- The report contains detailed information about Engie SA that gives an unrivalled in-depth knowledge about internal business-environment of the company: data about the owners, senior executives, locations, subsidiaries, markets, products, and company history.
- Another part of the report is a SWOT-analysis carried out for Engie SA. It involves specifying the objective of the company's business and identifies the different factors that are favorable and unfavorable to achieving that objective. SWOT-analysis helps to understand company’s strengths, weaknesses, opportunities, and possible threats against it.
- The Engie SA financial analysis covers the income statement and ratio trend-charts with balance sheets and cash flows presented on an annual and quarterly basis. The report outlines the main financial ratios pertaining to profitability, margin analysis, asset turnover, credit ratios, and company’s long-term solvency. This sort of company's information will assist and strengthen your company’s decision-making processes.
- In the part that describes Engie SA competitors and the industry in whole, the information about company's financial ratios is compared to those of its competitors and to the industry. The unique analysis of the market and company’s competitors along with detailed information about the internal and external factors affecting the relevant industry will help to manage your business environment. Your company’s business and sales activities will be boosted by gaining an insight into your competitors’ businesses.
- Also the report provides relevant news, an analysis of PR-activity, and stock price movements. The latter are correlated with pertinent news and press releases, and annual and quarterly forecasts are given by a variety of experts and market research firms. Such information creates your awareness about principal trends of Engie SA business.
About Engie SA
The company was formerly known as GDF SUEZ SA and changed its name to ENGIE SA in April 2015.
Engie SA provides energy solutions to individuals, cities and businesses. The company is active across the entire energy value chain, in electricity and natural gas, upstream to downstream.
The company operates in eight segments: Energy France; Energy Benelux & Germany; Energy Europe; Energy International; Global Gas & LNG; Infrastructures; Energy Services; and SUEZ Environnement.
The company's subsidiaries operating in this business segment produce electricity and sell natural gas, electricity and services to private individuals, small business customers and companies in France.
Energy Benelux & Germany
The company's subsidiaries in this segment produce electricity and/or provide electricity transmission and distribution services to Benelux and Germany.
The company's subsidiaries produce electricity and/or provide electricity transmission and distribution services in Europe (excluding France, Benelux and Germany).
The company's subsidiaries produce electricity and/or provide electricity transmission and distribution services outside Europe.
Global Gas & LNG
The company's subsidiaries supply gas to it and sell energy and service packages to key European players.
The company's subsidiaries in this segment operate gas and electricity transportation, storage and distribution networks in France and Germany. They also sell access rights to this infrastructure to third parties.
The company's subsidiaries provide engineering, installation, maintenance and delegated management services, particularly in relation to electrical and heating facilities, pipeline systems and energy networks.
The company's subsidiaries operating in this business segment provide private customers, local authorities and industrial customers with: water distribution and treatment services, notably under concession contracts (water management), and water purification facility design and construction services (turnkey engineering); and waste collection and treatment services, including sorting, recycling, composting, landfilling, energy recovery and hazardous waste treatment.
In September 2008, the company acquired the entire share capital of Senoko Power, which owns and operates a portfolio of power plants (primarily gas-fired combined cycle facilities) located mainly in the north of Singapore. The facilities have a combined capacity of 3,300 MW.
In December 2008, the company completed its acquisition of FirstLight Power Enterprises Inc., which owns and operates a portfolio of 15 electrical power plants and is building a natural gas unit. These facilities represent a total capacity of 1,538 MW in Massachusetts and Connecticut.
In October 2008, the company acquired a group of exploration & production assets situated in the Dutch section of the North Sea from Nederlandse Aardolie Maatschappij BV (NAM), as well as a 30% interest in the NOGAT pipeline in December 2008.
On August 18, 2009, Santos Ltd. and GDF Suez have announced a partnership to develop a floating LNG project in the Bonaparte Basin. GDF SUEZ and Santos would form a 60/40 unincorporated joint venture, to be led by GDF SUEZ, to develop and operate a proposed floating liquefaction plant with a planned capacity of 2mtpa of LNG that would utilise the gas from the Petrel, Tern and Frigate natural gas fields.
The company has signed an agreement with Chinese Chongqing Energy Investment Group to set up a 40/60 joint venture to build and operate the heating and cooling systems of Chongqing municipality, western China.
On February 16, 2010, Pacific BioEnergy Corporation has collaborated with GDF SUEZ. The collaboration is targeted at supporting expansion of Pacific BioEnergy's present wood pellet production facilities in Prince George, BC. Pacific BioEnergy and GDF SUEZ have collaborated to form a new joint venture to own and operate the PG Plant.
