success story
wide angle
A subdued 2013
CFAO continues to build for the
future by developing new activities.
CFAO technologies
& ecobank burkina
CFAO Technologies makes managing its
customers’ data a key priority.
Contact
OUR BUSINESS, OUR STAFF No. 73 - march 2014
consumer goods
CFAO’s growing
appetite
editorial
Contents
richard bielle,
No. 73
World
05
W
ide Angle
A subdued 2013
© isabelle NERY
08
Chairman of the Management Board
08 Country Spotlight
Spotlight on the French
Overseas Territories
10 Our Guest
Hakim El Karoui, co-author
of the report “A partnership
for the future”
R
LIE
E
AT
RE
CE
13
PT
ION
Business
13
Success Story
CFAO Technologies leverages
expertise for Ecobank
Burkina
14 Comparing Notes
Operations Director:
an orchestrating role
16 Market
CFAO’s growing appetite
for consumer goods
18
Toolbox
18
Mecaplanning: complete
transparency in the workshop
People
20HR & You
2013 employment data:
counting the numbers at
CFAO
22
csr
Environmental and health
reporting: aiming even higher
23
23
Who are you?
Frédéric Roux
ON COURSE FOR 2018
The Group’s new organisational structure is clearer and more
consistent with our development strategy, focused on three sectors:
Equipment & Services, Healthcare and Consumer Goods.
In recent years, the biggest global brands have been looking at
Africa in a new and positive light. All brands are keen to establish
themselves or strengthen their presence on the continent.
For CFAO, whose strategy is focused on coordinating the growth of
major international brands in African markets, it is an exceptional
period offering a wealth of new opportunities.
In these three business sectors, we shall be strengthening certain
existing partnerships and forming new ones with powerful brands
looking to develop sustainably and profitably on the African
continent.
To succeed in sometimes narrow and atypical markets, we will be
relying on this unique combination of boldness and diligence that
has always been the hallmark of CFAO teams. With the support of
our major shareholder TTC, we will build on our logistics expertise
and develop our industrial expertise. I am convinced that brand
development in Africa will require increasingly sophisticated
logistics systems, and will more often need to include local
production and packaging solutions, which will contribute to
the economic development of the countries involved and firmly
establish our partner brands in the African economy.
Our course towards 2018 is clearly mapped out and the potential is
enormous.
2014 will nonetheless be very complicated because we have
to contend with some difficult market situations affecting our
automotive operations and, at the same time, invest in a number
of new development projects. Our level-headed thinking and
determination will enable use to rise to all the challenges before us
in 2014.
I have enormous confidence in the strength of our strategic plan.
Contact our business, our staff
publication director: Sébastien Desarbres Editor-in-Chief: Bénédicte Guillien photos: APC by Schneider Electric, Joan Bardeletti (cover), CFAO Group all rights reserved, Fotolia, Gettyimages,
Isabelle Néry, Thomas Renaut design & layout: analogue
using vegetable-based inks www.cfaogroup.com
2
Contact - March 2014
contributors to this issue: Stéphanie Livingstone‑Wallace translation: Sémantis printed on Condat Silk, an environment-friendly paper,
World
91% of African CEOs
25,000 fake BIC® Cristal pens
are confident their revenue
will grow for the next
three years*.
* Source PwC, Africa Business Agenda published in October 2013.
were seized at the Makola market
in Accra, Ghana, in mid-February –
a move much appreciated by
PPGL’s approved distributors.
CONGO / MAURITIUS
SOLUTIONS FOR ALL
WASTE STREAMS
CFAO Motors Congo has signed
a partnership contract with
Sle/Loango, a subsidiary of
ORTEC, based in Pointe-Noire.
The partner company, specialised
in waste management, will
organise the collection and
treatment of oil filters and soiled
rags, while Total Congo will recover
the used oil. Meanwhile, IMC in
Mauritius has installed a skip with
six compartments for separating
cardboard, plastic, batteries, etc.,
enabling employees to do their bit
to help save the planet.
MOROCCO / BURKINA FASO
WORLD
THE AFRICA CEO
FORUM 2014
The second Africa CEO Forum
was held in Geneva from 17 to
19 March. Organised by Jeune
Afrique group in partnership with
the African Development Bank,
the event brought together CEOs
of large African and international
companies operating in Africa.
CFAO was nominated for an award
in the “International Corporation
of the Year” category.
ALERTING DRIVERS
TO THE DANGERS
OF THE ROAD
Each month the subsidiaries organise initiatives to prevent road accidents, the eighth-largest
cause of death worldwide. CFAO Motors Morocco organised one such initiative to coincide with
the country’s national road safety day on 18 February, in partnership with the Moroccan traffic
accident prevention committee. More than 3,000 road safety guides, funded by CFAO, were given
to employees and will also be distributed to customers. In March, it was the turn of CFAO Motors
Burkina. On 5 March, 250 young volunteers from the local police were given safety vests by the
subsidiary’s Managing Director, Joël Langlat, as part of an initiative to support the officers in their
efforts to improve road safety.
More news on the Group and its subsidiaries can be found on the Intranet at myCfao.com
Contact - March 2014
3
MAURITIUS
EQUATORIAL GUINEA
Copa do Mundo 2014 with IMC
With only a few months to go before the FIFA World Cup,
IMC decided to deck out its showroom in Brazilian colours,
to the delight of football and automotive enthusiasts alike.
Football sponsorship is a key element of Hyundai Motors’
marketing strategy and the reason is clear: it’s an effective
means of communicating with customers while sharing
their passion for the world’s game. A number of initiatives
have been planned around the tournament.
TEE TIME
CFAO Motors Equatorial Guinea organised its first Toyota by CFAO golf
tournament on 16 February. A total of 50 people gathered at the Sipopo course
in Malabo to take part in the event, with a hole-in-one at the second hole
(par 3). The lucky winner drove away with a superb Toyota RAV4. The event,
which was filmed by a television crew, was a resounding success for the
subsidiary and helped raise brand awareness. For non-golfing customers and
prospects, a beginners’ day was held on the eve of the tournament.
liberia
nigEria
SCHOOLCHILDREN
KITTED OUT
WORLD
THE RETURN
GHANA EXPERIENCE
CFAO Automotive is returning to
Liberia after several years’ absence,
with a new CICA Motors Liberia
dealership selling Toyota and
Yamaha vehicles.
Eight employees from the Group’s head office in Sèvres
and four from Eurapharma in Rouen spent a week
in Ghana, from 15 to 22 March. The trip provided an
opportunity for some to experience Africa for the first
time, and for others Ghana. The programme for the visit,
planned by Edouard Rochet, country representative and
Managing Director of CFAO Motors Ghana, included a tour
of local CFAO subsidiaries. This was the sixth trip to an
African country organised by general management and
employee representatives.
Students at Yewa Junior School and
Unity Junior College Agege in Lagos
got a surprise on 24 February. The
NIPEN team and representatives
of BIC® visited the schools to give
out calendars, caps, exercise books
and 500 ballpoint pens. So now all
the students have what they need
to continue their schooling and no
longer have an excuse not to do their
homework!
TANZANIa
On the run!
CFAO Motors Tanzania once again
took part in the famous Kilimanjaro
Marathon, which was this year
held on 2 March in Moshi. Twentythree CFAO Motors Tanzania
employees and two guests fresh
off the plane from Mauritius ran the
semi-marathon, while two others
ran the 5k fun run. An impressive
performance by all!
