Equans

 Equans is owned by the French industrial group Bouygues, which completed its acquisition from Engie in October 2022 for approximately €7.1 billion.

 It now operates as a standalone business segment within the Bouygues group, specializing in multi-technical services, energy management, and facilities management.

Key details regarding Equans' ownership include:

Parent Company: Bouygues.

Acquisition Date: October 4, 2022.

Scale: As a Bouygues subsidiary, Equans operates in 20 countries with approximately 83,000 employees as of 2025.

Integration: Equans was combined with Bouygues Energies & Services to form a major leader in the energy and services sector.

Bouygues is a diversified services group known for its activities in construction, media (TF1), and telecommunications.

Here’s a clear, factual overview of Equans—including its leadership, offices, and value.

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🏢 What Equans is

Equans is a global energy, industrial, and digital services company, originally created by ENGIE and later acquired by Bouygues Group.

It focuses on helping cities, industries, and buildings with:

• Energy transition (efficiency, decarbonisation)
• Digital transformation (ICT, smart systems)
• Industrial performance

Typical services include HVAC, electrical systems, facility management, robotics, and data infrastructure.

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🌍 Offices and global presence

• Headquarters: Courbevoie (Paris area), France
• Operations in 17–20+ countries across Europe, Americas, and Asia-Pacific
• Strong presence in:
  • France
  • UK & Ireland
  • Belgium & Netherlands
  • Switzerland
  • USA & Latin America
  • Australia & New Zealand

Equans operates through local subsidiaries and brands, so instead of one central office network, it has many regional offices embedded in each country.

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👨‍💼 CEO (Chief Executive Officer)

• Jérôme Stubler
  • CEO since 2021
  • Former CEO of VINCI Construction
  • Background in major infrastructure and engineering projects

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💰 CFO (Chief Financial Officer)

• Pierre Hardouin
  • CFO since 2021
  • Also Senior EVP in charge of Finance, Legal & IT
  • Previously held senior finance roles at ENGIE

(Note: Some sources mention regional CFOs, but Pierre Hardouin is the group-level CFO.)

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📊 Company value / size

“Value” can mean revenue, scale, or market position. Here are the key figures:

• Revenue:
  • ~€17+ billion annually (recent combined figures)
• Employees:
  • ~74,000–95,000 globally
• Position:
  • Considered a global leader in multi-technical services

Some estimates (depending on accounting scope) place revenue even higher in certain datasets, but the widely cited figure is ~€17B turnover.

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🧭 What makes Equans valuable

Its value comes from:

• Strong positioning in energy transition (huge global demand)
• Recurring service contracts (facility management, maintenance)
• Presence across critical infrastructure sectors
• Backing from Bouygues Group (financial strength + construction integration)

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🧾 Simple summary

• Industry: Energy & technical services
• CEO: Jérôme Stubler
• CFO: Pierre Hardouin
• HQ: France (Paris region)
• Global reach: 17–20+ countries
• Revenue: ~€17B+
• Employees: ~75k–95k

Pierre Hardouin

Pierre Hardouin is a French business executive and financial leader who serves as Deputy Chief Executive Officer (Directeur général délégué) and Chief Financial Officer (CFO) of Equans, a global provider of energy, construction, and facilities management services. He has held senior roles within the ENGIE Group and its subsidiaries, reflecting extensive experience in the energy and industrial services sectors.

Key facts

• Current role: Deputy CEO and CFO, Equans (since 2023)

• Previous roles: CEO, ENGIE Solutions and ENGIE Axima; Managing Director, Otis France

• Education: Graduate of Supélec (1989) and HEC Paris (1991)

• Date of birth: July 1966

• Industry focus: Energy, engineering, and building services

CentraleSupélec is a premier French Grande École (merged from Supélec and École Centrale Paris) known for producing high-level engineers and leaders. Graduates are highly skilled in engineering, data, and management, with a vast network of over 60,000 alumni on LinkedIn , often leading in industries like technology, energy, and consulting.

HEC Paris is a world-renowned, elite French business school founded in 1881, consistently ranked among the top business schools globally. Located near Paris in Jouy-en-Josas, it specializes in management education, offering Master’s programs, MBAs, PhDs, and executive education, with a strong reputation for producing global business leaders

Career overview

Pierre Hardouin began his career in 1992 at Otis, the elevator manufacturer, where he spent over two decades rising to Managing Director of Otis France. He was later appointed Vice President of Services and Transformation for Europe, the Middle East, and Africa. In 2014, he was also elected president of the French Elevator Federation, representing the national elevator and escalator industry .