On September 21, 2010, GDF Suez and Solar Power Group GmbH have agreed to jointly develop a 5MW thermal concentrated solar power plant which would supply superheated steam to the Mejillones coal-fired plant in the North of Chile.
In November 2010, GDF Suez, Iberdrola SA, and Scottish & Southern Energy plc had established their joint venture company; NuGeneration Ltd. NuGen would develop a new generation nuclear power station of approximately 3.6 GW on land in West Cumbria and north-west England.
GDF Suez was founded in 1880.
The above Company Fundamental Report is a half-ready report and contents are subject to change.
It means that we have all necessary data in our database to prepare the report but need 2-3 days to complete it. During this time we are also updating the report with respect to the current moment. So, you can get all the most recent data available for the same price. Please note that preparation of additional types of analyses requires extra time.
1. ENGIE SA COMPANY PROFILE
1.1. Key facts
1.2. Financial Performance
1.3. Key Executives
1.4. Ownership and Major Holders
1.5. Company History
2. ENGIE SA BUSINESS OVERVIEW
2.1. Business Description
2.2. Major Products and Services
2.3. Markets and Sales Activities
2.4. Locations, Subsidiaries, Operating Units
3. ENGIE SA SWOT ANALYSIS
4. ENGIE SA FINANCIAL ANALYSIS
4.1. Financial Statements
4.1.1. Income Statement
4.1.2. Balance Sheet
4.1.3. Cash Flow
4.2. Financial Ratios
4.2.2. Margin Analysis
4.2.3. Asset Turnover
4.2.4. Credit Ratios
4.2.5. Long-Term Solvency
4.2.6. Growth Over Prior Year
4.2.7. Financial Ratios Charts
4.3. Stock Market Snapshot
5. ENGIE SA COMPETITORS AND INDUSTRY ANALYSIS
5.1. Engie SA Direct Competitors
5.2. Comparison of Engie SA and Direct Competitors Financial Ratios
5.3. Comparison of Engie SA and Direct Competitors Stock Charts
5.4. Engie SA Industry Analysis
5.4.1. Utilities Industry Snapshot
5.4.2. Engie SA Industry Position Analysis
6. ENGIE SA NEWS & EVENTS
6.1. News & PR Activity Analysis
6.2. IR Corporate News
6.3. Marketing News
6.4. Corporate Events
7. ENGIE SA EXPERTS REVIEW1
7.1. Experts Opinion
7.2. Experts Estimates
8. ENGIE SA ENHANCED SWOT ANALYSIS2
9. FRANCE PESTEL ANALYSIS2
9.1. Political Factors
9.2. Economic Factors
9.3. Social Factors
9.4. Technological Factors
9.5. Environmental Factors
9.6. Legal Factors
10. ENGIE SA IFE, EFE, IE MATRICES2
10.1. Internal Factor Evaluation Matrix
10.2. External Factor Evaluation Matrix
10.3. Internal External Matrix
11. ENGIE SA PORTER FIVE FORCES ANALYSIS2
12. ENGIE SA VRIO ANALYSIS2
APPENDIX: RATIO DEFINITIONS
LIST OF TABLES
Engie SA Key Facts
Income Statement Key Figures
Balance Sheet Key Figures
Cash Flow Statement Key Figures
Financial Performance Abbreviation Guide
Engie SA Key Executives
Key Executives Biographies1
Key Executives Compensations1
Engie SA Major Shareholders
Engie SA History
Engie SA Products
Revenues by Segment
Revenues by Region
Engie SA Offices and Representations
Engie SA SWOT Analysis
Yearly Income Statement Including Trends
Income Statement Latest 4 Quarters Including Trends
Yearly Balance Sheet Including Trends
Balance Sheet Latest 4 Quarters Including Trends
Yearly Cash Flow Including Trends
Cash Flow Latest 4 Quarters Including Trends
Engie SA Profitability Ratios
Margin Analysis Ratios
Asset Turnover Ratios
Long-Term Solvency Ratios
Financial Ratios Growth Over Prior Year
Engie SA Capital Market Snapshot
Engie SA Direct Competitors Key Facts
Direct Competitors Profitability Ratios
Direct Competitors Margin Analysis Ratios
Direct Competitors Asset Turnover Ratios
Direct Competitors Credit Ratios
Direct Competitors Long-Term Solvency Ratios
Utilities Industry Statistics
Engie SA Industry Position
Company vs. Industry Income Statement Analysis
Company vs. Industry Balance Sheet Analysis
Company vs. Industry Cash Flow Analysis
Company vs. Industry Ratios Comparison
Engie SA Consensus Recommendations1
Analyst Recommendation Summary1
Price Target Summary1
Experts Recommendation Trends1
Revenue Estimates Analysis1
Earnings Estimates Analysis1
Revenue Estimates Trend1
Earnings Estimates Trend1
LIST OF FIGURES
Engie SA Annual Revenues in Comparison with Cost of Goods Sold and Gross Profit
Profit Margin Chart
Operating Margin Chart
Return on Equity (ROE) Chart
Return on Assets (ROA) Chart
Debt to Equity Chart
Current Ratio Chart
Engie SA 1-year Stock Charts
Engie SA 5-year Stock Charts
Engie SA vs. Main Indexes 1-year Stock Chart
Engie SA vs. Direct Competitors 1-year Stock Charts
Engie SA Article Density Chart
1 – Data availability depends on company’s security policy.
