Faced with the crisis in the sector, the German energy company E.ON made a radical choice: he bets on renewable energy, electrical networks and services to customers, and is preparing to house its gas power plants, coal and nuclear structure called a "Uniper". A strategy opposite to that of EDF, which defends its current model and plans to take over the assets of Areva. However, the two European giants are facing the same challenges: fall in wholesale electricity prices, massive development of renewable, competitors arrive with Google ... While his predecessor at the head of EDF, Henri Proglio, sought not proximity to E.ON, historic ally of Engie (formerly GDF Suez), Jean-Bernard Lévy made common cause with its competitor. In Berlin, the two bosses engage their thoughts the "echoes" and the German business daily "Handelsblatt".
Jean-Bernard Lévy, E.ON will split into two. Can this strategy be a model for other groups?
J.-BL: This movement is followed closely by the entire industry, to analyze how E.ON will evolve, how the shareholders will benefit and how it will influence the market. Concerning EDF, the group's structure allows it to defend well in very difficult market conditions and will retain its integrated model.
Johannes Teyssen, would you be emulated?
JT: It matters little! If we are right, I hope that competitors do not imitate us because we retain and leadership. If the results are not at the rendezvous, why would they follow this approach? I think everyone has to find his own answers.
EDF wants to grow in renewable energy. Do you have a specific purpose?
J.-BL: We launched a strategic review, currently being finalized which is defining the future of EDF 2030. We are preparing for a significant development of renewable energy, particularly wind power.
JT: Let me "challenger" question. This is a very traditional way for an energy company to define numbers of megawatts of kilometers of power line or clients. But is not it more important to look at what assets you have developed and brought to maturity? Agility and flexibility are now much greater than these figures.
E.ON focuses on green energy, networks and services. Are these activities considered interesting by the markets?
JT: Absolutely. Look for example what happens in networks. The price of the Swedish network operator Fortum shows how this business is attractive. Like us, many investors see it as a low-risk activity and growing. Regarding renewables, the International Energy Agency anticipates it the strongest growth in the next ten years. Energy efficiency also has a promising future. You do not lose your money in these trades!
New players like Tesla and Google entering the energy market. Does it scare you?
J.-BL: We must be vigilant and above all innovate. Otherwise, we run the risk of becoming a commodity. This is a major priority for EDF. I come from the world of media and telecommunications, where during the last fifteen years, any additional value was captured by companies called "Gafa '(Google, Amazon, Facebook and Apple). They have the largest market capitalizations in the world while the infrastructure operators have destroyed an impressive value. That is why we are investing around € 600 million a year in R & D and innovate in the territories with partners.
JT: Our industry will not be very different. It will be digital and all aspects of Big Data arrive. Sure, some players like Google could have a starting advantage, but the beauty of our industry is also its complexity, and it is not easy to overcome. However, we have great respect for the challengers like Google.
Will you cooperate with them?
JT: A feature of the Internet is that you have more platforms. Customers do not want solutions from a single vendor. So cooperations will be something normal in the future. I do not rule out anything and do not believe that selling services 100% E.ON is dedicated to a great success. You must be open. In the past, energy companies have mainly focused on the growth and size. Those days are gone. We do not need to own or control but to be good.
This is also true for EDF?
J.-BL: We do have the reputation of not being very open to partnerships, and we must change that. But we are already active, for example in services. One of my projects is to accelerate this development in a very holistic view - with the idea of doing everything ourselves - to something much more entrepreneurial and based on cooperation.
Your predecessor in EnBW, EDF sold but saw Germany as a strategic market. What is your view?
J.-BL: The group is guided by two strategic objectives. First: renewable. Second: the regions of the world where the macroeconomic environment is carrying. At this stage, Europe is not a growth economy, especially for demographic reasons. So, eventually, beyond its European bases, expect that EDF develops further in emerging countries, but selectively