More news on the Group and its subsidiaries can be found on the Intranet at myCfao.com
4
Contact - March 2014
© gettyimages
World Wide Angle
With the publication of its 2013
results, the Group announced
another year of growth. Its
Eurapharma and CFAO Industries,
Equipment & Services divisions
performed well, while CFAO
Automotive recorded a decline in
sales. Overall, CFAO nonetheless
strengthened its position in many
of its markets, particularly in West
Africa, and continues to build for the
future by developing new activities.
A subdued
2013
T
he Group posted revenue of
€3.6 billion in 2013, an increase of 1.2% compared to
2012, driven by strong performance from Eurapharma
a n d C FA O I n d u s t r i e s ,
Equipment & Services. Revenue for the
CFAO Automotive division saw a decline
due to the downturn in some major
markets. With recurring operating in-
come of €269 million (7.4% of revenue),
the Group performed well overall, albeit
not as well as last year. CFAO has maintained strong positions in Africa, where
the Group again generated 80% of the
year’s sales. Even better, many development projects were set in motion in 2013
to meet newly emerging expectations
among African consumers, businesses
and other organisations.

Contact - March 2014
5
World Wide Angle
CFAO Automotive:
a different picture
CFAO in brief
(at 31/12/13)
➔ €3.6 billion in revenue
➔ €269 million in recurring operating income
➔ 80% of sales generated in Africa
➔ €126 million in available cash flow from operating activities
➔ 11,600 employees
Revenue
With 78,237 new vehicles sold, CFAO Automotive’s revenue reached
€2,049 million in 2013, down 6.4%. Sales rose in West Africa,
particularly in Senegal, Cameroon and Sahel countries. In the Maghreb,
after two years of strong growth in Algeria (up 40%), sales volumes fell
sharply in 2013 (down 21% in Algeria and 18% across the Maghreb as
a whole), due to a severe market downturn and increased competition.
Heavy truck sales were not affected – on the contrary, they increased
by 14% in Algeria. More generally, the heavy truck business was
booming across all subsidiaries (up 7.3%) and accounted for 20% of
the division’s total revenue, compared with less than 17% in 2012.
Key figure
(at 31/12/13)
by business
CFAO Automotive
eurapharma
57%
30%
78,237 new vehicles sold
including 12,149 HGVs
CFAO Industries,
equipment & Services
13%
by geographic area
English- and Portuguesespeaking sub-Saharan
Africa
14%
others
Europe **
7%
Maghreb
19%
French-speaking
sub-Saharan Africa
French Overseas
Territories and
others *
20%
* French Overseas Territories (FOT) and Vietnam
** France export and Denmark (Missionpharma)
6
Contact - March 2014
40%
“With the support of TTC, our major
shareholder, I am convinced that
we can reinforce the leadership of
CFAO and its “Three Pillar Strategy”
addressing the equipment, the
healthcare and the consumer goods
markets, strengthening thus our
positioning as a unique partner of
global brands in Africa and overseas.”
Richard Bielle,
Chairman of the CFAO Management Board
A milestone achievement
for Eurapharma
Continued growth for CFAO Industries,
Equipment & Services
2013 was a record-breaking year for Eurapharma with sales
tipping over the €1 billion milestone to €1.103 billion,
an increase of 13.8%. Consolidated revenue from recent
acquisitions (Missionpharma and Assene Laborex) contributed
7% to the division’s growth, while organic growth, i.e. including
the subsidiaries present in 2012, accounted for 7.1%. All
countries in French-speaking sub-Saharan Africa recorded
growth as did the French Overseas Territories. The division’s
recurring operating income remains high (8.5%) due to the
strong growth in sales.
CFAO Industries, Equipment & Services saw another year of strong growth,
at 11.2%. Thanks to a solid fourth quarter, sales for CFAO Technologies rose
15.8% in 2013, with outstanding performance in Algeria, Gabon and Burkina
Faso. CFAO Equipment saw significant growth in its machinery business, with
sales up 21% despite a less favourable environment than in 2012. Lift sales
saw similar growth, driven by a booming construction market. Rental services
continued to develop and saw growth of 6.7%. For CFAO Industries finally,
growth in sales of plastic products, especially razors and crates, remains
strong. Production at Brasseries du Congo again increased, reaching
2.9 million hectolitres (70% beer and 30% soft drinks).
Key figure
Key figure
€1.103 billion
11.2% revenue growth
in revenue
Strengthening our consumer goods network
You will remember that 2013 saw the launch of a partnership between CFAO and
Carrefour in eight major markets in West Africa. This alliance is driven by our ambition
to quickly become a major player in this sector. Another highlight of the year was the
signing of two partnership contracts, with Pernod Ricard and Ferrero, with the aim of
strengthening our consumer goods distribution network in Nigeria.
For more information about the Group’s financial performance, visit:
www.cfaogroup.com
(Finance / Publications / Financial Results)
© isabelle NERY
New prospects for 2014
As of the first quarter of 2014, the presentation of CFAO’s results will reflect the Group’s
new organisational structure, which is divided into three main pillars for growth oriented
towards markets with strong potential: ‘Equipment & Services’ encompassing the
activities of CFAO Automotive, CFAO Equipment and LOXEA (these three forming the
new Automotive, Equipment & Services division) and CFAO Technologies, ‘Health’
with Eurapharma and ‘Consumer Goods’ with CFAO FMCG* Industries & Distribution
(beverages, plastic products and consumer products distribution) and CFAO Retail.
* Fast Moving Consumer Goods
Contact - March 2014
7
World Country Spotlight
CMM dealership in Saint Denis - Le Triangle.
© thomas renaut
© thomas renaut
Ménard Auto showroom - Nouméa, New Caledonia.
Spotlight on the French
The story of CFAO in Africa is well
known but its presence in the
French Overseas Territories (FOTs)
is perhaps less familiar. The FOTs
however account for nearly 20%
of the Group’s revenue. We take a
look at the main challenges facing
a handful of subsidiaries in these
strategic markets.
Did you know?
The CFAO FOT region includes:
Guadeloupe, Martinique, French
Guiana, Reunion, French Polynesia,
Saint-Martin and New Caledonia.
It has a total population of
approximately 2.5 million.
8
Contact - March 2014
S
ince the early days in Reunion in 1922
with the CMM automotive network,
CFAO has become a major economic
player in the French Overseas Territories
(FOTs). Through its automotive and
pharmaceutical distribution businesses,
the Group operates in seven such territories:
Ma r t i n i q u e , Gu a d e l o u p e , Sa i n t - Ma r t i n ,
New Caledonia, French Polynesia, Reunion and
French Guiana. Unlike in Africa, these subsidiaries operate in mature markets and the economic
conditions in the FOTs are in many ways similar to
those in mainland Europe: a legal and business environment up to European standards, an economy
dependent on imports from Metropolitan France,
low economic growth and high unemployment.
The rules of the game are therefore not the same
as in Africa.
Adapting to local needs
in the automotive sector
French Polynesia, New Caledonia, Reunion and
French Guiana together account for 17% of CFAO
Automotive’s sales. In these four highly competitive and largely mature markets, the Group’s
subsidiaries cater to a B2C customer base and are
necessarily active in the used vehicle segment,
which often compensates for fluctuations in sales
of new vehicles.
