The future Eiffage
Campus at Vélizy
Offshore wind power: Eiffage is developing
its position on a promising market
INTERVIEWS pages 4 to 7
Focus pages 26 to 27
GROUP MAGAZINE
synergie
> S haring our values
LOCAL
MANAGERS :
#20
FEBRUARY 2014
TAKING
CHARGE OF
THEIR SITES
PAGE 19
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#20
FEBRUARY 2014
13-16
17-18
4-7 INTERVIEWS
Pierre Berger,
Eiffage chairman and chief executive officer,
Jean-Michel Wilmotte,
and
architect,
present the future Eiffage Campus
at Vélizy-Villacoublay (Yvelines)
report
19-25
Local Managers:
Taking charge of
their sites
Eiffage wants to position its local managers as real
leaders of the projects entrusted to them. Following in
the footsteps of the Master Chef approach rolled out for
“Road” project managers in the Public Works Division.
Cover page: work on the cathedral in Reims (Marne).
8-12 HIGHLIGHTS
13-16 THE EVENT
20th Anniversary
in pictures
Events attended by Eiffage clients and
partners were held all around the country
to mark the Group’s 20th Anniversary.
17-18 GUEST INTERVIEW
Henry Buzy-Cazaux,
President of the Institute of Real Estate
Services Management
synergie
Publishing Director: Sophie Mairé Editor-in-Chief: Sophie Sanchez. Contributors to this edition: Frédérique Alary, Maud Breheret, Amélie Chevance, Clémence de Corbière, Hélène Grimaldi, Régine
Knecht, Jean-Claude Roeland, Alix de Saint André. Design-layout:
[email protected]. Photo credits: Angel Poland, Gaël Arnaud, Atelier Barani, Balloide, Carole BarriquandTreuille, Gilles Bassignac, Bernard Bert, Régis Bouchu, Karine Boudart, atelier d’architecture Chaix & Morel et associés, David Chane, David Delaporte/Andia, Studios Detaille, Alain Gagne, Jean-Luc
Girod, Jean-Claude Guilloux, Patrice Grunenberger, Niec Himpens, François Lepage/Andia, Benoît Michou, Optima / Caurette, Vincent Pancol, Hervé Piraud, Vincent Ramet, Léo-Paul Ridet, Manon
Riff-Sbrugnera, Raphaël Schaeffer, Alexis Toureau, Smart Videoproducties, Wilmotte & associés SA d’architecture. Photothèques du Groupe. Printed on FSC-certified Novatech Satin
2
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GROUP MAGAZINE
CONTENTS
26-27
28-31
Editorial
Promising prospects
2013, the year of our name 20th anniversary, was very positive
for the Group. Turnover and revenue are on the upside. Your
efforts are bearing fruit. The thousands of projects being
carried out in France, Europe and around the world are in hand,
and traffic on our motorways is showing a slight rebound. Last
year, some 3,500 new employees joined the Group.
We delivered several exceptional projects, including the twelve
glass sections of the Louis Vuitton Foundation building, a
glass and steel chrysalis located in the Bois de Boulogne in
Paris. Other highlights included dispatch of the lower and
intermediate levels for the future residential quarters of the
Ofon oil platform, inauguration of the Prado Sud tunnel in
Marseille, and completion of the new Carrefour worldwide
headquarters in Massy. At the same time, the Bretagne-Pays
de la Loire high speed rail link, Eiffage’s largest construction
project to date, is progressing at a fast pace.
36-38
26-27 FOCUS
Offshore wind power: Eiffage
is developing its position on a
promising market
28-31 A SITE IN PICTURES
The Mont-Saint-Michel, a site
caught between land and sea
Eiffage Construction Métallique and Eiffage Travaux
Maritimes et Fluviaux, a subsidiary of Eiffage
Travaux Publics, are finalising the new access bridge
for the Mont-Saint-Michel, a tourist hotspot that has
over three million visitors per year.
32-35 NEWS
36-38 COMMITMENT
Mobility, in Construction DNA
More than ever, Eiffage is committed to
encouraging mobility among its employees on a
national and international level, but also between
divisions. A sure way of developing skills while at
the same time consolidating jobs.
39-43 initiatives
Last year, we undertook two promising external growth
operations: the acquisition of Budillon Rabatel, in the Isère
region, which produces approximately 3 million tons of
aggregates a year, and the Belgian company Smulders,
specialised in steel construction and offshore wind power.
Orders already taken in France, Europe and worldwide will
ensure sustained activity throughout 2014. In the medium
term, the prospects offered by the national motorways
restructuring plan (representing a potential investment
of approximately 3.5 billion euros for the profession as a
whole) and the Greater Paris automatic metro project,
are encouraging. Our international development strategy,
particularly in terms of the African continent, resulting in
2013 in the signature of three contracts in Togo, Iraq and
Gabon, is opening up major growth prospects.
These performances are the result of a global effort,
especially on the part of the teams on the ground.
Congratulations to them. For this reason, I am committed
to developing training opportunities – for both management
(via the Eiffage Institute) and site managers. The Master Chef
programme set up by Eiffage Travaux Publics will be rolled
out to the other divisions of the Group. The “Challenge des
Métiers”, launched in April 2014, will distinguish the bestperforming site manager and site worker teams.
Generally, in an economic context that remains challenging,
our business model, which is based on a balance between
the cyclical building trades and recurrent concessions, is
proving to be very robust. The extent of employee ownership,
which makes Eiffage a unique model in Europe, is the
motor behind this prosperity and cohesion. A new share
subscription campaign will be launched in April 2014,
offering a discount on Eiffage shares as in 2013.
More than ever, we need to continue our efforts in the field of
research and innovation, to be able to offer our clients integrated
and original solutions that fully meet their expectations. Finally,
it is my hope that in 2014 many young
talented recruits who are passionate about
our businesses will join the Group and
contribute to its development in France and
abroad.
Pierre Berger
Eiffage chairman and
Chief Executive Officer
February 2014
3
INTERVIEWS
“Locating the various businesses of the
the Paris area, will be more convenient
A new headquarters to give the Group new drive. By the second half of 2015, the Eiffage
Campus, located in Vélizy-Villacoublay and designed by architect firm Wilmotte &
Associés, will group together the holding company and the various divisions: Concessions,
Construction, Energy, Metal and Public Works. The new complex will facilitate exchanges
and foster working together.
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GROUP MAGAZINE
synergie #20
Group at a single site in Vélizy, in
and will improve efficiency”
Synergie: You have launched construction of a global
Eiffage headquarters in Vélizy-Villacoublay, in the
Yvelines region. Can you describe the “roadmap” that
you gave Jean-Michel Wilmotte?
I also wanted the headquarters to be sober in terms
of architectural design, lacking in any ostentation,
functional, and highlighting the materials
regularly used by our teams i.e. concrete
and steel. The bridge building – where
the Eiffage Métal teams will be located –
will be constructed out of steel, whereas
the entrance halls will be made of raw
concrete. I also asked that Eiffage projects
be on display in the entrance halls and on
the various floors, in order to showcase our
expertise, much like a showroom evoking
the history of the Group while at the same
time looking to the future. We will also be
showcasing Phosphore, our sustainable
urban development R&D laboratory, by
presenting the eco-neighbourhoods we
have designed, and our work on the city
of the future.
Pierre Berger. I asked him to include
as many common areas as possible.
At a time when we are replying to
an increasing number of tenders for
turnkey projects involving several
different branches of the Group,
exchanges between the various divisions
and the design offices are essential in
order to provide the best offer. This
campus will enable our employees to
meet at comfortable and well-equipped
project platforms during the response to
tender phase, but also to interact with
ease throughout the day – in the staff
restaurants, the gym, or in the library specially
dedicated to architecture and construction sciences.
“At a time of turnkey
projects, exchanges
between the various
divisions and the design
offices are essential in order
to provide the best offer.”
The Eiffage Campus will
consist of four buildings,
including the existing
Eiffage Construction
building.
Synergie : What made you choose Vélizy?
is the home of Fougerolle,
which set up business there 40 years ago. The area
is certainly a bit out of the way from the centre
of Paris, but it is undergoing development. The
future T6 tramway that Eiffage Travaux Publics is
helping to build between Viroflay, in the Yvelines,
and Châtillon­-Montrouge, in the Hauts­-de-­Seine,
will facilitate access by public transport.
©Wilmotte & Associés SA
P.B. : Historically, Vélizy
Vélizy is also well served in terms of road access –
particularly the A86 and the N118 – and is located
just twenty-two kilometres from Orly airport, which
will facilitate flight connections. The town is also
not far from the Massy TGV high speed rail station,
which is fast becoming a hub for travel to the rest
of France. It is also a very pleasant area, with lots
of natural spaces such as the Meudon forest, and is
situated very close to the Vélizy II shopping centre.
February 2014
5
INTERVIEWS
Although some Eiffage staff may remain sceptical,
any doubts our colleagues have as to the opportune
nature of the move will disappear once the works
have been completed.
the Group to better communicate among themselves,
in order to offer increasingly efficient solutions to
our clients. The best way to achieve this is to get our
teams to work together, especially given that the
various divisions all follow different business models.
Synergie: How does the new complex meet
sustainable development criteria?
in this field. The new offices are aiming for the
French NF Tertiary Buildings standard (exceptional
level HQE), the Effinergie + label, and the British
BREEAM standard. In addition, all the common areas
– the ground floor and the garden level – will be
surrounded by green spaces.
Now, it is obvious that the current dispersal of these
divisions over the entire Paris area does not facilitate
such exchange: for the purposes of an hour-long
meeting, it is not uncommon to have to spend a
further hour stuck in public transport or on the road!
Locating the various businesses of the Group at a
single site in Vélizy will be more convenient and will
improve efficiency. Clients are increasingly asking
us for global solutions. We need to be organised
accordingly.
Synergie: From a strategy perspective, why do
you wish to locate the headquarters of the Group’s
various divisions at a single site?
Synergie: Are the divisions located in the other
major French cities also going to be creating joint
headquarters?
P.B. : Over the past twenty years, Eiffage has largely
developed by means of external growth: the Group
has absorbed companies from a variety of fields,
bringing expertise that is unique and complementary.
Over the course of the next twenty years, we will of
course continue to develop Eiffage, but we will also be
encouraging the various divisions and experts within
P.B. : This is already the case in Lyon, in the Rhône
P.B. : We are striving to make this campus an example
“Clients are increasingly asking us
for global solutions. We need to be
organised accordingly.”
The entrance hall will be extended by an exhibition
gallery, a showcase for Eiffage expertise.
6
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GROUP MAGAZINE
region, with the Hélianthe complex that houses
the regional offices of the various divisions. Again
in Marseille, in the Bouches-­du­-Rhône region, the
plan is to locate teams at Allar, the 2.5 hectare
eco-town that Eiffage is currently developing.
In the Île-de-France area, several leases were
on the point of expiring, which offered us the
possibility of regrouping. Obviously this would
not be possible in all regions. However, if the
opportunity presents itself at the right time, and
offers cost and efficiency benefits, we need to
grasp it. —
The garden level will be surrounded by 4,000 m2 of green spaces.
synergie #20
“A campus allows different businesses
to operate alongside each other and
facilitates exchanges.”
Synergie: Like Eiffage, a large number of
companies are setting up campus sites.
How would you explain this trend?
©Leo-Paul Ridet
Jean-Michel Wilmotte: A campus allows
different businesses and companies to operate
alongside each other while at the same time
giving them a common identity. Much like
a village. A company is, in essence, a sum of
individuals going in the same direction! On a
campus, people can meet easily going from one building
to another, which is not the case in a tower block where
the various floors are stacked one on top of the other like
drawers. Exchanges are easier on a horizontal rather than
a vertical level, and promote the synergy that is much
sought after by companies today.
In terms of Eiffage specifically, the Vélizy campus aims to
assemble all the various business divisions of the Group at
a single site. So we designed quite a spectacular complex,
including two buildings to house the Public Works, Energy,
Concessions, and APRR Divisions as well as the holding
company. They will be connected by a bridge building,
devoted to Eiffage Métal, which will act as a symbolic
link between the various Group divisions. All this will be
connected to the existing Eiffage Construction building
by means of a 30 metre bridge. The materials used for
the facades – light grey and matt grey siding with white
etchings – echoing those of the Eiffage Construction
building, will contribute to the overall harmony.
Jean-Michel
Wilmotte,
architect
Synergie: This new headquarters needs to be
modern, functional and comfortable. How did you
address these requirements?
J.-M.W.: The Eiffage Campus will bring new life, image,
and pride. This is not a run of the mill building that could
suit any company. Its very structure closely matches the
activities of the Group. And we carefully designed the
architecture so that the engineers and all the other Eiffage
employees will be proud to work there, and visitors will
be happy to go.
In order to get the most out of the construction limits
imposed by the nearby Vélizy-Villacoublay military airport,
we chose to entrench the different buildings. This way
we could gain a floor and were able to place the garden
level within 4,000 m2 of green space (including more than
1,900 m2 of landscaped open ground), on a plot measuring
over 12,000 m2, and with an additional 2,500 m2 of green
roofs. The staff restaurant, cafeteria, meeting rooms and
gym will be surrounded by a vast amphitheatre garden,
creating a welcoming atmosphere. Once the building works
have been completed, landscaping firm, Neveux Rouyer,
will be responsible for reshaping the land to restore its
natural aspect. This type of construction also contributes
to noise reduction, by creating a sort of acoustic bubble
against noise from the nearby A86 motorway.
