means that we have to make considerable efforts in terms of productivity, something we had let slide a little during the previous economic boom. It’s actually quite healthy. Eiffage has what it takes to improve

Chrystelle Dauphin, motorway toll manager, APRR.

When you took over the helm of Eiffage in 2011, you talked about a “Group with strong potential”. How do you see the situation today?

Pierre Berger. I am convinced that Eiffage has great potential. Our expertise is very wide-ranging: tunnels, civil engineering works, buildings, metal structures, concessions, nuclear power, electricity, roads… Eiffage generates more than €14 billion in turnover, has over 67,000 employees and undertakes 100,000 projects every year. Today, the challenge involves getting all these skills working together.We are creating synergies and improving our management of turnkey operations. The construction of the Bretagne-Pays de la Loire (BPL) high speed rail link, the largest project the Group has ever undertaken and which involves all its divisions, is moving forward at a remarkable pace. I am confident in the future, even though the economic climate remains uncertain and challenging in France and in Europe.

“We are creating synergies and improving our management of turnkey operations.”

Chrystelle Dauphin, motorway toll manager, APRR.

Pierre Berger and Benoît Peyredieu du Charlat (left), local commercial manager, Eiffage Énergie Île-de-France.

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October 2014 5

its performance and profit margins in 2014 and 2015. The development of the Group also rests on international development, pursuing international growth through acquisitions and new concessions. I firmly believe in this approach to success.

Benoît Peyredieu du Charlat. At Eiffage Énergie Île-de-France, we are experiencing a downturn in demand from local government…

Pierre Berger. Eiffage Énergie must move away from the traditional business sectors where competition is fierce, and position itself in high value-added services. The energy sector is undergoing a revolution marked by the quest for energy savings, digitalisation, and the development of wind power, solar energy, oil & gas and nuclear power. We need to be part of this movement that involves a wide array of expertise.

Benoît Peyredieu du Charlat. What role do Public-Private Partnerships have at Eiffage?

Pierre Berger. At the national level, the number of tenders for PPPs has not declined. They enable the State and local authorities to avoid debt while dealing with a sole contractor for the design, construction, maintenance and operation of facilities. Furthermore, Eiffage has made great progress in this area. We successfully bid for two new contracts under the

Campus plan for renovating French universities: construction of the UEB Digital Campus in Brittany, and construction of three buildings in Loos and Roubaix in northern France. And management of the BPL high speed rail link has been outstanding. At this point, progress of the works is fully on target.

Carine Passenaud, Group treasurer, Eiffage Construction. Why is Eiffage returning to the international market after having abandoned it for so long?

Pierre Berger. 28% of our Group is held by our employees and so we have a particular responsibility and cannot expand in all directions at the same time. The period from 1990 to 2010 was devoted to developing concessions in France and external growth in Europe. Now that these investments have become profitable, we can focus on expansion in international markets, which are experiencing higher growth than in Europe. We are focusing on Africa and the Middle East, where we have already won three contracts: yard works at Lomé port in Togo; structural steelwork for the future Nassiriya sports complex in Irak; and the design and construction of an extension to the Libreville National Assembly in Gabon. In 2014, our international orders rose by 25%! African countries like working with French companies.

Carine Passenaud, Group treasurer, Eiffage Construction and Romain Frion, project manager, Eiffage Concessions.

Hervé Pasquiet, nuclear power sales manager, Eiffage Construction Métallique.


The INTerVIeW

Carine Passenaud. What economic impact are you expecting?

Pierre Berger. We shouldn’t put too much pressure on sales volumes. I would, however, like to increase our non-European turnover from €300 million today to €1 billion within five years by targeting very specific operations. We also plan to acquire local companies to accelerate growth.

Hervé Pasquiet, nuclear power sales manager, Eiffage Construction Métallique.What has been the highlight of 2013 for Eiffage in terms of innovation?

Pierre Berger. The Eiffage Phosphore research programme, which aims to create the conditions necessary for sustainable urban development, is remarkable. It is an innovative and spontaneous initiative that wasn’t imposed on us by clients, as is often the case. We plan to create a digital Phosphore programme that will focus on upstream R&D topics, while also developing a comprehensive digital offering.

Romain Frion, project manager, Eiffage Concessions.

How is Phosphore, which received much media coverage in 2013, changing Eiffage’s image?

Pierre Berger. Phosphore is strengthening Eiffage’s image as a Group capable of innovation. On 5 February 2014, thanks to the work carried out within Phosphore, we won a contract to build a sustainable city simulator for Astana, the capital of Kazakhstan. And in Marseille, we are developing “Îlot Allar” the first eco-district designed by Eiffage.

Romain Frion. By providing solutions to environmental, urban services and housing issues, can Phosphore be a driver for growth?

Pierre Berger. The construction business has made a decisive shift in gear towards environmental protection. We are increasingly signing energy performance contracts that require insulating façades on buildings. Between renovating and rebuilding, we have regular work in our sector that will be boosted by new environmental requirements. These also present strong opportunities for competitive advantage, such as the biodiversity conservation methods used by the Group,

particularly for the Bretagne-Pays de la Loire high speed rail link project. Our expertise in terms of biodiversity is gaining recognition.

Didier Simon, senior site worker on the T6 tramway, Eiffage Travaux Publics.

For some time, we have been recruiting large numbers of young workers to our teams. What training opportunities will they have?

Pierre Berger. Training teams in the field is essential. I want all our workers to receive training at Eiffage. We plan to roll out our Master Chef training initiative, originally introduced for site foremen in the Eiffage Travaux Publics Roads division, to all Group divisions: underground works, metal construction, air conditioning, electrical works, etc.

Didier Simon. In civil engineering, it takes nearly 10 years to train a form setter. Today we are starting to experience a shortage of qualified workers. How can we speed up the process?

Pierre Berger. At every single executive committee meeting I attend, I talk about training. I am personally driving this effort. Our companies have made significant progress in terms of management, cash flow and sales, but have drifted away from production. Within three years, 100% of our team leaders and site foremen will be required to complete the Master Chef training programme. —

Didier Simon, senior site worker on the T6 tramway, Eiffage Travaux Publics.

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The new Picasso Museum in Paris will be the largest in the world in terms of exhibition space and the richest in terms of exhibits.


A SITe

IN PICTUreS

SCALe AND MAJeSTYWhereas the old building, located in the heart of the Marais district in Paris, suffered from its constricted layout and no longer met safety standards, the new premises are surprising in their scale and majesty, which is further enhanced by the expanse of white walls and natural light.To make best use of the space, the administrative departments and archives of the Picasso Museum were transferred to an adjoining building in rue de la Perle. The imposing technical installations, including the air quality control, air-conditioning and heating systems, were installed out of sight in the attic, basement areas created under the garden and in the wing that runs alongside the garden. Fully operational machine rooms, equipped with several air conditioning systems, were installed to control air temperature and humidity and ensure that the works of art are perfectly preserved.

A majestic entrance hall complete with a monumental staircase and fully restored frescoes; vast and luminous exhibition rooms all deco-rated in white; perfectly linear

stone walls, often with vaulted ceilings built from scratch…The stonemasons and site wor-kers from Pradeau & Morin, a subsidiary of Eiffage Construction specialised in the renova-tion of heritage sites, pulled out all the stops for the Paris Picasso Museum.Under the direction of architect firm Bodin & Associés and architect-in-chief of historical monuments Stéphane Thouin, around seventy site workers and ten engineers completed a total refurbishment of the Hôtel Salé in the space of two and a half years. The 17th century private mansion, which is classed as a historical listed building, had housed the works of the Spanish artist, painter and sculptor Pablo Ruiz Picasso since 1985, before being closed for repairs in 2006.

Around seventy site workers and ten engineers completed a total refurbishment of the Hôtel Salé in the space of two and a half years.

KeY FIGUreS

37 exhibition halls for the permanent collections, including 13 new halls

A 95-seat auditorium

Total public access areas increased to 3,800 m² (1,600 m² previously)

Visitor capacity increased to 650 (380 previously)

750 m² of new public access areas in the Commons building

A 120 m² art workshop, visited by 45,000 students every year

A 150 m² book and gift shop located directly opposite the museum at 4, rue de Thorigny

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Transformation of the Picasso Museum vast, luminous, majestic: the hôtel salé, a private mansion located in the heart of paris, has been completely renovated by Eiffage. it now houses the largest picasso museum in the world.

Thanks to the new layout, the number of exhibi-tion halls for the permanent collections has been tripled. The public will now also be able to visit the entire attic floor with its large baroque beams, the historical listed 17th century wood panelling room, and rooms on the second floor that were previously closed. “It will be the largest Picasso Museum in the world in terms of exhibition space, and the richest in terms of exhibits,” says Florent Bonnet, operations manager at Pradeau & Morin. At least 450 of the artist’s works will be on display during the first six months, out of a total 5,000 in the Museum’s collection.

INTrICATe WOrKAt the same time as the building was being refur-bished and renovated, it was also being brought up to current safety and access standards: two lift shafts north and south of the existing building

were created, as well as several staircases in solid oak, a spiral staircase with a solid aluminium handrail (connecting the entrance hall to the new cafeteria), and new emergency exits. All the win-dows, some of which are 6.5 metres high, were replaced or restored to provide modern glazing thermal and safety performances, while retaining their original dimensions. The “extra white” glass used for all the windows effectively filters natu-ral light. Luminosity detectors operate automatic blinds to protect the works of art.

From a security perspective, some windows were lined with impressive interior safety windows, capable of resisting any eventual break-in or assault. The exhibition halls have also been equip-ped with solid oak flooring mounted on sleepers (1) to improve the quality of the acoustics and ensure visitor comfort.To comply with the aesthetic aspirations of the project, suspended ceilings were equipped with grooves and coving to conceal lighting strips. These provide a source of indirect lighting, which also helps to protect the artworks. Cables, ducts, intruder radar, cameras and other technical equipment were also carefully integrated into existing or new structures. This intricate work was important for such a prestigious project priced at €24 million before tax. (1) Sleepers are wooden structures to support the floorboards.

All the windows were either replaced or restored to provide modern glazing thermal and safety performances, while retaining their original dimensions.

Following renovation of the Buren columns at the Palais Royal and the Zambelli rotunda at the Garnier opera house, Eiffage has once again shown its commitment to the arts with the refurbishment of the Paris Picasso Museum.

In July 2013, the Group, via its Eiffage Construction division, signed a skills spon-sorship agreement to carry out work on the administrative and logistics site in rue de la Perle, at the same time as work on the Hôtel Salé. The building, acquired by the Paris Picasso Museum, now houses its administrative offices and archives.