In Reunion for example, the automotive market has
shrunk by 25% in volume terms in five years as a
result of the crisis. Nonetheless, it has some very
attractive features, as Eric Benavente, Managing
Director of CFAO Automotive in Reunion, explains: “Reunion is a small island with no public
transport. So people need to be mobile, whether
for work, leisure or personal needs. One telling
fact is that the average annual mileage travelled in
Reunion is 20,000 km compared to 12,000 km in
Metropolitan France. This illustrates the fundamental role of cars on the island. Also, the people
of Reunion are very open to new ideas and are
very environmentally conscious, which results in a
keenness for hybrid vehicles and their reduced CO2
emissions.” So, although the automotive market
is flagging, it presents opportunities for all market
players, particularly for CFAO, the island’s number
three. With the Toyota brand, CFAO is Reunion’s
only distributor offering hybrid solutions. In 2013
moreover, the subsidiary saw increased business
in a declining market. However, CFAO Automotive
does face some challenges if it is to continue to
pursue growth. For one, it must strengthen its
presence in the south of the island and professionalise its used car sales business, which represents
a market twice as big as the new vehicle market.
“Used car sales is a strategic business”, says Eric
Benavente. “We are committed to developing and
professionalising it and establishing a proper business strategy with a quality label. We’ve already
restructured our operations into a single sales department on the island.”
Several thousand miles away in French Guiana,
the automotive market is adversely affected by
a stagnant economy and the low standard of
living of the vast majority of the population. In
2014, the withdrawal of tax relief on the purchase of commercial vehicles will likely affect
the sector further. Against this backdrop, the
automotive subsidiary is striving to maintain
its market share. The opening of a new showroom in Cayenne in late 2014 should help
boost business, as Patrick Dechanet, Managing
Director of NCCIE, explains: “The upgrading and
expansion of our dealership will improve how we
receive customers. We will have the finest showrooms in French Guiana. In the longer term, plans
to develop the country’s infrastructure and the
The Laborex Saint-Martin site, at the foot of the island’s mountains.
© thomas renaut
Soredip service quality - Le Port, Reunion.
Overseas Territories
Space Centre as well as offshore oil exploration are
opening up encouraging prospects for the country’s future, and therefore for the automotive market.”
Standing out in healthcare
Accounting for more than a third of total sales, the
French Overseas Territories are particularly attractive for Eurapharma, which is active in all seven. In
the West Indies and in Reunion, the healthcare
market follows the same trends as in Metropolitan
France: an increasingly regulated drug market and
pharmacies subjected to strong pricing pressure
due to the rise of generics. In Reunion, Soredip, the
island’s second biggest wholesaler-distributor, is
determined to become the market leader. It has already improved the quality of service provided by
setting up a sales team made up of two pharmacists who visit all 250 pharmacies each month.
But it is the opening of its new facility in 2015 in
particular which should enable it to strengthen
its leadership. “We are transferring all our operations, currently spread across three sites, to a
single 6,000 square-meter facility”, says a pleased
Philippe Egraz, Managing Director of Soredip. “In
addition to meeting all the regulatory requirements in terms of storage and best practice, the
new site will allow us to be more efficient in terms
of logistics, with better product availability and
greater storage capacity for generics. With the most
up-to-date facility on the island, we will be able to
offer pharmacies an outstanding level of service.”
In Martinique and Guadeloupe, Sopharma is the
long-standing partner of pharmacists and the
market leader, with 75% and 65% market share
respectively. It is the only ISO 9001 certified wholesaler-distributor in the French West Indies, an
undisputed guarantee of quality. To further consolidate its leadership, Sopharma is concentrating
its efforts on supporting pharmacists and developing new services. “We support pharmacists both
when they are first setting up and as they develop
their business”, says Geoffroy Pelleray, Managing
Director of Sopharma. “We offer training and provide management and merchandising solutions
to help pharmacists boost business at the point of
Ford showroom, French Guiana.
sale. We are putting a lot of energy into developing homecare services, a fast-growing sector given
the aging population”. Beyond that, Sopharma also
gives its customers the opportunity to participate
in a unique share ownership scheme which helps
build strong and lasting ties with pharmacists. ■
Port activities.
© thomas renaut
“We are committed
to developing and
professionalising it and
establishing a proper business
strategy with a quality label.”
Contact - March 2014
9
Monde Our Guest
Africa / France
Building a brighter
economic future
Hakim El Karoui is co-author
of the report “A partnership for
the future” presented by Hubert
Védrine at the Africa-France
Summit in Paris last December.
The report puts forward 15
proposals for building a new
economic relationship between
Africa and France. Here he talks
about the project’s challenges
and encouraging prospects for
the future.
How did you become involved in
drafting this report?
The report was commissioned in late 2012 by
the French Minister of the Economy and Finance,
Pierre Moscovici, with one goal in mind: to find
ways to boost France’s position in Africa. Five
French and French-African political and business
figures were invited to reflect on the issue and to
make proposals: Hubert Védrine, Lionel Zinsou,
Tidjane Thiam, Jean-Michel Severino and myself.
What interested me about this project was the
possibility of moving things forward by sharing
our different perspectives.
What are the challenges facing
development in Africa?
The continent is faced with two major
issues: firstly its infrastructure – with major
requirements in terms of roads, seaports,
airports, access to energy, water, etc. – and
secondly access to skilled human resources. It’s
a real paradox, because there is no shortage of
skilled resources in Africa. But many have left the
continent to ply their trade elsewhere. Africa has
not been able to retain enough talented people.
Now it must lure them back and hold onto this
valuable asset.
Increasing training is one of the
15 things proposed in the report.
Can you tell us more about that?
Yes, it is the second proposal: “Boost human
capital formation, academic and research
cooperation and intellectual exchange, with
an orientation towards development.” We do
not claim to have a solution to the problem of
10
Contact - March 2014
Hakim El Karoui
Co-author of the report
“A partnership for the future”
quick bio
Franco-Tunisian Hakim
El Karoui began his career
teaching in Cairo, Tunis and
Lyon. In 2002, he joined
the cabinet of the French
Prime Minister Jean-Pierre
Raffarin before taking
up a position as adviser
to Thierry Breton, then
Minister of the Economy,
Finance and Industry. He
went on to join Rothschild
et Cie as Deputy Director
and then Director. In
late 2011, he joined
Roland Berger Strategy
Consultants, where he
is involved in African
development.
access to skills, but we believe that France can
play a role in providing training and guidance
for African professionals. For example, by
establishing significant tuition fees for foreign
students in France, and pointing them towards
a scholarship programme aimed primarily at
young people, like the Europe-Africa programme
launched by Sciences Po. We also propose to
improve cooperation in research, by involving
French companies. But the success of these
initiatives also depends on the relaxation of
visa policy for those seeking to work in France.
Finally, we are going to set up a French-African
foundation, both public and private, whose
primary objective will be to facilitate the flow of
knowledge and talent between France and Africa.
The report also refers to the need to
encourage industrial alliances in key
sectors. How can that be achieved?
France has considerable expertise in certain key
areas, particularly in services to local authorities.
Considering the rate of urbanisation of Africa
– without a doubt the fastest in the world –
France is well equipped to effectively support
the development of key markets such as energy,
water, telecoms and retail. This will be achieved
by stepping up exports to Africa. This objective
requires the development of a balanced dialogue
that will serve the economic interests of all
stakeholders.
What can be done to step up the
economic dialogue?
