ACTIVITY
REPORT
and responsible growth
2013
PASSION
FOR SUCCESS
cofelyineo-gdfsuez.com
A major electrical engineering, information
and communication systems and related
services company, Cofely Ineo provides its
private and public customers with global
solutions ranging from design through
implementation to maintenance.
With 15,800 employees and 300 offices in France, Cofely Ineo
operates in industrial and tertiary electricity, energy networks,
public lighting, transport and telecommunications infrastructure,
global security, energy production, information and outsourcing.
Cofely Ineo is a GDF SUEZ Energy Services company which
employs 90,000 people and generates sales of €14.7 billion.
The European leader in multi-technical services, GDF SUEZ Energy
Services is one of the six business lines of GDF SUEZ, one of the
world’s leading energy suppliers.
cofelyineo-gdfsuez.com
AT THE
HEART OF
PEOPLE’S
LIVES …
For our customers, we always aim to be more
innovative, more creative, and more reliable!
We share with our own people the conviction that working together and cross-fertilising
our business lines and commercial activities gives us a unique range of assets!
This is our major commitment – making Cofely Ineo a seamless, dynamic company that
is both attractive and powerful!
A wonderful company created by men and women who are determined to forge their
path through life with ...
... Courage and Confidence
CONTENTS
OUR STRATEGIC
VISION
ENGAGING WITH
COFELY INEO
MAKING
A DIFFERENCE
AT THE HEART
OF YOUR AMBITIONS
PAGE 03
PAGE 08
PAGE 16
PAGE 20
Published in May 2014 by Cofely Ineo Communications
Cover Illustration : CLXO2014 - Credits : Flickr / A. Da Silva-Graphix-images / A. Brunet / Photothèque Cofely Ineo / Ministère de l’Intérieur / CL / JL Maby / GDF SUEZ Abacapress R. Guillaume/
L. GuichardonGraphix-Images / Herzog & Demeuron Architectes / AIA Associés - IntensCité Architectes / C. Legendre / Rey Lucquet & Associés, Dietrich Untertrifaller Architekten/ DRPVCP /
PJGN / Airbus - S.Ramadier / CEA-Ph. Labeguerie / SIAAP / Urbaser / Thinkstock / A. Février.
Design/Production: XO Consultants - Printed on environmentally friendly paper by a certified printer Printed Green
01
Executive
Committee
From left to right standing
Richard DUMAS, Head of Administrative and Financial Affairs
Guy PARAYRE, Special Advisor to the CEO
Philippe RASSAT, Executive Vice-President, Systems & Communications Business Unit
Guy LACROIX, Chairman and Chief Executive Officer
Denis MOUGEOT, Development Director, Member of the Executive Committee since 1st January, 2014
Jean-Michel SANCHEZ, Deputy Chief Executive Officer
Stéphane RANDRETSA, Executive Vice-President, Human Resources
Eva MOMPIED, Head of Communication
Marcel BOUHANA, Executive Vice-President, Grand-Ouest Business Unit
From left to right sitting
Patrick ZMIROU, Executive Vice-President, Grand-Est Business Unit
Thomas PEAUCELLE, Deputy Chief Executive Officer
Sylvie DAO, Sales Manager, Member of the Executive Committee since 1st January, 2014
Jean-Luc FIGUEREO, Executive Vice-President, Power Business Unit
Bruno NEBOUT, Executive Vice-President, Nord & Île-de-France Business Unit
Henri BALSAN, Head of Sales
cofelyineo-gdfsuez.com
OUR STRATEGIC
VISION
Interview with Guy Lacroix
Chairman and CEO of Cofely Ineo
The economic environment in 2013 was very difficult. How has
Cofely Ineo made its mark in the last twelve months?
Once again, Cofely Ineo has proved how robust and adaptive it is. By virtue of its strength and
seriousness, all our divisions have managed to stay focused on results in a period of turmoil and
demonstrated a potential and willingness to adapt. Yet in spite of this very tense and demanding
environment, our people have managed to adapt their job focus with a shared awareness of the
inevitable transformations of our environment.
Can you explain how Cofely Ineo’s business lines are changing today?
We have had a long and remarkable history of creatively developing our business lines and
skills. Our DNA goes back to companies that were initially created in the early 20th century to
produce electricity. They were led by entrepreneurs who wanted to extend their business to as
many sectors as possible. We have inherited this vision from them, and today we are equally
determined to operate not only in the tertiary sector, industry, telecoms, and defence, but also in
security, transport, energy and more.
And we share with other divisions a very open perspective on what the world needs both today
and tomorrow.
How has this been reflected in 2013?
All our divisions (either local or speciality-driven) were determined to maintain the fundamentals
of our business lines and demonstrate our commitment to offer the most innovative services to
our customers as real partners who could address their changing needs.
Can you give us some telling examples?
Let me suggest two kinds:
 The first is related to our innovation strategy that inevitably means adding
a "technology layer" to our business lines, because digital is revolutionising
our environment.
When we think, for example, about smart grids, smart cities and smart
buildings, we have developed an entire "digital building block" because we
want to keep in contact with the end customer, rather than finding ourselves
in the position of a subcontractor.
 The second type of example is related to the large-scale contracts that we
have won and are currently working on.
Can we go more deeply into the examples of digital
technologies?
Let’s take a look at the digital landscape and then I’ll give you some
examples of contracts we won in 2013.
Our strategy is to provide public and private customers with services that are
not only innovative but also paradigm-shifting: they point the way towards
a whole new generation of human practices.
Let me mention Safety/Security solutions, for example, or Energy Solutions
and Mobility Solutions. When we founded Ineo, we tuned our business
model to the job of integrator, which meant creating bespoke developments
03
OUR
STRATEGIC
VISION
based on specifications that were funded on a project by project basis.
As a result, people often sought our innovations from outside the company. However, a number
of our local branches developed their own R&D and in fact all our units have shown real creativity in their respective fields.
Remember that creativity is central to Cofely Ineo’s overarching project of “The Passion for
Success". So creativity has become one of our corporate values that is driving a wave of
innovation right across our organization. By adding a technology layer, we realised that we ought
to speed up this process and develop a “platform model". A platform is an open ecosystem
that can unite data and hosted services to rapidly spur new development. The idea of giving
ourselves a technology platform seemed a natural step forward in creating new services.
In technology and especially in innovative technologies, it is up to customers to choose the
quality of the services in question - how they can be optimised and adapted to a variety of
solutions. Integration is no longer the sole criterion.
Owning our own technologies is a net asset, as can be seen in Ineo Défense, Ineo Scle Sfe,
Ineo Systrans, Ineo E&S and our other companies.
This is why owning the platform developed by Sinovia ensures that we operate more closely
with our customers and at the same time removes the risk of simply being a subcontractor.
Did this mean that you had to change your organisation?
No, we haven’t changed the way Cofely Ineo is organised - it is still perfectly adapted to our
model of corporate responsibility. But we have created two new companies - Ineo Smart
Solutions and Ineo Digital.
Ineo Smart Solutions is an incubator that aims to test and develop new businesses involved in
smart, digital services for all local divisions. It is also intended to impel Cofely Ineo to be more
creative in designing services.
Ineo Digital is a local branch that mixes the business of the former Ineo Com with the information
system department of Ineo E&S. It is focused on IT infrastructure (data centre, cloud, and
computer networks) and integrating complex software systems.
cofelyineo-gdfsuez.com
Can we come now to some of your major contracts in
2013?
Certainly. We won some splendid contracts last year.
In October 2013, we signed the largest ever contract in our history, worth
€530 million, as part of the ITER project in Cadarache. This is a truly
exceptional contract that exemplifies our entire strategy.
First, it brings to fruition our efforts over several years to develop synergies
with the various companies in the business unit I am responsible for in the
GDF SUEZ Energie Services Branch, namely Cofely Axima, Cofely Endel and
Cofely Ineo. By allying our forces with German partners, we succeeded in
making a competitive bid against a number of powerful competitors.