“Eiffage employees will be proud
to work there, and visitors will be
happy to go.”
Synergie: What other characteristics make this
campus distinctive?
J.-M.W.: The ground floor will open onto a large, bright
and transparent entrance hall, built using extra-clear glass
and a very fine supporting structure. It will also serve as an
exhibition gallery: the Group’s iconic achievements will
be on display, as in a museum of business and industry,
in order to showcase expertise at Eiffage – a Group which
is contributing to the development of its era.
Alongside the steel structured bridge element, the two
concrete buildings on each side built on six levels will
have large bow windows, 3.40 m high and 1.05 m wide,
which will effectively act as a thermal buffer, since they
will consist of a white blind placed between two panes of
glass acting as a shutter in order to limit the amount of
direct sunlight. The facades of the interior patios will be
sheathed in aluminium siding of a yellow-bronze colour
to provide additional light.
Synergie : For a firm of architects such as yours, it
is quite an opportunity to be able to work for and
with a major construction group…
J.-M.W.: This headquarters is clearly designed to be
charismatic. It is important for Pierre Berger to mark a
new era from a business perspective. However, it is not a
monument being erected to the glory of Eiffage, but rather
a place of work that fully corresponds to the new business
imperative: fostering synergy. —
©Wilmotte & Associés SA
THE EIFFAGE CAMPUS IN FIGURES
35,000 m
of floor space (24,000 m2 of new buildings and 11,000 m2 for the existing building, currently the
headquarters of Eiffage Construction)
2
Six levels of office space (garden level and ground floor + 4 floors)
Almost 900 parking spaces
Delivery scheduled for summer 2015
February 2014
7
HIGHLIGHTS
FOCUS
THE BRETAGNE-PAYS DE LA LOIRE HIGH SPEED RAIL LINK
A GIGANTIC MOBILISATION OF HUMAN RESOURCES
At the height of the civil engineering and earthworks, some 4,000 people, including
2,200 Eiffage employees were working on the Group’s largest ever project, the BretagnePays de la Loire high speed rail link between Le Mans (Sarthe) and Rennes (Ille-etVilaine). Over 800 job seekers were hired locally, including 500 long-term unemployed.
Construction of the Bretagne-Pays de
la Loire (BPL) high speed rail link, the
Group’s largest ever project, which
stretches for 214 kilometres between
Le Mans (Sarthe) and Rennes (Ille-etVilaine), is progressing at a great rate.
In early November, just a year and a half
after the work started in summer 2012,
17 million cubic metres of earthworks had
been completed out of a total 26 million m3
and 80,000 m³ of concrete structures had
been laid out of a total 140,000 m³.
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GROUP MAGAZINE
This rate of progress would not have been
possible without the mobilisation of 4,000
workers. 2,200 employees of the Eiffage
Group are involved, primarily major works
teams from Eiffage Travaux Publics backed
up by several local subsidiaries, depending
on their area of expertise: structures,
earthworks, road realignments and
networks. Eiffage Travaux Publics regional
offices are directly involved in the project:
W. France, Île-de-France, Rhône-Alpes/
Auvergne but also N. France and S.W. France.
Eiffage Construction was entrusted with the
construction of operations and maintenance
buildings, but also 22 rail bridges and road
bridges – the Maine-et-Loire office having an
established civil engineering background –
and is occasionally providing extra
manpower and material resources. The
Eiffage Construction Métallique teams are
also involved and are responsible for the
construction of 14 viaducts and motorway
crossings: 60 people (10 in the design office
and 50 in the workshop) are working at the
Lauterbourg factory (Bas-Rhin), in addition
to the 45 Metal Division employees working
at the site.
800 HIRED LOCALLY
Although priority was given to company
employees, the Group also called on local
companies and service providers – which
represented a flow of 1,200 people during
the summer 2013. Reinforcements were
more than necessary given the scope of the
works. Thus, “800 people were hired locally for
this initial phase, including 200 from Brittany and
600 from the Pays de la Loire,” specifies LouisMarie Tandeau de Marsac, BPL director of
human resources. To achieve this, Eiffage
redeployed an approach that had proved its
worth during construction of the A65
motorway in the Midi-Pyrénées and Landes
regions: the Group invited its public partners
synergie #20
In addition, Eiffage is committed under the
contract signed with the French Railway
Network (Réseau Ferré de France - RFF) to
set aside 8% of working hours for persons
with employment difficulties, which is the
equivalent of 800,000 man hours. This
objective has been largely exceeded and has
reached almost twice that figure. Many
young people, people on social benefit,
residents of disadvantaged urban areas,
disabled workers, long-term unemployed,
and former offenders have joined the
Group’s teams and are well integrated.
Rail bridge installed over the A81 during the night of 19 November 2013
to establish steering committees in order to
manage the recruitment process within each
of the three geographical departments
covered by the BPL (Ille-et-Vilaine, Mayenne
and Sarthe). ”We also requested Pôle Emploi
(employment office) to interface with local youth
employment centres, Cap Emploi centres for disabled
workers, job centres and local initiatives promoting
professional insertion and employment,” he
explains. Two charters of joint commitments
were signed in each region to make this
commitment formal and a specific national
agreement was signed with the National
Federation of Public Works (FNTP), Pôle
Emploi (employment office) and the Ministry
of Employment.
DEDICATED TRAINING
In parallel, employment coordinators at
Eiffage Travaux Publics identified the two
areas where recruitment demands were the
highest – operating equipment for the
earthworks and formwork for the civil
engineering works – and provided 210 and
280 hours of dedicated training respectively.
“We called on the services of PL2TP Formation to
provide dedicated training for machine handling, an
organisation that we had already used for the
construction of the A65 motorway and the East
France high speed rail link,” explains Louis-Marie
Tandeau de Marsac. “They trained the new recruits
to handle the equipment and apply production
methods that are specific to earthworks on major
construction projects, while at the same time
respecting safety imperatives. Driving simulators
were also made available. For the formwork, we
called on an adult professional training
a s s o c i a t i o n ( “ A s s o c i a t i o n
pour
la formation professionnelle des adultes”), which we
had already worked with on the PierreMauroy Stadium in Lille. Additional modules were
put in place to train tanker drivers for example. So
far, the two Bretagne and Pays de la Loire regions
have provided - and this is unprecedented – over
400,000 euros of funding for these training
programmes, provided for the most part by
Constructys (1) and Pôle Emploi.” So as not to discourage candidates who were
motivated but who had no experience in the
building and civil engineering works sector,
hiring was carried out in conjunction with Pôle
Emploi using a method of recruitment by
simulation, which is not restricted to CV or
qualification type criteria. Candidates were
evaluated according to a series of exercises that
reproduce by analogy, the characteristics of
the various workstations. This facilitated the
recruitment of first time applicants or the
long-term unemployed: 400 job seekers were
trained to operate site machinery or in
formwork.
RAILWAY INDUSTRY
PROFESSIONS
Now a new phase is set to begin: laying the
rails, installing the catenaries and other
railway equipment from 2014 onwards. Of
the 800 people hired for the BPL project,
more than 300 could continue the experience
and be hired on a permanent contract by
Opere – the structure set up by Eiffage Rail
Express, the company that owns the
partnership contract, to ensure maintenance
services for the high speed rail link as of its
commissioning on 15 May 2017 until the
contract expires in August 2036. Specific
training will again be provided, partly at
Montceau-les-Mines (Saône-et-Loire) as part
of the Mecateamcluster, a hub grouping
together professions and services related to
the maintenance of engines and works in
the railway, road and infrastructure sectors.
However, Eiffage also takes an interest in
the future of those that are not hired.
“Workers that are hired locally are received on
an individual basis during an end of project
interview,” specifies Louis-Marie Tandeau de
Marsac. “We encourage people who express an
interest to pursue other positions in the railway
equipment sector and/or train to obtain
qualifications in machinery operation or civil
engineering formwork. We can also assist them in
finding other opportunities with Pôle Emploi, and
put them in contact with local public works
companies. The experience gained on the site is
very well perceived within the profession.” —
(1)
Constructys is the OPCA – licensed joint collector – for
the construction sector.
“We encourage people who express an interest to pursue
other positions in the railway equipment sector and/or
train to obtain qualifications in machinery operation or civil
engineering formwork.” Louis-Marie Tandeau de Marsac, director of human resources at BPL.
February 2014
9
HIGHLIGHTS
A 15,000 m2 glass canopy resting on a metal frame will form the 26,000 m2 roof.
AN ULTRA MODERN R&D CENTRE FOR MICHELIN
Last June, Eiffage Construction signed
a contract worth 170 million euros to
build a new research, development
and industrialisation centre for
Michelin, in Ladoux, just north of
Clermont-Ferrand (Puy-de-Dôme).It will
be a real nerve centre because, with over
3,000 employees, it will focus three quarters
of the automotive supplier’s research
activities worldwide.
Eiffage Construction, Eiffage Construction
Métallique (and its subsidiary Laubeuf), the
facade specialist Goyer and Eiffage Énergie will
work together to restore the existing ageing
buildings and build a new flagship structure
comprising over 90,000 m2 of floor space.
Alongside the work spaces, the new complex,
which will overlook the iconic Michelin test
track, will provide training and documentation
facilities, as well as a staff restaurant, a gym,
and various services (dry-cleaning, bakers,
ATM machine, etc.).
According to the plans designed by architect
firm Chaix & Morel and Associés, the
existing separate buildings will be
redesigned to form two identical contiguous
volumes. Constructed on joint foundations,
they will be situated around a 300 metre
long interior avenue named “Rue de la
Recherche”. This will foster informal
PRADO SUD, THE END OF THE TUNNEL
Two tubes one above the other installed
between 7 and 11 metres below ground,
over a distance of 1.5 km: for the Eiffage
Travaux Publics teams, the Prado Sud tunnel
in Marseille (Bouches-du-Rhône) represented
four years of works carried out within a
consortium. The figures speak for themselves :
the works required 220 million euros of
investment, 165,000 m³ of earthworks,
35,000 m³ of concrete, 3,600 tons of reinforced
steel, but also 35,500 m² of tunnel walls, 20,000
m² of watertight liner and 40 km of cables.
The tunnel, which was delivered seven
months ahead of the initial schedule, was
commissioned on 15 November 2013. It will
reduce the number of vehicles above ground
and, consequently, the levels of pollution and
noise. It will also improve the flow of traffic,
providing a link between the southern
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suburbs of Marseille and the East and Coastal
motorways via a direct connection to the Prado
Carénage tunnel and will enable a time saving
of up to half an hour compared to the same
journey above ground. An estimated 15,000 to
20,000 vehicles will be using the route every
day. The concession runs until 2055. —
exchanges and the stimulation of ideas. It
will be protected from the weather and
temperature change by a vast 15,000 m2
canopy resting on a metal frame to form a
26,000 m2 roof.
“Being able to work in project mode right from
the consultation phase and offer an integrated
solution combining the expertise of Eiffage
Construction, Eiffage Métal and Eiffage Énergie
to ensure a full grasp of even the most technical
posts, made all the difference,” points out
Thierry Julien, project manager at Eiffage
Construction Auvergne. The works, divided
into two phases, began in October 2013 and
will continue up to 2017. —
KEY FIGURES
165,000 m³ of earthworks
35,000 m³ of concrete
3,600 tons of reinforced steel
35,500 m² of tunnel walls
20,000 m² of watertight liner
40 km of electric cables
The project required 220 million euros of
investment and represented four years of works
for teams at Eiffage TP.
synergie #20
A NEW EUROPEAN
SCHOOL IN
STRASBOURG
Clemessy has won a contract for all
the strong and weak current
installations at the new European
School in Strasbourg (Bas-Rhin) that
will accommodate children from
kindergarten up to baccalaureate
level. The school is located in the
Robertsau district close to the European
institutions. The project is being
coordinated by three joint clients: the city
of Strasbourg, the Bas-Rhin department
and the Alsace region. The works will be
carried out in a single phase under a short
term 50/50 split joint venture with Eiffage
Énergie – with Clemessy acting as lead
contractor. The works began in October
2013, and should be completed by May
2015. —
Clemessy is carrying out all the strong
and weak current installations.
OUDON-TAUTE VERY HIGH VOLTAGE POWER LINE
WORTH THE RISK!
Install 36 km of very high voltage power lines
and 80 pylons within a very tight time schedule
– just one year – using a process of continuous
helicopter assisted lifting and unwinding: this was the
challenge taken up between April 2012 and April 2013
by Eiffage Énergie in the Mayenne and Ille-et-Vilaine
regions on the Oudon-Taute VHT line, known as the
Cotentin-Maine project. This new line (2 x 400,000 volts),
which extends a total of 163 km between Flamanville
Around sixty Eiffage Énergie
employees, with the help of subcontractors, installed 3,200 tons of
pylons and unwound 650 km of cables
in just twelve months.