We need to disseminate more information,
give examples of success stories, put business
leaders in touch with one another. We need to
motivate investors, executives and other talented
individuals. Africa’s prospects for growth should
encourage us to broaden our horizons. ■
Read the full report at http://sommet-afrique.
elysee.fr
Business
CAMI Yaoundé, the exclusive
Toyota dealer in Cameroon and the
undisputed market leader, passed
a major milestone in delivering its
1,000th vehicle to Tractebel.
CFAO Motors Nigeria supplied 180
Chevrolet Aveos to Abuja Investment
Company in mid-February.
The vehicles will be integrated
into the capital’s taxi fleet.
automotive
And the winner is…
Once again, Veronica Mihawa (on the
right) found herself on the top step
of the podium for her performance in
2013. She was named CFAO Malawi’s
best salesperson with 94 vehicles
sold. Second place went to Hopeson
Chingonichatha and third to Chikondi
Mphaka. Well done everyone!
industries
CERTIFICATION AND
SUPPLIER AWARD
FOR MIPA
MIPA, a leading plastics processing
company in Côte d’Ivoire and a CFAO
subsidiary, was recently granted ISO
9001 V 2008 certification. And that’s
not all... at the beginning of the year,
it was audited by Partner Africa at the
request of Coca-Cola. On completion
of the audit, MIPA was declared ‘fully
compliant’ with the multinational’s
Supplier guiding principles and
Workplace rights policy, making
MIPA the first of Coca-Cola’s
suppliers in West Africa to be
awarded the honour.
Automotive
THERE’S NO STOPPING THEM
CFAO Motors Benin stepped up its efforts in the first quarter to boost the visibility of Yamaha and
further improve service to motorbike enthusiasts. Things got off to a flying start with the official
launch of two new dealerships: Noveda in Lokossa and Prodicom in Comé. At the same time, various
promotional campaigns and bulk deliveries were carried out, including 150 YBR 125G motorbikes
to the country’s Ministry of Health as part of a multi-year water and sanitation project. In addition, a
Yamaha Club was set up in Benin and the much-coveted first membership card was issued. And on the
safety front, a Crux bike has been given to the NGO “Attention Sécurité Pour Tous” which will be used
for motorbike training. The first course will focus on emergency braking. And that’s just the start!
More news on the Group and its subsidiaries can be found on the Intranet at myCfao.com
Contact - March 2014
11
automotive
Citroën on the road
to Accra
On 16 January CFAO Motors Ghana
organised an official launch for
Citroën in Accra – a colourful event
that attracted a lot of attention! After
a major teasing campaign lasting
ten days, 400 guests were invited
to discover Citroën and its flagship
models at an evening reception in
the Ghanaian capital. CFAO Motors
Ghana has already supplied the first
few vehicles, mainly C4 Aircross and
C-Elysée models.
automotive
equipment
A new financing solution
In February CFAO Equipment Ghana officially launched a financing
programme, in partnership with Société Générale, aimed at Ghanaian
entrepreneurs who want to buy a JCB 3DX backhoe loader.
VEAT, THE CUSTOMISATION SPECIALIST
Need a custom fitted or adapted vehicle? VEAT, with its network
of European partners, has been customising vehicles in line
with customers’ specific requirements for three years. Its latest
project was a Land Cruiser 79 fitted with a 1,500-litre fuel tank
delivered to a Nigerian customer in the mining industry.
automotive
Diamal
rolls
out the
Insignia
The new Opel
Insignia is now
available in
Algeria following
an official
launch held at
the Stand’All in
Bordj El Kiffan
on 4 March,
with 150 guests
in attendance.
A high-profile
event for a fine
car!
More news on the Group and its subsidiaries can be found on the Intranet at myCfao.com
12
Contact - March 2014
Business Success Story
CFAO Technologies leverages
expertise for eCOBANK Burkina
CFAO Technologies has made managing its clients’ data
and developing secure data centres to host them a key
priority for over 10 years.
B
usinesses need solutions that offer more
IT capacity – and therefore consume more
energy – to meet the ever-more sophisticated requirements they face on a day-today basis. Data availability and security lie
at the heart of IT departments’ concerns:
the investments they make must ensure the long-term
viability of the infrastructure they set up as well as its
upgradeability. Data centre design and optimisation is
one solution to these challenges.
Ecobank approached CFAO Technologies to access
the expertise it needed to bring its data centre
in line with current standards. “Ecobank is a
long-standing CFAO client, so we know them well.
We had delivered servers to them and were providing maintenance services,” recalls Jacques Manga
Nsongo, Managing Director of CFAO Technologies
Burkina. In its proposal, CFAO Technologies focused
on a upgradeable, modular solution with a high
level of availability, based on APC by Schneider
Electric products. Following the tendering process CFAO
Technologies was selected to supply a turnkey data centre.
© apc by schneider electric
A latest-generation data centre
Ecobank was seeking a service provider to take full responsibility for the project by coordinating all the various project stakeholders and managing the migration
of existing equipment. Thanks to meticulous project
management, CFAO Technologies successfully oversaw
the work of the various subcontractors and lead times
for supplying equipment. As a result, it was possible
to start installing cooling, energy, racking and security solutions as soon as they arrived and to get them up
and running in 10 days, before migrating the IT systems. All of this meant that Ecobank had a data centre just four months after placing an order. “Business
carried on as usual during the switchover, which was
one of the bank’s key requirements,” explains Jacques
Manga Nsongo.
Going above and beyond
Ecobank now has a managed, modern, secure and upgradeable data centre with a high level of availability,
which has also been designed to offer significant energy savings: a considerable advantage given that data
processing consumes more energy than the aeronautical industry. To ensure its client’s investment was fit
for the long term, CFAO Technologies designed a stateof-the-art centre with technological infrastructure that
is capable of meeting the bank’s future growth needs.
“There has been an immediate improvement in fluidity: response times at the counter and cash dispensers
are extraordinary. At the end of the day, that’s what the
customer sees: they may not know how it’s done, but
it’s what they see. Our system has helped us improve
our quality of service dramatically,” says Cheick Travaly,
Managing Director of Ecobank. By supplying its clients
with reliable technological solutions in line with their
needs, CFAO Technologies is positioning itself as a significant factor in driving competitiveness. ■
Contact - March 2014
13
Business Comparing Notes
Operations Director
Philippe Huart
an orchestrating
“A variable job spec”
© fotolia
role
Many people are unfamiliar with the position of
Operations Director, created by the Group a few
years ago as a way of optimising the organisation
of the subsidiaries that handle multiple brands
and products. Contact invites three Operations
Directors to talk about their work.
quick bio
n 1983: Graduated from ESC Reims (DESEM) and Hendon University
(B.A in European Business Administration)
n 1996-2000: Managing Director, Antilope, Côte d’Ivoire
(Import & Distribution of Puma and Hi-Tec brands in West Africa)
n 2001-2005: Sales Manager and later Business Manager, Central Motors,
CFAO Côte d’Ivoire, Manager of Brazzaville branch, CFAO Motors Congo
n 2006-2010: Operations Director, Toyota, CFAO Motors Côte d’Ivoire
n 2011-2012: Managing Director, CFAO Gambia
n Since 2013: Operations Director, Toyota, CAMI, Cameroon
14
Contact - March 2014
Operations Director, Toyota, CAMI - Cameroon
T
he main role of an Operations Director is to coordinate
and manage an activity within a given scope, which
could be one or more brands, specialist areas or geographic
regions. In my case, this means sales and after-sales for
Toyota vehicles in Cameroon. Usually reporting to the subsidiary’s Managing Director, the Operations Director plays
an orchestrating role and ensures the profitability of the
products he or she is responsible for. Personally, I consider
myself to be a multi-role manager who wears several different hats: I coordinate the sales force, send sales reports to
head office, define the marketing plan, monitor supply and
budgets. I also ensure the proper implementation of operational procedures. On the human resources side, I identify
staff training needs to ensure that everyone has the skills
and expertise required by the manufacturers. All this is done
with one goal in mind: keeping the customer satisfied!