In choosing us, F4E - the body in charge of Europe’s contribution to the ITER
project - has strengthened our strategic position as a first-rank player in
the nuclear sector and more generally as a designer & installer on complex
projects.
What are your ambitions in the nuclear sector?
We would like to be a leader in nuclear power. As well as ITER, we are
working actively on nuclear projects in England and South Africa, including
those managed by GDF SUEZ. And we are obviously paying close attention
to what is on the books in France, with the extension of the lifetime of
nuclear power plants.
What role do major projects play in Cofely Ineo business
activities?
They have featured among our strategic priorities for several years. We have
opted for a collaborative approach so that we can mesh together our various
skills sets more effectively so as to tackle large projects.
Today, the LGV Tours-Bordeaux rail project on which we are working has crossed the 20%
threshold for construction progress. This is a highly technical operation which perfectly
demonstrates the collaborative capabilities of our divisions.
I should also mention that Ineo Rail, Ineo UTS, Ineo Scle Ferroviaire, Ineo Scle Sfe, Ineo Poste et
Centrale and other local businesses are working together on this site.
Today, we have a number of truly strategic collaborative capabilities. For example, the signalling
contract for the LGV Tangier-Kenitra in Morocco that we won in partnership with Ansaldo,
and the Sidi Bel Abbès tram system in Algeria which involves Ineo Rail, Ineo UTS, Ineo Scle
Ferroviaire, Ineo Systrans, and Ineo Energy Export.
We are also positioned on large tertiary projects such as the Société Générale Campus, the
Eco Campus in Châtillon with Ineo Tertiaire Île-de-France, and the Bordeaux stadium with
Ineo Aquitaine among others. In the same way, Lille, Lomme and Hellemmes have contracted
Ineo Réseaux Nord Ouest to handle their urban planning agenda.
Cofely Ineo is becoming one of the French companies capable of developing a private cloud,
as we demonstrated with the successful UnivCloud collaborative R&D project together with the
Ile-de-France digital university. This helped step up our positioning for the GDF SUEZ Cloud
contract, which we have since won.
You appear to operate in what is today a “vast” ecosystem of increasingly
diversified players. How are your divisions adapting to this?
Paradoxical as it may seem, we are adapting by not changing our strategy.
We remain in the B to B marketplace and we are getting better at understanding our customers’
needs. As we move forward, technology becomes a way to optimise responses to business line
needs. Our knowledge gives us an edge, and we regularly work in partnership with leading
technology companies that develop high-level solutions.
We have a very special strategic position, which covers:
 know-how related to our traditional businesses,
 high-quality technology capabilities,
 a major presence in the field as the business unit for which I am responsible, with its three
entities: Axima Cofely, Ineo Endel and Cofely Ineo has a total workforce of 30,000 people.
All these points give us an outstanding strategic positioning and enable us to draw upon a rich
ecosystem of creativity through different types of partnerships.
of concrete proposals.
I would also like to say that with the support of the management in each of
our business units, we have been working hard since 2012 on the theme of
improving Cofely Ineo’s overall performance.
Several workshops have produced excellent proposals and support new
processes that are already embedded in our services.
In 2013 it was already clear that all our branches were focused on two
major issues:
 constantly improving our performance and sticking to our targets,
 the dynamic thrust of our business given the environment we have already
described.
A final key point
Cofely Ineo is grounded in strong human values that we all respect. These
values form the principled foundations of our work and actions. Whether
in the realms of safety, CSR or managerial dynamics, we are all engaged
with the same spirit of attentiveness and solidarity. A company forms a
single whole in which we constantly face both successes and difficulties.
Cofely Ineo’s strength derives from the sense of belonging and commitment
that is manifest across its entire staff.
These men and women are responsible, passionate players because
together they breathe life on a daily basis into a robust, human company
that is responsive to future needs.
You have been very explicit about Cofely Ineo’s overall thrust. Are there
any further points of clarification regarding the year 2013?
Yes, in fact there are several points worth noting.
The first is that we decided to hold five meetings from September to October in 2013 that
brought together our operational executives, the heads of our local branches, agencies and
functional HR/ Finance/ Accounting/Controlling units – over 600 people in all. These gettogethers gave us an opportunity to review our assets, our development path and the projects
we want to carry out together in the coming years.
In due course, this led to agreement on five improvements in practices that we consider to be
very important for all our businesses. We held workshops on these issues that led to a number
05
OUR
STRATEGIC
VISION
OUR "PASSION FOR SUCCESS"
IS FOUNDED ON THE VISION AND
AMBITION OF A CREATIVE AND AGILE
COMPANY DEDICATED TO SERVING
ITS CUSTOMERS
Despite initial uncertainties, 2013 has been a very
satisfactory year, both in terms of our backlog and
our operational performance. This is largely due to the
agenda of priorities set out at the start of the year.
Strengthening our partnership with GDF SUEZ
Cofely Ineo has continued to work with the
GDF SUEZ Group, not only due to its historical
relationship, but by extending its partnerships
to companies such as GRTgaz, Storengy and GRDF.
This process is also reaching out to new fields such
as Cofely Ineo’s contract to design and roll out the
GDF SUEZ Private Cloud, and improve security at
GRTgaz sites.
Scaling up our speciality businesses internationally
We need to develop our speciality businesses abroad
to offset the possible decline of business in France,
and assert our leadership in technology and our
capacity to manage complex systems. These include
the development of Ineo Systrans in Canada and North
America, our participation in the construction of the
first Sidi Bel Abbès tram line in Algeria and in Cuenca
in Ecuador, and the design and construction of the
railway signalling, telecommunications and centralised
control unit for the future 183 km high-speed line
between the cities of Tangier and Kenitra in Morocco.
We have also been actively growing our business in
the oil sector.
Boosting our proficiency in running complex
projects
The decision to become an integrator for large
infrastructure projects goes back to the first
Public-Private Partnerships (PPP). By completing
cofelyineo-gdfsuez.com
the first phases of construction projects under
highly satisfactory financial conditions, we have
demonstrated Cofely Ineo’s maturity in this area, which
is now opening up new prospects for international
development.
Pursuing a policy of ambitious technology
development
Strengthening Cofely Ineo’s position in technology is
an overarching strategic decision inseparable from
that of successfully managing complex projects of all
kinds, including PPPs, design & build, etc. But while
pursuing its traditional business activities, Cofely Ineo
has also decided to become a major player in energy
transition and in the digital revolution by supporting its
customers as they adapt to deep-seated changes.
To achieve this, Ineo Com has undergone a major
reorganization with the arrival of new Ineo Engineering
& Systems IT teams, and is now known as Ineo
Digital to underscore our determination to become a
benchmark IT infrastructure player and integrator in
the field of "smart cities". At the same time, Ineo Smart
Solutions provides support to all Cofely Ineo branches
in this area through its expertise in urban development
skills, its support for creativity, its role as an innovation
specifier, and finally as an incubator for new business
lines. And Sinovia is designing the multi-business line
OpenControl© platform, a new version of which is
currently on the market, and working with the verticals
associated with it.
Thomas Peaucelle
Deputy Chief Executive Officer
Improving our operational performance
We cannot pursue this policy unless we achieve a high
level of operational maturity by following a Performance
plan based not only on financial but also operational
excellence targets. This has involved putting a process
in place that sets targets for all managers.
Finally, Cofely Ineo’s ambition and vision need to be
as agile as possible in listening to the needs of its
customers so we can help them in their businesses,
and in adapting them to such major trends as the
digital revolution and energy transition. This agility and
understanding of customer needs stand at the heart of
our corporate Passion for Success project. Constantly
searching for creativity requires a business model built
on flexibility, trust and openness, and on creating an
eco-system that embraces our customers, partners,
and other innovative SMEs.
Ultimately what characterizes Cofely Ineo best in its
ambition to serve these customers is our Passion for
Success and our business model.