In 2018, Hardouin joined ENGIE Group as CEO of ENGIE Axima and later of ENGIE Solutions, overseeing industrial and energy service operations during a period of digital transformation and expansion .

Role at Equans

Following the spin-off of ENGIE’s services arm into Equans in 2021 and its subsequent acquisition by Bouygues Group, Hardouin assumed executive leadership of Equans France and now serves as Deputy CEO and CFO of the consolidated company. He manages the firm’s financial strategy and supports integration across its energy efficiency, infrastructure, and facilities management businesses .

Leadership and influence

Known for his operational expertise and transformation leadership, Hardouin has contributed to shaping France’s industrial services landscape. His stewardship at Equans places him at the intersection of energy transition, sustainable construction, and large-scale infrastructure modernization.

Jérôme Stubler

Jérôme Stubler is a French engineer and business executive who serves as Chief Executive Officer of Equans, a global leader in energy and services solutions. Known for his expertise in large-scale infrastructure and industrial transformation, he has played a central role in shaping Equans’ integration into the Bouygues Group and guiding its international expansion.

Key facts

• Current role: CEO, Equans (since 2021)

• Previous roles: CEO, Vinci Construction; Chairman, Soletanche Freyssinet

• Education: École Polytechnique (X86); École Nationale des Arts et Métiers

• Industry: Engineering, construction, and energy services

• Headquarters: Paris, France

Career background

Stubler began his career in 1989 at Freyssinet, where he led emblematic civil-engineering projects such as the Normandy Bridge, Iroise Bridge, and Vasco da Gama Bridge. He rose through management positions to become CEO of Freyssinet and its nuclear subsidiary Nuvia. In 2012, he was appointed Chairman of Soletanche Freyssinet and later, in 2014, CEO of Vinci Construction, overseeing one of the world’s largest construction groups.

Leadership at Equans

He joined Engie in 2021 to launch Equans by consolidating around 800 service entities. Following the 2022 acquisition of Equans by Bouygues, Stubler has focused on unifying a workforce of about 90,000 employees and advancing the company’s mission in energy transition, digitalization, and industrial performance. He emphasizes decentralized management and local empowerment across the group’s 1,200 operational centers worldwide.

Vision and influence

A graduate of elite French engineering schools, Stubler combines technical mastery with a collaborative leadership style. His work positions Equans as a key global player addressing climate, energy, and infrastructure challenges through integrated technical services and innovation-driven management.

Working with a manager who feels undermined

  rather than think of your boss as your boss,  think of them as a difficult client - one you have to figure out how to work with if you want to get ahead, even if you’d rather not.

.  Know their 'Why': Identify prime motivations.

The better you understand what your boss does, and more importantly, why, the better positioned you are to deliver results, manage expectations, and avoid lose:lose situations.  Try to put yourself in their shoes and see the world, and your workplace, as they might.

What does he care about?

What keeps him up at night?

What would he love more of and what would he love less of on a daily basis?  

2.  Support their success:  Work around their weaknesses.

There is absolutely nothing to be gained by making him look bad, going to war or facilitating his (or her) failure.  If he is as bad as you think, he will likely do a pretty good job of that all by himself. Exposing his incompetence will only compound your own misery and may even damage your reputation.

One way is to help your boss focus on his natural strengths. Another is to proactively work around his weaknesses. If you know you have a boss who’s disorganized, then help him to be on top of things rather than whining about his lack of organizational skills. If you know your boss is often late to meetings, offer to kick off the next meeting for him. If he tends to change his mind frequently, or is outright forgetful, be sure to document interactions so you can refer back to them if he ever contradicts himself.

By doing what you can to help your boss succeed, you lay a solid foundation for greater success yourself. 

3.  Take the high road: Your “Personal Brand” is riding on it.

Keep your mind focused on top performance.

