Artelia, 2008-2012, the history of a successful merger
In June 2008, the Executive Committees of 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.
A notable feature of 2014 was the introduction of a new system of governance with the arrival in early January of Benoît Clocheret as the group’s CEO.
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 in the field of building construction.
In 2006, Coteba acquired the construction engineering activities of the Thalès group. Coteba thus became a strong player in transportation and infrastructure engineering and boosted its skills in the area of complex industrial buildings.
In October 2007, following a second LMBO, the company became fully owned by its managers and employees. Its international expansion continued in Latin America, South Africa and Canada in particular. Coteba began providing EPC and turnkey contract services and also making inroads into the PPP market in the building construction sector.
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 staff, which exceeded 1200 in 2010.|