(Manche) and Laval (Mayenne) and consists of
414 pylons, will improve the power supply in the
Greater West region and respond to increasing energy
demands.
Around sixty Eiffage Énergie employees, with the help
of sub-contractors, installed 3,200 tons of pylons and
unwound 650 km of cables in twelve months. The
contract was worth 15 million euros. A tight schedule
project that ultimately rolled out well. —
February 2014
11
HIGHLIGHTS
The intermediate and lower deck modules of this 7,000 ton
floating hotel, which can accommodate up to 150 people,
were transported to Nigeria on special barges.
OFON OIL PLATFORM:
NEW LIVING QUARTERS ANCHORED OFFSHORE
Following work on the Anguille oil
platform on behalf of Total in Gabon,
Eiffage Construction Métallique is once again
showcasing its expertise in the offshore
sector: in the summer 2014, the company is
due to deliver the living quarters for another
oil platform, Ofon, anchored off the coast of
Nigeria. This will be the final leg of an epic
project that began in June 2011. 150 people
will be able to live and work on what is
effectively a 7,000 ton floating hotel,
comprising four stacked modules like floors
in a regular building. It will rest on a 32 metre
high metal jacket, anchored to the seabed
using driven piles 115 metres deep.
The contract with the French Total and
Nigerian NNPC oil companies worth 500
million dollars includes not just the
engineering works carried out by design offices
in Lorient (Morbihan), Vélizy (Yvelines) and
Lagos (Nigeria) – but also purchasing,
construction and offshore installation. At the
height of the works from summer to autumn
2013, some 1,000 employees from Eiffage
Construction Métallique and its sub-contractors
were involved at three different construction
sites: the factory at Fos-sur-Mer (Bouches-duRhône), the Aveon shipyard in Port Harcourt
and Nigerdock in Lagos. Eiffel Industrie was
also called on to provide expertise for the
industrial kitchens, and pipework at the Fossur-Mer site.
The Ofon intermediate and lower deck modules
were transported by barge from Fos-sur-Mer to
Nigeria in late October 2013. And in December,
offshore installation was carried out using a
special crane – the Saipem 7,000 – which has
the world’s greatest lifting capacity of some
14,000 tons. The hook-up between the various
modules (stairs, lifts, pipework, ventilation
ducts and cables) began in January 2014. This
will be followed by commissioning work –
including all dynamic tests up to
commissioning of the living quarters
scheduled for June 2014.
“The complexity of the project does not lie in the
technology but rather in the need to manage
construction yards at three different locations (one
in France and two in Nigeria), which required the
setting up of three complete teams capable of
offering the required expertise for the given
module, a total of sixty engineers and technicians,”
says Jean-Louis Chaumard, technical director
for the Ofon project and director of the
Fos-sur-Mer site. “We also needed to identify in
France and among our European subsidiaries,
employees that had the specific skills required,”
he adds. A total of 150 expatriate staff, from
engineers to cable setters were involved in
the project. Many young workers received
special training in offshore techniques such
as planning, pipework, architecture or airconditioning. —
A6-A46 MOTORWAY CONNECTION NORTH OF LYON:
APRR IS INVESTING 76 MILLION EUROS
APRR is continuing to expand its
motorway network. T he motorway
concession company has begun work on the
four kilometre long A466, the trunk road that
was lacking between the A6 and A46
motorways (between Ambérieux and
Quincieux, in the Rhône region). The work
represents an investment of 76 million euros
by APRR. The motorway company is
integrating the site into the natural
Construction of abutments
for the future A466 overpass
of the A6 motorway.
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GROUP MAGAZINE
environment and is organising, for example,
the installation of embankments to enable
soil stabilisation. When it opens in 2015, the
A466, which will enable motorists on the A46
leaving East Lyon to join the A6 heading south
(and vice versa), will consolidate the motorway
network and ultimately improve the
Bordeaux-Geneva route. —
THE EVENT
EIFFAGE’S 20th ANNIVERSARY
CELEBRATIONS TAKE PLACE
ALL OVER FRANCE
Throughout 2013, events held in many different regions of France to celebrate the Group’s
20th anniversary, were attended by major clients and partners.
7 AND 14 JUNE 2013, ROUEN
Eiffage teams in Normandy opened the
proceedings on 7 and 14 June 2013, with the
Armada that brings together the world’s
largest sailboats every four years in the Port
of Rouen (Seine-Maritime).
Parties to celebrate the 20th anniversary of
Eiffage were held on board two Russian and
Dutch yachts for approximately 450 guests.
There was a cocktail reception complete with
musical entertainment and a film presenting
the Group’s most iconic achievements.
13 SEPTEMBER 2013, MARSEILLE
On 13 September 2013, clients and partners
of Eiffage were invited to Borély Castle in
Marseille (Bouches-du-Rhône). The Group was
one of the main sponsors of the restoration
work for this 18th century building, which now
houses the city’s Museum of Decorative Arts,
Earthenware and Fashion.
The event was attended by Jean-Claude
Gaudin, Senator-Mayor of Marseille and
Eugène Caselli, President of the Marseille
Provence Metropolis Urban Community.
Guests enjoyed a dance recital given by the
Marie-France Pietragalla dance company.
February 2014
13
23 SEPTEMBER 2013, TOULOUSE
The South-West region invited 500 guests to a piano recital
at the Jacobin Cloister in Toulouse (Haute-Garonne), a jewel
of Languedoc gothic style, on 23 September 2013.
The event, attended by Daniel Benyahia, Deputy-Mayor of
the famous pink city, and Janine Loïdi, Vice-President of the
Midi-Pyrénées region, formed part of the 34th international
“Piano aux Jacobins” festival, sponsored by Eiffage.
3 OCTOBER 2013, LOUVERNÉ
The West region organised a visit on 3 October 2013, to Eiffage’s biggest project, the
Bretagne-Pays de la Loire high speed rail link. Guests, including Philippe Vignes, Prefect
of Mayenne, were then invited to visit Échologia, the famous tourist site in Louverné
(Mayenne).
10 OCTOBer 2013, LYON
The Central-East region meanwhile organised a firework display on
10 October 2013 in Lyon (Rhône) in front of the Hélianthe building,
Eiffage’s regional headquarters. There were over 500 guests (more
than 370 clients), including Gérard Collomb, Senator-Mayor of Lyon
and President of the Greater Lyon region.
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synergie #20
14 OCTOBER 2013, NANCY
It was in the Magic Mirrors big top
at the Pépinière de Nancy park
(Meurthe-et-Moselle) that Eiffage’s
20th anniversary was celebrated
on 14 October 2013, as part of the
40th “Nancy Jazz Pulsations” music
festival. Guests enjoyed three
shows by French, American and
Australian musicians.
26 NOVEMBER 2013, PARIS
Eiffage’s 20th anniversary celebrations culminated
in a soirée at the Grand Palais in Paris, on 26
November 2013. Over 1,000 guests sat down to
dinner under the metallic framed glass canopy
that was fully restored in the 2000s by what was
the Eiffel company – now Eiffage Construction
Métallique.
February 2014
15
THE EVENT
26 NOVEMBER 2013, PARIS
The event was punctuated by performances by DCA – the Philippe Decouflé
dance company.
11 DECEMBER 2013, LENS
The event held on 11 December 2013 at the LouvreLens Museum (Pas-de-Calais), almost one year to
the day after it was opened, concluded this year of
celebrations, with guests including Daniel Percheron,
President of the Nord Pas-de-Calais regional council,
and Sylvain Robert, Mayor of the city.
Eiffage, which carried out the building works for this
famously transparent museum, installed the heating
and air-conditioning systems and the fire-protection
system, and participated in landscaping the adjacent
22 hectare park, is a sponsor of the “Etruscans and
Mediterranean” exhibition.
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GUEST
INTERVIEW
Henry Buzy-Cazaux, President
of the Institute of Real Estate
Services Management
“The imperatives of sustainable
development can result in a true
understanding of the city.”
President of the Institute of Real Estate Services Management
and the “Real estate, housing and sustainable city” (Immobilier,
logement et ville durable) group of the forum for the management
of cities and local authorities, Henry Buzy-Cazaux acknowledges
the force and implications inherent in the concept of a sustainable
city, mobilising all the stakeholders in the real estate sector.
Today’s city also needs to be “smart”, which can foster links
between the real estate sector and the new information
technologies sector.
Synergie: Today the conception and
design of sustainable cities is almost
mandatory. What is your opinion of this
innovative concept?
Henry Buzy-Cazaux. The idea of a sustainable city is a very strong and generous concept: it involves providing future
generations with cities that have efficient
infrastructures, a sustainable heritage, a
place where energy resources are used
to good effect. The opportunity to build
differently is of momentous importance.
However, in France, we are still looking at
a blank page, a utopia in the etymological
sense. At best, real estate developers are
building eco­-neighbourhoods. Yet these
are attracting criticism due to the fact that
the city mayors who are handing out the
building permits, are primarily carrying
out a publicity campaign with-out always
having a global long-term vision. And
in this respect they are often willing to
release land for very low prices. As a result,
developers are no longer obliged to adopt
the best building solutions.
We will only really be able to talk of
sustainable cities as a reality when we
start building entire districts or when we
start transforming existing neighbourhoods with a concern for the solvency
of the buyers, either private or professional. Urban areas such as Grenoble(1) or
Bordeaux are making substantial efforts
in this direction. The Grenelle I and II laws
have the virtue of forcing the various elements in the real estate chain, previously
highly independent, to work together. In
this respect, the emerging imperatives
of sustainable development can result
in a true understanding of the city and
mobilise all the stakeholders in the real
estate sector and their various partners –
mayors, urban planners, developers, etc.
However, we should not adopt a blanket
vision: blocking air flows for the purposes
of improved insulation in hous-ing can be
detrimental to the health of residents!
Moreover, the state of public and private finances needs to be taken into
account when considering, for example,
the renovation of private properties and
state-owned properties alike.
February 2014
17
GUEST
INTERVIEW
“Buildings already
have a green
value. They now
also have a digital
value.”
It remains that, in this context, the input
from new technologies can be clearly
positive: a city that is better connected
is easier to manage, communication
between residents is facilitated, and
social withdrawal avoided – although
broadband is not a universal remedy.
The city is no longer synonymous
with conviviality, whereas originally
it was born out of a logic of exchange
and commerce between individuals.
Consequently, there remains just two
solutions: forcing the hand of fate, as
imagined by Atanase Périfan with his
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GROUP MAGAZINE
“Neighbours Day” or “Neighbourhood
Solidarity” initiatives, or make use of
new information and communication
technologies (NTIC) to create buildings
and residential areas that interact
seamlessly with their environment,
without intruding on it.
Synergie : How can the sustainable city
and the “smart” city interact?
The real estate sector and
the new information technologies
sector are starting to build links that
are, as yet, tentative. Whereas, since
2012, developers have the obligation
to deliver new buildings that are fully
equipped with broadband, some are not
actually connected. In addition, property
managers such as estate agents are
not yet fully aware of the importance
of digital. I recently published a book,
which is the fruit of workshops involving
real estate professionals, researchers
and specialists in new technologies, to
explain the added value gained from
fibre optics in buildings. This work,
which was jointly commissioned by the
telecommunications company Orange
and the Paris regional offices of FNAIM,
the leading French union of estate agents
and property managers, shows that
broadband access will have an impact on
the valorisation and liquidity of buildings
as well as on rent levels.
Since the introduction of energy labels
that rank A for the most energy efficient to
G for the most energy inefficient, housing
and buildings have a “green value”. In
this respect, in view of a study presented
recently by the scientific council of
the Solicitors Observatory, houses or
apartments that are badly insulated are
much harder to sell or rent than energy
efficient properties. And whereas, in
Paris or the Provence­-Alpes-Côte d’Azur
region where the lack of housing is keenly
felt, they can still find buyers, they take
longer to move and go for a lower price.
In addition to this green value, a digital
value is now emerging. In the future,
will it be possible to rent out a studio
in Paris at top rates if it doesn’t have
broadband access? Will second homes
in Normandy or the Briarde that do not
have internet access be worth as much
as those that do? The answer is already
obvious. Whereas this digital value
H.B.-C. : “A city that is
well connected
is easier to
manage.”
remains difficult to quantify in terms of
residential properties, it is very clear in
commercial properties. In Paris, where
there are 500,000 m2 of empty office
space, buildings that are not connected or
connectable and/or energy inefficient are
simply not rentable. To the extent that
their very purpose is challenged and that
the only solution is to transform them
into housing units. Professionals in the
sector need to take these considerations
into account upstream, whereas they are
primarily downstream actors and as yet
lack a marketing approach in terms of
services or products related to the real
estate sector. Just because a building is
“Haussmann” it does not mean that it has
to remain in the Haussmann era.
(1)
Eiffage carried out a full scale study for the Grenoble
urban area as part of Phosphore, its sustainable urban
development laboratory.
(2)
Gentrification is a shift in working-class
neighbourhoods towards wealthier residents.