As Gandhi wrote "Be the change you want to see in the world." In this case, act like the leader you wish your boss was.

bad-mouthing him to everyone within earshot. That will ultimately say more about you than it does about your boss

follow proper procedures for registering complaints with Human Resources or with higher-level superiors, documenting each step of the way

4.  Speak up: Give your boss a chance to respond. 

you at least owe your boss the opportunity to respond. Don't prejudge and assume they aren't able to take feedback, or don't care how miserable you are. When you approach them with respect and with a genuine desire to make things work better, you can open the door to whole new levels of trust, collaboration and outcomes. A door that will remain permanently closed otherwise.

5.  Know their preferences: Adapt to them.

The more you can match your style to your boss’s style when communicating, the more he will really hear what you’re saying.

Working with his preferences is an obvious way of managing your boss without his ever knowing it, and it’s a key leadership skill to develop regardless of the kind of boss you are working for

"Sometimes you have to go out on a limb and do something where the risks are high. But before you climb out, be sure you've managed the risks as best you can and set up a safety net should you fall."

7.  Be Proactive:  Do your research before  jumping ship. 

make sure you do your networking ahead of time to get a sense of both the environment within the team you might be moving to, and those  who are creating it. Are they leaders who create an environment where people are inspired and supported to work hard, or do they incite fear about what will happen if people don't?

 do your research to make sure you’re not jumping from the frying pan into the fire.

 Have a coffee with whoever you know at the new company to get a sense of the culture, employee engagement, moral, and management style. Investing a few hours up front could spare you a few years of frustration.

 Do everything you can to earn their trust

Author Brené Brown uses a “marble jar” metaphor to talk about trust: she says that every action someone takes showing you that they respect and care for you earns them a marble in your jar. It takes time to fill that jar all the way up and build a fully trusting relationship! But every time someone does you wrong, the marble jar empties out and you have a long ways to go to start over. 

your boss on the same side of the team, tackling the problem together. It takes hard work, consistency, and candor to build trust with anyone, and especially someone who anxiously clings onto a sense of control. Talk about it with them openly and consider trust-building part of your job. 

https://www.forbes.com/sites/margiewarrell/2014/01/20/6-strategies-to-hanhandldling-a-bad-boss/

https://www.bossedup.org/podcast/episode281

https://www.britishcouncil.sg/blog/handle-forgetful-boss-colleague

If the impact of your boss' forgetfulness is minor, and you and your team can work around it in some way, then this is probably the best approach.'

If you focus on the future, and ways to make your working relationship more effective, then your boss should be all ears.'

How should you remind them without offending them?

'They've probably got a million and one things on their minds and they're not being forgetful on purpose! This empathy should then inform what you say to the, and how you say it.'

 'Are we still OK to talk about the marketing budget at 4 p.m.?' Giving the topic and time in tis way might also help to jog your boss's memory.' Another way he suggests is to offer frame your reminder as an offer of help. 'So, if a colleague has forgotten an important deadline you might say something like: 'How's the report coming along? Do you need my help with that?''

What are the things you should NOT say while reminding them?

You forgot to email that customer' and 'Haven't you arranged the meeting yet?' He says, 'Phrases like these don't work beacuse they focus on the person ('you') rather than the issue (arranging the meeting).

 'Just because they've forgotten to email a customer, does that make them a 'forgetful person'?'

Summary of Tactics

Challenge [1, 2, 3, 4, 5]	Action	Goal
Forgetful	Send follow-up emails, use shared trackers.	Documentation & protection.
Wants to be Important	Ask for input, share credit, over-communicate.	Secure their ego, get autonomy.
Insecure/Micromanager	Provide updates before they ask.	Build trust, reduce hovering.

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Working with a manager who feels undermined and is emotionally unstable requires a strategy focused on maximum visibility, extreme documentation, and proactive reassurance. The goal is to make them feel secure, which reduces their instability, while protecting your professional reputation.

Here is a structured approach to managing this difficult dynamic.

1. Build Trust through Over-Communication. An insecure boss feels better when they have control. Feed that need by increasing transparency, which reduces their fear of being surprised. Proactive Updates: Send regular status updates before they ask for them (e.g., a "Friday Recap" email outlining what was accomplished, upcoming milestones, and potential risks).Loop Them In: CC them on important emails and invite them to key meetings, even if you know they won’t attend. This demonstrates respect for their authority.

Seek Input Early: Bring them into the planning stages of projects. Asking for their advice early makes them feel valued and "in the know," rather than undermined later.

