LE FIGARO. – In March, you have confirmed your strategic plan. You present today a major restructuring program. What happened a few months?
Antoine Frérot. – We must accelerate the transformation of Veolia to a new model. Circumstances require. Our strategy has not changed in three months: we want to regain profitable growth. To achieve this, we must be more selective by focusing on industries and geographies well chosen rather than spread ourselves too thin, and generate an ability to maneuver by selling assets less attractive and reducing costs. The first results are there, but insufficient, he must go further and faster. The world has changed since January. Problems related to the financial structure of local government and sovereign debt of countries of southern Europe have worsened.They depress the economy and weigh on the purchasing power. Among the consequences, the pressure on the prices of water contracts in France is increasing. Moreover, the tensions in North Africa have had an impact on our business.
How will formalize this acceleration of the reorganization?
We operate in 77 countries and carries 79% of Veolia's sales in eight of them. We decided to give some to focus on 40 countries. In many countries, we carry less than 30 million euros in turnover. We will leave less than 10% of our business. Veolia is a global, but it is not intended to be present in every country in the world. We will leave some countries of southern Europe and northern Africa, and dispose of marginal activities.The dispersion of administrative costs and control excessive.
The group did he not been arrogant in its expansion?
Between 2003 and 2007, strong global growth has been the opportunity to expand into new countries. Central Europe and Asia, we did not know it would work so well. Other activities are less well developed. Only those who do not take risks do not make mistakes.After this expansion phase, we are in a phase of digestion and concentration, although there are also some great opportunities for profitable growth in a difficult period, provided to be extremely rigorous in their selection.
What are your priorities?
We want to develop expertise on rare occasions when the demand and profitability are strong in areas where our critical mass allows us to increase our business without additional structure. These include, for example, combined heat Poland, waste treatment in England and wastewater treatment in Central Europe. By focusing on what we know how and know less than our competitors do, we will maintain strong profitability.I would add that we want to develop our own, without additional debt.
Do you think the executive committee now has the same vision of the company. This was not the case before?
In new era, new team. With the pressure on prices, our cost reductions are insufficient. We must go further, which is difficult without changing the organization. Management must be mobilized to achieve our goals: to remove a layer in the organization, change the map of our business units and restructure our seats. This acceleration of the implementation of our strategy is the next step. Veolia must be more than ever in battle.
What is the impact of your savings plan in France?
In France, where we make 39% of our business, we must strengthen our management. Our seats are too numerous and sometimes redundant, they must reduce.We will also review the organization of our teams in our division for water efficiency.
Could you get a capital of Dalkia?
It depends on the strategy of our partner. My feeling is that EDF is now the job of energy efficiency.
The transport activity is less profitable than others. Can you speed up your withdrawal from this sector?
We already share this activity with a partner, CDC, and the proposed initial public offering is to provide the means for its development without mobilizing financing of the group.
All these measures are not they also a way to settle the age Proglio?
No. They have one goal: preparing the future of Veolia.
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