More generally, an Operations Director is required to look at
the strategies of both his sector and the company as a whole
from a long-term, overall perspective. It is also a variable job
spec for which responsibilities can change depending on the
size and goals of the subsidiary. So an Operations Director
may be required to take care of legal, accounting and financial aspects.
This comprehensive, cross-organisational position allows
me to keep track of the product from start to finish, from initial negotiations through customer service to final delivery.
For Toyota in Cameroon, one of my main objectives this year
will be to maintain or even increase our market share which,
at 51% for all vehicles, is already significant. ■
michel vellat
Operations Director, Lifts - Cameroon, Chad and Equatorial Guinea
“The lift sector calls for solid technical expertise”
P
roduct knowledge and technical expertise
are prerequisites for the job of Operations
Director, especially in the lift sector where after-sales is crucial. With my electrical engineering training and 20 years’ experience in the
sector, I have an in-depth understanding of
customers’ problems (regulatory, safety, etc.).
I act as the branches’ technical expert, ensuring we take quick, effective action on site. In
addition, given that it takes 2-3 years for an
after-sales technician to be fully operational,
part of my role is to anticipate the skills the
company needs and implement appropriate
training plans.
One of the main challenges I face is the specific nature of some markets such as Chad, a
landlocked country. Another challenge is the
wide divergences between our markets. For
example, Guinea and Chad are emerging economies where business deals take longer to conclude, while Cameroon is a more mature market where competition is fiercer. Also, we work
with a broad spectrum of customers, from individuals to multinational companies, so one
has to be flexible, able to adapt and attuned to
their different needs. And it is this variety that
makes my job so fascinating. The priorities of
my 2014 roadmap are developing and structuring the branches in emerging markets and
strengthening our leadership position in the
Cameroonian market. Not forgetting of course
our work to set up the water treatment business with our partner Culligan, which has been
part of my remit since late 2013. ■
quick bio
n 1986-2004: Technician, Team Leader and then Branch Manager, Thyssen and Kone
n 2005-2010: Inspector, Bureau Veritas
n 2010-2012: Project Manager, NTC design engineering office
n Since August 2012: Operations Director, Lifts - Cameroon,
Chad and Equatorial Guinea Plus, since 2013, water treatment business with Culligan
Marin Laviolette
Operations Director, Otis, Culligan and JCB - Ghana
“Cross-organisational expertise drives performance”
S
ince last year, the water treatment and
generators businesses have been combined with the lifts business to form the
Engineering department. The advantage
of grouping these businesses together is
to provide customers with customised,
multi-technical solutions to enable us to
enter new markets. To support the growth
of these new activities, the structure of the
department has been modelled on the
lifts business with its three sections: sales
& marketing, maintenance & after-sales
and manufacturing. In addition, we have
strengthened our teams through external
recruitment – we have hired a sales rep
specifically for water treatment – but also
through internal promotions, for example
a lift maintenance technician has joined
the generator section as a sales engineer.
We also have to plan and supervise the
safety and technical aspects of the training
provided by brand experts, to satisfy our
customers and partners.
The development plan for the Engineering department is focused primarily on
the cross-organisational nature of skills
and processes. Our three-fold expertise is a
real strength which sets us apart from our
competitors. This is what makes this job
so varied and rewarding. It is a constant
challenge to create synergies between
businesses by combining technical expertise and commercial clout.
On the lifts side, our ability to retain customers relies largely on maintenance
quality. On this basis, we restructured the
division last year resulting in faster response and recovery times. The goal for
2014 is to consolidate these results. For
the other two businesses, we are focusing
on our sales approach to quickly convert
outstanding proposals to orders and improve our market position. These are all
challenges that I am looking forward to
taking up. ■
quick bio
n 2005-2008: Business Manager, Air Conditioning
Maintenance, SPIE
n 2008-2011: Project Manager, Electricity and Air
Conditioning, SNEF
n 2011-2013: Provence-Alpes-Côte d’Azur Regional
Manager, Elithis
n Since February 2013: Operations Director, Otis, Culligan,
JCB, CFAO Ghana
Contact - March 2014
15
Business Market
CFAO’s growing appetite for
consumer goods
One of CFAO’s flagship projects is
strengthen its positions in consumer
goods and enable African consumers
to access new products through the
development of major brands on
the continent. Since signing its first
distribution contract with Pernod
Ricard in Nigeria, the Group has won
the trust of new partners. We take a
closer look.
16
Contact - March 2014
C
FAO has its sights set on becoming the preferred partner of key
global and African players seeking
to distribute their brands on the
African market. This goal reflects the
Group’s determination to support
the development of the African middle class and
fulfil rising demand for consumer goods on the
continent. “Our development plan for consumer
goods is very ambitious,” says Jean-François
Sonder, Director of FMCG* Development. “By
2020, the value of the consumer goods market
will reach $1 billion, driven by a middle class of
300 million inhabitants. Our know-how, expertise and local skills in terms of country knowledge, local regulatory constraints, tradition-
al distribution circuits and import procedures
make CFAO an essential partner for global or
African players requiring support in getting their
brands onto the market in Africa.”
Accelerating growth for
Pernod Ricard in Nigeria
CFAO began its new adventure with Pernod
Ricard, the world’s joint leader in the wines
and spirits sector. First stop: Nigeria. “We are
very proud of this demanding partnership in a
country that will represent a quarter of FMCG
expenditure in 15 years,” says a delighted
Jean-François Sonder. “Distributing a large portfolio of 10 prominent brands, including Chivas,
Absolut Vodka and Martell, is evidence of
the trust placed in us as well as a significant
challenge.” CFAO is fortunate in having a
unique asset in Nigeria: its General Import &
Distribution (GI&D) subsidiary. “GI&D is an
essential part of CFAO’s strategy in Nigeria,”
explains Tim Maguire, Director for GI&D in
Nigeria. “With its 19 offices distributed strategically throughout the country, GI&D can help
global players to reach consumers. We have
a team of 300 employees, including 90 sales
staff. They have access to over 30,000 sales outlets through 400 key distributors!” A long-time
distributor for customers such as Mondelez
(Cadbury), FrieslandCampina (Peak Milk) and
BIC® – whose products are assembled and distributed by NIPEN, the Group’s Nigerian subsidiary – GI&D now distributes drinks for Pernod
Ricard. “We have hired an additional 60 sales
range of ‘premium accessible’ alcohol in smaller
formats and at lower prices, formulated to appeal
to Nigerian tastes.