Henry Buzy-Cazaux, professor of philosophy, Essec, first taught before becoming
a consultant to leading elected officials,
including Pierre Méhaignerie, former
Minister for Infrastructure, Transport
and Housing. Since 1991, he has held
positions of responsibility in the real
estate sector, at the head of national
companies and professional bodies. He
has been responsible for several high
level public commissions particularly
for the President of the Council for State
Property (Conseil de l’Immobilier de l’État). He
currently chairs the Institute of Real Estate
Services Management (Institut du management
des services immobiliers), an educational institution
and centre for applied economic and social
studies. He also chairs the Sustainable real
estate, housing and city forum for the management of cities and local authorities.
POTTED BIOGRAPHY
Synergie : Alongside sustainable
cities, “smart” cities are also gaining
momentum….
H.B.-C. : It is certainly a very idealistic
concept, but we should be able to have
dreams, which we then adjust and adapt.
The city should be a place of sharing,
living together, of building communities
without “communitarianism”, which is
perhaps more difficult today than it was
in the past.
In the past, cities were very black
and white concepts with very simple
sociologies, as evidenced by the idea
of the clock tower. The “mayor builder,
mayor beaten” mentality still weighs
heavily on local elected officials. Building,
developing, changing the philosophy of
a city, is a very risky business: diversity
brings uncertainty. Residents may want
new housing, but not necessarily in their
own back yard! The social phenomena
of gentrification(2) or, on the contrary,
ghettoising, are evidence of these
difficulties. The city should be inspired
by Babel and promote diversity between
the affluent and the less affluent, city
dwellers and those from the rural areas.
My biggest fear in this period of economic
crisis would be that the difficulty in
eradicating poor housing and poverty
leads to violence.
REPORT
Local managers
Taking charge
of their sites
Preparing sites, organising the works, communicating with the teams, meeting budgets,
preserving company image, improving productivity: Eiffage wants to position its local
managers as real leaders of the projects entrusted to them. Following in the footsteps of
the Master Chef approach rolled out for “Road” site managers in the Public Works Division.
February 2014
19
REPORT
Local managers: Taking charge of their sites
The Public Works Division has set up specific training schemes
entitled “Master Chef” for site managers in its “Roads”
department.
E
iffage’s ability to manage
large-scale turnkey projects
has been proven. The
capacity of the Group to
manage tens of thousands
of smaller projects each
year that improve people’s quality of
life has also long been an established
fact. In both instances, all our resources
are deployed to meet the
demands of our clients.
This begins at the design
phase and doesn’t stop
until the project is fully
completed, and is based on a flawless
organisation and the expertise of the
teams in the field.
The latter are placed under the
leadership of local managers, whose
presence is a crucial link in the quality
of the work carried out. “Our business
consists of a multitude of projects that
require a high level of reactivity,” says
Laurent Girou, chief operating officer
of the Regional Roads Department of
Eiffage Travaux Publics. “Site managers
are the key component for ensuring the
proper execution of the works entrusted to
20
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Group magazine
us. In this respect, we want them to have
all the tools at their disposal to do the best
job possible. To achieve this, we have rolled
out a corporate-based approach: Master
Chef. This initiative was launched at our
regional Rhône-Alpes/Auvergne offices
about three years ago, and is now being
rolled out all over the country.”
At the close of the first half of 2015,
the 1,300 site managers
in the “Roads” department of Eiffage Travaux
Publics will have completed the Master Chef training. The objectives: enable them to (re)
gain their true position as site “bosses”
and (re)position these local managers
at the heart of the production process.
And all of this in full consultation with
the site managers themselves.
VALUING LOCAL MANAGERS
In a difficult economic context characterised by low prices and Eiffage’s commitment to finding new sources of margin
enhancement, placing value on the work
done by site managers is essential to
ensuring that the company remains competitive.They guarantee the safety, quality
and deadlines for the works. They are
responsible for the Group’s image in the
field. And, since they participate in worksite preparations, they are also responsible for ensuring a balanced budget
for the contracts undertaken.
All these points were taken into account
in developing the Master Chef initiative,
which represents a minor revolution in
the public works industry.
“Until now, site managers were mainly
focused on the technical aspects of the works
and did not always bring the financial vision
“Site managers are the key component in ensuring the
proper execution of the works entrusted to us.”
Laurent Girou, chief operating officer of the Regional Roads Department
of Eiffage Travaux Publics.
synergie #20
“Through the Master
Chef initiative, we
want to support our site
managers, both in terms
of management of staff
and site preparation,
monitoring and
management.”
Thomas Parmentier,
in charge of social innovation,
Eiffage Travaux Publics.
that we increasingly expect of them today,”
confirms Thomas Parmentier, in
charge of social innovation at Eiffage
Travaux Publics. “Through the Master
Chef initiative, we want to support our
site managers, both in terms of management of staff and site preparation, monitoring and management.” The result: two
consecutive 2.5 day modules have
been developed specifically for the
Roads business. The first deals in particular with site management. Aspects
as diverse as drawing up timetables
and the importance of adjusting these
The area surrounding the tramway in Tours (Indre-et-Loire).
in real time, determining and optimising material and manpower resource
requirements, as well as reporting and
monitoring of additional work
requested by the client, are all covered.
The second module is dedicated to
good communication with the teams,
foreman, or even local residents. Being
able to enter into dialogue, knowing
how to communicate, motivate, lead,
set goals... these are all key tools that
enable local mangers to properly apply
the elements discussed in the first
module.
A MEETING WITH…
Xavier Lanthiez,
Director of human resources development, Eiffage.
“FROM A GLOBAL APPROACH TO CUSTOM-MADE SOLUTIONS”
Synergie: What is your
position in terms of providing
professional training?
Synergie: Is your vision of
professional training limited to
just the technical aspect?
X.L. : Our actions cannot be
X.L. : For Eiffage, the technical
summed up in a particular internship or training programme. For
Eiffage, the transmission of expertise in the field on a daily basis is
essential. Training can take many
different forms, depending in
particular on the professional
background of the employees
concerned and the evaluation of
the skills they need to acquire or
consolidate for the purposes of
their work within the company.
This can also mean letting them
take on the role of a particular job
before confirming their permanent engagement. Not forgetting
a strong focus on mentoring.
aspect, accident prevention and
management are inseparable.
In our professional training
programmes, these three
elements are inextricably
linked, because you can only
work properly if you do it well
and in a safe environment. And
this also therefore guarantees
the “employability” of our
employees. Hence, there is
strict monitoring of the level
of access to training in each of
the divisions.
Synergie : Do you think it is
possible to roll out a Group level
global training programme for
all local managers such as the
Master Chef programme set
up by Eiffage Travaux Publics?
factory floor and have no
contact with the client, unlike
those that are in charge of
maintenance contracts.
X.L. : Synergie: Which would
suggest combining a global
approach and custom-made
solutions...
The advantage of
adopting this approach is
unquestionable, even taking
into account the fact that our
divisions carry on very diverse
businesses and activities with
differing modes of governance
in terms of training. To take
the example of the Public
Works Division, the issues
that are dealt with by the site
managers in the roads sector
are not the same as those faced
by their colleagues in the civil
engineering sector. This also
applies to Eiffage Métal, where
some employees work on the
X.L. : Indeed! There is no one
“truth” to be applied arbitrarily.
However, I am convinced
that you need to capitalise
on the engineering aspect
of the training programme:
identification of themes to be
covered, cooperation between
in-house and external training
staff are examples of axes that
all our businesses can work
together on. —
February 2014
21
REPORT
Local managers: Taking charge of their sites
Eiffage Travaux Publics worksite in Toulouse (Haute-Garonne).
“The joint training day with
the foremen helps
strengthen the links between
them and enables a better
understanding of the other
person’s responsibilities.”
Jean-Pierre Frattaruolo,
Jobs coordinator at the Rhône­-Alpes/
Auvergne regional office
TESTIMONIALS
of Eiffage Travaux Publics.
“
The Master Chef initiative is not just
another training session. This project,
launched by the Public Works Division,
is a scalable business project that
approaches the construction site as an
ecosystem in constant interaction with
its environment. Consequently, it
quickly became clear that this renewed
mobilisation of site managers should
not be isolated from the rest of the
company’s agencies.
This realisation resulted in three
decisions being taken. Firstly, a third
one-day module aimed at site
managers and foremen was added to
complete the initial two modules.
Secondly, Master Chef enabled
participants to detect anything lacking
in terms of the tasks assigned to them
and express themselves any training
requirements they may have in order
to better respond to these tasks. In this
respect, additional modules on road
Thierry Meyer,
Walid Mebarki,
centre manager,
Yssingeaux (Haute-Loire)
manager, Pontivy
(Morbihan)
foreman, Vitrolles
(Bouches-du-Rhône)
”
synergie
A SCALABLE BUSINESS PROJECT
Gilles Abrial,
It is important to
ensure that the
relationship between
foreman and local manager
is a healthy one on a daily basis.
Good joint preparation of operations
means that the site manager can
gain perspective on the works in
hand. He is therefore able to take
on the role of project manager
rather than just agent. 22
Exit of the Saint-Cloud RER train station (Hauts-de-Seine).
GROUP MAGAZINE
“
We are running our sites
in a more insightful way,
with increased method and
engineering input, therefore
improving competitiveness. In
order to maintain the organisation
put in place, I organise meetings
with management every two
months in order to give the
necessary “booster shots” so that
everyone stays motivated!
”
“
Site managers are now
more closely involved in
monitoring contracts. They are more
autonomous in the preparation
of small-scale operations. With
the larger operations, we spend
half a day together looking at the
work methods, returns, methods of
production. Everything is tackled
together in order to determine the
best solution.
”
FOCUS ON…
synergie #20
Eiffage MÉtal
TRAINING FOR LOCAL MANAGERS
With some 200 participants and
22 training sessions in 2013,
Eiffage Métal is focusing on
improving skills among its site
managers, foremen, workshop
foremen and team managers. “These
roles have significantly evolved over
the past ten years,” points out Florence
Dugeny, head of human resources
development. “Today’s managers are
different to those of yesterday! Their job
description now covers a multitude of
aspects (management, safety, quality
engineering techniques, management
and site management (level 2), have
already been made available or are in
the process of being developed. Finally,
there are plans to add an “assistant
site managers” module. “Master Chef
has changed the perception that managers
have of their job and it is important not to
create disappointment,” points out Jean­
Pierre Frattaruolo, jobs coordinator at
the Rhône­Alpes/Auvergne regional
department of Eiffage Travaux Publics.
“It was for this reason, among others, that
the joint training day including foremen
was set up. It helps strengthen the links
between them and enables a better
understanding of the other person’s
responsibilities.”
control, reporting…) that they didn’t
have to deal with before. Over the
course of this training programme for
local managers, we insist heavily
on the ‘who does what’ in the
management chain. Where
appropriate, we raise their
awareness regarding strict
compliance with contractual
commitments to the client.
In addition, at the end of the
session, each participant
presents a mini-project whose
application should enable them to
improve their way of working on a
daily basis. These case studies focus
on improving productivity, but
also on communication within
the teams and accident
prevention.” The training consists
of three modules, at several
week intervals, and all the
management chain of the
entity concer ned is fully
involved in their application.
Florence Dugeny
Eiffage Métal organised 22 training
sessions in 2013.
This training day concludes with a
“
Jean-Paul Colombo,
Pierre-Édouard
Pelchat,
Emmanuel
Morandeira,
site manager, Vitrolles
(Bouches-du-Rhône)
foreman, Reims
(Marne)
site manager,
Reims (Marne)
This training programme
is essential and I wish
they were more of them! I was
able to learn all about new
standards and labels for road
engineering techniques. It
has significantly contributed
to my daily performance and
has enabled me to be more
efficient.
”
“
The Master Chef training
scheme has improved
relations with foremen and
enabled everyone to fully
understand the other person’s
role. When we are working well
together, the project sites run
smoothly! The works are properly
prepared, managed, and the
end result is that we save time.
”
“
The training modules
available showed
the advantages of working
together as a team for site
preparation, schedules and
budget monitoring. The
management side helped me
a lot in terms of being able to
give orders and being more
diplomatic with site workers.
”
February 2014
23
REPORT
Local managers: Taking charge of their sites
commitment to the respective and
complementary responsibilities of the
foreman/site manager duo, in order to
promote successful completion of the
works. Present, naturally, is the branch
or agency manager responsible for
animating and driving the Master Chef
initiative on a daily basis. It is up to him
to maintain the dynamic and energy
created by this approach. Even during
spikes in activity, the fundamentals
should never be overlooked, for example
the systematic implementation of site
preparation meetings, organisation of
workers’ schedules and the setting of
goals to be achieved each day by the
teams on the ground.
OPENING UP NEW PERSPECTIVES
focus on…
The Master Chef approach is designed
to open up new perspectives for site
managers. “The aim is not that they have
to make more effort than usual while
continuing to work in the same way,”
explains Jean­-Pierre Frattaruolo. “We
hope that with the help of the modules
followed, they will learn to change their
approach, to think more calmly about how
to prepare their project site in order to get
it right first time and in an environment
of total safety for their teams.”