07
ENGAGING
WITH
COFELY INEO
2013 WAS A MILESTONE YEAR IN
THE HISTORY OF COFELY INEO, MARKING
A REAL TRANSITION
We built on the victories of 2012, when we successfully completed our first major projects, such as the
1000 Paris cameras and the Dijon Tramway. These
successful projects gave a real stamp of approval to
our new strategy.
Our first challenge in 2013 was to establish our rampup capacity to take on big contracts and renew our order
book.
Examples include the ITER project, the Sidi Bel Abbès
Tramway in Algeria, the LGV in Morocco and the
Cuenca Tramway in Ecuador, which have all made a
major contribution to the development of our speciality
business. They help maintain a healthy balance because
in the current economic environment, our local activities
in many cases have had to deal with eroding margins.
In contrast, risk management has become more
important and requires a high level of professionalism
in preparing our contracts.
This is why 2013 has been a "learning" year. We have
been readying our capacity to scale up to large projects
in 2014, noting particularly that the quality of our
upfront research work is a premium guarantee of our
proficiency in future projects.
Our second challenge was equally important. We had to
cope much more systematically with the penetration of
digital technology into our various business lines. This
has made a real change in our positioning, coupled with
strategic issues that all our divisions must take on board.
We have therefore worked on adapting our organisations
now that we are aware that digital is adding vital value to
many of our activities.
cofelyineo-gdfsuez.com
Our third challenge in 2013 was related to the fact that
export is becoming a growth driver. We have worked in
this direction and demonstrated the capabilities of our
teams through their successes.
We all know, however, that export carries very real new
risks that we need to control, over and above those that
we face in typical large contracts.
We have therefore stepped up our attention when
managing projects and introduced more rigorous
operational oversight.
In many cases, this is a real challenge as it requires us
to change our habits and work differently.
I would like to emphasize in this respect the remarkable
work carried out in 2013 by all our teams in terms of
performance factors.
We have extensively developed the "performance effort"
first launched in 2012 and worked collectively on our
operating process to revisit and identify the sources of
progress.
All this demonstrates real business maturity. It is clear to
all of us that taking on increasingly demanding projects
and contracts is forcing us to improve our processes
and make them more secure.
We are all concerned by "optimisation" which
symbolises the fact that we have greater control over
our contracts and also drives a process that goes far
beyond simply “reducing costs and eliminating waste."
Jean-Michel Sanchez
Deputy Chief Executive Officer
I want to emphasize that this is a real challenge that
impacts all our divisions. It may appear paradoxical
because on the whole we are successful in what we do.
Yet that is what we can think of as a real sign of
progress, as this approach has been led by operational
and functional managers in a collaborative mind-set
across the entire company
09
ENGAGING
WITH
COFELY INEO
TOWARDS NEW CSR
AMBITIONS
Stéphane Randretsa
Executive Vice-President,
Human Resources
For Cofely Ineo, corporate social responsibility (CSR) is a key component
of its strategy.
The company’s commitment to diversity and equal opportunities as well
as to the health and safety of its employees is the central plank of its CSR
policy.
Today, Cofely Ineo is determined to focus more visibly on other CSR issues
related to environmental and economic concerns.
This ambition is part of Cofely Ineo’s overall commitment to responsible
growth.
Cofely Ineo is committed to CSR through a number of
practical actions whose outcomes match the scope of its
involvement in favour of diversity. In a difficult economic
context, Cofely Ineo has nevertheless kept to its external
recruitment targets in 2013 with nearly 1,000 new
permanent contracts, confirming its engagements on
sustainable employment by converting more than 60 %
work-study contracts into permanent jobs (a 5.04% rate
for work-study jobs in 2013). In the case of diversity,
Cofely Ineo continued its efforts to maintain an equitable
workplace (75 women joined between 2012 and 2013)
and employ disabled staff members. In 2013, the rate
of employment for disabled workers rose to 4.5 % from
only 2.2% five years ago. These figures demonstrate the
commitment of all Cofely Ineo stakeholders who have
been awarded the French Diversity seal of approval
since 2012.
In addition to diversity, Cofely Ineo’s affirmative action
in jobs and skills planning, preventing labour risks,
and reducing the amount of temporary jobs and
absenteeism, are all key CSR commitments.
cofelyineo-gdfsuez.com
Since 2001, Cofely Ineo has built its business model
around the "Passion for Sucess" by promoting strong
entrepreneurial and human values.
Its strategy is to make technology innovation one of
the company’s major value creators. The contribution
made by digital solutions to optimising buildings and
infrastructure, especially in the field of energy efficiency,
is a key lever for differentiating and growing the
company's business activities as a whole.
To support its business development, Cofely Ineo is
convinced that its commitment to CSR is a second
lever for differentiating itself in the eyes of its external
stakeholders, be it customers, job candidates or political
players.
The emergence of much longer contracts (PPP, energy
performance contracts, etc.) is also changing the way
we relate to our customers. It means that we must
demonstrate over the long term - sometimes up to
10 or 15 years - the reality and sincerity of our
CSR-related commitments. For example, Cofely Ineo’s
engagements in the field of jobs (e.g. facilitating work
for seniors and young people in difficulty), disability, and
gender diversity go far beyond the purely contractual
dimension and create a bond of trust between the
company and its customers who share a common
ambition with regard to human values.
Cofely Ineo is therefore promoting a scheme for
sustainable commitment, focused on working jointly
with our customers and partners to establish a set
of realistic, shared ambitions that factor in social and
economic concerns.
In this way, Cofely Ineo’s CSR policy is ushering in a new
model of responsible growth.
SAFETY AND
SUSTAINABILITY
The company is making a major commitment
to building synergies into performance, health
& safety, and the environment with the single
For businesses ambition of putting people at the heart of its
responsible development strategy.
Brahim Garda
Director of Methods for Health,
Safety and Sustainable Development
Cofely Ineo has set up a steering committee in charge of
consolidating each division’s contribution to sustainable
development, and identifying best practices by
disseminating tangible results. This committee reports
directly to the Executive Committee to endorse new
actions and pursue ongoing efforts. The purchasing
department, for example, has introduced sustainability
criteria into its process of selecting and choosing
suppliers.
Particular attention has been paid to assessing the
environmental risks associated with our activities by
sorting and monitoring work site waste, and optimising
employee travel.
ISO 14001 (environment) and OHSAS 18001 (health
and safety) certification among Cofely Ineo businesses
have continued, strengthening Cofely Ineo’s control over
quality, safety and environmental risk.
In the area of safety at work, Cofely Ineo is focusing
actions on human and organisational factors such as
a shared vigilance approach, focus groups to improve
feedback, and upgrade the preventive safety inspections
carried out by management.
Actions aimed at combining performance and security
more effectively are also underway, targeting such items
as temporary staff, logistics bases, and rolling out new
on-site communication tools (touch pads).
To gain a better understanding of occupational health,
new indicators are being monitored and self-diagnosis
has been launched in each local branch.
Cofely Ineo's ambition is to promote the Quality of Life
at Work by acting on psycho-social risks, and ensuring
an effective response to situations of hardship and
absenteeism.
11
ENGAGING
WITH
COFELY INEO
Cofely Ineo is shaping
its R&D and innovation
around the concepts of
systems and "systems
of systems" that mesh
together the company’s
expertise in energy,
communication networks,
and information systems.
Our most important projects include:
Operational communications systems
In addition to projects dedicated to the National Defence
sector (antennas, interception, and encryption systems),
Cofely Ineo is involved in efforts related to the protection
of information via the SESAM Grid project funded
under the French government’s Future Investments
for securing smart grids, and a study on the security
of SCADA systems for gas networks on behalf of ANSSI
(National Agency for Securing Information Systems).
In addition, 2013 saw the completion of UnivCloud,
the precursor of the future "private cloud" project for
the Universities of the Ile de France area. This interuniversity cloud project carried out in collaboration with
the Paris Île-de-France Digital University, manufacturers,
researchers and start-ups as part of the Future
Investments agenda has been instrumental in finalising
the contract for the GDF SUEZ private cloud.
