A specific business development process
Presented by SUEZ Energy International
CONTEXT
Evolving on the international natural gas and electricity markets, SUEZ Energy International (SEI) conducts numerous projects worth several hundred million euros. These are proving increasingly complex and are conceived over the very long term in a highly competitive market. As the projects are developed at the local level, there is a need to ensure effective coordination with SEI HQ. In order to ensure high-quality project development and evaluation, it seemed appropriate to put in place a clear and effective governance model.
INNOVATION
SEI has worked out a project development organisation procedure. Project development is now structured into a number of steps involving analysis, orientation and approval by the SEI andSUEZ decision-making bodies. Moreover, the procedure provides for the production of standardised documents which enable assessment of a project's strategic interest, risk profile, profitability, sustainability and other criteria. This procedure stipulates the decentralisation of development activities, increased responsibility for local teams, multidisciplinary organisation, knowledge management and quality assurance procedures throughout the process.
RESULTS
This method of project development governance has been in effect since the beginning of 2006. It has already enabled a dozen projects to be managed, representing an annual increase in turnover of 10% and a 12% increase in gross operating profit. It respects the requirements of sustainable development by limiting the environmental impact of projects, using local staff and so on. This project development model, which will soon be applied in SUEZ Energy Europe, could be implemented in other Group business lines.