Developing new partnerships
Following in Pernod Ricard’s footsteps is Ferrero,
ranked third in European confectionery, which
has signed on with CFAO for the distribution
of well-known brands including Nutella and
Tic Tac. An initial distribution agreement
has been inked in Nigeria. The plan is to create an initial network in Lagos, Abuja and Port
Harcourt and gradually roll out distribution elsewhere. “We are thinking of ways to help Ferrero
brands penetrate the whole of Nigeria that go
beyond simple distribution,” explains Christine
Calvez, FMCG Marketing and Development
Manager at CFAO. “We are supporting Ferrero
Our know-how, expertise and local skills in terms of
country knowledge make CFAO an essential partner.
alcohol abuse is bad for your health, drink respoNsibly.
staff dedicated to Pernod Ricard products,” explains Tim Maguire. “These products require
more sophisticated sales processes, as alcoholic
beverages are sold in specific sales outlets. There
is an on-trade network made up of bars, restaurants and other on-trade premises as well as a
dedicated off-trade network, for alcohol sold in
specialist stores. Eight months on from the signing of the agreement, both partners have made
significant progress. In addition to the four cities
originally targeted, CFAO has extended distribution to three major urban areas – Benin City,
Calabar and Onitsha – representing another 1.5
million people. The two partners are also working on a promising project: the launch of a new
in developing products that meet specific local
needs at attractive prices. We are also adapting
our marketing policy to sales outlets to generate
more impulse purchases. We will soon be offering products in smaller sizes to reach less urban
areas. And the gestures associated with spreads
and the whole ritual of breakfast are all practices we will be reinventing with Ferrero in Africa.”
On 5 February, the Group signed an extension
agreement for Ghana, Benin and Togo, which
offers excellent prospects for full coverage of
the region and strengthens the recent contracts
already signed for Hype (an energy drink) and
Cacolac (a chocolate drink). ■
* FMCG: Fast Moving Consumer Goods
Three questions for
Jean-François Sonder
Director of FMCG
Development,
CFAO FMCG
Industries &
Distribution
What are your main criteria when
looking for new partnerships?
Our aim is to include the entire value
chain, including knowledge of local
markets and consumption and purchasing
habits, importation, local production,
packaging, distribution and increasing our
customers’ sales. Producing locally offers
strong competitive advantages: greater
responsiveness and innovation in adapting
products and cost savings on goods often
subject to heavy import duties. The other
great virtue of local production is that it
contributes to the continent’s economic
prosperity.
What can you offer your
partners?
Our know-how extends well beyond product
distribution. Our expertise in African
networks in the broad sense of the term is
an important guarantee of efficiency and a
major time-saver for our partners. We have
unquestionable industrial expertise through
Les Brasseries du Congo with Heineken and
our plastics manufacturing plants with BIC®.
Our aim is to be an expert adviser offering
valuable input on business strategy.
What is your impression five
months into the job?
Firstly pride, because we are taking part
in a unique human endeavour by making
these major brands available to African
consumers. Next, excellent timing: targeting
a middle class that is likely to support
these products easily but also enlarging
our offering to ‘emerging consumers’ with
income of between $5,000 and $10,000
a year. And finally, that it’s demanding,
because although we are concentrating
on the success of our current partnerships
in existing countries, the teams are also
working on replicating these successes in
other product categories and high-potential
regions. What’s more, our alliance with
TTC could open up new partnerships with
Japanese players.
Contact - March 2014
17
Business Toolbox
5 A MANAGEMENT TOOL FOR SUPERVISORY STAFF
At the same time, managers can use the software to monitor
activities in the workshop and help the teams overcome
any difficulties. It also improves communication with the
warehouse (for spare parts) and the sales team.
6 RETURNING THE VEHICLE
TO THE CUSTOMER
The customer receives a text
message letting them know
that their vehicle is ready.
1 BOOK APPOINTMENTS BY PHONE OR ONLINE
ING
NN
LA
CAP
YOUR VEHICLE
IS READY
ME
OP
H
KS
W
WE VALUE
YOUR OPINION
© Antoine Dagan
OR
REMINDER
RE
CE
PT
ION
4 WORKLOAD OPTIMISATION
2 AUTOMATIC REMINDER VIA TEXT
MESSAGE 24 HOURS BEFORE
THE APPOINTMENT
The team leaders assign vehicles based on
the date and time they come in. The aim is
to return the vehicle to the customer within
the timeframe provided.
3 DETAILED PROGRESS TRACKING
The application gives the customer the date and time
when their vehicle will be returned, depending on how
busy the workshop is.
Mecaplanning:
Complete transparency in the workshop
A few months ago, CFAO Automotive
began using Mecaplanning, a new software
application for managing workloads in the
workshop and relations with customers.
The software is another string to the CFAO
Automotive network’s bow as it continues its
efforts to achieve greater efficiency.
“W
e have been working on the idea of
efficiency in the
workshop for the
last few years. After
we rolled out the
‘My efficiency pathway’ programme, the
Group’s IT systems converged,” explains
Jean-Christophe Mercier, Director of
Parts, Services and Quality Plans at CFAO
Automotive. The latest innovation is the
launch of the Mecaplanning software developed by 3D Soft. The application was
selected in 2012 following an invitation
to tender issued by head office and has
proved popular with the staff as it is well
suited to the needs of the division. Its
success is not surprising: Mecaplanning
is already used by major manufacturers
18
Contact - March 2014
and “allows the subsidiaries to optimise
workshop organisation while improving
customer communications,” says Mercier.
Highly conclusive trials
Following the success of a pilot scheme at
the Kinshasa and Lubumbashi sites in the
Democratic Republic of Congo in December 2012, the Abidjan facilities introduced
the software in Côte d’Ivoire in March
2013. “In just a few months, the workshop increased its work capacity by 25%;
we moved from organisation based on
Excel to a totally automated system that
improved the reliability of our appointment bookings,” says a delighted Olivier
Buisson, Director of Toyota After-Sales Service in Abidjan. “Our customer satisfaction
rating has also soared!” Mecaplanning
has also been adopted on the other side of
the world, in New Caledonia. “The interface is more user-friendly and full-featured
than the software we were using before.
It is well suited to our needs,” explains
Benoît Champvillard, Director of Parts and
Services in New Caledonia.
A front- and back-office
revolution
Above all, Mecaplanning offers a per-
sonalised customer interface, with online appointment bookings, automatic
text-message reminders and a profile
page showing the status of the vehicle.
“Our customers are technology-minded
and like the system’s features, which make
our service more transparent and more
efficient,” notes Jean-Christophe Mercier.
“Internally, the software is also a valuable
management tool for managers. It optimises resources allocation by displaying
information in real time.” Not only can
customers check on the progress of repairs and their file, they also have access to
annotated records showing details of their
vehicle, its status, etc. for better follow-up.
If a problem arises (such as a repair taking
longer than expected or needing to source
a spare part) the customer is even notified in advance by their Customer Service
Adviser! “This is an excellent management
tool but it does require some coaching for
the teams in addition to the training week
provided by the Mecaplanning teams,”
emphasises Olivier Buisson. The software
has already been installed in around 15
workshops and will continue to be rolled
out gradually and developed further. It
will soon include an assisted reception
service for tablets. ■
People
98 % of AAI* took place
during the 2014 campaign,
held from 6 January to
14 March.
* AAI: Annual Appraisal Interview
20 employees were recognised by SICAM management for
their loyalty and commitment during a ceremony held on
13 February. 6 were retiring and
14 were presented with an
award for their long service to
the company.
hr
parlez-vous français ?