Eiffage took charge of part of the works to refurbish, renovate and remodel existing areas to suit their new purpose, including staff offices, the museum’s internal documentation centre, workshops and reserves, as well as works to upgrade the building to current technical and regulatory standards.

eIFFAGe, A COMMITTeD PATrON


A SITe

IN PICTUreS

THE COMMONS BUILDING WAS TOTALLY REMODELLED

Major underpinning work was car-ried out under the Commons wing, which corresponds to the former stables. Teams from Pradeau & Morin created an additional level to house a showroom and public ame-nities. Just above, on the ground

level, is the main entrance to the new museum. The former mezza-nine level was demolished to add volume. A brushed aluminium access hall was built to manage the flow of visitors. Terrazzo flooring, which combines polished concrete

and marble grain, was laid. The same material was used for the steps of the adjacent stairways. An acoustic suspended ceiling was also installed to enhance visitor comfort in this new area. And finally, a new canopy added a modern touch.

MAIN COURTYARD AND TERRACE

The main courtyard of the Hôtel Salé has been totally remodelled. All the block paving stones, listed as being part of a historical monument, were

removed in order to carry out sealing works on the façade and install the technical networks for the new auto-matic payment terminals and the

lighting systems in this unique area. Once they had been cleaned and trimmed, the paving stones were then repositioned to allow access for disabled persons.The vast terrace overlooking the for-mer stables, one of the outstanding features of the monument, has also been restored. Stonemasons and site workers from Pradeau & Morin installed a new reinforced concrete slab, carried out sealing works, replaced the stone cladding and ren-ovated the balusters. External light-ing was added to enhance the area, which is now open to the public.

MAIN STAIRCASE

Visitors will be impressed by the main staircase. Wrought iron crafts-men restored the ramps, using rep-licas of 17th century shells to replace damaged elements. The fire safety, security and lighting systems are concealed behind cornices. The ceil-ings and interiors of the main stair-case, entrance hall and Jupiter room were also renovated. The frescoes were restored using stucco due to its flexibility and resemblance to the

original stonework. The direction of lighting is important for displaying artworks and existing features, and the architect-in-chief of historical monuments paid particular attention to the technical solutions installed above the pilasters of the main stair-case and at ground level in the stone floors.

FOCUS

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The main courtyard of the Hôtel Salé has been completely remodelled.

The ceilings and interiors of the main staircase, entrance hall and Jupiter room were also renovated.

€120 MILLION

Further success for Eiffage under the Campus plan to renovate French universities. On 6 May 2014, the Group, via its Concessions division, signed a Public-Private Partnership (PPP) with Aix-Marseille University (Bouches-du-Rhône) as part of its Campus Aix-Quartier des Facultés scheme. Following competitive dialogue, the consortium headed by Eiffage was awarded the contract to finance,

design, build, renovate and maintain for a period of 25 years, this major 45,500 m² project, which will benefit 30,000 students. Three banks are involved in financing the project (Banco Santander, Mizuho Bank. Ltd and Nord LB/Norddeutsche Landesbank) representing a total investment of nearly €120 million. The design and build project will be carried out by a consortium that includes Eiffage Construction and Eiffage

Énergie, in partnership with architect firms Carta Associés, Tangram Architectes and Espace Architecture International.In 2012, the Group also won a contract to build the GreEn-ER Energy and Water Management Institute in Grenoble (Isère), and in 2013 it signed two contracts with the European University of Brittany, and the Communauté des Universités et Établissements de Lille (Nord).

Teams from Eiffage Construction, in a consortium with Eiffage Énergie and Clemessy, are taking part in the remodelling and extension of the law courts in Strasbourg (Bas-Rhin). As well as being upgraded to meet current standards, the building will be modernised and made more functional. The project will also showcase architectural features of the historical listed building, including its sandstone façade, lobby and zinc roof.On completion of the works in August 2016, the building will have an additional 6,000 m² of floor space (18,300 m² in total), distributed over six levels, including a lower ground floor. The extension will house three law courts: criminal, civil, and the trade and companies register.

€28.4 MILLION

REMODELLING OF STRASBOURG LAW COURTS

EIFFAGE HAS WON A FOURTH PPP CONTRACT UNDER THE CAMPUS PLAN TO RENOVATE FRENCH UNIVERSITIES


NeW

CONTrACTS

MONTPELLIER: ONE MILLION CUBIC METRES OF EARTHWORKS TO REROUTE THE A9 MOTORWAY€133 MILLION

Vinci Autoroutes awarded the earthworks, engineering works, reestablishment of communications and roadways (TOARCCh) contract for the rerouting of the A9 motorway project in Montpellier (Hérault) to Eiffage TP. The contract concerns a 10 kilometre section of the motorway (5.5 kilometres of widening works and 4.5 kilometres of new roadways), one million cubic metres of earthworks, several civil engineering works, 15 kilometres of noise reduction barriers, a major sanitation programme, 250,000 tons of surfacing, and represents a total investment of €133 million. The works, mobilising up to 250 people, started in late April 2014 and should be completed by the end of 2017. A new section of the motorway will be opened up to the public, and the current alignment will be transformed into an urban through road.

LYON-TURIN RAIL LINK: EIFFAGE IS GETTING INVOLVED€350 MILLION

In May 2014, Lyon Turin Ferroviaire, the owner of the eponymous future railway link between the two cities, signed a contract with a Franco-Italian consortium that includes Eiffage TP, to carry out reconnaissance engineering works along the proposed 58 kilometre cross-border tunnel route between Saint-Jean-de-Maurienne (Savoie) and Suse (Piémont). The result of a European tender process initiated in late 2012, the project is expected to start in early 2015 and be completed within a maximum of 120 months. It aims to resolve any remaining geological questions and determine the appropriate excavation methods for the future tunnel.A reconnaissance gallery of approximately 9 kilometres in length, which will form part of the final structure, will be drilled using a tunnel boring machine. 3.5 kilometres of galleries will be excavated using traditional methods.

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€37.6 MILLION

€3 MILLION

NEW COASTAL ROAD: CONSTRUCTION OF THE GRANDE CHALOUPE VIADUCT

CLEMESSY WINS CONTRACT TO INSTALL EMERGENCY DIESEL GENERATORS FOR 38 NUCLEAR REACTORS

The refining and chemicals division of the Total Group, via Total Petrochemicals, has signed a new maintenance contract with Eiffel Industrie for its Gonfreville-L’Orcher site (Seine-Maritime). The five year contract covers half of the units in the chemicals section of the site, and concerns the mechanical, pipework, metals and assembly divisions.The contract represents a significant increase in revenue (approximately €3 million) for the Normandy region, as well as the possibility of additional work not included in the agreement. Additional services are likely to secure at least a similar level of business. Eiffel Industrie is among the top ten suppliers of Total Raffinage Chimie.

Major Works teams from Eiffage TP are to build a 290 metre long viaduct at La Grande Chaloupe on Reunion Island; a contract worth €37.6 million. The works, which are part of the new Coastal Road scheme, will begin at the end of the year. The new Coastal Road aims to alleviate traffic on the current 12 kilometre stretch of road between Saint-Denis (north) and Possession (west).

Clemessy has won a contract to supply, install and maintain in operational condition emergency diesel generators (EDGs) for all 900 MW and 1450 MW plants in the French nuclear fleet, which represents a total of 38 reactors, including two options.The turnkey contract awarded by EDF, worth €548.7 million, will be carried out under a temporary consortium agreement. Clemessy, the lead company, will be supplying all the electrical and control systems for the emergency generators. Installation of EDGs is part of the EDF post-Fukushima programme to enhance safety at its plants. The equipment will ensure back up of emergency power supply to the plants in the event of high risk conditions.The project is a reflection of Clemessy’s recognised capacity to meet the challenges of nuclear energy production. With 500 skilled and qualified employees, its specialised Clemessy Nucléaire division has contributed to optimising and maintaining the French nuclear fleet since 1970 (date when the first nuclear power plant was built at Fessenheim, Haut-Rhin).

NEW MAINTENANCE CONTRACT WITH TOTAL PETROCHEMICALS

R & D : DYNAE TAKING PART IN THE ESSAIMAGE PROJECT DYNAE, a subsidiary of Clemessy specialised in vibration analysis, is taking part in the Essaimage Project being run by the Tenerrdis cluster, alongside several other partners including Alstom Hydro, the hydroelectric generation equipment supplier. Essaimage aims to optimise the manufacture and assembly of reduced scale hydro turbine models, in order to contribute to the competitiveness of French industry at a time when demand for hydroelectric power is growing and competition from emerging countries is fierce.

€548.7 MILLION

Blayais nuclear power plant, Gironde

Artist’s impression of the future La Grande Chaloupe Viaduct


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CONTrACTS

October 2014 15

CUrreNT

PrOJeCTS

Michelin: outstanding teamwork

Bretagne-Pays de la Loire rail link:full steam ahead for the railway equipment worksthe Bretagne-pays de la loire high speed rail link, the largest project ever undertaken by Eiffage (€3 billion), is advancing right on schedule.More than 25 million cubic metres of earthworks have already been completed out of a total 26 million. The standard civil engineering works, including road and rail bridges, are in the process of being completed. The 23rd and final rail bridge deck, measuring 198 metres, was launched over the A81 motorway during the night of Tuesday 17 to Wednesday 18 June 2014, at Bonchamp-lès-Laval, east of Laval (Mayenne). In total, some 14 major engineering works have been constructed between Le Mans (Sarthe) and Rennes (Ille-et-Vilaine), to enable the BPL to cross over valleys, existing railway lines, waterways and motorways. Delivery of the first rail tracks marks a new phase in the works: the installation of the railway equipment. This includes track laying in early 2015, along with the overhead power line supports and the first signalling buildings. The two railway works plants in Auvers-le-Hamon and Saint-Berthevin (Mayenne) are now fully operational, and materials (ballast and sleepers) previously transported by road, will now be arriving by train. This summer, 461,000 tons of ballast had already been delivered and stored, and 387,000 out of a total 680,000 sleepers had already been manufactured. —

work at the site of the future Michelin research, development and industrialisation campus in ladoux (puy-de-dôme), is a perfect example of teamwork. From late 2013 onwards, the six cranes at the site were clearly visible on the Auvergne skyline, leading the way for the initial construction works. Once the major construction works were complete, the cranes were taken over by Goyer and Eiffage Construction Métallique before all being dismantled by the end of summer 2014!The deck of the bridge spanning the iconic Michelin test track was cast in early February 2014. Some of the buildings are being built directly onto the pre-stressed reinforced concrete structure. Three hundred site workers are active on site, in addition to teams from Eiffage Construction Métallique who are currently working at the factories in Fos-sur-Mer (Bouches-du-Rhône) and Maizières-lès-Metz (Moselle) to manufacture elements for a canopy designed to cover the interior “Rue de la Recherche” pathway linking the various RDI Campus buildings.The steady progress of the works and compliance with schedules, are the result of sound preparation upstream. Right from the response to consultation phase launched by Michelin, Eiffage decided to offer an integrated solution combining the expertise of its Construction, Energy and Metal (Labeuf) divisions, and façade specialist Goyer, and focus on winning the contract together by offering a competitive quality solution. This integrated approach adopted for the bidding phase also applies to the execution of the contract, with the participation of all the Group’s divisions. —

