Consultancy services for hydropower, dams, wind and solar energy, power transmission, pumping stations, river engineering, hydraulic laboratory tests, urban and industrial hydraulics, port and coastal engineering and environmental engineering, assistance to BOT and turnkey projects. Artelia is the result of a merger between Coteba and Sogreah, finalised on 30 March 2010. Artelia`s goal is to build a leading European engineering firm able to offer its clients in the public and private sectors an original approach to engineering, project management and consultancy that meets the expectations of a fast-changing world. Artelia conducts its assignments in nine areas of expertise: building construction, water, environment, energy, maritime, urban development, transportation, industrial facilities and multi-site projects.
- Business Type:
- Engineering service provider
- Industry Type:
- Water and Wastewater - Water Consulting and Engineering
- Market Focus:
- Globally (various continents)
This company also provides solutions for other industrial applications.
Please, visit the following links for more info:
Artelia is the result of a merger between Coteba and Sogreah, finalised on 30 March 2010.
Artelia's goal is to build a leading European engineering firm able to offer its clients in the public and private sectors an original approach to engineering, project management and consultancy that meets the expectations of a fast-changing world. Artelia conducts its assignments in nine areas of expertise: building construction, water, environment, energy, maritime, urban development, transportation, industrial facilities and multi-site projects.
Artelia, a leader in project management and engineering
Artelia draws on its invaluable human capital and makes its human resources a fundamental value and a priority in terms of investment. The Artelia project is drawing in new talent, and 2800 associates are now deploying the group’s skills throughout the world.
Artelia offers a range of business lines and activity sectors that complement each other perfectly. This broad range of services incorporating all the know-how that can be harnessed within Artelia meets the expectations of numerous clients.
Artelia relies on highly complementary networks of offices across France and around the world, placing it in close contact with its clients in nearly 100 locations.
Artelia benefits from an extremely healthy financial situation and significant capacity to invest and grow. Artelia once again improved its performance in 2011, enabling it to strengthen its position as a focal point for engineering.
Lastly, Artelia’s teams share a common set of values and the same professional ethics. These form the basis for Artelia’s strong commitment to its social and environmental responsibilities in the performance of its assignments.
Artelia, 2008-2012, the history of a successful merger
In June 2008, the management teams of Coteba and Sogreah began considering the possibility of merging the two companies in order to achieve their goals more rapidly. In December 2008, the Boards of Management of the two groups voted unanimously in favour of a project to merge on an equal-partner basis. In October 2009, Alain Bentéjac, Chairman of Coteba, and Jacques Gaillard, Chairman of Sogreah, signed a memorandum of agreement setting out the various stages of the merger. In March 2010, Coteba and Sogreah became fully-owned subsidiaries of a holding company that took the name Artelia. On 1 January 2011, an operational organisation based around four major activity sectors made the merger a reality. On 1 January 2012, the introduction of a legal organization corresponding to its operational organization confirmed the group’s integration under the Artelia banner.
The heritage of two brilliant histories
Coteba was founded in 1961 and grew within the Générale des Eaux group (which later became Vivendi and then Veolia). Before adding engineering to its activities through external and organic growth, Coteba began by promoting the development of a new activity in France: that of project management applied to construction.
In September 2003, by which time it had become a subsidiary of Nexity, Coteba gained its independence through a first LMBO (Leverage Management Buy Out). The group’s management now held most of its capital, in association with two financial institutions. This independence allowed the company to diversify its client base, develop new types of original contract (multi-site and multi-country projects) for major international clients. These multi-site contracts enabled the group to deploy its activities progressively in most European countries and then in a few flagship countries outside Europe.
In 2006, Coteba acquired the construction engineering activities of the Thalès group. Coteba thus became a strong player in transport and infrastructure engineering and boosted its skills in the area of complex industrial buildings.
In October 2007, following a second LMBO, the company’s entire capital came into the hands of its managers and employees. Its international expansion continued in Latin America, South Africa and Canada in particular. Coteba began providing turnkey contract services and also began making inroads into the PPP market in the building construction sector.
Sogreah was created in 1955 when a limited company was formed from the group of design and testing laboratories that turbine manufacturer Neyrpic had operated in Grenoble since the early 20th century. When it was founded, Sogreah already had nearly a half-century’s experience in the design of hydraulic development schemes, hydropower facilities in particular.
Over the next forty years, Sogreah became part of the Alsthom and then Alcatel-Alsthom groups, expanding its experience and know-how by designing and managing the construction of thousands of projects in over 200 countries in the water, energy, environmental, maritime, industrial and urban development sectors. A sustained research and innovation policy and the strengthening of its original dual role as both consulting engineer and European hydraulics institute also helped to forge the company’s image.
In 1998, Sogreah became independent through an LMBO initiated by the management team and subsequently expanded to include its executives and employees. As a result of this change in ownership, the company experienced very rapid growth as its network of offices spread throughout France and internationally. Sogreah has since tripled its turnover and workforce, which exceeded 1200 in 2010.
Artelia is aiming for regular, sustained growth in order to both meet the changing requirements of its clients and foster the professional development of its associates.
- Basing our independence on our employee shareholder plan.
- Building a truly international network.
- Attracting talent in all fields, from all educational backgrounds and cultures.
- Pursuing a determined policy of research, development and innovation.
- Developing both the capacity to handle major infrastructure projects and expertise as multi-specialists in specific niche areas where we are recognised leaders.
- Being sought after for assignments that are complex on account of the issues involved, their size or content and being preferred on account of the quality of our services for more ordinary assignments.
- Strengthening our range of services for major domestic and international clients.
- In certain cases, committing ourselves along with our clients in the context of turnkey operations and PPPs, with transparent risk management.
- Developing our services in new sectors of activity, adopting the same approach based on strong niche skills.