好色先生TV

鈥淲ell, we鈥檝e arrived at the Chateau de Versailles,鈥� announces the cab driver, visibly taken aback by the grand scale of Bouygues鈥� headquarters in the outskirts of Paris. The glass and steel building, dubbed Challenger, is an imposing monument. Equestrian statues and palatial basins complete the picture of a company that is confident in its achievements and place in the world.

And that place is as the second biggest contractor in Europe. With a turnover of 鈧�22bn (拢15.4bn), 125,000 employees and an empire that comprises the television channel with the highest audience rates in France, the country鈥檚 third largest mobile phone provider, property development, roadways and services units as well as the minor matter of a construction division, Bouygues is a grandiose operation.

Historically, it is perhaps even more important than its great rival Vinci. The company, founded by Francis Bouygues in 1952, has built many of the most prestigious French projects of the past few decades. This is a point Yves Gabriel, Bouygues Construction chairman and chief executive, is keen to emphasise: 鈥淲e have been the builders of almost all the landmark projects in Paris and the Ile-de-France 鈥� La Grande Arche de la D茅fense, the Louvre, the Mus茅e d鈥橭rsay, the Stade de France (in partnership with Vinci) and at the moment Jean Nouvel鈥檚 Mus茅e des Arts Primitifs on the Quay Branly in Paris.鈥�

It is not just in France where Bouygues has made its mark: the group has a beachhead in Blighty. In the next few weeks, it will have completed the Home Office鈥檚 拢179m PFI headquarters, two months ahead of schedule. The company will receive 鈧�18m (拢12.6m) a year in maintenance fees during the 26-year contract. This will add a British gem to the crown of Bouygues Construction, which made a turnover of 鈧�5bn (拢3.7bn) in 2004 and employs 40,000 people in 60 countries.

No wonder the healthily suntanned, well-groomed Gabriel is smiling. An engineer by training, he has worked for Bouygues since 1976 and has held his current job for more than two years. He has carefully followed the objectives of his boss, the Bouygues Group president and founder鈥檚 son Martin. The Bouygues boy has been criticised for diversifying the business, but it seems that not being a pure construction player is now paying off.

鈥淲e try to make a difference by offering services that add up to more than the construction activity,鈥� says Gabriel. A 12,500-capacity sports arena in Budapest is a good illustration of a strategy that integrate all the stages from conception to delivery: 鈥淲e鈥檙e doing everything there. We are responsible for the conception, the construction, the maintenance of the arena, the artistic programming, the finances.鈥� Bouygues Construction is increasingly moving towards service activities to complement its building revenues. In Hong Kong Bouygues is working on the International Exhibition Center, dealing with financial and legal set-ups and managing and operating the exhibitions. 鈥淎 lot of contractors are able to perform the same technical skills as us, but we are adding another dimension to our work,鈥� says Gabriel.

The pfi system has been remarkably well organised in the uk

This approach is playing a central role in Bouygues鈥� strategy in the UK, where it is eyeing up a number of PFI contracts. Besides the Home Office, last year it completed the 拢58m West Middlesex Hospital and will manage it over 35 years through its facilities management arm, Ecovert FM. 鈥淚 think the PFI system has been remarkably well organised and structured in the UK as far as the building sector is concerned. We now have a good knowledge of the market and a strong image and will consider putting the emphasis on hospital, schools and public works.鈥�

The larger strategy of the group is to develop four of its newer divisions. 鈥淥ur main targets are the electricity and maintenance activities,鈥� declares Gabriel. From 鈧�500m (拢350m) in 2002, the group鈥檚 electricity profit reached 鈧�735m (拢515m) last year. Gabriel predicts this will break 鈧�1bn (拢700m) by 2006.

Bouygues Construction also places high expectations on creating property development operations from scratch and exporting them in Europe through specialised subsidiary companies. This objective centres around public and private partnerships following the success of the British model. Finally the group intends to win more concessions work.

Still smiling, Gabriel makes the inevitable, albeit charmingly put, sales pitch that his company is in good shape: 鈥淲ith our very good results and exceptional financial structure, we are able to consider the future growth with serenity.鈥�

Walking outside Challenger to have his picture taken, Gabriel remarks playfully that the Vinci headquarters do not boast such grand water basins. When informed that the pictures of Ratynski were taken by a picturesque stream, Gabriel laughs: 鈥淚f he鈥檚 in front of a stream, then I will have to be in front of a river.鈥