We
choose
growth

Southern Europe
Investment

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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

3.9 billion euros
908
branches
9
countries
19%
of group sales
+2
new countries
FRANCE
(AND MONACO) No. 2 on the market
2,289 M€
Benoît Pédoussaut
537 branches
ITALY No. 2 on the market
490 M€
Carlo Mazzantini
Sergio Novello
91 branches
BELGIUM No. 1 on the market
481 M€
Alexander Dewulf
34 branches
SPAIN No. 1 on the market
380 M€
Luis Arconada
126 branches
ROMANIA No. 3 on the market
17 M€
Dan Georgia
10 branches
SOUTH AMERICA STRATEGIC OPERATING AREA Hervé Salmon
BRAZIL No. 1 on the market
200 M€
Hervé Salmon
82 branches
SOUTH AMERICA STRATEGIC OPERATING AREA Hervé Salmon
CHILE No. 1 on the market
18 M€
Ricardo Thomson
17 branches
SOUTH AMERICA STRATEGIC OPERATING AREA Hervé Salmon
PERU No. 3 on the market
8 M€
Abraham Puerta
9 branches

Northern Europe
Solidity

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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

5.9 billion euros
533
branches
16
countries
29%
of group sales
+5
acquisitions
NETHERLANDS No. 1 on the market
1,234 M€
Jan Ferwerda
36 branches
UNITED KINGDOM
(AND UNITED ARAB EMIRATES) No. 1 on the market
247 M€
Ian Stewart
Andrew Percival
17 branches
CENTRAL STRATEGIC OPERATING AREA Stefan Stegemann & Holger Heckle
GERMANY
(AND LUXEMBOURG) No. 1 on the market
2,586 M€
Stefan Stegemann
Holger Heckle
258 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Stefan Stegemann & Holger Heckle
SWITZERLAND No. 2 on the market
257 M€
David von Ow
12 branches
CENTRAL STRATEGIC OPERATING AREA Stefan Stegemann & Holger Heckle
AUSTRIA No. 2 on the market
147 M€
Bernhard Weber
9 branches
CENTRAL STRATEGIC OPERATING AREA Stefan Stegemann & Holger Heckle
CZECH REPUBLIC No. 3 on the market
61 M€
Jiri Louda
30 branches
CENTRAL STRATEGIC OPERATING AREA Stefan Stegemann & Holger Heckle
HUNGARY No. 2 on the market
32 M€
János Ágner
14 branches
NORDIC STRATEGIC OPERATING AREA Anders Nordlöw
SWEDEN No. 1 on the market
646 M€
Anders Nordlöw
48 branches
NORDIC STRATEGIC OPERATING AREA Anders Nordlöw
FINLAND No. 1 on the market
362 M€
Mika Höijer
35 branches
NORDIC STRATEGIC OPERATING AREA Anders Nordlöw
NORWAY
113 M€
Lars Hamborg
13 branches
NORDIC STRATEGIC OPERATING AREA Anders Nordlöw
POLAND No. 2 on the market
128 M€
Wieslaw Romanczuk
43 branches
NORDIC STRATEGIC OPERATING AREA Anders Nordlöw
BALTIC COUNTRIES
(ESTONIA, LATVIA, LITHUANIA)
72 M€
Heiki Liiser
18 branches

North America
Performance

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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

8.6 billion euros
1,011
branches
9
countries
43%
of group sales
15M
customer touch points per year
UNITED STATES No. 1 on the market
6,945 M€
Halsey Cook
767 branches
CANADA No. 1 on the market
1,1015 M€
François Anquetil
107 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Urcesino Palacios Barro
PUERTO RICO, TRINIDAD AND TOBAGO, DOMINICAN REPUBLIC No. 1 on the market
87 M€
Marcelo Stopiello
11 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Urcesino Palacios Barro
MEXICO No. 1 on the market
478 M€
Vallen Proveedora (*) : Camilo Kuri
Sonepar Mexico : Urcesino Palacios Barro
(*) Reporting directly to Region President
113 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Urcesino Palacios Barro
COLOMBIA No. 1 on the market
80 M€
Ricardo Rodriguez Mutis
8 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Urcesino Palacios Barro
COSTA RICA No. 2 on the market
22 M€
Rodrigo Esquivel
4 branches
CENTRAL AMERICA STRATEGIC OPERATING AREA Urcesino Palacios Barro
PANAMA
4 M€
Ricardo Rodriguez Mutis
1 branches

Asia-Pacific
Integration

sonepar-panorama-keith-moss

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, President in March 2016.
Eugene Wu, President in March 2016.

