We design infrastructure and buildings that are ever smarter, more resilient and environmentally friendly to improve quality of life.
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The coronavirus crisis hit the entire global economy hard, but the multiple stimulus plans offer a genuine opportunity to build back differently all around the world, in particular by furthering the low-carbon transition.
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To achieve its growth, Egis can count on the commitment of its 16,000 employees who, in their significant diversity, all stand out through their career journeys, motivation and talent. Pulling together behind shared values, the men and women at Egis fully express their know-how, enhance their knowledge, and make their contribution to exciting projects which give meaning to their job.
Egis has designated the fight against climate change a priority in its business strategy. With the goal of attaining carbon neutrality in 2050, Egis develops an engineering and operation service range which effectively addresses the challenges of the climate emergency through physical assets and infrastructure that produce less carbon and care more for biodiversity.
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Following several years of sustained growth, Egis’ aim is now to acquire a position as a leading player, in terms of market share and reputation, in all its target zones. This will be an additional asset to support our current position in the management of large, complex projects. This means reaching critical mass in each of these regions, which, taken all together, will result in a doubling of the group’s turnover in the next 5 years.
Asia is the geographic zone that harbours the strongest growth potential for the Group’s business. This dynamism is founded upon three strategic priorities:
To meet the challenges of climate change, Egis pursues an ambitious strategy by assuming a key position on low carbon energy, with growth in its nuclear power business and the ambition of becoming a leader in the renewable energy sector. In particular, offshore marine wind power, hydroelectricity and biomass offer significant growth potential.
The mobility and urban services markets are recording extremely high growth rates around the world, driven by the acceleration in urbanisation, decentralisation, automation and digitalisation. These underlying trends bring with them an array of new needs: a global vision of the match between supply and demand (hypervision), smart grids, migration to zero emissions, etc.
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Customer satisfaction is a priority goal for Egis, and is central to how the Group manages its projects. The public health crisis offered an illustration of Egis’ ability to maintain close relations of trust with its clients, reacting quickly to offer new services. This constructive proximity is something that Egis nurtures every day through its presence in more than 100 countries, always close to the ground.
Today, Egis enjoys a reputation of being a leading player in the rail and buildings sectors. In a market undergoing consolidation, it is critically important to play to its strengths.
The crux of Egis’ strategic project therefore capitalises upon its strengths:
Engineering and consulting in rail and buildings
Infrastructure operation, specifically of roads and airports
The Group’s two-pronged business model, which provides balance, makes it unique.
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Egis’ development goals require that the scale of the Group’s offering be bolstered and that it diversify its fields of activity all over the world. Consequently, the Group plans to develop its consulting activities outside France to foster synergies between consulting and engineering. Similarly, notwithstanding the crisis affecting the sector today, the aviation market holds significant growth potential, both in engineering and operation.
To cater to the Group’s increased growth and new ambition, Egis has set itself four key objectives.
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To support our growth ambitions, we need to attract and retain the talent we need for our future, helping them to build their careers and develop their full potential with us. We will amplify our human resources management strategy globally, through concerted Group-wide planning of our production needs, the development of a global talent acquisition strategy, continuous monitoring and adjustment of performance, and increasingly promoting diversity and inclusion.