CONSTrUCTION – eNerGY – MeTAL

PUBLIC WOrKS – eNerGY


CUrreNT

PrOJeCTS

Foundation stone laid for the BioSAV project at Achères wastewater treatment sitethe foundation stone for the Biosav project at the seine aval wastewater treatment site in achères (yvelines), was officially laid on 7 March 2014 by Maurice Ouzoulias, President of SIAAP (Syndicat interdépartemental pour l’assainissement de l’agglomération parisienne), the owning company.This project combines an extension of existing bio-filtration works and the construction of a new treatment facility. Total cost of the works amounts to over €750 million (including more than €400 million for the civil engineering works).The many guests present at the ceremony were able to appreciate the vast scope of the works as demonstrated by the 400,000 m³ excavations for the new membrane system (1), in which teams from Eiffage Travaux Publics had already cast the first concrete. —(1) SIAAP has opted for a membrane ultra-filtration process: 462,000 m² of membranes act as a physical barrier and allow water to be purified to the strictest environmental standards.

the Euralille shopping centre is getting a facelift. renovation of the main mall in the north of france (nord) began in spring 2014. Eiffage Énergie is actively involved in this interior design project (€2.3 million) that will offer visitors several coloured fountains and a starry sky! 80% of the lighting equipment has been specifically designed for the project. Since Euralille is due to stay open throughout the works, most of these will be carried out at night but need to avoid disturbing guests sleeping in the hotel located directly above. For this reason, noise level metres have been installed throughout the building. If the specified noise threshold is exceeded, work has to stop. —

Widening of a taxiway at Orlyas part of the “Orly one roof” programme launched by aéroports de paris to connect Orly-south and Orly-west (val-de-Marne), teams from the Béton à plat division of Eiffage Travaux Publics will be working to widen the W2 taxiway. The works, which represent €9.3 million, include breaking up the existing concrete surface, carrying out earthworks, installing the ground lighting systems, relaying the concrete base layer and verges with asphalt surfacing, and laying approximately 40,000 m² of concrete platform. The difficulty lay in sequencing the works to avoid disrupting air traffic operations, with some twelve phases of work being scheduled. After two month’s of preparations, work began on 1st June 2014 and should be completed by 31 May 2015. —

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150 transition pieces for a Dutch wind farmthe smulders group, a subsidiary of Eiffage construction Métallique, is building 150 transition pieces for a dutch wind farm comprising a total 150 turbines of 4 Mw each. The €55 million contract, signed with Dutch company Van Oord Offshore Wind Projects, represents the largest order ever won in this sector by the Smulders Group, via its Smulders Projects subsidiary. The first transition piece manufactured under this contract will also be the thousandth piece produced by the Smulders Hoboken factory in Belgium. Each piece weighs almost 260 tons. This project will guarantee a workload for the Hoboken factory up to the third quarter of 2015. —

A new hospital in Orléansconstruction of the new hospital in Orléans (loiret) is one of the largest hospital projects currently underway in France: 600 metres long, the new hospital will have 1,304 beds and a total surface area of 180,000 m². Eiffage Énergie Thermie is the lead company of a consortium responsible for the HVAC (heating, ventilation, air-conditioning and smoke removal), plumbing, medical utilities, draining boards, cold storage, pneumatic conveyance systems and solar heating. On average, there are 220 workers active at the site. The first building consisting of apartments, a nursery and kitchens was delivered in spring 2014. Six other elements should be completed by January 2015 for a total €68.4 million. —

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A facelift for the network’s oldest toll plaza the aprr network’s oldest toll plaza has been completely refurbished. Located on the A6 motorway about thirty kilometres north of Lyon (Rhône), the Limas toll plaza is now equipped with 34 lanes: 10 lanes for network entrance and 24 for network exit.Eight of the lanes are non stop automated toll lanes, allowing vehicles equipped with a badge to be detected upstream and pass through the toll at 30 km/h. With 30,000 to 40,000 visits per day (outside holiday periods), the Limas Plaza is the APRR network’s busiest toll plaza, and will now be able to offer its customers better traffic flow conditions. —


The Majunga Tower is 195 metres high, which makes it the second highest skyscraper in the business district of La Défense.

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highly original with its wedged shape and twenty loggias looking out over the city, the Majunga tower is now the second highest skyscraper in the business district of la défense. Designed by architect Jean-Paul Viguier and built on behalf of Unibail-Rodamco, it marks the return of Eiffage to La Défense, where the Group had previously built the Ariane and Défense Plazza towers.It took forty months of building work and 600 people at the peak of construction activity from all divisions of the Group (Eiffage Construction with its Etudes et Structures and Méthodes Plus design offices, Eiffage Énergie for the electrical works, façade specialist Goyer, and Eiffage Travaux Publics for part of the works at the base of the tower), to complete this building, which has 47 floors and weighs 135,000 tons.It represented a technical challenge given the very narrow plot dimensions (3,500 m2)! Building on a plot the size of a postage stamp with no storage areas

required “setting up a logistics hub and traffic management that was run with almost military precision, with around 50 truck deliveries a day,” explains Pascal Blanc, project manager.Particular attention was given to communicating with local residents, together with the developer (Épadesa) and the owner.Following special foundation work, where 450 jet grouting columns were injected under the building’s maximum weight points, construction of a three metre thick slab using 6,000 m3 of concrete was the first key step before construction of the seven levels of foundations. Special high performance concrete was used throughout. The formwork for the central core required 400 tons of materials and 120 semi-trailer trucks. In the design phase, aligning structure movement with the tolerance requirements of façade specialist Goyer (a subsidiary of Eiffage Métallique), which installed the 35,000 m2 of facades, was also a challenge.

“We also costed, designed and applied 70 modifications requested by the owner who wanted to redesign the loggia, bathroom, landing and dining areas,” points out Pascal Blanc.From an energy perspective, with primary energy consumption of less than 80 kWh/m2/year, the Majunga Tower is four to five times more energy efficient than the towers built in the nineties. Equipped with 250 m² of solar panels, the Majunga Tower is the first new building in France to receive BBC certification in its design phase and the first office tower in continental Europe to obtain BREEAM Certification at Excellent level. It is also aiming for NF Tertiary Buildings HQE as well as the BBC Effinergie 2005 label. The building’s technical system controls lighting, office air-conditioning and shutters.The project represents €200 million of construction works, as well as €50 million for project management and client support. —

The Majunga Tower delivered to Unibail-rodamco

Lighting up the “Porte des Allemands”a medieval fortress, complete with towers, battlements and machicolations, the “porte des allemands” (german gate) is located in the east of Metz (Moselle). The monument is today the largest remaining vestige of the city’s medieval walls. Several halls dating from the 16th century have already been extensively renovated and Eiffage Énergie was responsible for installing the high and low voltage networks as well as illuminating the building using LED lights. The €250,000 project was subject to numerous constraints. The electricity work had to be carried out in close coordination with the construction teams, the stonemasons and the specialist metal craftsmen in order to protect the structural integrity of the edifice. —

Success for Ariane flight 216in March 2014, ariane 5 successfully launched two telecommunications satellites, astra 5b built by airbus defence & space for telecoms operator sEs, and amazonas 4a built by Orbital for hispasat. The Astra 5B satellite will be used for live television broadcasting, cable distribution and terrestrial digital television networks over Eastern Europe. It is also carrying a payload for Egnos (European Geostationary Navigation Overlay Service). Its co-passenger, Amazonas 4A, will be used for Internet services and multimedia application covering the South American continent. This launch allowed operational qualification of the Bacchus system developed by Clemessy on behalf of CNES and Airbus Defence & Space, which enables oil levels on board Ariane 5 to be validated using ultrasonic sensors. —

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CONSTrUCTION - eNerGY - MeTAL – PUBLIC WOrKS


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AFrICA

Algeria: construction of an electrical substationEiffage Énergie, leader in turnkey high-voltage infrastructure, has signed a €56.5 million contract with grtE, Algeria’s electricity system operator (a subsidiary of the national electricity and gas

company Sonelgaz), to build an electricity substation at Ain Oussera in Algeria. The investment is part of a development plan for the country’s electricity infrastructure. Located in the Djelfa region, 200 km south of Algiers, the 400 kV substation will distribute 1,250 MW of electricity produced by the future Djelfa combined cycle power plant. The project is scheduled for delivery in 2016. —

Guinea: electricity network rehabilitation and extension project for Conakryas part of the electricity network rehabilitation and extension project for conakry and its suburbs, the Guinea Electricity company has contracted RMT, a subsidiary of Clemessy, to lay 18 kilometres of medium voltage underground cables in the centre of Conakry and connect to existing medium voltage substations. RMT has also been contracted to build five low/medium voltage substations and install a 50 kilometre network of low voltage overhead cables in the northeast suburb of Conakry. 450 concrete posts and 600 wooden posts are required to complete the installation. —

Morocco: installation of a 20 MVA transformerlydec, a Moroccan subsidiary of the suez Environnement group, has placed an order with clemessy Maroc, for the supply and installation of a 20 Mva transformer. The project is part an export processing zone “Midpark” being developed at Nouaceur, close to Casablanca airport. The zone will have aerospace production facilities and will initially cover 63 hectares. Its first client is the Bombardier group, which is already several months into construction of its first production site in Morocco. Under the €2 million euro contract, Clemessy Maroc will be responsible for the construction and installation of the substation, supply and installation of the 20 kV tables as well as the 20 MVA transformer. —

AMerICA

Canada: takeover of ICCIfocusing both on construction projects in emerging countries as well as acquisitions of companies in mature markets, in June 2014 the Travaux Publics division acquired a 70% stake in Innovative Civil Constructors Inc. (ICCI), a Canadian company specialising in the construction and rehabilitation of civil engineering structures (with an option to buy out the remaining 30%). Founded in 2011 by a highly experienced team, ICCI saw its turnover increase from 25 million Canadian dollars in 2012 to 70 million in 2013 and this is expected to rise to 100 million in 2014 (€70 million).In March 2014, Canada launched an infrastructure investment plan worth 53 billion Canadian dollars (€36 billion). At stake, the rehabilitation of civil engineering works damaged by climate variation, and the construction in the north of the country of new bridges and roads to facilitate the exploitation of shale gas. —

US: cabling and programming for carbon fabric winding machinesthe expertise of teams from Eiffage Énergie rodez (aveyron) is being exported to the United States. On behalf of Snecma, and in collaboration with Sofop, they have designed and produced the cabling system, PLC programming and supervision for a carbon fabric winding machine designed to manufacture casings for aircraft engines. Following delivery and installation of a prototype in Boston (United States) in early 2013 by Eiffage Énergie employees, two further machines have been ordered. One will be staying in France, at Commercy (Meuse), but the other will be winding its way to America where it will be deployed in the same factory as the prototype. —

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ASIA

Japan: technical assistance for offshore supply vessels Eiffel industrie Marine has been contracted to carry out technical assistance at a japanese site. The contract is for supervising the installation of energy-saving propulsion systems on offshore supply vessels for Brazilian oil fields. This on-site service is the culmination of a year of design studies devoted to producing assembly instructions and implementing procedures on behalf of the “pods” supplier (1). The latter wanted to secure a company that was capable of handling upstream all the assembly and maintenance aspects of the operation. —(1) Pods are electric motors equipped with one or two propellers installed on the ship’s hull.