This is an approach that is coherent
with the Group’s commitment to
improving productivity at its
worksites and which is echoed in the
work being carried out since the
beginning of 2012 in the Construction
Division. In addition to renewed
emphasis on the technical basics, it
Site meeting at Eiffage Construction.
also places emphasis on site
preparation and local managers, two
elements that fully converge with the
Master Chef initiative. Eiffage
Construction will be stepping up its
training programmes for site managers
and team managers who act as a relay
for production staff. “We would like
everyone to be able to fully execute their
responsibilities, from project manager to
site worker,” says François Gandon,
technical manager with Eiffage
Construction. “To achieve this, formal
“We would like everyone
to be able to fully execute
their responsibilities, from
project manager to site
worker.”
François Gandon,
technical manager
with Eiffage Construction.
Eiffage Construction
AN ESSENTIAL TRAINING BASE
Historically, Eiffage Construction
has chosen to structure of its
training of fer thr ough its
in-house training Institute, while
leaving responsibility for the
elaboration of individual and collective training courses with the regional
offices. Many initiatives have been
set up by them in terms of supporting
local managers. A tailored programme
for team managers was established
in the Côte d’Azur, as well as training
campaigns launched in the Greater
Western region for team managers
initially then site managers, in order
to define the roles played by each
and develop partnerships between
these teams. In the Northwest, an
inter-company pr ogramme was
developed to assist site managers.
The common denominator of all
these initiatives? They focus on prevention, preparation of worksites,
management and communication between the various management levels. “A working
group was set up on a national
level in order to propose a frame-
work of essential training for local
managers based on these regional
best practices and professional action
plans,” explains Mathieu Villerot,
training manager at Eif fage
Construction. “In 2014, these
modules will be available to our
regional offices and will provide
tools that can be adapted to
local contexts.” This will
favour positive change at
our worksites while consolidating the fundamentals
of our businesses.
Mathieu Villerot
24
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GROUP MAGAZINE
TESTIMONIAL
synergie #20
“STRENGTHENING
THE FOREMANOPERATIONS
MANAGER DUO”
→ Frédéric
Carmillet,
director of French regions at
Eiffage Énergie
Optimisation of workstations at a housing development, rue de la Croix-Nivert in the 15th district of Paris,
enabled a 17% saving in man hours
daily schedule meetings have been
established between site managers and team
managers on the one hand and between
team managers and site workers on the
other. The roadmaps, that form the basis of
these meetings, specify the exact goals to be
achieved, which have been previously
validated by project management.”
Meanwhile, certain initiatives launched
by various regional offices have made
the holding of daily meetings between
all operators systematic, before the start
of crane lifting operations. Site
preparation offers an opportunity to
determine the organisation of the site
and the operating methods to be
deployed. In this way, when the starting
signal for the works is given, everyone
knows exactly what they are supposed
to be doing, therefore limiting any risks.
This is a working method that is fully
adapted to the construction industry
sector, but which also gives site managers their proper place in the production
chain, while further improving competitiveness within the Eiffage Group. —
“
As of 2014, we will be
conducting training
programmes that will be
specifically aimed at our
foremen (and site managers)
on the one hand, and our
operations managers on
the other, because the
proper functioning of this
duo is fundamental to
improving our productivity.
The Master Chef initiative
in place in the Public Works
Division will be rolled out
according to the needs of
field management for each
of our business divisions.
At the same time, a specific
training course is being
developed for operations
managers. Joint modules
for foremen/operations
managers will be set up. In
this way we will be placing
one of the fundamentals
of our business on centre
stage: getting it right first
time. Technical efficiency
and productivity are
the keys to success.
”
Daily work schedule meetings between site managers and team managers have been introduced at Eiffage
Construction.
February 2014
25
Foundations for an offshore wind farm in the North
Sea, off the coast of Ostend (Belgium).
FOCUS
Offshore wind power:
Eiffage is developing its
position on a promising market
I
n the space of three years, since 2011,
two massive calls for tenders for the
construction de 3,000 megawatts of
wind power production were launched in
France by the French government. They
should enable the construction of proper
offshore wind farms, at sea off the coasts
of Brittany and Normandy. Investments
are estimated to reach a total of 3.5 billion
euros. The Grenelle Environment forum
has set a production target of 6,000 MW
from offshore wind power and marine
energy sources by 2020, which would
require the installation of approximately
1,200 wind turbines.
by governments and companies, installed
offshore capacity could reach 40 GW
by 2020 (which represents an annual
production of 148 TWh of electricity)
and then close to 150 GW by 2030 (which
represents an annual production of
562 TWh). At this point, total investment
in offshore wind turbines should amount
to 66 billion euros over the 2011­-2020
period, and then 145.2 billion euros over
the 2021­-2030 period.
A FAVORABLE CONTEXT
It is within this favourable context that
Eiffage Métal acquired the principle
companies of the Belgian Group Smulders
in the summer of 2013 – the largest
acquisition by the Group since Clemessy
in 2008. Smulders, which regroups several
companies (primarily Iemants and
Willems located in the Anvers region and
Spomasz in Poland) and has a workforce
of almost 700, builds the foundations,
KEY COMPONENT
On a larger scale, that of Europe, “offshore
wind power will be developing rapidly over the
next two decades, and move from the emerging
and immature technology stage towards being
a key component of the energy mix in the
European Union,” predicted the European
Wind Energy Association (EWEA) in a
report published in November 2011. In
view of the projects already programmed
26
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GROUP MAGAZINE
Aerial view of the Smulders factory in Hoboken (Belgium).
synergie #20
Headquarters of the Bayer Group in Leverkusen (Germany).
Masts for the Sheringham wind farm in the North Sea, off the
east coast of the United Kingdom.
transition pieces and masts for
turbines as well as the substations
that ensure electrical connection (see
below Learn More). “Smulders has just
delivered 80 transition pieces for turbines
at the Dan Tysk field in the North Sea, a
contract worth 40 million euros,” says
Alain Cornier, permanently assigned
from Eiffage Construction Métallique
to Raf Iemants, CEO of the Smulders
Group. “Smulders is able to respond to
tenders from the major utility companies,
Germany’s RWE and E.On, Spain’s Iberdrola,
but also Sweden’s Vattenfall, France’s EDF,
Holland’s Eneco and Denmark’s Dong,” he
adds. The company has four production
sites located in Belgium (Hoboken,
Arendonk and Balen) and in Poland
(Zary in the west). With Smulders,
which was started back in 1966, Eiffage
is set to achieve 200 million euros of
additional revenue per full year. This
new activity will contribute more than
20% of turnover for Eiffage Métal, the
latter representing some 8% of total
consolidated turnover for the entire
Base of the CMA-CGM tower in Marseille (Bouches-du-Rhône).
Eiffage Group. However, in terms of risk,
“Smulders needs to demonstrate financial
and contractual rigour in its orders and
monitoring of projects,” notes Stéphane
Abry, CEO of Eiffage Construction
Métallique.
METAL FOUNDATIONS
In France, Eiffage had already developed
the factory at Fos-­sur-­Mer (Bouches­-du­
Rhône) for the production of onshore
wind turbines and provided a prototype
called Westwind to Technip, the French
engineering company. And the Group
also has another mast production site,
Eiffel Iberica at Albacete, in southern
Spain. However, the tenders launched
by the French government that were
won by the EDF-Alstom consortium
and the Spanish operator Iberdrola,
are opening up a much larger market
of nearly one billion euros for metal
foundations for the turbines. For
this reason, if Eiffage secures several
contracts in this sector over the next
two to three years, the Group will set
LEARN MORE
Wind turbines convert wind into electricity. They consist of a mast (or tower)
complete with a turbine, which has a rotor with two or three blades with a
total diameter of up to 150 metres. The blades capture the kinetic energy of
the wind to power a generator that produces electrical energy. An offshore
wind turbine can provide the equivalent of full power 40% of the time,
compared to 25% for a good onshore wind turbine. The 1,200 turbine wind
project off the French coast should provide the equivalent of the annual
energy consumption of 4.5 million households.
Sportcity Tower in Doha (Qatar).
up a factory dedicated to offshore wind
power in Brittany. In addition, Smulders
is consolidating Eiffage Construction
Métallique. The Iemants company
boasts several prestigious references
in high-end steel construction: towers
for Belgacom, the telecommunications
company, in Brussels, Belgium; the
headquarters of the postal service
in Bonn, Germany; but also several
skyscrapers such as CBX and D2 at
La Défense (Hauts­-de-­Seine), or the
CMA­CGM tower in Marseille (Bouches­
-du­Rhône). Smulders also worked on
the new Rotterdam station in Holland,
and the headquarters for materials
specialist Umicore in Brussels, as well
as the headquarters of chemicals
expert Bayer in Leverkusen. Iemants
has also built numerous steel bridges
and industrial facilities, and has several
references outside Europe.
SPEARHEAD
Finally, Smulders can also act as a
spearhead for Eiffage Métal on the
international market: the company
has a production site in Doha, Qatar,
and a design office in Bangalore, India.
Smulders has distinguished itself
through the construction by Iemants of
the exceptional octopus-shaped Ferrari
Experience Center located in the United
Arab Emirates. “We are going to be able
to take advantage of their sites and, more
importantly, their references in the Middle
East,” says Stéphane Abry. —
February 2014
27
A SITE
IN PICTURES
The Mont-Saint-Michel,
a site caught between land and sea
Eiffage Construction Métallique and Eiffage Travaux Maritimes et Fluviaux,
a subsidiary of Eiffage Travaux Publics, are finalising the new access bridge
for the Mont-Saint-Michel, a tourist hotspot that has over three million
visitors per year.
KEY FIGURES
1,600 tons
756 metres
134 poles
124 beams
267 spacers
510 metal brackets
236 types of
stiffeners
1,400 m3
of concrete for
the slabs
160 m3 of concrete
for the abutments
28
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Photo credits: Raphaël Schaeffer
T
he fog is thick in early November. But
very soon, a silhouette appears: the
majestic and imposing silhouette of
the Mont-­Saint­-Michel (Manche). The
abbey, whose construction dates back
over a century, is one of the most visited tourist
sites in France. At 9am, small groups of tourists
start to arrive at the rock, which is classed as a
world heritage site by UNESCO. Not far away,
Eiffage site workers are busy. They are putting the
finishing touches to what will be the new Mont­
Saint-­Michel access bridge: a light and elegant
footbridge. The 756 metre long structure, built by
Eiffage Construction Métallique and Eiffage
Travaux Maritimes et Fluviaux, a subsidiary of
GROUP MAGAZINE
Eiffage Travaux Publics, and spie Fondations“, was
designed by the German architect Dietmar Feichtinger,
to be the thinnest possible link between the peninsula
and the mainland,” explains Raphaël Schaeffer, a
business engineer with Eiffage Construction
Métallique. “Visitors will have the impression that
they are walking across the water at high tide,” promises the client, the “Syndicat Mixte de la Baie du
Mont­-Saint­-Michel”. Indeed, although the steel
deck with its 124 beams, 267 spacers and 510 brackets, weighs 1,600 tons, it is less than one metre
thick, concrete slabs and surfacing included. The
134 supporting posts with two placed every twelve
metre intervals are just 24.4 centimetres in diameter and appear to be as thin as stilts. The 1.2
synergie #20
perfectly match the colours of the abbey and
the hotels and houses that surround it. The
project should prevent the build up of sediment
around the Mont-Saint­-Michel. Ground level
should drop by 2 to 5 metres over the next 10
to 15 years! The pedestrian footbridge, situated
2.5 metres above the current ground level, and
its foundations were designed to adapt to the
new scenario.
The deck is less than
one metre thick.
The 756 metre long structure
was designed by German
architect Dietmar Feichtinger,
to be the thinnest possible link
between the peninsula and the
mainland.
Already the current is flowing more easily.
When the causeway, which currently provides
access to the mainland, was partially dismantled on 24 July last year, the rock temporarily
regained its island status – for the first time
since 1879. Completion of the pedestrian footbridge is scheduled for the first quarter of 2014
and full dismantling of the causeway in late
2014. The project represents a contract worth
8.2 million euros for Eiffage Construction
Métallique and 1.8 million euros for Eiffage
Travaux Maritimes et Fluviaux at a site where
the Group as whole has been able to showcase
its expertise with Eiffage Énergie carrying out
the lighting installation works for the Mont­
Saint­-Michel. —
metre thick concrete piles in which they are
embedded can’t be seen: they are anchored 42
metres below ground level, in the sand, so as to
withstand the force of the wind and tides – which
here are the strongest in Europe. The supply
network for the Mont­-Saint-­Michel (waste water,
fresh water, EDF and Telecom cables) are well
hidden in the lower level of the bridge.
LIGHTNESS AND ELEGANCE
Another sign of the aesthetic principle that
guided the design of the entire project, the grey
colour of the metal frame and the brown of the
wooden oak slats that cover the footpath,
Work on the access
bridge should be
completed during the
first quarter of 2014.
February 2014
29
A SITE
IN PICTURES
50,000 hours of pre-fabrication
Having submitted its bid in October
2010, Eiffage was contracted to build
the pedestrian footbridge in April
2011. The pre-fabrication of framing
elements (brackets, spacers, posts,
beams and stiffeners) began in
J a n u a r y 2 0 1 2 a t t h e E i f fa g e
Construction Métallique factory in
L a u te r b o u rg ( B a s - R h i n ) a n d
continued over the space of one year.
Because the bridge is slightly curved,
the 62 sections, 12 metres long and
80 centimetres wide – made up of
two beams, four spacers and four
brackets –, all had the same shape
but a slightly different radius. So
each one was practically a one-off!