Lastly, Cofely Ineo has continued its work on making
major events safer and monitoring personnel in hostile
environments (e.g. oil platforms).
Transportation Systems
Cofely Ineo is involved both in passenger information
cofelyineo-gdfsuez.com
and operations support systems, public transport fleets
(the Navineo programme) and in providing signalling
systems and automating railway infrastructure
(computerised signal boxes).
Similarly, Cofely Ineo has developed a system for brake
energy recovery in trams.
Electrical systems
Cofely Ineo is playing a major role in monitoring and
controlling power grids by developing a new generation
of digital command and control for substations that
transform and interconnect electricity distribution grids.
In addition, the Smart'eo project for energy management
in buildings and on industrial sites is being developed
and several pilot sites are now equipped with forwardlooking intelligent buildings.
In the field of renewable energy, Cofely Ineo is working
on a project to reduce radar return on wind turbines
so that these latter can be installed in a broader range
of areas. Similarly, work on the integrating renewable
energy into grids is underway, especially with studies on
energy storage.
In 2013, Cofely Ineo created a joint laboratory with the
CNRS Laplace laboratory and CIRTEM, a small company
R&D TO DRIVE
COFELY INEO’S
INNOVATION AND
RESPONSIVENESS
Interview with Thomas Peaucelle
Deputy Chief Executive Officer
specialising in the design of power electronic systems,
to develop applications in energy conversion (brake
energy recovery, for example).
Smart grids
Two major programmes are underway in this area.
The first - Smart AEZ - is a smart grid demonstrator
scaled to the footprint of a business park. It combines
the production of photovoltaic and wind energy with
optimal management of energy consumption plus
energy storage based on flywheels and batteries. As a
designer and manufacturer of smart grids, Cofely Ineo
is managing this project in partnership with CIRTEM,
LEVISYS and the LAPLACE laboratory. Smart AEZ is one
of the first experiments chosen by ADEME through a Call
for Expressions of Interest. Meanwhile, Smart Campus
is a research and development project in energy
management, intelligent infrastructure management
and electrical mobility via campus-based micro- grids.
Cities of the Future
Cofely Ineo plays a major role in GDF SUEZ’s "smart
cities" solutions. These are based on GDF SUEZ
expertise in urban facilities such as energy, mobility
and transportation (e.g. car sharing, multi-modal
transport, and intelligent parking), public lighting, video
surveillance, risk analysis, and the environment. These
are developed via the OpenControl© multi-service and
multi-business software platform developed by Cofely
Ineo, of which a new version has just been finalised.
a common project. We have developed skills in this
respect that enabled us to win the outsourcing contract
for the uniforms and clothing of the National Police.
Cofely Ineo has won the contract to create an urban
dashboard for the city of Courbevoie. It also plays a part
in all of the city’s major scientific events as an example
of its service design approach.
Yet these Research and Development projects must not
conceal the fact that for us, innovation is primarily an
attitude - a mind-set built around trust, openness and
agility - that enables each one of our employees work
creatively for our customers.
This is why Cofely Ineo is a participant in competitiveness
clusters, a member of the Pacte PME that brings
together innovative French SMEs and large companies,
and participates in joint research programmes involving
university laboratories and small and large companies
funded by Europe, ADEME and the French National
Research Agency (ANR).
Cofely Ineo’s innovation stance can also be seen in
its capacity to unite disparate stakeholders around
13
ENGAGING
WITH
COFELY INEO
KEY FIGURES
2.3 billion euros
108,5 million euros
15,800 employees
300 sites
in turnover
in current operating income
INDUSTRY
19%
INFRASTRUCTURE
37%
PUBLIC TERTIARY
30%
PRIVATE TERTIARY
14%
Turnover per major business sector
cofelyineo-gdfsuez.com
FINANCIAL DYNAMICS
& RESULTS
Richard Dumas
Head of Administrative and
Financial Affairs
In 2013, Cofely Ineo managed to step up its sales
drive, deliver a better performance and invest for
the future.
The company has never been more financially sound or
capable of creating value, demonstrating once again the
resilience of its business model in a difficult economic
environment.
This financial strength and value creation is founded on
a multi-faceted strategy:
 A dynamic sales effort
Our order book exemplifies our strategy of operating
in large, complex technology projects, our growing
international ambitions in speciality business lines, and
our sustained local presence.
 Significant growth in profitability
Our operational and functional units are engaged in a
performance plan that has generated €40 million in
savings since 2012.
This collective effort aims to improve our operational
excellence and control our overheads.
 Free cash flow generation of some €70 million
and available cash of more than €150 million that
can support our growth investments while maintaining
an ambitious yet regular dividend policy.
 A net increase in R&D investment over the
past three years (€17 million) reflecting our strong
strategic commitment to develop and roll out the
technology and digital layers of our core solutions. This
policy will create value for our customers and drive our
future growth.
15
MAKING
A
DIFFERENCE
Interview by Denis Mougeot
Development Director
COLLECTIVELY CREATING NEW
SYNERGY TO DELIVERADDED VALUE
TO OUR CUSTOMERS
Jean-Pascal de Peretti
Thierry Le Mouroux
Jean-Michel Sanchez
Chief Executive Officer
Cofely Axima
Chairman
Cofely Endel
Deputy Chief Executive Officer
Cofely Ineo
cofelyineo-gdfsuez.com
We live in exciting times in which the rapid explosion of complexity
requires a more comprehensive approach.
Our challenge – but also our opportunity - is to manage this transition for
our customers through greater creativity and innovation in our solutions
and our day-to-day activities.
Carrying out large, complex projects such as ITER leverages our many
years of experience.
Denis Mougeot: By winning the ITER
contract, you are making new claims for
our positioning in the nuclear sector as a
designer & builder. What are the keys to this
success?
Jean-Pascal de Peretti: This success underscores
our position as one of the leading players in the
French nuclear industry, involved as we are in all the
major current initiatives including Laser MegaJoule,
the Flamanville EPR, and the Georges Besse II plant.
First and foremost, the ITER success reveals the
significant degree of trust we have built up with our
customers due to the quality of our work in each of these
strategic projects. For example, by combining the skills of
Cofely Ineo, Cofely Axima, Cofely Endel and the German
company M+W, we were able to field a comprehensive
installer bid against competitors who were all very large
international engineering players. Our combined assets
derive from a detailed, analytical vision of the installations
in question and our global engineering proficiency in our
building lines. This vision is specific to our group and was
instrumental in winning the Fusion for Energy project, as
it led to a better understanding and processing of risk
(electromagnetic fields, radioactivity, sealed post anchors,
etc.), among other things.
This consortium then invested in a multi-disciplinary
project team dedicated to ITER with Ineo Axima as
the sole point of customer contact. This meant that the
project team was crucially able to provide a fully integrated
solution for all the technical packages.
ITER is an amazing if very complex project, with extreme
technical demands that require us to be agile and
managerially innovative. It is driven by very powerful
political, industrial and scientific ambitions to which
we are responding with all possible synergies from
the GDF SUEZ Group.
DM: Lastly, what added value can we bring to
major customers as a result of our synergies?
Thierry Le Mouroux: We won this tender because
our three companies – each a centre of excellence in
its field - are all complementary:
 Cofely Axima’s recognized expertise as a leading
player in designing and implementing air climate
systems,
 Cofely Ineo’s proven added value in managing large
projects, electrical engineering and communication
systems,
 Cofely Endel’s exemplary skills in the design and
construction of piping systems in a nuclear environment,
and in integrating the codes, seismic constraints and
traceability requirements specific to nuclear safety.
Our three companies have worked together on a
number of successful joint projects, so we know how
to effectively and seamlessly combine our respective
strengths.
So they not only contributed the very best of themselves
to our ITER customer but also transformed their
combined strengths into a value proposition whose sum
is greater than its parts.
DM: What sort of obstacles are there when
implementing a project of this magnitude?
Jean-Michel Sanchez: In this first phase, there are not
strictly speaking any particular obstacles to overcome,
but we do have to deal with a number of brakes on
progress and some genuine technical challenges.