Kazakhstan: a sustainable city simulator for the capital Astana in late May 2014, an Eiffage-led consortium including Egis and gdf suez, signed an agreement with the city of astana, capital of Kazakhstan, and its “Astana Innovations” agency, for the launch of a “sustainable city simulator”. Given the name Astainable® (after the city Astana and the word sustainable), this ground-breaking project aims to assess

the sustainable urban development needs of the city (which has seen its population grow by more than 250% in 14 years), identify and propose suitable French technical and technological solutions to meet these needs, and produce a corresponding 3D demonstration model. This demonstrator, backed by €2 million of French public financing, will be delivered to the French Foreign Trade Ministry in early 2015. —

Sri Lanka: 50 modular bridges installed since july 2013, Eiffage construction Métallique has been working on the development of sri lankan roads. Ultimately, 50 Unibridges® modular bridges, requiring 5,500 tons of steel, will have been installed on the country’s main roads to replace bridges that have become too old or too narrow. The bridges were shipped from the Eiffage Construction Métallique factory at Fos-sur-Mer (Bouches-du-Rhône) and the factory of its partner Matière, located in Bagnac-sur-Célé (Lot). Manufacturing the units required 65,000 hours of manpower. At the same time, numerous subcontractors were mobilized for the concrete foundations (research, design, manufacture, installation of the aprons), supervised by Eiffage engineers. Completion is scheduled for June 2015. —

eUrOPe

Belgium: LeD lights for a motorway in Walloniain south-east Belgium near the german border, yvan paque, a subsidiary of Eiffage Énergie, will be installing LED lighting masts along six kilometres of the E40 motorway. This is a first for the Wallonia region. The local government opted for the system, which is fully consistent with European standards (intensity, uniformity) and is entirely cost efficient for the calculated period of investment, which is 25 years. This represents a real open-air experiment for the clients, Wallonia’s public services department and the Liège electromechanical equipment department. —

Poland: renovation for a railway line in Silesia On 7 May 2014, Eiffage polska Koleje signed a contract to renovate a railway line linking the centre and south-west of the country. The company has been contracted to replace almost 12,500 kilometres of track and carry out all the related works. The project represents an investment of €21.9 million for the Polish railway company. Completion is scheduled for November 2014. —

synergie: You are administrator for the Millau Viaduct and director and member of the executive committee of CDC Infrastructure, the investment arm of the Caisse des Dépôts dedicated to financing infrastructure. Could you outline its objectives?

Marie-laure Mazaud. CDC Infrastructure is a fully owned subsidiary of the Caisse des Dépôts that was launched in 2009. But its DNA is much older, since the first investment of Caisse des Dépôts in this field dates all the way back to 1822 and the “Compagnie des Quatre Canaux”. Infrastructure is undoubtedly the type of investment in which the Caisse des Dépôts has the greatest experience. It represents one of the four priorities of the investment policy of our parent company, alongside social housing, energy and eco-logical transition, and the development of digital technology. Moreover, using CDC Infrastructure for projects requiring sig-nificant unit investment, set up in part-

nership with industrial and financial shareholders, was reaffirmed under the new 2014-2018 strategic plan. We have at our disposal almost €2 billion, €1.3 billion of which is already invested in eighteen holdings including the Millau Viaduct, one of the flagship investments of our portfolio. Our capital is distrib-uted up to 70% in existing infrastructure and 30% in new infrastructure. We target major projects, particularly those with a regional dimension in order to support local areas in their development. We also support businesses in new markets, including internationally, and have a 20% reserve available for this purpose. We have quite a broad view of what infra-structure means. We don’t exclusively target concessions or public-private part-nerships that concern regulated assets delegated to a private party. We also target more mixed investments such as storage platforms, data processing cen-tres and rolling stock, where there is an obvious need for investment.

synergie: How does CDC Infrastructure operate?

M.l.-M. : We are not an investment fund as such but a subsidiary serving a single shareholder, and we adopt the same criteria as a private infrastructure fund. Our interest shouldn’t be equated to public funding or indirect subsidy. We aim for a rate of return of 12%-13% on greenfield investments(1) and 14%-16% for investments with a higher risk pro-file. Similarly, co-investment is a key element of our approach: we never own more than a 49% stake in a project, in order to reduce the risk of consolidation and qualification as a public company. Our major difference compared to investment funds lies in our sharehol-der and our mission to serve the public interest. We are also able to rely on the specialized services of the Caisse des Dépôts in terms of business law, com-petition, taxation, sustainable develop-ment, and risk control and compliance,

infrastructure is one of four priorities that are the main focus of caisse des dépôts investment policy, alongside social housing, energy and ecological transition, and the development of digital technology. Marie-laure Mazaud explains “cdc infrastructure” objectives and investment strategy.

“We are working towards real long-term development”

Marie-laure Mazaud, director and member of the executive committee of CDC Infrastructure.


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and in some cases we work in partner-ship with the group’s subsidiaries spe-cialized in engineering (Egis) and urban transport (Transdev) for example. Another major strength is the territorial scope of our parent company, which gives us extensive knowledge of local context, stakeholders and needs. We are working towards real long-term development.

synergie : What are the criteria for a good infrastructure project?

M.l.-M. : First and foremost, a good infrastructure project needs to have a genuine socioeconomic purpose and res-pond to real needs. To achieve success, it is better to be transparent and openly discuss all the issues before signing, such as cost, the balance of risk and benefit sharing among the various par-ties, as well as social and management issues. All the stakeholders should bene-fit including the financial partners who are, by definition, at the end of the chain and remunerated through the dividends they receive. Equity investors should be able to recover their initial investment within a reasonable time frame and

also benefit from the expected returns. Furthermore, a project is first and foremost a human venture. It is very important to create a team spirit within a consortium, and therefore a sense of communication and responsiveness so that everyone is moving in the same direction. Teamwork must include all the companies in a consortium, but also consultants that can drive consensus, for example specialized lawyers. That said, obviously you also need to be able to take risks and promote innova-tion. There is nothing worse for project management than short term vision. At CDC Infrastructure, we are long-term investors. We’re not obliged to withdraw from the project once the construction phase has been completed, often the most difficult period, like various Anglo-Saxon infrastructure funds. And we don’t have to achieve a multiple of our initial investment in five to seven years, like private equity funds(2). However, we are careful to renew our portfolio. In this respect, we can expect in the short to medium term, some restruc-turing of the infrastructure landscape, certain projects having been launched before the onset of the financial crisis in 2008, and based on optimistic traffic projections. Today, these are in some cases 20% to 30% lower than fore-casts made in a context that was, it’s true, extremely buoyant. During that period, the government preferred a cer-

Marie-Laure Mazaud EDHEC 90, has a Masters in financial engineering from EM Lyon and a BA from England. Her experience is threefold in the finance, industry and infrastructure sectors. She started her career in 1992 as a financial analyst at Credit Lyonnais in Tokyo before returning to Paris at Citibank as a key accounts manager. In 1997, Marie-Laure Mazaud joined Coface where she created and headed the project financing team before

taking over international finance, credit and recovery of Alcatel-Lucent. It was within this context that she set up a number of investments in telecom assets, particularly in the form of public-private partnerships.Marie-Laure Mazaud was appointed director and member of the executive committee of CDC Infrastructure in May 2013. Member of the International Committee of MEDEF, she holds several directorships and is a French Institute of Directors (IFA) certified corporate director.

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“A project is first and foremost a human venture.”

CDC Infrastructure has at its disposal almost €2 billion, €1.3 billion of which is already invested in eighteen holdings including the Millau Viaduct.

tain amount of fragmentation, issuing tenders for new sections of motorway within existing, coherent networks, and not necessarily allowing the operators to provide integrated services and thus achieve long-term economies of scale. (1) Greenfield assets are assets yet to be constructed, as opposed to brownfield assets that already exist.

(2) Private equity, as opposed to public equity, means the securities of companies that are not traded on the stock market. Regulatory obligations and guarantees related to private equity are therefore weaker and liquidity is lower. To compensate for this, capital investment seeks long-term performances that are superior to those of financial markets.

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synergie: France is often praised for the quality of its infrastructure. At the same time, the need to renovate is obvious. What is your analysis of the situation?

M.l.-M. : Major renovation needs are emerging. This should motivate local authorities to mobilise funding. With public-private partnerships (PPP) in particular, local communities are able to find private long-term funding and access the Caisse des Dépôts savings fund and its partnership fund with the European Investment Bank (EIB) with very attractive terms, or even EU subsidies under the TEN-T (trans-European transport network) programme. Unfortunately, the current economic climate imposes strict austerity when it comes to budgets, which undermines the use of non tax-revenue generating partnerships, often seen as restrictive, expensive and not without risk. The amount of public debate surrounding this issue reflects the level of misunderstanding that dominates: PPPs only account for 6% of total public investments. At the end of a PPP contract, a consortium, usually made up of private stakeholders, commits to providing a development project for a fixed (indexed) price, at a fixed time, which then becomes public property. Moreover, under a PPP contract, general maintenance and major maintenance and renewal services are

We need to direct funding towards investments that meet priority needs such as urban mobility (ring-roads, bypasses, tramways), digital technologies, schools and universities for example.The tramway in Tours built by Eiffage.

budgeted and effectively sub-delegated to the private company, with financial penalties coming into play if performance is not up to standard, which is not the case for contracts signed under a public contracting authority (MOP) agreement. The PPP mechanism has occasionally been employed with no apparent justification. In this respect, globally less than 10% of identified PPPs relate to transport infrastructure and only 15% to energy, while over 60% of completed projects concerned operations with a unit value of less than €30 million. It would be better therefore to direct this type of funding towards projects that meet priority needs, such as urban mobility (ring roads, bypasses, tramways), digital technologies, schools and universities for example. PPPs can boost sluggish economic activity. Paradoxically, overseas where we are applauded for our ability to develop concessions and PPPs, France being the second largest European market in this sector, projects are moving forward. There is a risk here that major groups such as Eiffage will

naturally migrate to where the demand is, which will make it more difficult to mobilise resources when projects start up again in France.

synergie: In terms of the 2030 horizon in particular, what do you consider to be the priority needs and projects?

M.l.-M. : There are numerous new struc-turing projects ranging from Grand Paris to the renewal of the TET (trains d’équilibre du territoire) and TER (trains express régionaux) railway networks, and including for example the pro-posed CDG Express route between the centre of Paris and Roissy airport and the extension of the high speed rail link from Bordeaux. Not to mention the development of many of France’s coastlines, whose full potential has yet to be harnessed. Moreover, new sus-tainable development requirements are favouring traffic control, a reduction in CO2 emissions and increased energy savings. There’s no shortage of ideas, or avail-able funding - both in terms of infra-structure funding and debt funding. Insurance companies quickly posi-tioned themselves at the end of the 2008-2011 financial crisis on this mar-ket, which enables them to provide their customers with a higher long term return than with OATs (1). The fact remains that the political calendar (municipal, European and regional elections) doesn’t help to mobilise teams or clearly display priority structuring projects that can generate employment, competitiveness and income over the long term. It is also important to anticipate how we see our cities, mobility, transport, in the future, so that we can determine these priorities. Infrastructure development drives the creation of direct and indirect jobs and actively supports economic recovery. (1) Obligation assimilable au Trésor - French treasury bond.