CFAO Zambia is giving its
employees the opportunity to
take one-hour French lessons
twice a week as part of a training
programme that started on
18 February. The programme
launch was attended by Pascal
Tomasini, Director of the
Alliance Française, Sue Mennell,
Managing Director of CFAO Zambia and Gérald Trempont,
Brand Manager East African countries.
hr / csr
WELL-EARNED RECOGNITION
On 12 February during the visit of Jun Karube, Chairman
and CEO of TTC, and Richard Bielle, Chairman of the
Management Board of CFAO, the Group’s Ivorian
subsidiaries – CFAO Motors, Copharmed, MIPA, CFAO
Technologies and CFAO Equipment – organised an award
ceremony attended by some 350 employees. Those who
had worked for the company for 15 years or more received
long-service awards and there were scholarships for school
and university students. Each young person was also given
a laptop, a mobile internet key with a year’s internet access
and a voucher to buy books.
csr
FEED THE MIND
205 enthusiastic young Ghanaians trained in the rules of
hygiene have recently been appointed as health education
spokespersons. Their mission is to talk about what they
have learned in eleven schools
and among their friends and
family, in order to help prevent
the spread of viruses. The project
was initiated by CFAO Ghana,
which opened a health education
centre at the end of January for
these young people working for a
noble cause.
csr
ONE WORLD FUTBOL
PROJECT
Between March and April 2014, CFAO Motors Morocco and Chevrolet will be
running the One World Futbol Project in the Kingdom, in partnership with
the Heure Joyeuse association. 6,000 special footballs that are virtually
indestructible will be distributed to almost a hundred clubs, sports centres,
schools, orphanages and other organisations in Morocco, benefiting more than
72,000 underprivileged children and young adults seeking to return to work.
The goal of the project is to foster social cohesion and develop the country’s
involvement in the game.
More news on the Group and its subsidiaries can be found on the Intranet at myCfao.com
Contact - March 2014
19
People HR & You
2013 employment data
Counting
the numbers
at CFAO
S
ince 2002, the French law on New
Economic Regulations (NRE)
has required listed companies to
publish data on the social and
environmental impact of their
activities. These obligations have
expanded in recent years through various
laws under the Grenelle II Act, which
amongst other things have introduced
changes to the indicators and require the
data to be certified by an independent thirdparty firm.
All you have to do is ask... and the Group’s
120 contributors (General Management,
HR, Administration & Finance, etc.) are on
the case, providing workforce data from
the 124 subsidiaries. All these figures are
consolidated in the 2013 annual report
and can be found in full in the reference
document to be published in April 2014.
C&B Manager Emmanuelle Damin, who is
responsible for CFAO’s workforce reporting,
explains the approach taken by the Group in
2013: “For the first time, we decided to take
an audit-based approach. We selected seven
subsidiaries to undergo a certification audit
and commissioned two market-leading
firms, Deloitte and KPMG, to carry out the
task of checking the accuracy and reliability
of the information gathered.” (see inset)
Contact presents the main indicators from
the 2013 survey.
The workforce has
remained relatively
stable, with 175 new
employees in 2013.
The slight increase
(+1.5%) results from
the consolidation
of two subsidiaries,
in Nigeria and
India. In total, 26
nationalities are
represented in
the CFAO group,
which operates in
38 countries and 7
French Overseas
Territories.
WORKFORCE
2011: 10,100
2012: 11,415
2013:
11,590
Permanent/fixed-term contracts
permanent
91.8%
fixed term
8.2%
WORKFORCE BY SECTOR
AUTOMOTIVE
6,085
INDUSTRIES, EQUIPMENT & SERVICES
2,947
The CFAO Industries,
Equipment & Services
division saw a 5.9%
increase in the size of its
workforce, primarily as
a result of recruitment
by several CFAO
Equipment subsidiaries
on the continent. CFAO
Automotive saw a slight
decrease of -1.3%.
EURAPHARMA
2,336
SUPPORT FUNCTIONS
222
20
Contact - March 2014
WORKFORCE BY REGION
Mainland France and other (Denmark, India,
Switzerland and Portugal)
French-speaking
sub-Saharan Africa
remains the region with
the highest number of
employees, with a 3.8%
increase in its workforce
compared with 2012.
The ‘mainland France
and other’ area saw a
4.3% increase, partly
associated with the
launch of the new Retail
business.
535
English- and Portuguesespeaking sub-Saharan Africa
1,291
2,887
Maghreb
5,677
The Group upped its investment in
training in 2013. Total expenditure
on training increased by 6% to
€3,246,301. 3,750 employees
benefited from training as a result
(335 more people than in 2012),
representing a total of 137,065
hours of training for an average of
37 hours per person.
EMPLOYEES
TRAINED IN 2013
1,200
French-speaking
sub-Saharan Africa
French Overseas Territories
and Vietnam
TRAINING BY SECTOR
automotive
industries, equipment
& services
eurapharma
support
Functions
2,014
1,090
571
75
Certified reporting
The audits to certify our workforce
data were carried out by Deloitte and
KPMG, which worked together on
seven pilot subsidiaries, selected on
the basis of their representativeness in
terms of business sector or region.
Les Brasseries du Congo (KPMG)
Diamal, Algeria (KPMG)
n E.P.Dis, Algeria (KPMG)
n CFAO Motors, Ivory Coast (Deloitte)
n CFAO Technologies, Côte d’Ivoire
(Deloitte)
n CFAO Motors, Morocco (Deloitte)
n SIAB, Morocco (Deloitte)
n
managers
TOTAL HOURS
AVERAGE NO. OF
TRAINING HOURS
PER EMPLOYEE
staff
managers
staff
managers
staff
managers
staff
330 1,684
226
864
166
405
22
53
60,955 hrs
64,797 hrs
9,392 hrs
1,921 hrs
30 hrs
59 hrs
16 hrs
26 hrs
In the last three years, CFAO has expanded its
efforts in safety training, which is a priority for the
Group. As a result, the average number of training
hours has increased by 25%, from 6.8 in 2011 to 8.5
in 2013. Moreover, 56 subsidiaries (accounting
for 65% of the Group’s total workforce) stated that
they have a Health, Safety & Working Conditions
Committee or equivalent and 46 have produced a
report identifying occupational risks.
SAFETY
Employees received safety training
1,126
2013: WOMEN
20.55%
1,019
2012: 881
2011: n
“The audit required a lot of
commitment and a real investment
of time for the certified subsidiaries.
We want to thank them, because
the results of the audit and the
recommendations made to us will
help us further improve our workforce
reporting process and in so doing,
ensure the long-term viability of our
reporting at Group level for the years
to come,” says Emmanuelle Damin.
A TYPICAL EMPLOYEE
The number of women in the Group
remained stable in 2013 (20.5% in
2012). The proportion of women
managers, however, increased by 5.3%
to reach 22.07% (20.96% in 2012). In
terms of business sectors, the Health
division is the largest recruiter of
women (one employee in four).
l
39.8 years old
l permanent contract
l
8.3
years
of service
Contact - March 2014
21
People csr
Environmental and health reporting:
aiming even higher
CFAO’s subsidiaries have completed their annual end-of-year environmental and health
reporting, providing an opportunity to look back at their achievements and the initiatives
planned for 2014. Contact explores three significant figures.
+33%
The increase in the volume of industrial
waste sent for recycling in 2013
(1,900 metric tons in 2013, compared
with 1,426 metric tons in 2012).