In this respect, almost all of them
had to be custom made – from the
smallest section weighing 15 tons
to the biggest weighing 35 tons. This
highly specialised work represented
50,000 man hours of preparation
by workers at the Lauterbourg
factory, compared to normal annual
output of approximately 275,000
man hours. As of May 2012, a fleet
of 200 trucks began to transport
the metal structures from
Lauterbourg to the Mont-SaintMichel, as the work progressed.
The pre-fabrication process avoided
the need for special convoys.
20,000 hours of assembly
In order to be able to work at a
constant height and sheltered from
the tides to assemble the sections,
a team of twelve site workers and
engineers from Eiffage Construction
Métallique set up three assembly
lines at a sheltered area on the
mainland. A prototype was also
built to carry out a full-scale test of
interfaces between each of the
trades and ensure that all the
elements were present and correct Saint-Michel, and even reaching as
(metal, concrete, waterproofing, high as 15 to 16 metres during
flooring, wooden decking, railings, spring tides and other high tides!
benches and lighting). Then, Site manager, Marcel Bellanger,
assembly began at a rate of two to had to adapt working hours on a
three sections per week. The wind, daily basis. Site workers installed
rain and tides exercised the talents the electricity generator on a
of assembly workers and welders. special trolley in order to be able
The difference in levels between low to evacuate rapidly if necessary.
and high tides can sometimes be in They needed to keep up the pace in
excess of 10 metres at the Mont- order to stick to schedules.
1,400 M3 of concrete
Te a m s f ro m E i f fa g e Tra va u x
Maritimes et Fluviaux took over from
those of Eiffage Construction
Métallique as of November 2012. Site
workers started with the abutments
at each end of the access bridge, i.e.
the solid foundations of reinforced
concrete in which the metal frame
is embedded. Then, one by one, they
installed the sections of the platform,
the 257 concrete slabs that are 3
30
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GROUP MAGAZINE
metres wide and 25 centimetres
thick, varying in weight from 9 to 12
tons. “Although the slabs are all the
same length, their widths are
different each time: in this respect,
they were all manufactured with
specific parameter settings. Then
they were fixed ten by ten, using
cast concrete to ensure a seamless
join with frame,” explains Thierry
Bourdel, chief foreman at Eiffage
Travaux Maritimes et Fluviaux. Then
the surfacing and wooden
pedestrian walkways were laid on
the future bridge as well as the
railings. Eiffage site workers still
need to install a 240 m3 reservoir
for the purposes of fire-prevention
and a wastewater pumping station.
Completion of the pedestrian access
bridge is scheduled for the first
quarter of 2014.
synergie #20
Pre-fabrication of the various framework elements
was carried out at the Eiffage Construction Métallique
factory at Lauterbourg (Bas-Rhin).
A prototype was built to do a full-scale
test of interfaces between the trades.
Assembly began in spring 2012,
at a rate of two to three sections
per week.
Teams from Eiffage Travaux Maritimes et
Fluviaux laid the concrete slabs measuring
3 metres wide and 25 centimetres thick
individually onto the apron of the footbridge.
Surfacing was carried out,
and the wooden footpaths
laid.
February 2014
31
NEWS
Construction
Massy Campus:
the new Carrefour
worldwide
headquarters
There is a new showcase for Eiffage Construction expertise,
the Carrefour worldwide headquarters project was delivered
on 20 December 2013. This project, which generated
211 million euros worth of turnover, constitutes one of the
biggest operations carried out by the Group in the
commercial property sector to date. At the height of the
works, there were 1,000 site workers active at the site.
Located in Massy (Essonne), the building designed by Atelier
115 Architectes required 320,000 m3 of earthworks and has a
useful surface area of almost 86,000 m². Equipped with seven
entrance halls, it has a 1,165 seat restaurant, a brasserie, a
gym, training facilities, conference halls, as well as a 1,900
space car park. The project is aiming for NF Tertiary
Buildings HQE certification and the BBC Effinergie label.
The work, which began in July 2011 and ended in December
2013, mobilised many of the Group’s subsidiaries and
services: the structures design office, Méthodes Plus, and the
geotechnical design office upstream; Eiffage Énergie for the
electricity, heating, ventilation and air-conditioning;
Goyer (Eiffage Métal) for the facades. Employees of the
supermarket group will take possession of the Massy
Campus in 2014. —
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Complete overhaul of the
Givors hospital complex
The new Givors hospital complex (Rhône-Alpes), one
of the largest in the south of the Rhône region, was
inaugurated in early October 2013. Eiffage Construction
carried out the design and build for the hospital building,
which offers consulting areas, a day hospital, a posttreatment care service, a multi-discipline medical hub,
a central medical station and a rehabilitation centre.
A logistics hub was created, regrouping the main
kitchens, staff restaurant and pharmacy. This is linked
to the energy unit, which centralises heat production
for the site. The existing medico-technical building
was rehabilitated, which included renovation of the
emergency department and the addition of an acute
in-patient unit, a geriatric post-treatment service
and a gynaecology-obstetrics unit. The complex is
connected by a series of footbridges and walkways.
The contract amounted to 20.4 million euros. —
A multi-site digital
campus in Brittany
Following two years of competitive negotiations,
Breizh Connect, a consortium consisting of
Eiffage, the telecom operator Orange, the Caisse
des Dépôts and the investment fund Fideppp2,
signed a public-private partnership agreement on
25 November 2013 with the European University
of Brittany to build a multi-site digital campus
– UEB C@mpus. Four new institutions dedicated
to the digital sector will be built – two in Brest
(Finistère) and two in Rennes (Ille-et-Vilaine).
They will complete an existing network of
28 institutions, universities, further education
centres and bodies that will all be digitally
connected.
The communications infrastructure will include
54 facilities and specifically collaborative
workspaces, seminar halls, digital tutorial rooms,
and digital lecture halls. Breizh Connect is
responsible for the design, financing and
construction of the project on behalf of UEB, as
well as for maintenance of the four new buildings
for a period of 25 years and the communications
infrastructure for a period of 12 years. —
synergie #20
PUBLIC WORKS
Electricity under
the rock
Eiffage TP is currently
building a third electricity
substation(1) for the
Principality of Monaco
– a contract worth
22.5 million euros that
will take 29 months to
complete. The project,
which is scheduled to be
commissioned in 2017,
will be located below
ground on the left bank of
the Sainte-Dévote Valley,
a district situated inland
from the port of Monaco.
The substation will meet
the increasing electricity
demands of the
Monegasque population,
while providing greater
energy storage capacity.
It will also reduce peak
loads, particularly in the
summer months.
It should also address
the issue of connecting to the dam for the purposes of providing
power supply for cruise ships. The electricity will be produced by
the Beausoleil power plant (Alpes-Maritimes), and will be
transported via two tunnels. Teams from Eiffage TP will have to
tunnel 1,677 metres by mid-2016, with an average gradient of 6%. —
(1)
The substation is an electricity distribution network centre.
Commissioning of the
Clermont-Ferrand tramway
extension
Inauguration of the
Port-Est thermal power
plant
Port-Est, the first of three thermal power plants built
by Eiffage TP in partnership with Man and
Clemessy, was inaugurated on 11 October 2013 on
Reunion Island. Equipped with 12 diesel motors and
with a total output of approximately 201 MW, the
plant ensures power continuity for the island.
Signed in October 2008 with EDF PEI (Island Energy
Systems), the contract also covers two other similar
facilities in Martinique and Guadeloupe. —
Eiffage Travaux Publics
riding the wave
On 21 September 2013, Philippe Journo, President of
the Compagnie de Phalsbourg, visited the site of the
future “Waves Grand Sud” shopping centre located
near Metz (Moselle). Teams from Eiffage Travaux
Publics and Transroute are responsible for the
earthworks and the roads and utilities. The works,
amounting to more than 10 million euros, began in
April 2013 and will be completed in autumn 2014.
The centre, which takes its name from two signature
aluminium waves, is due to open in March 2015. —
To enable a 1.7 km extension of the Clermont-Ferrand (Puy-deDôme) tramline, teams from Eiffage Rail and Eiffage TP were
involved in building the concrete base and installing the guide
rail. Tests were carried out in October and November 2013, and
trial runs took place mid-November to mid-December 2013.
During the trials, the tramways underwent normal operating
conditions, stopping at stations but without taking on board any
passengers. As of 14 December 2013, users now have the benefit
of three new stations. —
February 2014
33
NEWS
ENERGY
MOTORWAYS
A vista over the city
of Nancy
APRR and AREA
fighting to beat
fraud
More than a renovation project, it’s a
new lease of life that will soon be given
to the former postal sorting office in
Nancy (Meurthe-et-Moselle), designed
by the architect Claude Prouvé in the
1970s. The building, which is due to be
delivered in the first quarter of 2014, has
been transformed into a vast conference
centre. It will offer two auditoriums, a
large 2,400 m² exhibition hall, and
several other reception rooms. Teams
from Eiffage Énergie were responsible for
installing the weak current supply for
the site. The project’s architect, Marc Barani, was committed to combining
aesthetics with functionality in all the spaces. —
All motorists using the motorway are
required to pay the toll. However some
motorists are trying to force their way
through the barriers or engage in ticket
fraud. As a result, APRR and AREA are
taking action, following three broad
approaches: dissuading potential
fraudsters, detecting abnormal situations
that may be the result of fraud, and
prosecuting offenders. The two companies
have installed 1,000 CCTV cameras and
have acquired number plate recognition
software. Staff have been specially
assigned to fraud prevention services and
training has been provided for employees
working with tolls. The initiative is backed
up by committees that systematically
include a legal expert, which have been
set up to identify priority actions.
Partnerships with the local Gendarmerie
and regional customs offices have also
been set up. —
A new subsidiary in Russia
Clemessy has set up a new subsidiary in Russia, Clemessy RUS, with head
offices located in Moscow and a sales office in Samara(1), to support French
and international auto manufacturers and parts suppliers. Russia is
Europe’s second largest automotive market and is currently experiencing
very strong growth. There are 270 cars per 1,000 head of population, a ratio
that is two times lower than in France. The Russian government estimates
that the ratio will reach 400 cars per 1,000 head of population by 2020-2022. —
(1)
Samara is a city located in south-east Russia, close to the border with Kazakhstan.
METAL
A patrol boat transformed
into a luxury yacht
Don’t call her Norna, she has become Énigma.
A former fishing patrol boat measuring 71 metres has
been transformed for a private client into a yacht
capable of transporting his guests to the Caribbean
seas or the countries of the Far North. The renovation
work, which lasted for eighteen months in the port of
La Rochelle (Charente-Maritime), enabled Eiffel
Industrie Marine to once again showcase its expertise
in sheet metal working, with the addition of 80 tons of
steel –, in mechanical engineering – with a complete
overhaul of the propulsion system–, and in pipework
– with the installation of 600 metres of pipes. The main challenge was
carrying out the steel works at the same time as the luxury refitting on board. —
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A third lane for the
A36 motorway
After an initial phase of works on 18 km
in 2009, APRR opened a third lane on the
A36 motorway that links Mulhouse
(Haut Rhin) and Beaune (Côte-d’Or), on
15 November 2013. Construction of the
final 7 km section between Montbéliard
and Voujeaucourt (Doubs) lasted for over
two and a half years. In total, construction
of this third lane, which extends for
25 km, will have required a total
investment of 100 million euros and
five years of works. —
synergie #20
International
Luxury residential
complex in Poland
Transform a former convent and listed building in Krakow into a high end
residential complex, complete with 230 luxury apartments: this is the challenge
entrusted to Eiffage Polska Budownictwo by the Polish investor, Angel
Poland. The Angel Wawel development, which represents an investment
of more than 17 million euros, will provide various high end services:
a swimming pool, a sauna, an enclosed garden, but also a cinema, a library,
a wine bar and underground parking. The foundation stone for this site,
which is filled with history, was laid on 7 November 2013; delivery is
scheduled for mid-2015. Eiffage Polska Budownictwo will be working under
the close supervision of the city’s curator of monuments in order ensure
that the inherent beauty of the convent remains intact. The project was
designed by the Paris design office Gottesman-Szmelcman, and the garden
was designed by a well-known British landscape designer. —
Makeover for the National
Assembly of Gabon
Steel frames
for Iraq
In December 2013, Eiffage
Construction signed a design and
build contract for an annex of the
National Assembly in Libreville,
Gabon, amounting to 80 million
euros. The 30,340 m2 project,
designed with the Blamm
Architecture agency and the
ECCTA Engineering design office,
includes the construction of two
ten-storey buildings, offering 482 offices, as well as committee rooms, a
library and various other facilities (printing room, cafeteria, shops,
medical centre, and technical areas). There will also be a conference hall
situated in another oval-shaped building, whose outer walls will be
covered in gold coloured metal cladding. This architectural choice,
combining form with function, will echo the hemicycle of the National
Assembly and will mark the difference between a space which is open to
the public, the conference hall, and the rectangular office space which is
reserved for use by Members and their staff. Three hundred above ground
parking spaces complete the project.
