During 2015, international energy company ENGIE began an ambitious transformation programme to reorganise its business lines, which collectively generate €70bn in turnover and employ 150,000 people, into 24 new geographical business units. The UK became one business unit, bringing together a number of legacy GDF Suez businesses, including service-provider brand Cofely and renewable energy developer West Coast Energy. This was followed in early 2018 with a further reorganisation in the UK, part of the group’s adaptation to new pressures in the market. ‘We are very aware that the future is going to be a decarbonised, decentralised and digitalised world,’ comments UK GC, Sarah Gregory. ‘As a group we’ve been rotating assets and moving into new areas, both in energy and services, to help prepare us for this transformation. Part of the legal team’s job is to support that transformation by developing the right infrastructure internally.’ Andrew Edge, head of corporate at Stephenson Harwood, says the legal team’s work in supporting this reorganisation has been ‘extremely impressive’, adding: ‘Sarah Gregory has built a cracking team around her that truly stands out for its ability to drive change across the organisation. Rarely have I encountered such a group of exceptionally-gifted lawyers.’ In the last 12 months the team has also supported a busy transactional workload, including ENGIE’s £330m acquisition of Keepmoat’s regeneration business from private equity owners and the purchase of a 23% stake in Moray Offshore Windfarm (East), which was awarded a 15-year contract for difference (CfD), setting the price to be paid for power at the end of 2017. It has also negotiated a number of large service contracts, including a five-year facilities management contract with Transport for London to deliver a range of maintenance services across over 500 locations. This reflects a further shift in ENGIE’s business. ‘We are developing an integrated energy and services offering, known as place-making,’ comments Gregory. ‘Rather than offering everything as separate packages, the model seeks to develop efficient regeneration to local authorities across a broad sweep of services.’ In this, she adds, the legal team has played a pivotal role. ‘Lawyers are absolutely fundamental to the way we develop new business. ENGIE expects us to take a strong ethical stance to ensure any commercial relationship is able to stand up to scrutiny.’