2. Manage the "Undermining" Perception

If the manager believes you are questioning their authority, alter your communication to highlight collaboration over contradiction.Frame Ideas Carefully: Instead of saying "That won't work," say "What if we tried this approach to ensure your plan hits its target?".

Give Credit Publicly: In team meetings, attribute successes to the manager's guidance, e.g., "Based on your feedback, I revised the report and...".Ask "How," not "Why": Shift from asking "Why are we doing this?" to "What is your goal with this, and how can I best execute it?".

3. Document Everything (CYA - Cover Your Ass) Unstable managers often reverse decisions or forget instructions, leading to blame-shifting. Formalize Discussions: After verbal instructions, send a follow-up email: "Just to confirm our conversation, I will move forward with [Task X] by [Date] as you directed.".

Keep Personal Records: Create a private document for yourself where you log dates, times, and details of odd, volatile, or unfair interactions.

4. Manage the Instability (Stay Professional)When a manager is unpredictable, your job is to remain the calm constant.

Don't Take It Personally: Understand that their outbursts are a reflection of their own stress, anxiety, or insecurities, not your incompetence.

Pick Your Battles: If they are agitated about small details, let them have the win. Save your energy for major issues that affect your work quality.

Avoid Emotional Reactions: If they yell or behave erratically, remain calm and quiet. Do not match their energy, as this can be used against you.

5. Protect Yourself

If the behavior becomes toxic or impacts your mental health, you need to take protective steps.

Find Allies: Build relationships with other managers or coworkers, as they likely have similar experiences and can validate your perspective.

Consult HR: Before going to HR, ensure you have your documentation ready, as HR is there to protect the company, not you.

Look for an Exit: If the situation is unbearable, start exploring other opportunities. No paycheck is worth constant high stress.

Note: If the manager is truly volatile, focus primarily on self-protection and documentation.

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Working with a forgetful manager who craves importance requires a strategy of "managing up"—supporting their success and making them feel in control while creating a structured, documented environment to protect your own productivity.

Here are strategies based on expert advice to handle this dynamic effectively:

1. Make Them Feel Important (Secure Their Ego)Managers who crave importance are often insecure or feel under immense pressure.

Give Them Control: Over-communicate and seek their input on key decisions, allowing them to feel involved, which reduces their need to hover, notes the BetterUp Blog .

Share Credit: Proactively highlight their contributions to projects. When you have a win, frame it as a result of their guidance (e.g., "Thanks for that idea last week, it really helped me finish the report").

Be an Ally: Use "we" language. Position yourself as someone who helps them look good and succeed, rather than a rival.2. Document Everything (Handle the Forgetfulness)

Yes, Australia and Papua New Guinea (PNG) have a Double Taxation Agreement (DTA)

 Yes, Australia and Papua New Guinea (PNG) have a Double Taxation Agreement (DTA) in force, which officially began on 29 December 1989. This treaty prevents double taxation on income flows, covering taxes such as those on business profits, dividends, interest, and royalties for residents of both nations. 

Treasury.gov.au

Treasury.gov.au

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Key aspects of the Australia-PNG DTA include:

Purpose: It ensures income is not taxed twice and prevents fiscal evasion.

Foreign Tax Credits: Under Article 23, Australian residents earning income in PNG can generally claim a credit for PNG tax paid against their Australian tax liability.

Key Coverage: It covers income derived by a resident of one country from sources in the other, including professional services and business activities.

Updated Provisions: The treaty is complemented by the Multilateral Instrument (MLI), which amended many of Australia's tax treaties, with the MLI provisions having effect for the PNG agreement from 1 December 2023. 

Treasury.gov.au

Treasury.gov.au

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The agreement is crucial for managing the strong economic relationship between the two countries, particularly with Australian firms often operating in PNG. 

https://www.google.com/search?q=does+aus+and+papau+newgunie+have+double+taxation+agreement&rlz=1C1RXQR_enAU1131AU1131&oq=does+aus+and+papau+newgunie+have+double+taxation+agreement&gs_lcrp=EgZjaHJvbWUyBggAEEUYOTIHCAEQIRiPAtIBCTE1NTY4ajBqN6gCALACAA&sourceid=chrome&ie=UTF-8