So we have to convert our supply-side dynamics into an
implementation phase.
The decision to build a joint team helps to pool risk and
automatically enjoin each of our three companies to put
their trust in each other.
This need to merge into a collective team means
overcoming the specific entrepreneurial cultures of
our three companies.
Due to the scope of the project, the degree of
engagement in the design, and the complexity of our
customers’ decision-taking process, there is inevitably
plenty of pressure on our teams. To complete the
picture, we have joined forces with a German partner
(culturally very different from us) and English is the
official language for the project.
So this is the nature of the challenge ahead, and we
need to be very determined to overcome these obstacles
and deliver a result that creates real value.
We have to be very focused and united today to succeed
in carrying out a project that we managed to win at the
tender stage.
Remember that our customer believed in our vision of
a totally integrated project in which our partner
companies could make a combined proposal.
This is what we all need to be aware of so we can
support our customer in this project and successfully
ensure its overall design.
It requires the managements at Cofely Ineo, Cofely Axima
and Cofely Endel to all share the same powerful vision.
ITER is an exemplary
success.
It demonstrates the
ability of the people in
our companies to work
together and generate
the kind of impetus
that we can deliver to
all our customers in all
sectors.
An inspiring example
of how we can put our
synergies to work!
17
MAKING
A
DIFFERENCE
2013 IN STORIES
JANUARY-FEBRUARY
MARCH-APRIL
MAY-JUNE
The towns of Dreux and Hazebrouck have been
working with Cofely Ineo to design their lighting
plans. Optimised and tailor made these plans
reflect the eco-responsibility ambitions of each of
the two municipalities, which are targeting savings of
40% on their energy bill.
These two projects demonstrate Cofely Ineo’s
skills in inventing technical solutions and providing
consultancy in energy optimization, and operating as
a partner. A partner who can adapt to the specifics
of the locale.
Hazebrouck wants to preserve its heritage by using
a more energy-efficient and less polluting lighting
scheme. In late January, the new facility was
inaugurated in the presence of Jean -Pierre Allossery,
deputy mayor of Hazebrouck, Guy Lacroix, Chairman
and CEO of Cofely Ineo, and local elected officials.
In the long run, on the basis of the PPP signed in
2012, 85% of the town lights will be optimised and
all stadiums brought into conformity.
Cofely Ineo was a partner to 5Plus City Forum - "my life
and my town in five years" - an international conference
held at the Palais de Congrès in Issy-les-Moulineaux in
March.
The purpose of this 2013 edition was to bring together
elected officials, experts, business leaders and
internationally known industry players to examine the
issues of tomorrow’s smart cities.
What will our town be like in five years? What kinds of
new practices can we expect? The speakers and round
table discussions mainly addressed these issues from
the perspective of managing new forms of energy, the
impact of digital technology, innovative neighbourhoods
and mobility.
Carlos Moreno, scientific advisor to Guy Lacroix,
Chairman and CEO of Cofely Ineo, and President of the
5PlusCityForum Scientific Committee, drew attention to
the challenges of vibrant towns and cities in terms of
their complexity and fragility.
He also stressed the need to invent a more harmonious
development process for towns and cities.
For Carlos Moreno, 5PlusCityForum exemplifies the
richness and energy of stakeholders that “have the
ability to promote towns that are more agreeable to live
in and more sustainable."
In keeping with the Rio+21 agenda, the Fondation
Prospective et Innovation (FPI) launched a Brazil-based
program on the topic of "sustainable cities, smart cities"
in February 2012. Following the 2012 mission by
Mr Jean-Pierre Raffarin, President of the FPI, and
Gérard Mestrallet, Chairman and CEO of GDF SUEZ,
to Rio and Brasilia, a series of meetings was held to
define a Franco-Brazilian cooperation project. I
n this context, Guy Lacroix, Chairman and CEO of
Cofely Ineo, and his scientific advisor Carlos Moreno
spoke in early June on the theme of "innovation for
smart, user-friendly cities," offering an opportunity
to underline the importance of tomorrow’s urban
challenges for Cofely Ineo.
In Dreux, the mayor Gérard Hamel signed a
comprehensive contract to optimise its public
lighting in early February, with Philippe Rive, CEO of
GEDIA and Daniel Houard, Managing Director of Ineo
Réseaux Centre.
Ineo Réseaux Centre has joined forces with GEDIA
to design a lighting plan covering the renovation of
75% of the public lighting, or 4,360 light points,
with an additional future option for even greener
technologies such as LEDs.
cofelyineo-gdfsuez.com
After the consortium agreement on "Smart Grid
Vendée" signed in February, the project was officially
launched in Les Sables d' Olonne on June 28, 2013.
Cofely Ineo, represented by Jean -Luc Figuereo, Deputy
CEO, was present as a partner in this project alongside
the ADEME, ERDF, RTE, Actility, Alstom, Legrand and the
CNAM under the coordination of SyDEV.
"Smart Grid Vendée" is a five-year project that will test
at French département level the new technology and
organizational solutions that enable the "intelligent"
management of local energy needs and make it
possible to optimise investments in renewable energy
infrastructure.
" Smart Grid Vendée" is an ambitious project that will
cover six wind farms, 36 solar installations and hundreds
of public buildings, accounting in all for more than
100,000 light points, an industrial site, and six power
transformer stations (60% of the Vendée’s electricity
production). As a creative designer and builder of Smart
Grid solutions, Cofely Ineo plays a key role in energy
production and consumption systems by designing and
implementing an energy management system for public
buildings, public lighting and renewable energy sites,
and researching into storage solutions tailored to the
requirements of the local power grid.
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
In September, Cofely Ineo demonstrated its commitment
to the Association of Mayors of the Large Cities of
France by participating in the 13th Conference on Cities.
Speaking on the theme of urban mobility, Guy Lacroix,
Chairman and CEO of Cofely Ineo, first drew attention to
GDF SUEZ’s long-term loyalty: for more than 150 years
the company has supported the development of local
and regional authorities.
For Guy Lacroix, the mobility agenda requires an
innovative and creative understanding of the habitat,
workplace, and recreation site requirements of a town’s
inhabitants. For example, Cofely Ineo provides new
information systems that can optimise current systems
and help them evolve towards tomorrow’s solutions.
The challenge from an energy standpoint is to transition
effectively in a way that is both economically viable and
sustainable for citizens.
For Cofely Ineo, the key is to succeed in "doing things
differently" while staying close to core civic concerns.
At the Trade Fair for Mayors and Local Authorities,
GDF SUEZ and SUEZ ENVIRONNEMENT presented
Cit'Ease™, the first global interactive dashboard and
for local authorities.
Cit'Ease™ is a service that will provide citizens with
timely information on energy, waste, water, mobility,
safety and the living environment. Everyone can
contribute by feeding back information in real time.
This innovative solution is based on the OpenControl©
multi-service and multi-business software platform
developed by Cofely Ineo.
A fully-fledged decision support system, OpenControl©
enables elected officials to develop an effective tool
for adding value to their constituencies by providing
relevant data in real time to site decision-makers and
town-centre operators.
On September 26, Cofely Ineo was awarded a
prize at the "Diversity Awards" for its partnership
with a company operating in the sheltered sector.
Through this partnership, Ineo Cablelec, an Ineo MidiPyrénées, Languedoc-Roussillon subsidiary, outsources
the production of its wiring workshop to Altariva,
a Toulouse company working in the sheltered sector.
This three-year renewable partnership will ensure three
full-time jobs and create permanent employment for
people with disabilities.
This partnership forms part of Cofely Ineo’s agenda
since 2004 for training and employing people with
disabilities.
At Milipol, the technology showcase for public and
industrial security products and services, Cofely Ineo
launched its Practical Guide for Major Risks to Local
Authority Responsibility.
This guide was produced in partnership with the
National Union of General Managers of Local Authorities
and supports local authority leaders and elected officials
by providing a consistent local approach to managing
natural and technological risks that ensures safety for
people and property and sustainable development for
communities.
