Same observation for gas storage activities

A symbol. GDF Suez is abandon strict equity of management between the men of France gas and Suez implementation in the merger. A new phase in the existence of the energy giant, born July 22, 2008, after two and a half years of negotiations marathons. At the time, GDF Suez had set up an organization chart who met a perfect balance between from leaders of the two companies. Its head, a tandem consisting of Gérard Mestrallet and Jean-François Cirelli, while finance, human resources or the strategy, they are also duets of managers from Suez and gas of France who took orders.Today, this model is gradually abandoned. Last week, a number of deputy leaders have changed positions in favour of a reorganization of the energy Europe & International Branch. This strategic entity (40 of the investments of the Group) has to adopt a matrix organization and develop cross-cutting functions entrusted to officials from Headquarters, such as Didier Sire or Marc Pannier. Former Financial Director of SFM, Stéphane Brimont, takes, the operational direction of the Pole Europe.

With this reorganization, GDF Suez is a double blow. The group first clarifies the distribution of responsibilities at the headquarters, reducing the number of assistants "oversized" previously in charge of the service in their society of origin. The same process had taken place in Total at the end of its merger with Elf, with the gradual disappearance of the "tandems of numbers one."

GDF Suez also takes a new step in integration by aligning the energy Europe & International Branch on the General model. This branch had so far retained a type holding company Suez from governance model. It was remained organized into three independent geographic divisions, which favoured the existence of local baronies as Electrabel. The creation of cross-cutting functions will allow to develop synergies and to dilute the weight of the Belgian energy company, long considered a "State within the State" with Suez.

Eventually, other reorganizations appear probable, for example in the trading. The Group today is the business of trading in the markets for gas, electricity or oil through Gaselys, a joint venture mounted in 2001 by gas of France and the General society, but also via the pole trading and portfolio management of Electrabel, a subsidiary of Suez. A reconciliation or at least a clear division of responsibilities between the two entities remain to be implemented. A grouping in one branch of the France and the international LNG terminals could also go in the direction of history. Same observation for gas storage activities. Energy services, GDF Suez must finally realize the merger of Elyo and Cofathec, announced in March, at the local level. It is to rationalize the network of agencies and to establish a common information system in 2010.

Different cultures

So far, nothing does press. GDF Suez confronts not crisis in the automobile, the merger takes place smoothly and duplicates between Suez and gas of France are very numerous. The issue is rather at the level of men and their ability to work together. "It is marry a culture once more oral, more reactive and more intuitive entrepreneur outcome of Suez with a cult of the writing, the technique and the typical severity of gas of France", says a consultant.

If for some, the elders of Suez took power, this opinion is not unanimous. Directions historical trades of gas of France remain in effect in the hands of the elders of the society. However, many consider the ex-Suez more comfortable with this new environment. "The battles in the past has made most experienced", believes a good connoisseur of society. To gather together and others, GDF Suez has implemented a European Works Council. The Group has created forums and conducted a survey of employees to define common values. Four terms have emerged at the end of the operation: the requirement, the commitment, daring and cohesion.