Strategic management of EDF - Electricité de France (in 2010)

Résumé du document

From production to distribution, Electricite de France (EDF) is one of the world's largest producers of electricity. Its story has naturally propelled the company as a leader on the French market through a monopoly related to nationalization. Indeed, the law of April 8, 1946 regarding the nationalization of electricity and gas created by Electricité de France gave it the status of a “Etablissement Public à caractère Industriel et Commercial” or a “Public establishment with industrial and commercial character “(EPIC). Based on external growth, the purchase or acquisition of shares in European companies, Electricite de France has become a leading power on the European market. This status gives it the mission of managing a public service activity, concerning the efficiency and control of sensitive sectors.
Since its inception, the group has been a resounding success, in fact, at the end of the WW2, Electricite de France benefited from the post-war reconstruction to establish itself in about 90% of French households and thus provide access to electricity powerful enough to operate the small appliances.
In November 2004, EDF sunk into a debt of €40 billion including its pension commitments, financial commitments in Italy and Germany as well as the dismantling of nuclear power stations. The company lost its monopoly; with an Initial Public Offering, EDF was freed from its principle of specialization that gave it the status of a public company, it could thereby develop its commercial activities in relation to its competitors.
With the market opening on July 1, 2007, one might have feared a loss of its leading position on the French market, however, EDF had been able to sustain its position through a strategy of influence and has a fiscal policy based on an investment program of 40 billion Euros. Electricite de France was successfully managed to remain the market leader

Extraits

[...] The management of these ideas is in the heart of these stakes. By listening and giving value to their staff, the direction of EDF expresses its will to start a social action. A study carried out in 2004 by Fleishmann-Hillard/IPSOS shows that 87% of the European employees say “being more faithful to their company if it is citizen”. This engagement must start in the company. The motivation of the personnel is gained in the initiatives of proximity by a different approach of work that was proposed in the past. [...]

[...] = ,66,3 -241,9 .=0,27 Asset utilization ratios indicate how efficient the firm uses its assets. The industry of energy and environment is a heavy industry, where investments are profitable in a long term basis. This explains such low ratios of turnover. In the other hand, we can see that EDF turns over its inventory in a reasonable speed knowing that the industry requires big inventories. As said before the assets are not used very efficiently, but most of EDF assets are plants, and the group is in a growth policy. [...]

[...] It should well be understood that since 2002 the organization of EDF adapted itself to the strategy of internationalization. This new organization, as we saw rests on branches, divisions and subsidiaries. The branches gather divisions which correspond to the whole of the trades: for example we have the trade of commercialization of energies for residential and professional. EDF's Decision What it is necessary to understand is the structure defines the tasks to be achieved. When it's written in Stratégor that: “Chacun est ainsi détenteur d'un territoire et va en défendre les frontières” we do not find at all the sensitivity of the relations at EDF. [...]

[...] Since November 25 he joined EDF as advisor to the president. Denis LEPE is present within the Branch as Secretary of the Executive Committee. As we've seen, Henry PROGLIO surrounded himself in the executive committee with top aides he rubbed at Veolia Environment. The Board of Directors In compliance with the law n 83-675 of July on the democratization of the public sector, and the provisions of Decree-Law of October establishing monitoring financial state of businesses that have appealed to the financial assistance from the State, the Board of Directors of EDF Group is composed of 18 members returned by third directors representing the state, employees or elected by the general meeting of shareholders. [...]

[...] The State: The State is an principal actor of this sector, indeed, he played a crucial role in the opening of the market has competition, by the fact that EDF must ensure the electricity transmission on the national market, but also on the fact that EDF is obliged to sell its electrical production with its cost price. The State plays a big role, indeed, it influences the power of negotiation of the customers, of the suppliers, but also the threats of new entrants or substitute products by incentives have the investment. The State distorts the freeness of the market. [...]