This concise, practical guide is based on feedback
from the senior service directors, and the expertise of
Cofely Ineo and its partner companies.
19
AT THE HEART
OF YOUR
AMBITIONS
TERTIARY
SECTOR
Marcel Bouhana
Executive Vice-President,
Grand-Ouest Business Unit
In a complex energy landscape, buildings
are still a major strategic issue at the heart
of the energy revolution.
As it supports the tertiary sector’s shift towards
more widespread positive energy buildings
(i.e. which produce as much energy as they
consume) by 2020, Cofely Ineo has made
energy efficiency a fundamental condition on
this transition, as essential as the quality of the
building frame itself.
For example, Cofely Ineo is focusing its skills
on energy performance, usage optimisation
and the cost of new or rehabilitated buildings,
as well as promoting the values of heritage and
site attractiveness.
cofelyineo-gdfsuez.com
SPORTS / SHOWS
The New Stadium in Bordeaux
The challenge of making events more attractive
As the Euro 2016 football championship will take
place in France, the city of Bordeaux has built an
international-sized stadium. Designed by Herzog and
De Meuron (whose work includes the Allianz Arena in
Munich and the "Bird's Nest" in Beijing), this stadium
combines architectural elegance with ecological
performance.
The "Stade Bordeaux Atlantique" consortium
responsible for building the venue has entrusted
Ineo Aquitaine with the design and implementation of
all the electrical installations, including the complete
lighting for the pitch, dressing rooms, corridors and
car parks. Ineo Aquitaine has managed to adapt to
the UEFA’s (Union of European Football Associations)
stringent standards and is providing a very high level
of technical and financial expertise.
The stadium has a modular capacity of 42,000 seats
and by 2015 will be a fully-fledged next-generation
multifunctional sport and culture space designed to
increase the attractiveness of the city.
INDUSTRIAL BUILDINGS
Ambitions in
Reunion
Cofely Ineo is continuing to expand in Reunion
through a number of infrastructure projects
at the leading edge of technology innovation.
For example, Crête d’Or Entreprise, a key company
in the agri-food sector in Reunion, chose Cofely Ineo
to carry out the electrical installation work in its
new plant for breeding and slaughtering chickens.
Cofely Axima is also participating in the construction
of this 24,000 m² facility - one of the island’s largest
industrial projects of the last ten years.
To ensure its involvement in local authorities and
government, Cofely Ineo is committed to working in
partnership with local SMEs to support employment
on the island.
JUSTICE
The New National
Gendarmerie Criminal
Investigation Centre
in Pontoise
A very high-level centre of expertise, the new
Criminal Investigation Centre will act as a showcase
for France’s forensic services in Europe. The site
groups together the Institute of Criminal Investigation,
the Technical Judicial Investigation Department,
a conference room and a multifunctional building
of nearly 20,000 square meters built to extremely
demanding security and confidentiality conditions,
while encouraging seamless information sharing.
Ineo Tertiare Île-de-France’s solutions chosen for the
complete high and low voltage electrical installations
are designed to optimise site security against fire
and intrusion risk and provide centralised technical
management for the various buildings.
21
AT THE HEART
OF YOUR
AMBITIONS
HEALTH
Serving
excellence
By participating in the expansion and restructuring of
the Vendée Hospital Centre at La Roche-sur-Yon and
building the University Hospital Institute for Infectious
and Tropical Diseases in Marseille, Cofely Ineo is
further enhancing its reputation as an integrator for
upgrading existing buildings and building new smart
ones with low carbon footprints.
The innovative solutions and services developed by
Ineo Atlantique and Ineo PACA address numerous
targets, including improvements to the safety, wellbeing and quality of life of patients, visitors and staff
health, and also service quality.
The proposed solutions also help reduce the energy
costs of buildings
cofelyineo-gdfsuez.com
DEFENCE
Coopetition,
the new language of
performance
As part of the overall framework for overhauling
French military health supplies, Ineo Centre is helping
restructure the Chanteau military camp.
Leveraging more than 20 years’ experience in
technical collaboration on this site, Ineo Centre is
in charge of the entire electrical installations and
equipment on the new Logistics Platform for Army
Health Equipment, the storage building for mobile
hospitals, and medicines produced on the site.
What made this contract so successful is the
efficiency generated by collaboration and the quest
for greater competitiveness.
TOURISM
Serial renovations
Strasbourg, a symbolic city in the heart of Europe,
is developing a new business district of international
stature known as the Wacken Europe project.
The city has worked on upgrading the Palais de la
Musique et des Congrès and entrusted Ineo Est with
renovating its electrical installations.
In addition to centralised technical management,
Ineo Est teams are implementing a fire prevention
and visitor flow management system, thereby
helping boost the company’s reputation for skills in
the region.
The Pierre & Vacances Center Parcs group has
entrusted Ineo Atlantique to lead a consortium of
nine local businesses and Cofely Axima to install
the electrical systems and centralized technical
management for 399 new Center Parcs cottages at
the Domaine du Bois aux Daims in Vienne.
Cofely Axima is taking part in installing the heating,
ventilation and air conditioning, plumbing and
mechanical ventilation units. And Ineo Réseaux
Centre Ouest will build the necessary facilities for the
outer gas and electricity feed to the park.
The work is due to be completed in 2015.
23
AT THE HEART
OF YOUR
AMBITIONS
INDUSTRY
Bruno Nebout
Executive Vice-President,
Nord & Île-de-France Business Unit
In 2013, industrial activity was still weak,
down 0.6 % for the entire sector (according
to INSEE, September 2013) and 20% below
its pre-2007 levels in general. In this very
difficult environment, there was a tendency
in France for industrial activities to be put
on hold or relocated.
As a response to this situation, Cofely Ineo
took action to support renewed industrial
momentum by offering operational and
sustainable solutions to boost the reliability
and optimisation of processes and energy
performance. This drew on know-how ranging
over all industrial sectors and benefitted from
operational synergies between Cofely Endel,
Cofely Axima and the GDF SUEZ Group.
cofelyineo-gdfsuez.com
AEROSPACE
Supporting the ramp-up
of the A350
With first deliveries scheduled for late 2014, the
A350 long-haul airliner is in full launch phase. Most
of the industrial work is now focused on effectively
ramping up the assembly line. Ineo Midi-PyrénéesLanguedoc-Roussillon has been selected by Airbus
to design and build the signalling and security
systems for the assembly platforms. This confirms
NUCLEAR
A robust
skills base
The safety of the French Atomic and Alternative Energy
Commission’s employees and the sustainable operation
of its highly sensitive facilities are top priorities for
this major global player in research, development
and innovation. It therefore applies an extremely strict
maintenance and prevention policy on its sites.
Ineo Aquitaine was contracted again to maintain
the electrical installations and devices for three of
Commission’s units: the Aquitaine Scientific & Technical
Studies Centre, the Laser MegaJoule and the Outdoor
Exploration Field, which alone covers an area of
950 hectares.
Cofely Ineo’s expertise in this type of joint solution
aimed at improving working conditions and operator
safety, and making work stations intrusion-proof.
The overall goal, of course, is to protect, secure and
inform via a new network of information screens.
CHEMISTRY
Targeting energy
performance
At the Jarrie (Isère) site classified Seveso 2 and
specialised in manufacturing peroxide and chlorine
and its derivatives, the chemical supplier Arkema
has entrusted Ineo Rhône-Alpes Auvergne with
optimizing all of its electrical and instrumentation
installations.
Whether dealing with high or low voltage
instrumentation equipment or control systems,
Ineo Rhône-Alpes Auvergne operates at the heart
of energy performance in closest compliance with
environmental and safety rules for this site, which is
today Arkema’s largest hydrogen peroxide production
unit.
ENVIRONMENT
Recycling waste
ENERGY
New gas highways
To boost capacity for transporting natural gas and
securing gas supply in France and Europe, a new
energy "highway" has been developed by GRTgaz,
a subsidiary of the GDF SUEZ Group to transport
gas from the Dunkirk LNG terminal (now being
completed) to the new Pitgam (Nord) and Cuvilly
(Oise) interconnection stations. In this new system,
the extension of the Pitgam compressor station is
strategic because it is stands at the hub of the global
system designed by GRTgaz.