“A certain misunderstanding surrounds PPPs, whereas in fact they support construction and maintenance activity, and sustain local employment.”

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in spring 2014, the Eiffage travaux publics division was selected by ratp (Île-de-france

transport authority) to build the first section of an extension to line 14 of the paris metro.

this operation marks the beginning of work on the grand paris Express that plans to

develop 205 kilometres of new metro lines.

similarly, Eiffage immobilier, supported by Eiffage aménagement, is one of six developers

that were awarded contracts in december 2013 to build the ardoines mixed-use

development at vitry-sur-seine (val-de-Marne), one of the first programmes being built

around the 69 future grand paris stations.

this is a great opportunity for Eiffage to demonstrate once again its capacity to support

public works projects. Eiffage is indeed at the forefront when it comes to developing and

providing appropriate solutions for the various areas in Île-de-france that are part of this

landmark project, which will be mobilising many of the group’s divisions.

GrAND PArIS: all systems go!

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Chevilly“Trois Communes”

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Horizons de mises en service

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A great achievement for the Eiffage Travaux Publics division! In spring 2014, a consor-tium, led by teams from the Île-de-France/

Centre region and the major civil engi-neering works department, was selected by RATP to build the first section of an extension to line 14 of the Paris metro, which will eventually connect to Mairie de Saint-Ouen. The work will alleviate congestion on the currently over-crowded line 13 of approximately one quarter of its users. Key elements of the project include digging a 3.6 km tunnel between the existing Saint-Lazare sta-tion and the future Clichy/Saint-Ouen station using a TBM, and the construc-tion of two new stations (Pont Cardinet and Porte de Clichy). Other extensions are planned for the line, which by 2025 should connect Saint-Denis Pleyel (Seine-Saint-Denis) in the north of Paris to Orly Airport (Val-de-Marne) in the south of the city (see insert p.28).

A LANDMArK PrOJeCT This operation, worth €220 million, marks the very beginning of works on the Grand Paris project. A landmark project because “it plans to construct what is essentially the equivalent of the existing Paris metro network,” explains Jean Bourzeix, manager of the large projects Île-de-France/Centre department, Eiffage Travaux Publics. The Paris metro currently has 14 main lines and covers a total of 220 kilometres.

The Grand Paris Express aims to improve the lives of 8.5 million passen-gers by building 205 km of new lines and 69 stations to facilitate travel in the capital and surrounding suburbs. Commuter transport times, which have increased constantly to an average of 1 hour 20 minutes today compared to just 10 minutes 60 years ago, will return to reasonable levels. The super metro will be commissioned in several phases from the end of this decade up to the 2030s. At the same time, modernisation work will be carried out on existing lines. Total investment: €22 billion.

exPerIeNCe AND exPerTISe Given the stakes, this first contract won by Eiffage Travaux Publics bodes well. The company is capitalising on its exten-sive experience and expertise. “Through its founding companies, Eiffage has worked on the construction of almost all the Paris metro lines over the past 100 years,” points

in spring 2014, the Eiffage travaux publics division was selected by ratp to build the first section of an extension to line 14 of the paris metro. the operation, worth €220 million, marks the very beginning of works on grand paris, a landmark project that will take twenty years to complete. Buoyed up by this promising first success, teams from the Eiffage travaux publics division are focused on carefully preparing bids for future tenders.

eiffage Travaux Publics: leading the way for the Grand Paris super metro

Jean Bourzeix, manager of the large projects Île-de-France/Centre department, Eiffage Travaux Publics.

“ Through its founding companies, Eiffage has

worked on the construction of almost all the Paris metro lines over the past 100 years. ”

26 synergie GROUP MAGAZINE

rePOrT GRAND PARIS

Saint-Lazare


Olympiades

Gare de Lyon

La Garenne-Colombes

Colombes

Clichy St-Ouen RER


Drancy – Bobigny

Bondy

Pont de Bondy

RosnyBois Perrier

Val de Fontenay

NogentLe Perreux

Portede Clichy

Pont Cardinet


Pont de Rungis

Antonypôle

Palaiseau


NanterreLa Boule







Trianglede Gonesse

Le Blanc-Mesnil

Aulnay



Noisy – Champs


Sevran – Livry

Le Vert de Maisons


Créteil l’Échat

VillejuifL. Aragon


ChâtillonMontrouge

VitryCentre

Les Ardoines

IssyRER


Les Agnettes



ChampignyCentre

VersaillesChantiers

La Défense

Nanterre La Folie

Orly airport

AirportCharles de Gaulle T2

Le Mesnil-Amelot

Le BourgetRER

Bois-Colombes

Massy – Palaiseau

CEASaint-Aubin

Orsay – Gif

Saint-Quentin Est



Satory

MassyOpéra

Saint-Cloud


ChellesVillemomble


NeuillyHôpitaux

Rueil

Variantes



Bobigny P. Picasso

© Société du Grand Paris – September 2014

15

17

18 CEA Saint-Aubin

CDG (T2)CDG (T2)

Rosny-Bois


Centre

Le Mesnil-Amelot

15

Saint-DenisPleyel

Nanterre

15

15

11

Noisy-Champs

Pontde Sèvres

Nanterre

Saint-DenisPleyel

Rosny-Bois

Perrier

CEA Saint-Aubin

17

16

Olympiades

Le BourgetRER14


Villejuif IGR

Massy

Mairie de St-Ouen

Saint-Denis Pleyel

Noisy-Champs

CDG(T2)CDG(T2)

15Pont

de Sèvres

Noisy-Champs


St-Lazare


2020

2017

2025

2027

2023/2024

2030

205 km of automatic metro lines

69 new stations

341 public works contracts in 2 years

15,000 to 20,000 direct jobs created each year as a result of the works

€104 million of property acquisitions in 2014

€512.2 million budget for the Société du Grand Paris in 2014, including €295 million for the 

network and €220 million for the modernisation  of existing public transport in Île-de-France

€70 billion: the amount of benefits generated  by the project, excluding normal economic growth  in the region, as estimated by the Société du Grand Paris

Excluding building works, the project will create 115,000 to  315,000 new jobs  in the region 

2 km

Gare avec correspondancemodes lourds

Autres gares

Line 14

Line 15 sud

Line 15 nord

Line 18

Au-delà de 2030

Line 17

Line 16

Legend

Sources : Société du Grand Paris, Objectif Grand Paris Magazine

Public information meeting on the Grand Paris Express project, organised in Saint-Denis (Seine-Saint-Denis) by the Société du Grand Paris.

Saint-Lazare


Olympiades

Gare de Lyon

La Garenne-Colombes

Colombes

Clichy St-Ouen RER


Drancy – Bobigny

Bondy

Pont de Bondy

RosnyBois Perrier

Val de Fontenay

NogentLe Perreux

Portede Clichy

Pont Cardinet


Pont de Rungis

Antonypôle

Palaiseau


NanterreLa Boule







Trianglede Gonesse

Le Blanc-Mesnil

Aulnay



Noisy – Champs


Sevran – Livry

Le Vert de Maisons


Créteil l’Échat

VillejuifL. Aragon


ChâtillonMontrouge

VitryCentre

Les Ardoines

IssyRER


Les Agnettes



ChampignyCentre

VersaillesChantiers

La Défense

Nanterre La Folie

Aéroport d’Orly

AéroportCharles de Gaulle T2

Le Mesnil-Amelot

Le BourgetRER

Bois-Colombes

Massy – Palaiseau

CEASaint-Aubin

Orsay – Gif

Saint-Quentin Est



Satory

MassyOpéra

Saint-Cloud


ChellesVillemomble


NeuillyHôpitaux

Rueil

Variantes



Bobigny P. Picasso

© Société du Grand Paris – Septembre 2014 2 km

Gare avec correspondancemodes lourds

Autres gares

Ligne 14

Ligne 15 sud

Ligne 15 nord

Ligne 18

Au-delà de 2030

Ligne 17

Ligne 16

Légende

15

17

18 CEA Saint-Aubin

CDG (T2)CDG (T2)

Rosny-Bois


Centre

Le Mesnil-Amelot

15

Saint-DenisPleyel

Nanterre

15

15

11

Noisy-Champs

Pontde Sèvres

Nanterre

Saint-DenisPleyel

Rosny-Bois

Perrier

CEA Saint-Aubin

17

16

Olympiades

Le BourgetRER14


Villejuif IGR

Massy

Mairie de St-Ouen

Saint-Denis Pleyel

Noisy-Champs

CDG(T2)CDG(T2)

15Pont

de Sèvres

Noisy-Champs


St-Lazare


2020

2017

2025

2027

2023/2024

2030

The GrAND PArIS SUPer MeTrO KeY FIGUreS

October 2014 27

“ Following four months of preparations, the first works began on 1st August

2014. Our subsidiary Eiffage TP Fondations began the special foundation works at the site of the future Porte de Clichy station. The two hydro mill trench cutting operations were launched to enable construction of slurry walls for the two stations.This foundation laying phase will last eight months until spring 2015, and will be followed by earthworks for the stations. Assembly of the first TBM, due to be operational in October 2015, can then be carried out. Eiffage teams are going to be

digging twenty metres below the foundations of buildings in Paris and so will be carrying out structural monitoring works to ensure that tunnel excavation is not generating any problems above ground.There are currently around twenty Eiffage TP management staff and twenty workers based at the site. In autumn 2015, when the civil engineering works start, this will increase to around 100.”

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... LINe 14: heADING NOrTh

Having participated in the creation of the Meteor line in 1998, and its extension to Saint-Lazare in 2003, the Travaux Publics division of Eiffage is now contributing to its extension towards the north, which repre-sents the first stage of the Grand Paris pro-ject. This is a complex project because the

Group’s teams need to work within a limited area, in a dense urban environment, ensuring the remo-val of 360,000 cubic metres of earthworks and reducing sound and visual disturbance to a minimum. For this reason, the access shafts will be covered by soundproofed cover slabs. The tunnel and the stations will be constructed at least 25 metres below ground, which means that vibrations will be almost undetectable.Tunnelling will be carried out in two phases. Once excavation of the Pont-Cardinet station is complete, a first earth pres-sure TBM will be installed. As of autumn 2015, it will take six months to drill the 1,500 metres of tunnel between Pont-Cardinet and Saint-Lazare. Then in early 2017, the TBM back-up train will be brought back to its starting position, attached to a second shield, and will begin the nine months drilling work to complete the remaining 1,900 metres of tunnel between Pont-Cardinet and Clichy/Saint-Ouen. The station will occupy the final 200 metres.

Work on line 14 was officially launched in June 2014, Porte de Clichy.