Eiffage Construction Métallique has
secured a contract to manufacture the
steel frames for the vast Tiqhar sports
complex in Nassiriya, Iraq. T
he contract,
worth 12.5 million dollars, includes
manufacture at Eiffage Construction
Métallique factories, of the steel frames for
the future 30,000 seat football stadium, but
also the 2,000 seat athletics stadium and the
500 seat training ground. Implementation
studies, manufacture and delivery are
scheduled for 2014 and will involve more
than 3,500 tons of steel. This project forms
part of the strategic development plan for
Iraq, initiated by the Ministry for Youth and
Sports, which includes the construction of
fifteen top level sports facilities throughout
the country. Through its Metal Division,
Eiffage is involved in this prospective market
surrounding reconstruction of the Republic
of Iraq. —
Emphasis will be placed on natural light: each of the office floors will be
articulated around vast patios. The layout for the towers was designed
according to the path of the sun. On the south and north facing walls, the
floors will be extended to protect the glass façades from exposure to the
sun. The east and west walls will be protected by vertical shading made of
gold mesh, inspired by colourful African weaving techniques.
These sun screening elements will enable energy savings related to
air-conditioning. Materials used for the fitting out will favour local
manufacturers: the interior and exterior floors will be made of stone, and
the walls in the conference centre will be covered in originally designed
panels from Gabon. The work is scheduled to last for 27 months. —
February 2014
35
COMMITMENT
Mobility, in Construction DNA
More than ever, Eiffage is committed to encouraging mobility among its employees
on a national and international level, but also between divisions. A sure way of
developing skills while at the same time consolidating jobs.
“
In our business, if you want to progress,
you have to be mobile. Projects, by
definition, are not located on your own
doorstep.” Frédéric Carmillet, the new CEO
of Eiffage Énergie, in charge of France
regions, immediately sets the tone:
mobility is in the DNA of the construction
industry. And more than ever, Eiffage is
committed to encouraging it. “Our wealth
lies in our employees,” he continues. “We
need to help them develop, support them, find
them the job that will let them progress even
further. That job is rarely situated in the same
area. Too often, for the sake of convenience,
we are still relying on external recruitment,”
he continues. We don’t want to “let go” of
our colleagues, which we end up losing
anyway, we look for the ideal candidate, etc.
It is good to bring in new blood, but
systematically recruiting from outside the
company is not a satisfactory solution,
especially since employees from other
companies sometimes find it hard to fit into
the Eiffage culture. And it is difficult to get the
full measure of a candidate from just a couple
of interviews.”
Moreover, Frédéric Carmillet, who spent
three years with Eiffage Construction,
places emphasis on the wealth that
comes with change. “The Construction
Division and the Energy Division follow a very
different logic and organisation. Whereas the
first focuses primarily on construction and
managing sub-contractors at sites that are,
more often than not, on a very large scale, the
latter covers a wide range of businesses but
deals with projects that are smaller in scale.”
In order to facilitate mobility, the inhouse magazine of the Energy Division,
Contact, now has a map of France showing
available jobs, to stimulate and satisfy
individual aspirations. “Each year, there are
almost 900 jobs on offer in France and sometimes abroad, which creates a world of opportunities,” points out Alain Noret, the new
head of human resources at Eiffage
Énergie. Management within the division
is also committed to “anticipating the future
recruitment requirements for each region, in
order to offer adaptation of professional skills
and expertise and support professional and/
or geographical mobility among employees.
GROWING PROFESSIONALLY
Eiffage Énergie was inspired by the active
approach taken by Clemessy. “We are
facing a deficit of skilled workers in certain
sectors such as nuclear energy. For this reason,
we recruit volunteers from within the
company, and then provide them with specific
training at our professional institute in
Mulhouse,” explains Léon Palermiti,
director of human resources at Clemessy.
Eiffage Métal, which has absorbed fifteen
companies in five years, is also committed
to encouraging geographical and
TESTIMONIALS
A
“I was able to
progress on a
professional level”
→ Louis-Alfred
Bordet,
aged 29, head of operations
at Eiffage Énergie
36
This is in line with the new law on employment securing, which encourages companies
to develop a prospective vision of their business activity in order to maintain the employability of their staff,” explains Valérie
Moulinier, director of professional skills
training development. This initiative is
however conditional on a two-pronged
approach of anticipation and support
from the company, and effective mobility
on the part of its employees.
synergie
GROUP MAGAZINE
fter joining Eiffage Énergie in 2008, Louis-Alfred Bordet worked
as an operations manager for five years at the Bry-sur-Marne
of fice, in the Val-de-Mar ne region. At that time, he was in
charge of public lighting and traffic light management. With a desire
to leave the Paris area and take on more responsibility, in 2012 he
began making contacts around the country within the Group. “In
2013, I was of fered the position of head of operations in Lower
Normandy, at the Giberville office, near Caen. Now I manage a team
of five operations managers and nearly 70 site workers that are
responsible for installing telecommunications networks, fibre optic
cables, public lighting, and utilities supply for real estate developments,”
he explains.
Changing companies and regions has helped to forward his career
since “in [his] old of fice, there were no equivalent job opportunities.”
His new agency helped him find accommodation and the division
paid for his moving costs.
synergie #20
Several Eiffage employees from Reunion Island have come to work on the Bretagne-Pays de la Loire high speed rail link.
professional mobility. “Changing regions
or jobs is one of the surest ways of advancing
your career,” says Valérie Péron, head of
recruitment and mobility at Eiffage
Métal. A reality that applies to managers
and site workers alike. “Versatile profiles
are very sought after: someone who has
worked in the petro-chemicals industry and
then in the nuclear sector would be highly
sought after, since these industrial
environments differ widely,” she continues.
Mobility is also a very good response in
times of economic crisis: “When there is
reduced economic activity, you have to be
willing to work at another site or in another
area,” she adds.
Personnel secondment agreements
between companies, agencies or even
divisions, support this approach. For this
reason, in order “to compensate a drop in
activity or on the contrary respond to a spike
in activity, Eiffage Construction relies on
personnel secondment between regional
offices. The arrangements in terms of duration,
transport, and accommodation are determined
by the managing directors of the departments
concerned and formalised by means of
secondment agreements,” specifies Gérald
Thouvignon, HRD at Eiffage Construction.
Mobility Charter
Being mobile however presents a certain
amount of risk and can have significant
costs. In this respect, all the Group’s
divisions have a mobility charter that
specifies employee rights and obligations,
and in particular the assistance that
they are entitled to in terms of “Action
R
etirement homes, police stations, secondary schools, residential facilities, wastewater
treatment centres, customs offices…: at just 29, Cédric de Laet has already many
achievements under his belt. After joining the Eiffage Group in 2004 as a labourer,
he has worked his way up the ladder. He worked successively as assistant formworker,
formworker, skilled worker, first level supervisor then second level supervisor.
“I headed for
the Paris area”
→ Cédric
de Laet,
aged 29, team foreman
at Eiffage Construction
A career path that has taken him all over the country for five years out of nine: “I have
worked in Perpignan, Carcassonne, but also Béziers, Sète, Montpellier, Nîmes and Toulon!”
he lists. This mobility did not bother him: “We were young, we were ear ning a good
living, and we knew how to party,” he recalls smiling. “Being let loose on a new
project site every time, helped to shape my character! For the men that were fathers
however, it was more complicated,” he adds.
At 29, Cédric de Laet is turning a new page in his career. Eager to follow his partner
who has been transferred to the Paris area, he has applied for a foreman’s job at
the Aubergenville of fice of Eif fage Construction (Yvelines). “I took advantage of
the opportunities of fered by a major group like Eif fage, although I still had to go
Paris five times to secure this new job,” he recounts. He was slightly nervous when
he started in the summer of 2013, but he quickly got his bearings. And he has a
clear goal in mind: be promoted to site manager… in a couple of years.
February 2014
37
COMMITMENT
TESTIMONIALS
Logement” (ex 1% housing finance) or
help with moving expenses. Assistance
for major relocations, with funding in
particular set aside for accommodation,
is already in place.
Other help is also sometimes provided:
“We pay for a weekend trip so that the
employee and one member of their family
can discover the new destination,” explains
Valérie Péron. Clemessy also supports
the efforts of its employees in terms of
mobility by allocating funding, allowing
a trial period of three to six months,
which provides the opportunity of
returning to the original job and
therefore allowing for errors of
judgement, and providing assistance
for the employee’s partner in terms of
finding employment.
Working abroad is a different type of
challenge that can be highly motivating.
“It is without doubt an accelerator for
professional development,” observes
Xavier Lanthiez, director of human
resources development at Eiffage.
“Projects that are managed abroad are often
complex and require specific expertise,
particularly the ability to make use of
multi-disciplinary skills. As a result, the
added value is very high. Acquiring this
type of expertise means that you are at ease
in all situations.”
In terms of international relocation,
the support provided is more
comprehensive. For example, Pauline
Avenet, aged 25, draughtswoman with
Eiffage Construction Métallique, was
able to spend ten days in Lagos in
Nigeria before deciding whether or not
to spend a year there working on part
of the Ofon oil platform. —
“I am proud
that I managed
to integrate”
“Working
aboard requires
a very open mind”
→ Pauline
→ Robert
Avenet,
aged 24, draughtswoman
at Eiffage Construction Métallique
Janvrin,
aged 65, project manager
at Eiffage Construction
A
D
The language barrier is not always easy to overcome, although
the company did provide English language training for local
technicians. But she retains from this experience the “pride at
having shown the ability to integrate into a life thousands of
miles from France.” However, she was “frustrated by not being
able to discover much of the country [due to security issues].”
Today, having spent nine months at the factory in Fos-sur-Mer
(Bouches-du-Rhône), Pauline Avenet is now part of the special
structures team at the Eiffage Métal headquarters in Colombes
(Hauts-de-Seine). Would she relocate abroad again? She would
be tempted by “the quality of the human experience,” but is
aware that it “means leaving family behind,” which is not
always easy.
From a family point of view, Robert Janvrin admits that having
an international career implies concessions. Over the course of the
relocations that took his family from Reunion Island to China, his
wife ended up not pursuing her own career and his three daughters
had to change schools many times. This said, if he had the choice
he would do it all again, because this career has “enabled [him]
to work on iconic projects, to take on extensive responsibilities” and
has helped him “to become more open to others”, while at the same
time giving him the opportunity to discover many different countries
with widely different attitudes and customs.
t the age of 21, in December 2011, Pauline Avenet set off
for Nigeria. Her objective? A one-year placement with
teams from Eiffage Construction Métallique working on
part of the Ofon oil platform modules. This first immersion in a
country that has a reputation for being quite challenging, went
well. “In 2010, during my second year of BTS studies in metal
engineering, I did an internship at the design office of Eiffage
Construction Métallique,” she explains. “I then followed specific
training in offshore 3D technical design and learned the basic
rules that apply to oil platforms. So, when my mentor at Eiffage
Construction Métallique asked me to go to Lagos, I was able to
make the decision very quickly. The organisation for my
relocation was handled very well,” she continues. “The flight was
paid for and the Group took care of my accommodation. When
I arrived, I found I was sharing with two other French expats.”
38
synergie
GROUP MAGAZINE
uring his forty year career in the construction industry,
Robert Janvrin, aged 65, project manager with Eiffage
Construction, has been a real globe-trotter. He has
spent a total of 14 years abroad! And has many prestigious
references to his credit. “I have worked on the construction of
residential units in Singapore, the two apartment towers at the
Pacific Plazza in Manila in the Philippines, three hospitals in
Saudi Arabia and the China World Trade Center in Peking,”
he lists. He recalls the Thai decorators that worked with gold
leaf and the very sharp Singapore legal experts with whom
he had to review contracts in English. “Working abroad
requires a very open mind, an ability to adapt and lots of
patience,” he says. “You should never provoke anyone with
your behaviour or actions. In China, becoming familiar with
Confucius was very useful to me, enabling me to immerse
myself in Chinese culture. At the same time, you have to bring
technical, organisation, management and steering expertise,
even more so today than in the past.”
initiatives
SUSTAINABLE DEVELOPMENT
Eiffage Innovation
Trophies: a good year
S
ROPHIE
at Eiffage; Adelaïde Feraille, researcher
at the École des Ponts engineering
school, and Youssef Diab, scientific
director of the Ecole des Ingénieurs de
la Ville de Paris engineering school.
First prize went to the Eiffage
Construction prefabricated Concept
Lignum® engineered solid wood
modules that enabled construction
of the Jean Jouzel university halls of
residence in La Rochelle (CharenteMaritime) in just seven months. The
Eiffage Travaux Publics GB5® high
performance coatings and Retisafe®
aggregates (now used instead of toxic
powdered sulphur) also received
awards, as did the Eiffage Métal leak
recovery device. APRR was awarded
for its digital management of supplier
invoices and apiary management by
T
VATION
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EIFFAG
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projects are welcome.
l tips or inventions: all
Des astuces aux inve
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RTICIPEGET INVOLVED
graphisme Zaoum
The Eiffage Innovation Trophies, which
are organised every two years, favour
and reward creativity and innovation
within the Group. The 2013 edition
was expanded to include three new
categories: health in the workplace,
research and development, and
biodiversity.