Ineo Normandie is in charge of the research,
instrumentation and overall supervision, while the
electrical installations have been entrusted to Ineo
Nord Picardie and the automation to Ineo Tinea.
Delivery is due in 2015.
The Bil Ta Garbi authority in charge of solid waste
management in the Basque Country has entrusted
Urbaser Environnement (a subsidiary of the Groupe
Urbaser, a leader in waste collection and treatment in
Spain) with creating of a new sorting and waste recovery
centre in Bayonne. This HQE (high environmental quality)
site, to be named Canopia, will process 80,000 tonnes
of waste a year, producing 30,000 tonnes of compost
and 25 MW of energy. Cofely Ineo, Cofely Axima and
Cofely Endel will be responsible for all of the contract’s
technical developments. Ineo Aquitaine is in charge of
the high and low voltage electrical installations, the high
voltage equipment, the fire and gas detection systems,
the automation of the waste sorting process, and their
composting and biogas production.
SANITATION
Supervision for sustainability
Ineo Industries Services et Infrastructures is
renovating the electricity grid for the sewage plant
belonging to the Syndicat Interdépartemental
d’Assainissement de l'Agglomération Parisienne
(SIAAP - Paris area sewage authority) at the Valenton
site.
This station is critical to SIAPP’s sanitation system
and treats 600,000 m3 of wastewater every day.
In addition to working on the high voltage distribution
grid, Ineo Industries Services et Infrastructures is
introducing a remote control monitoring system for
this facility, which will generate significant savings in
energy consumption.
It will come into service in 2015.
25
AT THE HEART
OF YOUR
AMBITIONS
DEFENCE &
SECURITY
Philippe Rassat
Executive Vice-President, Systems
& Communications Business Unit
Cofely Ineo is unique in being both industrial
prime contractor and service operator in
addressing the requirements for France’s
defence and security objectives.
This very special culture that goes back to the
origins of the company enables Cofely Ineo
to act as a committed partner with its own
dynamic in public and private concerns, able
in a still difficult market to provide alternative
and innovative solutions that are best able to
meet the operational needs of defence and
homeland security forces.
SECURITY
Optimising radars
Since February 2013, Ineo Infracom has been
managing jointly with Satelec, the contract lead, the
maintenance of all automated speed control devices
in France and overseas territories.
Ineo Infracom is in charge of preventive, corrective
and developmental maintenance for different types of
radar in the southern half of France, covering nearly
cofelyineo-gdfsuez.com
1,600 facilities, using a response team located at the
National Processing Centre of the Interior Ministry in
Rennes.
Cofely Ineo is therefore broadening its reputation as
a major player in road management.
NATIONAL POLICE
Uniforms
in large numbers
125,000 members of the French police are now
outfitted by Cofely Ineo as part of a consortium
involving two French specialist textile companies
belonging to the Marck Group - Balsan and VTN. Ineo
Support Global was able to persuade the Ministry of
the Interior of its expertise in this type of outsourcing
services contract by highlighting its experience with
ORRMA and underlining Cofely Ineo’s capacity in
large-scale industrial engineering and high-quality
supplier relationship management. The Ministry
therefore benefits from the combined power of a
large corporate and the agility of a network of twenty
or so SMEs in the textile industry capable of adapting
and innovating to meet the demanding service level
agreements in terms of product quality, availability
and delivery deadlines. Cofely Ineo’s solutions will
support this four-year outsourcing contract for a
total of 1.2 million articles per year to be delivered to
700 distribution points throughout France.
DEFENCE
Monitoring missile
launches
On behalf of MBDA France, the European leader in
designing and manufacturing missiles and related
systems, Ineo Défense is producing dozens of
missile launch monitoring shelters. These mobile
units for monitoring and supervising the launching
of surface-to-air missiles will be incorporated into
the weapons systems produced by MBDA and
installed on military vehicles. To meet operability
specifications, this equipment will have to withstand
extreme temperatures, mechanical transport (air,
road, and track) and radar pulses.
27
AT THE HEART
OF YOUR
AMBITIONS
ENERGY
INFRASTRUCTURE
Jean-Luc Figuereo
Executive Vice-President,
Power Business Unit
Today, energy infrastructure has become the
backbone of the global economy. By 2020,
Europe aims to strengthen its security of
supply, as well as incorporate renewable
energy, increase energy efficiency and enable
consumers to benefit from new technologies
and use energy intelligently.
Cofely Ineo is encouraging the interconnection
and reliability of now-intelligent energy
networks by supporting efficient, competitive
business solutions such as smart grids that
can help it become a player in the market for
energy consumption and production.
ELECTRICITY TRANSMISSION
More reliable, performing better
To strengthen and modernise the electricity grid in
Moselle and Meurthe-et-Moselle, Électricité Réseau
Distribution France has entrusted Ineo Infracom with
rolling out nearly 60 kilometres of high voltage and
low voltage lines, both overhead and underground,
and some twenty transformers. The overhead work
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is being carried out by technicians certified as
Overhead/Underground Network Fitters who are
qualified in Work Safety.
RENEWABLE ENERGY
Supporting
new energy sources
As a builder of wind farm infrastructure, Cofely Ineo
actively contributes to the development of new
production capacity for renewable energy. With
more than 1,000 MW of installed capacity and a
track record of 50 wind farms, Cofely Ineo relies on
the skills of its own people, its subsidiaries and its
dedicated workshops to deliver reliable, efficient and
innovative solutions.
This is why EDF Énergies Nouvelles has entrusted
Ineo Midi- Pyrenees Languedoc-Roussillon to
construct six new wind farms in the north of France.
CRISIS MANAGEMENT
Encouraging
interconnections
Ineo E&S has developed the "Phoen'IX" solution for
the Réseau de Transport d' Électricité de France
with the aim of providing fast and secure internal
communications between eight dispatch centres.
For Cofely Ineo, the goal is to promote Open Source
software solutions that are tailored to the business
needs of users, and above all more competitive
than proprietary solutions available under license.
The "Phoen'IX" system provides enhanced availability
and continuity even in the event of a major network
outage.
29
AT THE HEART
OF YOUR
AMBITIONS
TELECOM
INFRASTRUCTURES
Patrick Zmirou
Executive Vice-President,
Grand-Est Business Unit
"The major challenge facing us in the digital
development of rural areas and the services
associated with it is to ensure quality
networks, especially when it comes to rolling
out infrastructure for very high-speed lines.
This telecom challenge is crucial to meeting
tomorrow’s requirements, and involves a
keen awareness of IT risks and the security
of sensitive data.
Cofely Ineo supports each customer in
achieving the global ambition of "digital
for everyone" which not only means
technology, innovation and security but
also the attractiveness of a given region of
the country.
Due to its high level of technology expertise
and knowhow, the company is a major
player in telecom infrastructure.
cofelyineo-gdfsuez.com
COMMUNICATION
GSM for railways
To remedy the grey area of railway tunnels,
TéléDiffusion of France has entrusted Ineo Infracom
to provide GSM-R coverage in 42 tunnels across
France. GSM-R (R for Railways) is a wireless
communication standard based on GSM and
developed specifically for railway communication.
Ineo Infracom teams have already equipped tunnels
with fibre and installed repeaters inside them.
More than fifty employees have been at work on this
operation, from Perpignan to Rouen, via Limoges and
Lyon.
HOMELAND SECURITY
Upgrading for
greater security
The French Interior Ministry has chosen the consortium
formed by Cassidian (EADS, now Airbus Defense &
Space), AVIAT (equipment supplier) and Cofely Ineo
to upgrade and secure telecommunications between
the Ministry and more than 600 local sites. This
involves acquiring, integrating and maintaining radio
equipment for the INPT network (Common National
Transmission Infrastructure) in mainland France
and Corsica. The challenge for Cofely Ineo is to roll
out a wireless network that replaces the traditional
cabled network and ensure that it functions optimally.