The extension of metro line 14 will alleviate congestion on the overcrowded line 13 north of Saint-Lazare

Jean-Luc Trottin, manager, Eiffage Rail

TeST

IMO

NIA

L

Vincent Bonnefousproject manager

Line 14

eIFFAGe rAIL ÎLe De FrANCe TeAMS ON DeCK In September 2012, Eiffage Rail, a subsidiary of the Group specialized in track laying (€55 million in revenue and 240 employees), opened a branch in Île-de-France in order to better meet the needs of the future Grand Paris project. “The eighty employees of this agency are fully mobilized around this project, both in terms of pricing studies and works,” says Jean-Luc Trottin, Eiffage Rail manager, himself a specialist in underground construction work. “On the works side, we built the Rosa Parks RER E

Station in conjunction with Eiffage TP, we are participating in the construction of four tramways notably in Bordeaux and Grenoble, and we will be leading equipment installation for the 214 kilo-metres of railway lines required by the Brittany-Pays de la Loire high speed rail link,” he underlines. The company has also invested in two tampers and a ballast regulator. These are all important assets that Eiffage Rail will be exploiting in its responses to calls for tender relating to the Grand Paris project.


rePOrT

out Jean Bourzeix. The Paris region, with its former underground lime-stone quarries and its gypsum and green clay soil structure that will need to be excavated, holds no secrets for teams from the Eiffage Travaux Publics division given the number of tunnels they have already worked on. More recently, “our teams completed the extension of metro line 12, built the new Rosa Parks RER E station and dug the T6 tramway tunnel that will link Châtillon-Montrouge in the Hauts-de-Seine to Viroflay in the Yvelines as of 2015,” confirms Jean Bourzeix. To further improve performance, Eiffage Travaux Publics has decided to “acquire a deep foundations subsidiary, Eiffage TP Fondations: the company will be responsible for building the diaphragm walls (stretching some 55 meters deep) and ground treatment for the Porte de Clichy station.”Another major advantage is the fact that the company is vigilant on issues of sustainable development: for some parts of the future Grand Paris rail lines, it has already carried out studies

concerning the evacuation of excavated soil by river, looked at the supply of materials, and programmed the manufacture of concrete segments to support and line the tunnel walls as close as possible to the site in order to minimize transportation by truck.

POLe POSITION The Travaux Publics division is in pole position when it comes to addressing subsequent Grand Paris challenges. Several bids for tender are expected to take place between now and late 2015: works on an extension of the Eole line to the west are due to be launched within the next few months. This will be followed in the second half of 2015 by an extension to the east of metro line 11 up to Rosny, with the creation of six new stations. At the same time, work is due to start on the first section of line 15, the first new line of the Grand Paris project in the southeast of the capital between Noisy-Champs (Seine-Saint-Denis) and Pont de Sèvres (Paris). No less than seven TBMs will be working simultaneously on this stretch, which

will include 30 kilometres of tunnel and sixteen stations, for a total investment of €3.5 billion. This will be followed by line 16 between Noisy-Champs and Saint-Denis Pleyel, line 17 to Roissy (Val d’Oise) and the remaining sections of line 15 and line 18 between Versailles (Yvelines) and Orly Airport (Val-de-Marne). The Travaux Publics division also expects to compete for other projects to improve existing public transport in the Île-de-France area, including the construction of the CDG Express line between Gare de l’Est and Roissy. Eiffage Construction Métallique intends to make good use of its experience in terms of installing the equipment for the stations. “The company built the super-structure for the station at Massy (Essonne) in 1991 and the bridge connecting RATP platforms to SNCF platforms alongside Eiffage Travaux Publics in 2010, as well as the transport hub for the Val de Fontenay station (Val-de-Marne) also in 2010. Other contracts are also currently in progress: the new Rosa Parks RER E station, the facades for Nanterre University (RER A) station, and the facades for the northern branch line (TLN) stations,” explains Isabelle Métais, sales manager at Eiffage Construction Métallique.

Val de Fontenay station (Val-de-Marne) built by Eiffage Construction Métallique.

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... eIFFAGe ÉNerGIe IS ACTIVe IN The VeNTILATION OF

UNDerGrOUND SPACeSEiffage Énergie has just acquired a brand new activity: the ventilation of underground struc-tures, namely stations and tunnels. Whereas this type of service was previously outsourced, Eiffage Énergie now intends to keep full control of this strategic activity. “Ventilation for new and existing tunnels is essential in the event of fire, in order to facilitate the evacuation of people and the intervention of emergency services. In terms of daily opera-tions, ventilation acts to preserve air quality – by maintaining the concentration of gases and

dust below regulatory levels - and control tem-perature,” explains Benedict Houseaux, business manager. From this perspective, the Grand Paris project is opening up significant business oppor-tunities given the extent of tunnels that will have to be drilled - almost all 205 kilometres of the future network is located underground - not to mention existing tunnels that have to be renovated. In addition, the optimisation of ven-tilation operations has an important impact on the arrangements and costs of the civil engi-neering works themselves.

Benoît Houseaux, business manager,

ventilation of underground structures

synergie #21

October 2014 29

Make the Île-de-France an attractive twenty-first cen-tury metropolis: this is the

goal of the Grand Paris project. The construction of the super metro is essential in order to make the most of the advantages of Roissy in the Val d’Oise, Saclay in Essonne, Marne-la-Vallée in Seine-et-Marne, Vitry in the Val-de-Marne, Saint-Denis in Seine-Saint-Denis or La Défense in the Hauts-de-Seine. In addition, the project provides the development of sites located around the 69 new stations and the con-struction of thousands of homes and dozens of public facilities. The target set by the Grand Paris law of 2010 is to build 70,000 new homes per year for the next 25 years, compared to 42,000 currently being built. A major challenge, given that the Île-de-France region has a popula-tion of 12 million people that could well increase to 13 million by 2030, and is responsible for almost a third of total French GDP.

GrAND PArIS WOrKING GrOUPGrand Paris is part of a virtuous cir-cle because the housing and working environments are being built around the Grand Paris stations rather than the other way round. “Grand Paris is a structuring project that will span 20 years,” confirms Emmanuel Gazeau, business development man-ager at Eiffage Concessions and coor-dinator of the Grand Paris project at Group level. All Eiffage divisions are

concerned: public works primarily, but also urban development, real estate, construction, concessions as well as energy and services, etc. A “Grand Paris Working Group”, bringing together all the Group’s companies likely to contribute to the project, was created to provide the most appropriate responses to the various areas in Île-de-France concerned by this colossal project.

A DISTINGUIShING VISION“Eiffage won’t limit itself to responding to isolated tenders; it needs to be able to offer a tailored area-specific approach,” explains Emmanuel Gazeau. “The areas that are going to develop as a result of the construction of the auto-matic metro, will each have their own identity. As well as the new stations, there will be housing programmes, sport-ing and cultural facilities, technology clusters: Grand Paris Seine Ouest will focus on digital technologies, Plaine Commune will be dedicated to culture

and creation, etc. Similarly, Poissy in the Yvelines, Tremblay-en-France in Seine-Saint-Denis and Ivry-sur-Seine in the Val-de-Marne will present different chal-lenges. In this respect, we will not be offering standardised solutions.”There will also have to be extensive studies on suitable housing and pub-lic facilities, and on energy require-ments and sustainable mobility needs surrounding each of the sta-tions. “To achieve this, we will be work-ing towards collaborating with partners upstream, for example architects, plan-ners, investors, and operators. We will also be careful to leverage the advanced expertise of SMEs in the services, con-struction, and sustainable development sectors,” continues Emmanuel Gazeau.

reAL eSTATe POTeNTIALTeams from Eiffage Immobilier and Eiffage Aménagement are mobilised and have already met with some initial success: in December 2013 they were chosen along with five

redevelop and open up: the super metro will boost the real estate sector

Emmanuel Gazeau, business development manager at Eiffage Concessions, coordinator of the Grand Paris project at Group level.

“ Eiffage won’t limit itself to responding to isolated tenders;

it needs to be able to offer a tailored area-specific approach. ”

the grand paris Express will open up territories in the paris area that have true potential for real estate development. in this context, Eiffage will be looking to best meet the specific needs and problems of each area, by carrying out extensive studies on appropriate housing and public facilities, energy requirements and sustainable mobility needs.


rePOrT GRAND PARIS

Eiffage Immobilier and Eiffage Aménagement will be leveraging their many references in the Île-de-France region, such as this conversion of eight hectares of brownfield development in Asnieres-sur-Seine (Hauts-de-Seine).

Eiffage will be looking to offer solutions for the specific needs of each area.

DIGITAL GrAND PArIS, The OTher GrAND PArIS ChALLeNGeDesigning the first subway in the digital age and reducing the digital divide between Paris and its suburbs is the other major challenge of the Grand

Paris project. The Société du Grand Paris intends to establish specifications in order to: determine the best infrastructure solutions for broadband, mobile phone services, data centres, and rethink stations that could house co-working or tele-working centres, etc. These issues and subjects are at the heart of Eiffage Énergie business. In February 2014, Eiffage, in its role as a partner of Orange, the French leader in telecommunications, responded to a call for expressions of interest issued by the Société du Grand Paris concerning the digital dimension of the Grand Paris Express. “Since then, Eiffage Énergie has set up a working group to create a digital offering and develop a strategy in this area,” says Ingrid Jouve, sustainable development manager at Eiffage Énergie and Eiffage Construction. “Smart buildings and transport, connected objects, data management, security man-agement, user services via their smartphones, dematerialisation of exchanges, etc. - the areas of application are extensive.” So the company could well be entering into part-nerships, conducting specific recruitment drives or implementing training in anticipa-tion of this new challenge.

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Ingrid Jouve, sustainable development manager, Eiffage Énergie and Eiffage Construction

synergie #21

October 2014 31

GRAND PARIS

Eiffage Aménagement built 680 housing units on seven acres of land and landscaped one hectare of communal green spaces at Wissous (Essonne), based on the HQLife® initiative designed as part of Phosphore, the Eiffage research programme dedicated to sustainable urban development.

12 million people or 19% of the French population concentrated within 2.2% of total national territory 

997 residents per km² 

34% of French management staff

31% of the national GDP (2012 figures) 

n°1 European economy  with GDP of €612 billion (2012) 

n°1 R&D cluster in Europe 

and 3rd worldwide 

2nd biggest European airport 

and 7th worldwide 

3rd leading tourist destination worldwide 

ÎLe De FrANCe IS ...

