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Shareholding

As responsible shareholders, we receive, embrace and pass on a heritage that cannot last unless we address the economic, social and environmental challenges facing the world.

MARIE-CHRISTINE COISNE-ROQUETTE, EXECUTIVE CHAIRMAN

We have expressed our ambition of having at least 10% of Sonepar’s managers hold company shares, and we have done what it takes to realize that ambition. In 2015, we offered over 4,000 associates the opportunity to acquire their first shares or increase their holdings.

MARIE-CHRISTINE COISNE-ROQUETTE, EXECUTIVE CHAIRMAN

The Colam Shareholder Responsibility program is fully in line with the Group’s values. It unites the shareholders around a common vision.

SHAREHOLDERS’ WORDS

Service

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 and we are gradually aligning with the Group’s strategy. 2016 will be the year for digital transformation, for example, with our new webshop.

THORSTEN RÄTHER, SALES MANAGER NORTH SOLAR DEUTSCHLAND – GERMANY (MARCH 2015)

Now that we have an all-hours delivery room, I can place my own orders for my business and know they will be delivered overnight. It’s a real time-saver that allows me to stick to my schedule and ensure my customers are satisfied.

DIDIER BEAURAIN, MEMA (FRANCE)

What makes a difference is that we focus our efforts on our points of sale and electricity projects of all sizes. Above all, we offer our customers end-to-end solutions, not just products.

URCESINO PALACIOS BARROS, SONEPAR MEXICO (MEXICO)

Strategy

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!

CAMILO KURI, VALLEN PROVEEDORA (MEXICO)

Together with our local executives, we have made our policies and product strategies more consistent by leveraging the efficiency of our Product Management Teams.

HERBERT WILLMY, EXECUTIVE VICE PRESIDENT, GLOBAL SOURCING & SERVICES

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. We aren’t sprinters; we’re marathon runners.

JAN FERWERDA, TECHNISCHE UNIE (NETHERLANDS)

Synergies

We joined Sonepar to go from being a small independent company in Hawaii to having 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.

ALAN AKAMINE, GENERAL MANAGER RASKO SUPPLY – UNITED STATES (JANUARY 2015)

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.

DAVID DAHL, PRESIDENT QED ELECTRIC SUPPLY – UNITED STATES (APRIL 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.

ABRAHAM PUERTA BRIS, GENERAL MANAGER SONEPAR PERÚ – PERU (SEPTEMBER 2015)

Our decentralized organization has an immense potential to increase synergies by sharing experience and best practice. To uncover this treasure, or just parts of it, is a cornerstone for a profitable future of the Group.

CARSTEN HOFFMANN, SONEPAR, FRANCE