The INPT network plays a key role in supporting
communications for the National Police, Fire Brigades
and Civil Defence forces.
INFORMATION SYSTEMS
Coordinating international challenges
After deploying a telecommunications network linking
major airports in thirteen countries in South America
for the International Civil Aviation Organization in
2002, Ineo E&S has been contracted again by the
same organisation to renovate this international
facility based on 16 satellite-linked stations.
Ineo E&S is relying on its Brazilian subsidiary
Telca2000 for this strategic operation.
31
AT THE HEART
OF YOUR
AMBITIONS
TRANSPORT
INFRASTRUCTURE
Jean-Luc Figuereo
Executive Vice-President,
Power Business Unit
Transport infrastructure enables the free
circulation of people and goods.
It plays a key role in achieving greater
integration and stands at the heart of the
grand ambitions of governments and society
for a more virtuous future.
Cofely Ineo addresses this need for mobility
and the quest for wellbeing by helping to
make various means of transport more
efficient, faster, safer, and more comfortable.
For Cofely Ineo, the goal is to innovate with
more flexible solutions that enable everyone
to experience transport as a seamless,
interoperable whole.
cofelyineo-gdfsuez.com
BUSES AND TRAMS
Orléans gets more flexible
The 220 buses and two tram lines in the city of
Orléans now carry more than 105,000 passengers
a day.
In light of this clear indication of the popularity of this
transport network, the momentum can be further
developed by providing a complete information
system.
Orléans has therefore chosen Ineo Systrans, Ineo
Infracom and Ineo Réseaux Centre to design and
equip the entire Orléans transport network with a
Passenger Information System. This facility will also
give users an automatic price reduction in case of
pollution peaks to encourage people to take public
transport, as well as priority "Kidnapping Alert" on
the screens for calls for witnesses.
HIGH SPEED RAIL LINES
Morocco by train
The Moroccan railway authority has contracted
the Ansaldo STS France-Cofely Ineo consortium
to design and implement the railway signalling,
telecommunications and centralized control unit
for the future high-speed rail line linking Tangier
to Kenitra. Cofely Ineo will install equipment on the
line and ensure the electrical power. Local industrial
partnerships will be signed to transfer know-how and
develop job skills needed in the high speed rail sector
in a country where expanding transport is key to its
growth strategy.
This LGV Maroc project extends Cofely Ineo’s
involvement in high-speed rail by leveraging the
experience gained on the LGV Tours -Bordeaux
project still in progress. Ineo Rail and Ineo Lum have
managed to showcase their expertise by offering
a model of sustainable, structured international
development inspired by its France-based model.
TRAMS
Algeria’s first tramway
Led by Ineo Rail, Ineo UTS, Ineo Scle Ferroviaire,
Ineo Systrans and Ineo Energy Export have pooled
their expertise to participate alongside the Turkish
company Yapi Merkezi in building the first Sidi Bel
Abbès tram line. With 18 kilometres of track and
26 stations, this tramway is due to go into service
in 2016. Cofely Ineo is involved in all of the tram
systems, with Ineo Rail as the contract lead
providing supervision and technical management
for the project. Ineo Scle Ferroviaire is installing
the overhead contact line; Ineo UTS is setting up
the electric power and railway signalling systems;
Ineo Systrans is developing the Passenger
Information and Communication system; and
Ineo Energy Export is building the line’s 60/20 KV
high voltage substation. This contract further
strenghtens Cofely Ineo’s positioning as a global
integrator for transport infrastructure solutions.
33
AT THE HEART
OF YOUR
AMBITIONS
CITIES &
RURAL AREAS
Now that the third – digital - industrial revolution
is underway, both urban and rural areas are
engaged in rolling out smart, connected life
style services that combine sustainability with
economic and social dynamics. Cofely Ineo
is a key stakeholder in addressing this major
challenge of providing innovative service
solutions for everyone.
Cofely Ineo supports the development of
urban and rural areas towards a better quality
of communal life by focusing on civic ecomobility through increasingly energy-efficient
urban services and providing greater security
for people while enhancing and protecting
the heritage.
Improving the quality and efficiency of public lighting is a
major step on the way towards towns and cities that are
more agreeable to live in. Cofely Ineo helps lower the energy
bill for municipalities and reduce their carbon footprint while
promoting their quality of life and public image. It also helps
to fortify a sense of security and enhance the visual comfort
of its inhabitants and visitors. Lighting up cities is a cultural
and touristic challenge that makes them more attractive
and improves their economies. In 2013, Cofely Ineo worked
with the towns and cities of Avignon, Aix-en-Provence,
Cannes, Courchevel, Dreux, Grasse, Hazebrouck, Lille,
Lomme, Hellemmes,…
Preserving and improving the safety and well-being of
inhabitants is a natural policy target for urban authorities.
Cofely Ineo develops solutions for video surveillance
and information systems that monitor in real-time both
everyday safety touch-points (traffic, road accidents,
protection of areas and private or public infrastructure)
and major risks. This involves being able to inform or
alert the population while making it easier for civilian
security forces to intervene. In 2013, Cofely Ineo rolled
out solutions of this type in the towns of Bourbonneles-Bains, Manosque, Noisy-le-Grand, Pont-à-Mousson,
Puteaux, and Saint-Maur among others. Today, more
than 600 cities in France use video surveillance installed
by Cofely Ineo.
cofelyineo-gdfsuez.com
ATTRACTIVE
CITIES
SAFER
CITIES
Universal access to broadband is a major challenge
for local development and should enhance the
attractiveness and economic vitality of rural areas.
Drawing on its expertise in high and very high speed
networks, Cofely Ineo can develop and manage the
digital planning for these parts of the country.
Cofely Ineo’s technology know-how and experience of
road works makes it possible to sustainably manage
and optimise residential areas, business parks and
public buildings. In 2013, Cofely Ineo provided such
services to the départements of the Cote-d'Or and
Mayenne, and the broader agglomeration of Grand Dax.
CONNECTED
CITIES
Regions, cities and municipalities are determined to
engage in concrete actions to sustainably develop their
constituencies. Cofely Ineo promotes the growth of
mobility solutions through innovations such as “electromobility”. These solutions will enable users to make
the most of practical information for their transport
requirements.
Take the Poitou –Charentes region: Cofely Ineo already
operates the Mobilivolt car-sharing service and has
completed the installation and now supports the
operation, management, maintenance and supervision
of the charging grid for the REGIONLIB electric-vehicle
car-sharing service. The goal is to make PoitouCharentes the first region of France to offer a single
car-sharing system.
A "SMART"
CITY
Where the living is easy
FLUID
CITIES
35
AT THE HEART
OF YOUR
AMBITIONS
OUR VALUES
RESPECT
Respect links all our values together as the basis for mutual responsibility.
A value that creates a sense of trust and drives the success of our relations with our employees,
customers, partners, suppliers and the community as a whole.
COMMITMENT
Commitment expresses our dedication to expertise and innovation for our customers, to meeting
our obligations, and the attention we must pay to everyone in our company.
ENTHUSIASM
As the key to our openness, Enthusiasm gives us a passion for excellence and for moving forward
together, animated by the same collective vitality.
SOLIDARITY
Solidarity is a pledge of our internal unity, our capacity for team work, for sharing, supporting and
discussing together. It underwrites our commitment to all our social and civic actions.
CREATIVITY
Individual creativity unleashes the innovative capacity of our entire company. Due to its dynamism and
flexibility, creative thinking opens up new futures for all our activities.
because we want ineo to operate at the heart of
people's lives
Guy Lacroix
Cofely Ineo's Chairman and CEO
cofelyineo-gdfsuez.com
Immeuble "Le Voltaire"
1, Place des Degrés
92059 Paris La Défense - France
Tel : +33 (0)1 57 60 42 00
Fax : +33 (0)1 57 60 42 01
cofelyineo-gdfsuez.com