This is an encouraging achievement that reflects
a better understanding of the impact of waste
on people and the environment. Thanks to improved measurement, classification and treatment
methods, the non-standard types of waste generated by CFAO’s various activities (engine oil,
batteries, filters, out-of-date or damaged pharmaceuticals, electrical and electronic equipment, etc.)
are now sent to specialist local treatment facilities
wherever possible. The Group has made recycling
a priority in terms of environmental responsibility
and has developed more systematic use of partnerships to manage different kinds of waste as effectively as possible (see inset below).
over
1 million m3
The Group’s water consumption
in 2013
An increase in business, the construction of new
buildings and leaks are among the reasons behind the sudden 26% increase in the Group’s
water consumption in one year. Against of backdrop of rising water scarcity, CFAO has everything to gain by optimising its consumption,
particularly in areas likely to face restricted access
to water in the coming years. Action plans will
be implemented in 2014 to address this issue.
A number of subsidiaries have already installed
rainwater recovery systems for cleaning vehicles
or watering landscaped areas.
They did it!
70%
of subsidiaries have achieved level 3,
the “advanced” level in the HIV/AIDS
prevention programme ‘Health by CFAO’
This figure reflects the strong commitment and
maturity of the subsidiaries, which are currently
implementing all three aspects of the “Health by
CFAO” HIV programme. This tremendous effort
made it possible to expand the programme to
other conditions, notably diabetes, in late 2013.
Although HIV remains a priority, a new roadmap
including diabetes will enable the Group to provide information on risk factors and run awareness-raising and prevention campaigns that improve the quality of life of people affected by this
chronic, non-transmissible condition.
A word from Laure Delaume
Human resources Director of CFAO Motors Morocco
On 20 November 2013, CFAO Morocco formally established a partnership with
Ecoval alongside representatives from the seven CFAO sites in Morocco.
22
Contact - March 2014
“By devoting time and pouring through information, we have all – from employees
to customers and the general public – become aware of the environmental impact
of our own actions and those of the activities around us. Almost a year ago, CFAO’s
subsidiaries in Morocco, as distributors of vehicles in the Kingdom, decided to
establish a comprehensive environmental programme to meet these challenges. As a
result, last November we entered into a partnership agreement with Ecoval, a company
that specialises in sorting, collecting and recycling waste for seven CFAO sites in
Morocco. Once we had identified our equipment needs (recycling bins, a recovery
system for oil, etc.), Ecoval informed employees about the programme. The initiative
is currently being implemented and is designed to ensure that day-to-day workshop
waste gets a new lease of life. All hazardous waste is destroyed in accordance with
international standards. To ensure buy-in to the project internally we can also rely on
the support of coordinators (our Parts and Services Directors) and each site director,
who takes operational responsibility for its implementation in his or her region
(training, organisation, collection, etc.). Depending on the results we achieve, we will
be exploring the possibility of rolling out the programme at four other sites in Morocco
in the near future.”
People Who are you?
Frédéric
Roux
Operations Director, Tires-TrucksMotorcycles-Marine, CFAO Motors Ghana
Passionate
and committed
Frédéric Roux was appointed as the new operations
director for tires, heavy trucks, two-wheelers and
marine engine activities at CFAO Motors’ subsidiary
in Ghana in September 2013. During his spare time,
he is involved in BAO’BAAS, an association he
founded to help popularise rugby in Africa.
We talk to a passionate enthusiast.
quick bio
A
single thread has guided
Frédéric Roux throughout his career: tackling
new challenges. “I am
constantly looking for
a new challenge. I have
a real appetite for building and developing projects, networks and new activities. Like a sports coach, I enjoy organising and managing teams and helping
them climb up the rankings.” It was in
2010 that Frédéric, a sales and marketing specialist, realised one of his dreams
by joining CFAO. “Up to the age of 20 I
moved every two years, living in various
countries in French-speaking Africa and
Martinique,” he explains. “I’ve always
cherished the hope of sharing the same
experience with my own family. Joining
CFAO gave me the opportunity to go back
to Africa to work.” Frédéric began in the
head office in Sèvres as manager of the
tires business. His helped the business
grow into a multi-brand operation, with
new major brands distributed in over 20
countries and a twofold increase in sales.
Expatriate living: a real
challenge
In 2013 he was offered a move abroad
to Ghana, where he was appointed operations director in charge of tires, heavy
trucks, two-wheelers and marine engines. For Frédéric, the appointment was
an indication of the Group’s confidence
in him and he fully intends to rise to
this new challenge. After all, it is his first
experience living in an English-speaking
country and moving to Africa for work.
Five months after taking up his post, he
delivers his verdict: “My initial experience
of expatriate living wasn’t easy. I’ve travelled a lot and worked in international
business environments. But I still wasn’t
fully prepared for this latest experience.
Being an expatriate with CFAO requires
you to be very nimble and independent.
You have to hit the ground running and
learn how to get by in a very unique
environment. It takes several months to
understand how the subsidiary works
in detail and to assimilate the mass of
information and multitude of procedures
inherent to its activities.”
A man of commitment
Although he is more than busy with
his new responsibilities, Frédéric Roux
still finds the energy to devote time to
BAO’BAAS, the association he created
in late 2011. His aim is to help popularise rugby in certain countries in Africa,
spread the sport’s values and show how
it can be used as a social springboard
and a form of recreation, particularly
among young people. BAO’BAAS works
with federations, associations and carefully targeted people on the ground to
support long-term structural projects in
Madagascar, Benin, Senegal and Togo.
Their actions at a grassroots levels are
varied, ranging from organising tourna-
n Since 2013: Operations Director, Tires-TrucksMotorcycles-Marine, CFAO Motors Ghana
n 2010-2013: Manager of the tires business,
CFAO Automotive in Sèvres
n 2007-2010: Manager, Marketing and
International Business Development channel,
Parrot, Paris
n 2002-2007: Manager, European Marketing
channel, Creative, Paris & Dublin
n 2002: SKEMA Business school
(ESC Lille-Nice)
ments for between 30 and 200 children
to supplying equipment, training teachers in rugby schools, teas and events.
The plan in Ghana, where the association
is just starting up, is to create a rugby
school, beginning with a section for
children aged 10 to 14. Frédéric’s involvement with the association adds meaning
to his life in a new way, by giving back to
others and helping boys grow into men.
It has also changed his approach to his
role at CFAO. “Players in a rugby team are
at different levels and have distinct roles:
to win, you have to play together and
unite the team around common goals.
It’s the same at work. I try to inculcate
certain values and methods in my teams,
such as honesty, solidarity and respect
for their adversary but above all, being
fair, thorough and well-organised,” he
concludes. ■
For more information about BAO’BAAS:
baobaas.org
Contact - March 2014
23
In Africa in general and in Burkina Faso in particular, the water problem becomes critical for several weeks: from
March to June, high temperatures set in and the marshland begins to empty. During heat waves in Ouagadougou,
children converge at the remaining watering holes to play water games.
Germain Kiemtoré was born in the village of Napagtingonghin (Kadiogo province) where his parents were farmers. At the age of fifteen, he learned how to take photographs using matchboxes and lighters as a camera. In 1982,
Germain’s father took him to a relative in Ouagadougou to further his photography education and he went on to
Germain Kiemtoré
For more information please visit: www.afriphoto.com
set up his own studio. His work takes a highly personal artistic approach to everyday events. Germain has twice
won Burkina Faso’s top photography award from the Ministry of Culture and Tourism. In 2005, he took a course
given by the photographer Bruno Boudjelal from the Vu agency, who invited him to show his work at the sixth
African Photography Encounters in Bamako, Mali, and later at the Voies Off festival in Arles, France. He also regularly photographs Fespaco, the Ouagadougou biennial film festival.
© Germain Kiemtoré / Afriphoto