Engie - People Flashcards
To get to know the people in Engie and be able to leverage contacts (6 cards)
Graham Evill (EhVal)
Facilities management
Did deal with Computer Associates.
Nice guy. Been around awhile. Part of various bids one of them with down computer associates.
Selling people who look after air-conditioning, high-voltage, testing the air-conditioning, changing the lightbulbs every few weeks.
The technology is the future and will take away some of the manual.
Persons name
Key points about them
What they doing the job any significant deals they have done.
Key points about their personal life, children, family, where they like to holiday, hobbies
Isabelle Kocher - Engie CEO
She has 5 children
She joined the Suez company in 2002 and held functional and operational positions. She was running its French water operations when it became GDF Suez in 2008. Kocher was then elevated to finance director and operations director.[1]
She was appointed in 2011 as chief financial officer of GDF Suez. Between October 2014 and April 2016, she served as deputy CEO and chief operating officer. On May 3, 2016, she was appointed CEO of Engie, replacing Gérard Mestrallet.[2][3][4] She became the only woman CEO in the CAC 40 index.[5]
Head of Engie
Since assuming her position as CEO, Kocher has clarified and redefined Engie’s strategy, and undertook major transformations to position Engie as “a forerunner” and “a major player” on the energy market for the decades to come.[6][1] Kocher stated that as a world leading energy player, Engie had to “take its responsibility” against climate change and consider it not as a threat, but as a lever for radical change. She believes the sector must face a revolution in order to meet the challenge and move towards a world that is decarbonised, partly decentralised and digitalised [1] and where energy is available to all, including developing countries.[7]
Isabelle Kocher - Engie CEO’s Strategy
Since assuming her position as CEO, Kocher has clarified and redefined Engie’s strategy, and undertook major transformations to position Engie as “a forerunner” and “a major player” on the energy market for the decades to come.[6][1] Kocher stated that as a world leading energy player, Engie had to “take its responsibility” against climate change and consider it not as a threat, but as a lever for radical change. She believes the sector must face a revolution in order to meet the challenge and move towards a world that is decarbonised, partly decentralised and digitalised [1] and where energy is available to all, including developing countries.[7]
To align the company with her vision, Kocher undertook the following initiatives:
restructuring the group and reducing layers of management to make Engie more agile, and its staff more autonomous. To ensure this goal, Engie also invested €300 million into a transformation plan to improve employee training.[6][1]
selling 20% of the company’s assets worth 15 billion euros, especially in coal power; and reinvesting the proceeds into renewable energy, such as wind and solar, and expanding into decentralised power, including localised renewable power plants.[1]
by planning to invest €1.5 billion in digital and various innovative technologies by the end of 2018.[6]
Open-innovation and digital technologies are vital to Engie’s transition, as digitization must enable the management of local renewable energy stocks through intelligent networks.[8]
To further encourage the focus of diversification at Engie, Isabelle Kocher made a priority of increasing the diversity of its personnel teams. She is making Engie more international in its makeup, and set a target of ensuring at least a quarter of Engie executives were women and 35% of high-potential staff were female.[6][1]
In 2019, after having invested €15 billion in new activities, Isabelle Kocher announces the definitive exit of coal activities and a new strategic plan for the years 2019-2021. Her plan is to specialize in high value-added services and in renewable energies. She plans to invest another €12 billion in these activities, partly financed by the sale of €6 billion assets (including the last coal plants).
She also announces her intention to leave 20 of the 70 countries where Engie is active, and focus the group’s activities on 20 countries and 30 metropolitan areas, mainly in Southeast Asia and Africa.
Colin Macpherson
Chief Development Officer
Roughly age 54. Long-term in roles.
Only been Chief Development Officer for 2 months! July 2019…
3 years at Engie.
lots of roles as business development officer/Commercial director
13 years at Carillion. was a major international support services group focused on infrastructure and property services
James Spires
He was involved somehow with ‘Extensive track record in large scale public and private outsourcing and transformation projects which include projects such as the London 2012 Olympics.’
Obviously very executive, wants to climb the tree you can tell by the way he dresses and his write-up on LinkedIn. Although it is badly written.The way he emailed me very short and sharp, almost dismissive.
wants people to think he is Material for senior exec. Never let his guard down.
On his only recommendation said sense of humour so maybe he has a fun side.
He is about 36/37 years old
