Strategical watch and risk management applied to the company:

1. IDI Laure Hammerer Marta Kubicka Charles FrémondRodolpheCarpentier Benoit RojareClémentHochart RémiOlivari Strategical watch and risk management applied to the company:

2. Presentation content • Alstom’s presentation • Customer intelligence • Competition monitoring • Technological watch • Risk management at a project level • SWOT Analysis • Recommendations and conclusion

3. Alstom‘spresentation • Alstom, a world leader in transport and energy infrastructure • Present in 70 countries • Sales : €18.7 billion • More than 80,000 employees • Power • N° 1... in hydro • N° 1... in conventional islands for nuclear power plants • N° 1... in environmental control systems • Transport • N° 1... in very high speed trains and high speed trains • N° 2... in metros and tramways, suburban and regional trains, signalling, infrastructure equipment and all associated services

4. Alstom Power Energy

5. Customer Intelligence

6. Customer intelligence (1/3) Companywithgeneration need ElectricityGeneration Company State-owned Independant Power Producer (IPP): Holding and JV Aluminium and steel production, food and beverage, oil and gas

7. Customer Intelligence (2/3): examples • Eskom: Public South African. 80 years. Local production of components. 6 steam turbines and generators for 1,3 billion euros in feb 2008 • EDF:Public. Coal fired for FIGLEC in China, subsidiary of EDF International. 2x 360 MW. • RWE npower: British Holding company. 1B€ for 2000 MW turnkeygas power plant in april 2009 • Sohar Aluminium Holding Company: Oman • 1000 MW gas-fired power plant in 2008 • Conception, construction and installation for 425 M€

8. 350 Steam Plant 300 Coal boom GT Plant 250 Nuclear Hydro 200 Gas boom First Nuclear Wave Wind 150 100 50 350 China China boom 300 Asia Middle East & Africa 250 South & Central America US boom 200 North America Oil crisis Europe 150 Liberalization & emerging Asia Post WW II economic development 100 50 51 54 57 60 63 66 69 72 75 78 81 84 87 90 93 96 99 02 05 08 Customer Intelligence (3/3): Evolution of the market Order volumes by region and technology

9. Competition monitoring

10. Competition monitoring (1/3) • Less and less competitors Bigger and stronger • New low cost competitors Difficult for Alstom to win calls for tender

11. Competition monitoring (2/3) • Direct competitors • Deliver turnkey plants (GE Energy, Siemens, Downer Energy Systems, Foster Wheeler, HPI LLC, Sidal Energy…) • Indirect competitors • Deliver subassemblies or parts. • They have patents, knowhow and experience. • Risky if they decide to propose turnkey plants. They might try entering the market

12. Competition monitoring (3/3)

13. Technological Watch

14. Forecasting Technology • Fossil fuels accounting for 60% • of electricity production by 2030 • Climatchange challenge > reduction of gas emission • ALSTOM’Ssolutions : CCS • 10 pilot projects • Twotechnologies : Oxy-combustion, Post combustioncapture

15. Risk Management

16. Risk Management (1/2) • Interview: Mr. Legaludec • Use of the IEDIS method on a keyturn plant project • Criticity  not determined • Risk related to: Field, Clients, suppliers, country, finances, planning, transport, human, performances

18. SWOT Analysis

19. SWOT analysis (1/2)

20. SWOT analysis (2/2)

21. Recommendations & Conclusion

22. Recommendations & Conclusion • One of the biggest on turnkey plant market • Implanted on all continents • Brand image is not enough • Recommendations : • Keep partnerships with customers and suppliers • Propose maintenance services • Put more efforts on new energy innovations

23. If you have any questions ??? Thank you for your attention !!!