Out of the 316 applications sent to the
various divisions, 35 were examined
on November 7th by a jury including
Pierre Berger; Jean-Charles Dupin,
Chairman of the Scientific Committee
for the Group and director of major
investments and development at APRR,
and Valérie Boniface, director of special
structures at Eiffage Construction
Métallique, both representing the
Group’s scientific panel; Valérie David,
director of sustainable development
S
E
É
H
P
LES TRO
ION
T
A
V
O
2013
DE 'INN
L IFFAGE
E
Helpfu
PA
its bee-keeping employees. Eiffage
Énergie received awards for an electric
current of rotating machinery analysis
system that enables potential defects
to be detected, and the professional
support framework related to new
energy efficiency markets.
The “judges favourite” prize,
awarded for the first time this
year, was given to the prevention
and awareness raising initiative
regarding disabled site workers
carried out by Eiffage Métal. —
APRR committed to reducing
greenhouse gas emissions
by 5% over two years…
… and eradicate
ragweed, detrimental
to public health
APRR has set itself the goal of reducing greenhouse gas
emissions by 5% between 2012 and 2014. In 2011, the motorway
concession company generated 24,300 tons of CO2. As a result, it
is multiplying its initiatives: optimised fleet management, staff
training in eco-driving skills, use of video-conferencing. A new
Intranet tool dedicated to in-company carpooling has been set
up. A contract for air
conditioners has also been
put in place in order to
optimise the energy
performances of this
equipment. In addition,
following successful field
tests, the use of LED lights is
continuing to be rolled out in
order to make energy savings
at motorway service stations,
tolls and tunnels.
Energy consumption at
the network’s two tunnels
has already been reduced
by 15%. —
Roads, railway tracks and
river banks are wellknown corridors for the
propagation of invasive
plants.Among these,
ragweed seems
particularly adapted to
transport networks –
especially along the
edges of motorways.
This plant is particularly
detrimental to public health. For this reason,
APRR has set out to detect ragweed plants and
localise them using markers along the motorway,
particularly in order to protect the safety of its
road agents. The motorway company favours the
use of ragweed-free topsoil and is carrying out a
strict uprooting campaign to prevent the build up
of seed stocks. In addition, APRR is introducing
clauses into its contracts providing for systematic
seeding, uprooting or mowing if necessary. —
February 2014
39
initiatives
The Government’s National Biodiversity Strategy:
a summary of three key Eiffage initiatives
Renewal of agreements with the ONF
(French National Forestry Office)
After three years of working together (2010-2013), Eiffage and the
French National Forestry Office (ONF) have renewed their threeyear partnership agreement on biodiversity. This enables the
Group’s project teams to tap into the expertise of the ONF
network, when faced with ecological issues. Thus, over the
period 2012-2013, Eiffage Aménagement, a subsidiary of Eiffage
Construction, secured the services of the ONF Ile-de-France
agency, in order to carry out ecological studies for the proposed
development of a river port at Isle-Adam (Val
d’Oise), and elaborate a biodiversity compensation
strategy that would be compatible with the
expectations of the various stakeholders.
Natural heritage intervention fund
Eiffage is fulfilling its sustainable development commitments for
the Bretagne-Pays de la Loire (BPL) high speed rail link project,
which includes in particular the establishment of a natural
heritage intervention fund (FIPAN). The Group intends to
demonstrate the relevance of a local ecological engineering
plan that can be easily applied in other contexts. Eiffage has
signed a sponsor agreement with the “Green Cross France &
Territoires” association, the French branch of the
international Green Cross NGO created in 1992, following the
Rio Earth Summit in Brazil. In this instance, areas that are
undergoing ecological pressure due to work on the high
speed rail link and that require
“natural redevelopment”, will be
the subject of extensive studies to
determine, for example, the
“ecological works” that are required.
This initiative, which is entirely
voluntary, does not replace any
statutory environmental
compensations related to the BPL.
Ecological information sharing with the
National Museum of Natural History
Listed as one of the twenty-eight commitments of the Group
under the Government’s National Biodiversity Strategy, the
sharing of ecological information acquired or
commissioned by Eiffage companies with the National
Museum of Natural History, which is steering the national
inventory of natural heritage has become a reality. A
partnership agreement to this effect has been signed.
Alongside “Réseau ferré de France”, “Réseau de transport
d’électricité”, “Voies navigables de France” and GRTgaz,
Eiffage is committed to relaying back to
the Museum any data concerning flora
and fauna that is accumulated during
construction or development projects,
or at Group facilities. —
A pact against waste
With the Chamber of Commerce and Industry of the Vienne region, the Vienne General Council,
ADEME and the Greater Poitiers urban area, Eiffage Énergie Thermie Atlantique and Eiffage Énergie
Poitou-Charentes have joined the Pacte (Programme d’accompagnement collectif territorial des
entreprises) “Waste prevention 2013-2014” scheme. This programme consists of identifying
ways of reducing the production of waste, in order to control waste management costs,
reinforce professional expertise and provide the necessary tools, while at the same time
promoting the company’s efforts among employees and clients. Companies that have signed
up to the Pacte commit to reducing their waste production by at least 7% and increase the
rate of recycling by 15% for at least one source in order to be part of the movement towards
sustainable development and constant improvement. —
40
synergie
GROUP MAGAZINE
synergie #20
SAFETY
The Metal Division raising awareness
among all its personnel
On 26 November 2013, the Metal Division organised a day
dedicated to safety for all its personnel, without exception,
both in France and in all other countries where it is located.
Over the past ten years, the scope of the division, with its
5,800 employees, has changed considerably with the
integration of companies with very different safety cultures.
Many initiatives have already been implemented to bring
these into line: certification of systems, generalized
deployment of MASE (Improvement of corporate security
manual), staff involvement, awareness and training initiatives
at all levels, have enabled accident rates to be significantly
reduced, with frequency rates being divided by three and
severity rates being divided by four.
In order to improve results even further, on 15 October 2013,
the Metal Division signed a partnership agreement with
OPPBTP (Professional body for the prevention of risks in
the building and public works sector), according to which it
undertakes to organise
PRAP (Prevention of risks
related to physical activity)
training sessions for its
site workers operating in
difficult conditions, raise
awareness among its
subcontractors and share
experience feedback and
best practices.
In addition to safety initiatives deployed throughout the year,
each Metal Division site ceased activity for a few hours on
26 November in order to discuss a particular issue: behaviour
and the importance of the human factor in terms of safety.
All employees, temporary staff and subcontractors
were involved. A film, developed especially
for this event, was also screened. —
APRR sharing
best practices
Clemessy rewards
the best ideas
As part of the campaign concerning the dangers that
their agents may be exposed to, APRR is continuing to
raise awareness among its employees. An ongoing
obligation formalised by a specific programme “sharing
best practices”. In this respect, 29 leaflets were made
available to all: they include for example fitting out vans,
good posture, handling techniques, operating or risks
related to the motorway. A manager’s guide was also
published in June 2013. Apart from regular staff briefings,
it encourages them to report any dysfunction and remain
available and attentive to their teams. —
As part of a Safety
Week organised by the
Energy Division from 23
to 27 September 2013,
Clemessy launched a
competition entitled
“Sécur’idée” (Safety
ideas) to collect and
reward the best ideas
for improving health
and safety at work or in
the working
environment. 182
proposals were received
from personnel, 30 of
which made the first
selection, receiving a
prize of 200 euros. The executive committee of Clemessy
selected the top three, and the winners were awarded a
prize of 300 euros. One Clemessy employee suggested the
use of drill bit sharpeners to avoid the risk of injury
associated with portable grinders. A colleague
recommended the introduction of visual indicators to
make it easier to check if the machinery or lifting
equipment used on construction sites has undergone
safety checks. —
February 2014
41
initiatives
FOUNDATION
The Eiffage Foundation:
all set for another five years!
The authorisation to prolong the Eiffage Foundation for a further 5 years was published on 14 September 2013 in the
Official Journal. For this second 5-year period, 2013-2018, the Foundation is committed more than ever to fulfilling its
purpose: building a shared world together. In this respect, it will continue to provide financial support for voluntary
organisations working towards the integration of people in difficulty, showing that business and solidarity can indeed be
successful allies. —
Facilitating mobility
among people with
low incomes
The Eiffage
Foundation
supports the
charity garage,
Solidarauto 38 in
Échirolles (Isère),
sponsored by
Christian Bel, an
employee of the
AREA motorway
company.
A 10,000 euro donation was used to partly finance
purchasing of materials and equipment. The garage
promotes professional employability and aims to
facilitate mobility among people with low incomes
by offering a cut-price used car and repair service. —
Renovating housing
for families in need
The “Compagnons Bâtisseurs” (Companion Builders)
popular education movement has been fighting against
poor housing conditions since 1957. Sponsored by Hawa
Bathily, technical management assistant at Clere (BPL
high speed rail link project), the Eiffage Foundation is
supporting a three-year project at the Brittany branch of
the movement, with donations of 30,000 euros in 2013,
20,000 euros in 2014, and 10,000 euros in 2015 to buy
materials. Thirty young
people from priority
neighbourhoods, in
partnership with the local
project team, will be
working on housing
renovation projects carried
out with and for families in
need. —
42
synergie
GROUP MAGAZINE
Helping disabled people
find employment in the
restaurant business
In 2007, ITEPA (therapeutic, educational and teaching
institute for teenagers) located in Trélissac (Dordogne) set
up an adapted restaurant company – “Le Jardin Pêcheur”
brasserie and “guinguette” – to create jobs for young
people suffering from behavioural disorders. 20 disabled
workers are currently employed there. Buoyed by the
success of the first restaurant, ITEPA is now planning to
open five more in the Aquitaine area, to create the
equivalent of a further 200 full-time jobs for disabled
workers over the next five years. The Eiffage Foundation, at
the request of Bernard Mousnier, former manager with
Eiffage Construction Dordogne, is co-financing the creation
of a new restaurant in Bordeaux (Gironde) with a donation
of 15,000 euros. —
Educating street children
Eiffage Sénégal and the Eiffage
Foundation have donated
36,500 euros to the FrancoSenegalese NGO Village Pilote,
which is dedicated to the
sustainable integration of
street children, who number
approximately 10,000 in Senegal. The association,
sponsored by Sandra Villepontoux, design and methods
manager at Eiffage Sénégal, has been able to construct a
new building to train 55 young people as cooks every year. —
synergie #20
PERFORMANCES
Eiffage Construction Métallique
wins heritage award
Eiffage Construction Métallique
was awarded a special prize at
the “Les rubans du patrimoine
2013,”(1) for renovation of
the Mangin footbridge in
Richardménil (Meurthe-etMoselle). This engineering
structure was built in 1878
under the direction of Alphonse
Mangin, engineer and close
associate of Gustave Eiffel. The
footbridge, which had fallen
into disrepair and become
dangerous to the extent that
access had been unauthorised
since 1993, was dismantled
for repairs. Assembly of the
steel structure was carried out
using hot riveting. Then the two
stone pillars were scrubbed,
stone that had eroded over the
years was replaced and new
staircases installed. Located
close to the Richardménil
river stop, it contributes to the
promotion of tourist activities
along the Vosges Canal. —
(1)
This competition rewards local areas that have carried out work to renovate or
rehabilitate places of historical interest.
Eiffage Énergie, a business full
of resources
A first for a
motorway network
Several initiatives have been launched by Eiffage Énergie in order to
improve awareness of jobs in the energy sector and develop the image
of this fairly new brand, created in 2011. Partnerships with schools
increased in number – going from three in 2012 to ten in 2013.
Company presentations, conferences on energy sector businesses, site
visits, interview workshops, CV correction workshops and forums: the
number of events that Eiffage Énergie has invested in has doubled.
In addition, to support this action, a communications campaign
has been rolled out. At the heart of this initiative is a website
– www.carrieres.eiffageenergie.com – dedicated to recruitment and a
higher profile on social networks in order to attract the best talent. —
It’s a first for a motorway network
company: AREA has received triple
QSE (quality – safety – environment)
certification. The maintenance and
toll centres, the traffic control centre,
and the equipment department were
all assessed by professionals from
the French standards association. In
their conclusions, the AFNOR auditors
identified thirty strong points and no
instances of non-compliance. —
675 athletes compete at the “Furets d’Eiffage” meeting
For the past five years, during “Disability Week” the “Furets d’Eiffage”
have organised a big indoor meeting, at Eaubonne (Val d’Oise). The 1st
edition, in 2009, was supported by the Eiffage Foundation. This event is
innovative and unique in the world of athletics, because it enables
able-bodied and disabled competitors to compete against each other. On
16 November 2013, some 675 athletes competed in running, jumping and
throwing events. Timothée Adolphe (a visually impaired athlete on the
left of the picture), bronze medallist in the 400 metres at the world
para- championships that took place in Lyon (Rhône) in July 2013, was
present with his guide. A raffle helped raise funds for the “Comme les
autres” association, which supports people with disabilities. The meeting
also mixed all the generations, from juniors to veterans. Due to its reputation and recognition, it has now become an official
qualifying heat for the French championships – all performances being officially confirmed. —
February 2014
43
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Tél. : +33 (0)1 41 32 80 00 - Fax : +33 (0)1 41 32 80 10 - Website: www.eiffage.com
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