Nicolas Gravit, manager, Eiffage Aménagement

“ Wherever possible, Eiffage Immobilier and Eiffage Aménagement will

be promoting Phosphore, the Group’s sustainable urban development research programme, among decision-makers. ”

other developers, to build the first construction projects for the Ardoines development in Vitry-sur-Seine (Val-de-Marne), one of the first schemes to take shape around a Grand Paris station. Located 3 km southeast of the capital, the Ardoines Station mixed-use zone involves the construction of approximately 1,000,000 m² of useful surface area, with two-thirds being dedicated to offices and commercial units and one third being dedicated to housing. “As a result of its route, the future Grand Paris metro will help to open up territo-ries in the Paris region that are often handicapped by their negative image or lack of public transport services, but which have true potential for real estate development,” says Nicolas Gravit, manager at Eiffage Aménagement, who recalls that the arrival of the RER line and stations in Saint-Denis (Seine-Saint-Denis), north of Paris, resulted in significant development in the area. “We can imagine a similar type of trans-formation in other areas. Some munici-palities have already begun to factor in the arrival of the future metro in their local development plans and policies,” he continues. However, although the route of the future metro has been decided, the

draft development plans above and around the 69 future stations are still in the process of elaboration. Clearly, large-scale projects will emerge with the creation of entire urban areas. Smaller projects will also be launched. “Grand Paris should have a knock on effect freeing up land,” explains Nicolas Gravit while stressing that “public and private operators will need to be vigilant so as to prevent price hikes around the stations.”

hIGh QUALITY OF LIFe Wherever possible, Eiffage Immobilier and Eiffage Aménagement will be promoting Phosphore, the Group’s sustainable urban development research programme, among decision-makers. Eiffage is the only construction group to have advanced in this approach with its HQLife® standard that aims to create a “high quality of life” by focusing on the

quality of public spaces and facilities. Eiffage Immobilier and Eiffage Aménagement will also obviously be drawing on their many references in the region. Eiffage Aménagement has worked on entire urban areas and notably converted eight hectares of brownfield development in Asnieres-sur-Seine (Hauts-de-Seine) for instance, creating 143,000 m² of useful surface area with 1,000 homes, public facilities and 70,000 m² of office space. Particular focus was placed on the environment with the creation of 7,000 m² of parkland. Similarly, in Wissous (Essonne) near Orly airport, the developer built 55,000 m² of useful surface area, including 680 housing units, on a 7 hectare plot. At the same time, one hectare of communal green spaces and an ornamental pond were created to enhance quality of life in the area.

Sources: Île-de-France Institute for Urban Planning and Development, INSEE, Île-de-France Regional Council.

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→ Pierre Mansat, president of the Grand Paris International Workshop

“We NeeD TO ShOW ThAT IT IS POSSIBLe TO BUILD A rATIONAL CITY”

how has the grand paris project evolved since the initial drafts?

The Grand Paris project undoubtedly provoked a flood of ideas. This then led to reflection of an institutional nature – the relationship between Paris and its suburbs – initiated in 2001 by the mayor of Paris at that time, Bertrand Delanoë. And also the Grand Paris International Consultation launched in September 2007, with ten working groups reporting their findings in March 2009. This consultation has been a huge driving force. Since then, projects have begun emerging everywhere. We have identified 675 projects of varying scope in the capital, including urban regeneration, business parks, various infrastructure projects and public facilities. This initial phase was followed by another, more detailed period of reflection - particularly on housing and metropolitan systems.

what stage is the project at now and what are the key phases still to come?

We are now in a third phase of application of the metropolis project based on very strong elements of the programme that have already been determined, especially in terms of housing and transport. By early 2016, when the institution that will enable the Grand Paris Metropolis to function effectively is up and running, the Grand Paris International Workshop will have established the key policy lines for the metropolis project. When that time comes, we will need to re-examine the role of the structure I am chairing now.

how would you define the role of the grand paris international workshop, particularly compared to the société du grand paris?

The Grand Paris International Workshop is a research and action laboratory where 14 multidisciplinary teams reflect on the best ways to optimize existing infrastructure and drive Grand Paris forward as a global city. Its role is to generate a coherent and united vision, since regional inequalities are problematic for populations and hinder attractiveness. We are working more and more in conjunction with the Société du Grand Paris, which is responsible for a key element of the Grand Paris project, namely the transport infrastructure.

grand paris is indeed often equated with the super metro...

This is true. Transportation is a major part of the project, particularly the construction of the new metro that will radically change how the capital is organised. However, Grand Paris is also a question of housing (we need to build 70,000 homes per year), environment, and solidarity between communities. Major urban development is not an uncontrollable phenomenon. We need to show that it is possible to build a rational city.

what contribution can the Eiffage group make to reflections on the grand paris project?

Unfortunately, the gap between policy makers and entrepreneurs is too wide. Major construction groups that are contributing to cities all around the world can offer expertise and experience. They are preparing for the Grand Paris project and have appointed people to steer future developments. I believe that we need to expand our thinking together and adopt a more collective ambition for this dynamic.

in general, would you say that the construction of the grand paris project is innovative?

Yes. I believe that traditional urban planning is outdated. Grand Paris is an “ongoing project”. Nothing is fixed. We need to be able to develop our project in real time if necessary. This doesn’t help communication with the general public. It’s true that strong images from the international consultation, towers, parks, etc., added a certain reality to the metropolis project. However, the Grand Paris International Workshop does strive to share its work largely via its publications, exhibitions (on housing for example), and its recommendations, particularly regarding the design of the stations... I would like to improve on our communication with the general public, so that people can get a measure of what this project will mean for them.

with its grand paris project, how is the Île-de-france region positioned compared to other major cities like greater london or the randstad in the netherlands?

I think that the time has come to stop seeing other major Western European cities as competitors, and view them as part of a megalopolis with a real influence on a global level. Territories need to be seen as open systems, interacting with their surroundings. We all have an interest in working towards greater complementarity. The Grand Paris International Workshop and the city of Paris have initiated discussions particularly with representatives of the British capital. Paris, which is much less specialized than London, has tremendous assets and resources to offer.

synergie #21

October 2014 33

The third edition of the Eiffage Millau Viaduct race took place on May 18th this year. More than 15,000 runners, including 900 Eiffage employees, lined up ready to face the 23.7 kilometre challenge with its 800-metre alti-

tude range. Year on year, the event is gaining in momen-tum: for example 13,500 athletes competed in 2012 compared with 10,500 in 2007. The Eiffage Millau Viaduct race is fast becoming a key event in the running calendar, like the Paris marathon. Eiffage colours were prominent, the Group winning in terms of numbers with some 900 participants. Just ahead of the fire brigade ...

AMATeUrS AND PrOFeSSIONALS Athletes had the privilege of running across this iconic example of civil engineering that spans 2,460 metres and rises to 343 metres - a distinctly magical moment - and were able to admire the stunning views of the town of Millau. The challenge was won by Kenyan twins, Stephen

Ogari and Charles Ogari, in 1 hour 16 minutes and 59 seconds. A true sporting competition – with a great atmo-sphere.

A TrUe COMPeTITION Thirty countries were present at the 2014 race. At Eiffage, employees of foreign subsidiaries also got involved, many from Senegal, Belgium and Poland. Some even crossed the Atlantic to run across the Millau Viaduct, for example Maria Caldeira and Juliano Goes from Brazil, or the three young American Special Forces soldiers. There was also Khairul Razak, a young 27 year-old runner who had trav-elled all the way from Malaysia. 2014 is a very special year: it marks the tenth anniversary of the Millau Viaduct, which was opened to traffic in December 2004 after just three years of construction works. The figures are still impressive: the deck weighs 36,000 tons. The tallest pier reaches 245 metres, making it one of the highest in the world. More than 45 million vehicles have crossed over the viaduct.

eiffage Millau Viaduct race:

15,000 runners on the starting line Eiffage definitely won in terms of numbers: 900 employees from the group took part in this latest edition of the race.


The eVeNT

15,000 runners line up for the race on 18 May 2014.

SYNERGIE #21

October 2014 35

Start of the second wave.

900 Eiffage employees took part in the challenge.

Start of the fourth wave.

23.7 km of race including the Millau Viaduct crossing...

and the famous hairpin bend climb.


Missira Keita waves the Senegal flag.

A great atmosphere.

The Millau Viaduct is closed to traffic during the race.

The eVeNT

synergie #21

October 2014 37

Arrival of the Ogari brothers.

Presentation of the prizes in the women’s category.

Pierre Berger presents the prizes in the men’s category.

The first three runners of each category in Île-de-France were congratulated by Peter Berger during a cocktail party at the head office in Asnieres-sur-Seine (Hauts-de-Seine).

ALINe CAMBOU • Time: 01:27:51

French half marathon champion

“ My race was a last minute decision. It was after a meeting with a journalist that I added the Eiffage Millau Viaduct

to my programme. Running this race also had an emotional dimension for me. My father is from the Aveyron, and it was an opportunity to link sport and family for a weekend. It was also quite a challenge, although I wasn’t able to train for it as I should. I had already participated in three races, including one in the previous week.

I struggled to get going. I was shoulder to shoulder with the Ethiopian Ayalew Yeshume before she got ahead of me and beat the record by a few seconds. It was tough!

For me this weekend has been the best sporting event of the year so far. The race is very well organized and I was able to meet some people from Eiffage. Crossing over the Millau Viaduct is impressive, especially because it’s only open to the runners during the race. I’m planning to come back again in two years! „

MISSIrA KeITA • Time: 02:08:22Quality, health, safety, environment manager, Eiffage Senegal

“ This is the second time I have run in the Eiffage Millau Viaduct race. Before the race I trained throughout

the year: twice a week, I train by myself or with my club – Les Caïmens de Dakar. And every Saturday, I go swimming. On my first attempt, I was quite cautious. We were two representatives from Eiffage Sénégal again this year. My colleague Gallo Mame Seck and I have been members of the Eiffage Les Furets for two years. We set off together but we only met up again at the end of the race.

Despite a few moments of fatigue in the second half of the climb, I finished the race not too tired and I even improved on my time of two years ago! I was very proud to cross the finish line with the flag of Senegal on my shoulders. This has been a great experience once again and crossing the viaduct is a magical moment. In two years I will definitely be back on the starting line! That’s going to be an important year because there will also be the first Dakar marathon organised by Eiffage. „

NOreDDINe KhezzANe • Time: 01:23:52

Maintenance technician, Eiffage Énergie

“ I competed in the last two editions of the race, but I am still amazed when we cross over the Millau

Viaduct. This year, I came in 16th place. The race consists of three distinct stages: first there’s 5 km of flat, then a 7 km climb and then the descent, which is the most difficult part for me. To train, I run about six times a week. Once a week with the Eiffage Les Furets, once with a different training programme run for Eiffage employees in the Île-de-France region to prepare for the race, and the rest on my own – either on my lunch break next to the Stade de France or in the Montmorency forest.

With this race, we really get a feeling of support from the Group management, which spurs us on even more. I also see a change in employee perception throughout the Group: we look like we’re a team! In 2016, I also plan to take part in the Dakar marathon organised by Eiffage. „

eiffage Services: concentrating on performance

In recent years, the construction business and customer expectations have clearly evolved. Although

“simple” construction work is obviously still extensive, many clients – including public authorities – are contracting for a much wider scope of services. The rise in public-private partnership (PPP) contracts and design-build-operate-maintain (DBOM) contracts are

specific examples of this trend. Eiffage has already had an impact in these two markets, which constitute a real lever for growth within the Group. “The restructuring of Eiffage Services on 1 January 2014 is fully in line with this context,” says Christophe Ribal, deputy manager. “Reporting directly to Eiffage Concessions, we work alongside other Eiffage divisions to respond to calls for tender issued in the form

Jean-Zay school in Jarny (Meurthe-et-Moselle). The expertise of Eiffage Services teams brings real added value to Eiffage bids.

