Geneviève Mouillerat (Evolen): “Independent directors play a vital role thanks to their freedom to question decisions"

Leaders League: You’ve have managed major projects in the oil industry throughout your career. What are the similarities with this sector and naval defence?
Geneviève Mouillerat: The parallels between the two worlds struck me upon joining Naval Group. In both offshore and naval defense, the challenge is to master extremely complex ecosystems that are subject to severe constraints and where the requirements in terms of reliability, robustness and durability are similarly exacting. Engineering plays a central role in both fields. They both require a high level of technical integration and the ability to manage risk in tense situations. Project management, coordinating multiple stakeholders and anticipating the unexpected are all skills I acquired at Total that are now proving useful in Naval Group’s major programs.

Tell us about the organizational evolution that’s taken place with Naval Group?
The transition from a business-line-based organization to a more cross-functional project culture has been an important step. This change aims to improve collective agility for greater competitiveness, bring skills closer together and reduce development times, in order to be closer to customers.

In such an unstable geopolitical environment, it is no longer possible to operate in a rigid way. My experience in the oil industry has taught me how much cross-functional collaboration enhances efficiency. What interests me in particular is the effort Naval Group has made to articulate the reality of use, maintenance and prospects for development right from the design stage. This attention to consistency from the outset constitutes genuine process-modernization.

What does your role as an independent director at Naval Group involve?
Naval Group is a strategic player whose actions are guided by a desire to serve the interests of sovereign states. As an independent director, I strive to exercise careful oversight of the transformation process. It is my responsibility to question structural choices, enrich discussions by providing a technical perspective and ensure consistency between strategic ambitions and operational realities.

Ships and submarines are no longer seen as fixed entities, but as evolving platforms capable of accommodating new modules without the need to redesign the entire structure

This role requires rigor, a good understanding of industrial issues and the ability to be objective. An independent director is not there to play devil’s advocate, but rather act as a long-term guarantor. Their independence is a valuable resource for promoting constructive dialogue and posing questions that sometimes escape internal decision-makers.

You often mention modularity as a driver of transformation. Why is this so important in today’s naval sector?
Modularity provides a concrete response to multiple industrial challenges. It allows economic performance, innovation capacity and operational flexibility to be reconciled. This approach has proven its worth in the offshore sector. It facilitates maintenance and speeds up production times, while allowing adaptation to technological developments.

This logic is now being applied to the naval sector. It is transforming the way we approach programs. Ships and submarines are no longer seen as fixed entities, but as evolving platforms capable of accommodating new modules without the need to redesign the entire structure. This approach requires a profound change in methods, as well as a new way of working between engineers, operational staff and customers.

As the main shareholder of Naval Group, how much independence does the French government allow its directors?
Independent directors play a vital role in the boardroom, thanks to their freedom to question decisions, which directly enhances the quality of debate. The outside perspective they bring helps to inform choices, offer comparisons from other sectors and avoid groupthink. Having diverse backgrounds within the board appears to be a prerequisite for successful governance.

Can such a transformation be implemented without damaging a group’s DNA?
It is not a question of sacrificing a company’s history on the altar of modernization. Naval Group has exceptional expertise that is recognized both in France and abroad. This foundation is a valuable asset, but in order to continue to thrive, evolution is essential. This requires greater openness to new skills, collaborative methods and continuous innovation. I firmly believe that diversity of perspectives is a strength and that diversity of profiles enhances collective intelligence.

As such, I have always been committed to promoting women in technical and industrial professions. At Total, I was a member of the steering committee and then chair of Twice, whose aim is to support women in their internal career development. At Evolen, I also helped create and lead the Women Energy Committee, which I co-chair. These activities have taught me that inclusion is not only a moral requirement but also a lever for excellence in complex organizations. Industrial transformation can only succeed by opening up to all types of talent.