2 – These sections are available only when you purchase a report with appropriate additional types of analyses.
The complete financial data is available for publicly traded companies.
Enhanced SWOT Analysis
Enhanced SWOT is a 3×3 grid that arranges strengths, weaknesses, opportunities and threats into one scheme:
- How to use the strengths to take advantage of the opportunities?
- How to use the strengths to reduce likelihood and impact of the threats?
- How to overcome the weaknesses that obstruct taking advantage of the opportunities?
- How to overcome the weaknesses that can make the threats a reality?
Upon answering these questions a company can develop a project plan to improve its business performance.
PESTEL (also termed as PESTLE) is an ideal tool to strategically analyze what influence different outside factors – political, economic, sociocultural, technological, environmental and legal – exert on a business to later chart its long term targets.
Being part of the external analysis when carrying out a strategic assessment or performing a market study, PESTEL gives an overview of diverse macro-environmental factors that any company should thoughtfully consider. By perceiving these outside environments, businesses can maximally benefit from the opportunities while minimizing the threats to the organization.
Key Factors Examined by PESTEL Analysis:
- Political – What opportunities and pressures are brought by political bodies and what is the degree of public regulations’ impact on the business?
- Economic – What economic policies, trends and structures are expected to affect the organization, what is this influence’s degree?
- Sociological – What cultural and societal aspects will work upon the demand for the business’s products and operations?
- Technological – What impact do the technological aspects, innovations, incentives and barriers have on the organization?
- Environmental – What environmental and ecological facets, both locally and farther afield, are likely to predetermine the business?
- Legal – What laws and legislation will exert influence on the style the business is carried out?
IFE, EFE, IE Matrices
The Internal Factor Evaluation matrix (IFE matrix) is a strategic management tool helping audit or evaluate major weaknesses and strengths in a business’s functional areas. In addition, IFE matrix serves as a basis for identifying and assessing relationships amongst those areas. The IFE matrix is utilised in strategy formulation.
The External Factor Evaluation matrix (EFE matrix) is a tool of strategic management that is typically utilised to assess current market conditions. It is an ideal instrument for visualising and prioritising the threats and opportunities a firm is facing.
The essential difference between the above mentioned matrices lies in the type of factors incorporated in the model; whilst the latter is engaged in internal factors, the former deals exceptionally with external factors – those exposed to social, political, economic, legal, etc. external forces.
Being a continuation of the EFE matrix and IFE matrix models, the Internal External matrix (IE matrix) rests upon an investigation of external and internal business factors integrated into one suggestive model.
Porter Five Forces Analysis
The Porter’s five forces analysis studies the industry of operation and helps the company find new sources of competitive advantage. The analysis surveys an industry through five major questions:
- What composes a threat of substitute products and services?
- Is there a threat of new competitors entering the market?
- What is the intensity of competitive rivalry?
- How big is the bargaining power of buyers?
- How significant is the bargaining power of suppliers?
VRIO stands for Value, Rarity, Imitability, Organization. This analysis helps to evaluate all company’s resources and capabilities and bring them together into one aggregate table that includes:
- Tangible resources
- Intangible resources
- Innovation and Creativity
- Organizational capabilities
The result of the analysis gives a clear picture of company’s competitive and economic implications, answering the questions if the resources mentioned above are:
- Costly to imitate?
- Organized properly?