We have successfully held our ground or even pulled ahead of the competition in what has often been an uncertain market.”
In France, where the business climate was poor, we continued to reorganize and invest in logistics to ensure higher-quality service.
In Belgium, where we integrated two new entities, we gained market share and achieved better results. Our business improved in Italy and Spain, where a return to growth is under way. In Italy, we acquired Matel and developed specialty business lines; in Spain, we opened additional branches and bought out Dielectro Industrial. In Brazil, whose economy is losing momentum, we restructured our costs, and our takeover of Nortel (a former Rexel asset) gives us a much broader range of products and solutions. And the Rexel assets we acquired in Chile and Peru have brought us top-notch teams with market leadership and new capabilities.
Key figures 2015
Belgium, Brazil, Chili, France, Italy, Peru, Romania, Spain
(AND MONACO) No. 2 on the market
Although conditions were tough in 2015, we grew our sales by over 10%. For one thing, our staff worked hard and we recruited new talent. For another, we developed innovative, high value-added solutions and enhanced customer experience across all our sales channels. ”
Increased R&D and new acquisitions like Mayflex, Solar Deutschland and Van Egmond also contributed to our growth.
Our best-performing countries were Hungary, the Netherlands, the Baltic countries, Poland and the Czech Republic. We also strengthened our positions and raised our profit margins in Austria, Finland and Norway, and we turned in solid performance once again in Germany, Sweden and Switzerland.
Key figures 2015
Austria, Baltic countries, Czech, Finland, Germany, Hungary, Netherlands, Norway, Poland, Sweden, Switzerland, United Arab Emirates, United Kingdom
(AND UNITED ARAB EMIRATES) No. 1 on the market
(AND LUXEMBOURG) No. 1 on the market
(ESTONIA, LATVIA, LITHUANIA)
The North American region delivered solid performance in 2015. Our balanced customer and product portfolio outpaced the market.”
After a strong first half, we managed our business effectively during the slow growth second half caused by a rising U.S. dollar and declining commodity prices, which especially impacted our oil and gas and industrial business.
We continued to strategically invest in acquisitions, added two new distribution centers, 20 new branches and 45 new customer onsite locations, expanding our coverage. Presently, the North America Region services 15 million customer touch points annually, increasing at a rapid rate with strong momentum driving digital initiatives. Our priorities for 2016 are a set of initiatives we call “D3PWC,” which stands for Digital, People, Pricing, Productivity and Working Capital. While we believe the markets and slow growth economy will be challenging in 2016, the North America team is up for the challenge.
Key figures 2015
Canada, Colombie, Costa Rica, Mexico, Panama, Puerto Rico, Trinidad and Tobago, Dominican Republic, United States
Sonepar Mexico : Urcesino Palacios Barro
(*) Reporting directly to Region President
The key growth engines in Asia-Pacific are the Chinese economy and the mining, oil and gas industries, and all of them experienced sharp slowdowns in 2015. That has meant pressure on our markets and business lines.”
Even so, our results at the end of the year showed we did better than expected in China. In Southeast Asia, we achieved solid autonomous growth if you leave aside Oakwell and our offshore oil and gas business. We outperformed the market in the Pacific sub-region.
And we nearly doubled our sales in India. With exchange rates working to our advantage, our sales in the Region rose 3.4% to a total of €1.9 billion. We did more in 2015 than just try to survive in a slowing economy. We also integrated the nine entities we had acquired in 2014 and consolidated the foundations of our business by investing in people and technology. The greatest challenges confronting us are in the Pacific area, above all in Australia.”
Eugene Wu, Asia-Pacific President as of March 2016
“I’m looking forward to tackling the key economic challenges of 2016. I am confident that by capitalizing on our solid foundations, we can emerge as a stronger, better company than before. Our hard-working, committed associates in Asia-Pacific will make that possible”.
Key figures 2015
Australia, Hong Kong & Macau, India, Indonesia, Mainland China, Malaysia, New Zealand, Singapore, Thailand
Cable Solutions : Lawrence Tam
(AND MACAU SAR)
Hui Yang – Hagemeyer China, China:
« To perform as well as we did, we made adjustments to our structure, clarified each person’s responsibilities and targets and increased synergy within the company. We have continued with our multi-brand growth and progressed toward operational excellence. What makes a difference in relation to our competitors are the synergies between national and local levels, rational use of resources, enhanced professionalism and a mindset focused on our customers and adding value. »
Carlo Mazzantini, Sergio Novello – Sonepar Italy, Italy:
(Carlo) « Sonepar has been growing faster than the market for three years. That’s the result of our consistent sales policy and our reorganization into three divisions that correspond to the main market segments. Every division head can pursue an autonomous sales policy, while local parameters are monitored through solid management control. »
(Sergio) « Above all, we have developed projects to seize available opportunities in the most promising market segments. »
(Carlo) « And we’ve recruited educated, motivated young people to support our sales force and understand the particulars of current demand. That has made all the difference. »
Camilo Kuri – Vallen Proveedora, Mexico:
« We are the leading distributor to industrial customers in Mexico. We have built our growth by seeking a balance between the various industrial markets and by protecting ourselves against foreign exchange risk. Ours is a particularly balanced business model. In our way of managing Vallen Proveedora, our associates have greater autonomy and we delegate more than in many other companies. If you have the right people in the right positions, let them take action! »
Jan Ferwerda – Technische Unie, Netherlands:
« In 2015 our company celebrated 135 years in business. But our history isn’t what explains our performance; the new strategic plan launched in 2014 does. We have gotten all our managers involved and developed a plan based on the essential ingredients of leadership: dynamism, discipline and decisiveness. Among our sales and purchasing staff, we have encouraged a mindset of the kind, “We want to grow,’ ‘Yes we can’ and ‘Meeting up, connecting up, moving closer together.’ We have developed more horizontal, more transparent management. We have fostered self-confidence and rejected complacency or excessive reliance on numbers. Our history is the history of an ambition. »
Hongxiu Gu – WitJoint Electrical Technology, China:
« Our core business has held steady because we have good communication with our main suppliers and a thorough understanding of our customers’ needs, which enables us to win key projects. What also supports our performance is the rapid growth of new businesses like maintenance, servicing and repairs and systems engineering. We have focused our efforts on fast-growing segments and we are exploring the new avenues of Industry 4.0. Our corporate culture has created a sound foundation for maintaining staff stability, enhancing the capabilities of our people and developing sustainable, profitable growth. »
Urcesino Palacios Barros – Sonepar Mexico, Mexico:
« Our results are the outcome of the strategy we put in place six years ago, with a focus on our branches and diversification of our offer, especially in large lighting projects. We have improved loads of details that make a difference to our customers. We have created exhibition stands near our sales counters and expanded our technical support service. We have gained recognition for both our broad product range and the service we provide in relation to lighting. What makes a difference is that we focus our efforts on our points of sale and electricity projects of all sizes, and that we offer our customers end-to-end solutions. »