80 employees 

1 Development Methodology and Performance support department

3 operating divisions  (hospitals, tertiary, prisons) 

€40 million in revenue 

* May 2014 figures.

undertaking public-private partnerships and “design-build-operate-maintain”

contracts needs careful planning. the role of Eiffage services is to combine the

management of these contracts with strong performance. spotlight.

eIFFAGe SerVICeS IS ...*

of PPPs or DBOM in the construction field. This support relates particularly to upstream phases (design and competitive dialogue) of the projects and the management of the operation and maintenance sections of the contracts.” This aspect is dealt with directly by teams from Eiffage Services for daily operating services, or by other Eiffage divisions when it comes to more specialized assistance.


SPOTLIGhT

Eiffage Services is an independent organization within Eiffage Concessions and has been involved in all major PPP and DBOM contracts undertaken by Eiffage over the past ten years. In addition to the daily maintenance of equipment operations, its teams also manage the “major maintenance and renovation” works for existing facilities (heating, generators, refrigeration units ...). They also constantly ensure consistency between the theoretical energy consumption presented to owners when the contract is signed and actual energy consumption. Again, this is just a question of performance.

MAJOr MAINTeNANCe WOrK, reNOVATION AND eNerGY eFFICIeNCY

Emergency resuscitation centre in Rennes (Ille-et-Vilaine). Contracts are divided into three operating divisions - prisons, hospitals and tertiary - that support site managers and teams in the field.

Christophe Ribal, deputy manager, Eiffage services

MeeTING CLIeNT NeeDS Eiffage Services activity is guided by one objective: performance. “Whatever the project, we need to fully understand the needs of the end user and address the client’s performance requirements,” confirms Christophe Ribal. “Construction methods, building use, choice of equipment, energy consumption, maintenance of facilities...: everything has to be discussed in terms of performance right from the design stage.”This is a real “obsession” that has conditioned the way Eiffage Services is organised. Hence the Maintenance, Method and Performance department was set up to support other Eiffage divisions when responding to tenders. The department also has its own branch experts to manage the launch of multi-technical maintenance services and constantly improve the processes selected. At the same time, contracts are divided into three operating divisions – prisons, hospitals and tertiary – that support site managers and teams in the field. “We attach particular importance to the management of maintenance contracts,” says Christophe Ribal. “Business experts and site managers are present at the site several months before delivery in order to properly make the transition between the work and maintenance phases.”

“Our one objective is

to satisfy the performance requirements

of our clients.”

OFFerING A COMPreheNSIVe AND CUSTOMISeD SerVICe The expertise provided by the teams at Eiffage Services gives real added value to Eiffage bids. These are no longer developed exclusively in terms of construction costs, but rather in terms of the operating costs of the project. GreEn-ER in Grenoble, the European University of Brittany, Lille Nord University and, most recently, the Aix-en-Provence University Campus in the Bouches-du-Rhône...: the many successful bids made by Eiffage Concessions for PPP contracts in the educational sector shows that the approach and organization put in

place by the Group to address these markets is working. “Our offering and the way we operate are fully adapted to what public authorities are looking for in this type of project,” confirms Christophe Ribal. “With Eiffage Services, we are not providing a simple “design and build” solution, but rather an architectural and functional response, that is both comprehensive and customised, as well as a solution that is appropriate for the long-term.” This could be ten, twenty or thirty years depending on the scope of the PPP or DBOM contract. At the end of this period, Eiffage Services will endeavour to hand over to the client facilities that are in perfect operating order. —

synergie #21

October 2014 39

n ow in its sixth year, the Eiffage Foundation continues pur-posefully in its mission. In

April 2014, Jean Carré – president of the Foundation, Xavier Lanthiez – director of human resources development at Eiffage, and Isabelle Douard – project manager with the Foundation, invited a hundred people to a special event in Paris attended by representatives of the associations and projects supported by the Eiffage Foundation and their spon-sors (both current and retired Group employees). In the five years of its first mandate, the Eiffage Foundation supported 124 projects, including 118 that were proposed by current or retired employees, and 6 multi-year projects like the Solidarité Nouvelle pour le Logement association, which has been able to develop thirteen “very social” housing projects. The Eiffage Foundation seeks to work together with associations in many areas: vocational training,

social integration through culture, or through sport, adapted employment, social or very social housing, etc. “Diversity is a source of creativity and solidar-ity fosters a team spirit,” pointed out Jean Carré during his introductory speech. He also referred to the Foundation’s motto – ‘Building a shared world together’. “ Faced with various current economic, socio-logical and ecological crises, we need to con-stantly innovate,” he added. “Every business needs to be creative. To achieve this, it needs to be open to the outside world: a company doesn’t just grow above ground, it has to be rooted in its local people, and build on the ideas, thoughts and conclusions that emerge,” he explained, illustrating Eiffage’s com-mitment.

DIGNITY Several associations gave a candid presentation of their activities, highlighting their originality and also the difficulties that they can encounter. Bernard Moustier, a former manager

the Eiffage foundation

works in partnership

with associations in

many areas, including

vocational training,

social housing, and

social integration via

sport and culture.


In April 2014, almost a hundred people attended an event for representatives of the associations and projects supported by the Foundation, and their sponsors within the Eiffage Group.


COMMITMeNT

with Eiffage Construction and sponsor of the “Le Jardin Pêcheur” brasserie and “guinguette”, presented the adapted restaurant company set up by ITEPA (therapeutic, educational and teaching institute for teenagers) located in Trélissac (Dordogne), explaining that it offers “young people - 90% of whom have behavioural disorders and couldn’t be employed in traditional companies - jobs that are adapted to their condition and which restore their dignity.”It’s proving to be a great success; demonstrating quality and profitability: “We cook fresh food every day, we serve organic wines and we strive to balance the books,” explains Pierre Maly, manager of “Le Jardin Pêcheur”. The restaurant generates €380,000 of revenue per year, and in 2013 it organised 42 gala dinners and 15 art exhibitions! And it’s expanding: another “Jardin Pêcheur” project is being developed in an up and coming area of Bordeaux – an investment of €1.4 million that Eiffage has decided to support.

WOrKING TOGeTher “This is a perfect example: “Le Jardin Pêcheur” works by employing candidates that conventional businesses would reject. Despite their disabilities, they have skills and qualities. This proves, if proof were needed, that it’s the quality of human relationships that makes for the quality of the company. The most important skill is being able to do this together," says Jean Carré. Hawa Bathily, technical management assistant with the Clere consortium responsible for the design and construction of the Bretagne-Pays de la Loire high speed rail link, elaborated on the partnership formed between Eiffage and the “Compagnon Bâtisseurs” (companion builders) popular education movement that helps low income families to renovate their homes and provides them with social support. In 2013, 150 homes were renovated - a figure rising to 1,000 homes nationwide. Eiffage Foundation is providing the Brittany branch with support over three years: €60,000 will be donated in

total over the 2013 to 2015 period to buy materials: €30,000 in 2013, €20,000 in 2014 and €10,000 in 2015. Valerie Boniface, director of special works at Eiffage Construction Métallique pre-sented Proxité, an association that builds bridges between poor neighbourhoods and the workplace. Alioune Kane, project manager at Eiffage Sénégal, spoke about the success of “La Voûte Nubienne”, an organisation that builds clay huts in the Sahel, and which has built some 2,000 huts in over 1,300 different projects, while at the same time achieving a saving of 4,000 tons of CO2. “This event has fully met our expectations,” confirmed Jean Carré. “We have been able to take stock and confirm that the work of the associations we have supported, and the sponsors who proposed these non-profit projects, is bearing fruit. We have also shown that the aim of the Foundation is also to serve as a meeting point and provide learning opportunities, which is exactly what social integration associations need.”

Jacques Matelot of the Compagnons Bâtisseurs (companion builders) and Hawa Bathily, technical management assistant with the Clere consortium, elaborated on the partnership forged with this movement that helps low-income families to renovate their homes.

“This event confirms that the work of the associations we have supported, and the sponsors who proposed these non-profit projects, is bearing fruit.”

Jean Carré, president of the Eiffage Foundation


Bernard Moustier, a former manager with Eiffage Construction and sponsor of the “Le Jardin Pêcheur” brasserie and guinguette in Trélissac (Dordogne) presented the adapted restaurant company run by Peter Maly.

synergie #21

October 2014 41

Transport fleet: eiffage is encouraging responsible behaviour the Eiffage group, which has a fleet of more than 20,000 light vehicles (from utility vehicles to company cars), is committed more than ever to encouraging responsible behaviour in this area, favouring the rational use of the fleet over all the entities of the group and promoting new types of mobility. In this respect, Eiffage intends to promote the use of electric vehicles – including the Kangoo and Zoe models made by car manufacturer Renault, a partner of the Group. The idea is to integrate these vehicles into the renewal programmes for small vans and company cars, whenever they are adapted to the activities being carried out (car sharing vehicles or inter-site transfers, maintenance activities at customer sites, activities in urban areas ...). Ultimately, the target is for at least one in ten vehicles ordered to be electric. Electric vehicles contribute to Eiffage’s environmental commitment to reducing CO2 emissions, fine particle pollution and noise pollution. They also help to meet customer expectations – both among local authorities and private companies - in terms of image and sustainability. Using its expertise in electrical engineering, Clemessy carried out a specific research project entitled Sysolar, which combines charging stations for electric vehicles with the production of electricity using photovoltaic panels. For greater efficiency, the panels are mounted on a pole called a “sun tracker” that rotates to follow the direction of the sun. This system increases production by 35%-40% compared with fixed solar panels. —

First meeting of the new Group works committeefollowing the recent election process, the new members of the Eiffage group level works committee, appointed for four years by trade unions from among elected works council officials, attended their first meeting on 4 June 2014 at the Majunga Tower in La Défense. At the meeting, chaired by Pierre Berger, Mohamed Dammak was re-elected Secretary of the Group works committee. —

A range of sustainable eventsEvery year, sustainable development week takes place on 1-7 april. APRR & AREA never miss this opportunity to present their commitments to a wider public and raise awareness among their employees. Around a dozen events were organised for the 2014 edition, half of which focused on “Changing the way we consume”. Carpooling, consultation, waste, salt, discovery, bees and forest ecosystems were some of the issues highlighted by a range of actions. —

AreA donates a van to the French red Cross in july 2014, the arEa motorway company, the rhône-alpes subsidiary of aprr, donated one of its vans to the french red cross. The handing over of the keys took place at the AREA head office in Bron, near Lyon (Rhone), and was attended by various representatives from AREA and two volunteers from the French Red Cross in Chambéry (Savoie). The vehicle, which is in perfect running condition, will be of great use to the French Red Cross, which this year is celebrating its 150th anniversary. —

Jean-Luc Lagresle from Eiffage Énergie uses an electric Kangoo model.


INITIATIVeS

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

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INTERVIEW WITH PIERRE BERGER PAGES 4 7 sGROUP …