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

1.8 billion euros
339
branches
10
countries
9%
of group sales
1,100
talented new hires
INDIA
20 M€
Raja Sivaji Ghosh's
7 branches
SOUTHEAST ASIA STRATEGIC OPERATING AREA Alex Cheang
MALAYSIA No. 1 on the market
184 M€
Francis SA
40 branches
SOUTHEAST ASIA STRATEGIC OPERATING AREA Alex Cheang
THAILAND No. 3 on the market
57 M€
Surote Panasahatham
4 branches
SOUTHEAST ASIA STRATEGIC OPERATING AREA Alex Cheang
SINGAPORE
30 M€
HoST : See Howe Ho
Cable Solutions : Lawrence Tam
3 branches
SOUTHEAST ASIA STRATEGIC OPERATING AREA Alex Cheang
INDONESIA
9 M€
Fanah Jaya : Chin Hon Lim
1 branches
PACIFIC STRATEGIC OPERATING AREA Matthieu Raffestin
AUSTRALIA No. 2 on the market
558 M€
Matthieu Raffestin
178 branches
PACIFIC STRATEGIC OPERATING AREA Matthieu Raffestin
NEW ZEALAND No. 3 on the market
87 M€
Steve Priest
46 branches
CHINA STRATEGIC OPERATING AREA Yuxiao Xu
MAINLAND CHINA
603 M€
Yuxiao Xu
33 branches
CHINA STRATEGIC OPERATING AREA Yuxiao Xu
HONG KONG
(AND MACAU SAR)
59 M€
Alvin Mok
7 branches

Strong autonomous
growth ...

sonepar-panorama-growth-section-05

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. »

SONEPAR ITALIA, ITALY
SONEPAR ITALIA, ITALY

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. »

... and many acquisitions
In our associates' own words

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Roberto PAYARO
CEO Nortel Suprimentos Industriais, Brazil (September 2015)

« There were no surprises for us when we entered the Group. Sonepar has shown us that we form a genuine family and we are proud to be part of it. In just a short time, we had a visit from the Chairman and the Board of Directors. What we appreciate is that almost nothing has changed since we joined Sonepar. Right from the start, I felt comfortable, since I am working the same way as when I was the company boss. »

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Ricardo THOMSON
General Manager Rexel Chile, Chile (September 2015)

« Sonepar provides us stability to grow our business, with a long-term vision. The Group’s policy is focused on the present and the future. We get broad support for implementing our action plans in Chile and we are already fully involved with all the businesses developed in the South America sub-region. »

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Abraham PUERTA BRIS
General Manager, Sonepar Peru, Peru (September 2015)

« We were all well-informed about Sonepar’s business model and we were eager to be a part of it. Even so, we were pleasantly surprised by its collaborative structure and the advantages of regional and global synergies. The CEO and the CFO came to Lima, sending out a powerful message on how Sonepar takes care of its teams. We have benefited from incredible tools for achieving better performance. »

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Keith STEGER
President Eck Supply Company, USA (July 2015)

« We joined Sonepar with some anxiety, but overall with great excitement! We were surprised to see how much concern is shown for people. The reason why we joined the Group was to become part of one family of regional, national and global significance. »

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Casper GERRITSEN
Managing Director, Van Egmond Group, Netherlands (May 2015)

« Nothing has changed really. We have all the freedom we need for our company to continue to grow by drawing on its strengths. We were most pleasantly surprised by the availability and involvement of our colleagues. We weren’t expecting that from a company of this size. There are many differences between an independent entrepreneur and a global group. The biggest one is regular reporting. »

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Alan AKAMINE
General Manager, Rasko Supply, USA (January 2015)

« We joined Sonepar to go from being a small independent company in Hawaii to a partnership with significant resources, growth capacity and unlimited potential! Our arrival went as smoothly as we expected, and the biggest cultural change was being able to work with varied resources outside of our scope. Sonepar gives us the means to grow and make wiser sales decisions in a market we know well. »
Brandon Plan, Sales associate: « Sonepar welcomed us with open arms! The Group has given me a new perspective on the future. »

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Andrew PERCIVAL
Mayflex, United Kingdom (April 2015)

« We are beginning to see opportunities to reach new markets and vendors, and to improve business processes and efficiencies. We have been very pleased with the support and welcome from Sonepar. The change of ownership was very smooth and efficient, the process prior to the change was very professional, with both Sonepar and Mayflex teams working well together. We have completed a number of significant changes within our finance operation and in our financial reporting period, but we now work well together to make this efficient in a short period of time. »

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Thorsten RÄTHER
Sales Manager North, Solar Deutschland, Germany (March 2015)

« Our associates have seen that Sonepar is not just an electrical products distributor, but also a fast-growing, highly innovative group. That gives them a clear outlook and a sense of security. We have continued our business activities, but we are now connected to the Group’s North/East logistics center, so we have a much wider range of products available. After one year, you could say that we have joined the Sonepar family. 2016 will be the year for digital transformation. »

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David DAHL
President, QED – Electric Supply, USA (April 2015)

« I felt very welcome. Sonepar was very professional. Sonepar’s reputation led us to believe that we would operate ‘as usual.’ I’m happy to report that is the case. Sonepar is bringing us additional solutions to optimize our back-office performance. Sonepar values their vendors, and the collaboration makes us both stronger. »
Matt Jansen - Vice President « Being part of the Group and sharing its services will lead to a more streamlined business and help us focus on increasing sales. »
Scott Jansen – Vice President « The changes involve respect and the quality of partnerships with suppliers. The autonomy that Sonepar grants its operating companies in how they run their business and make decisions has confirmed for us that entering the Group was an obvious choice. »