In recent weeks, rumors suggest that the industry group could carry a big external growth. Jean-Pascal Tricoire wishes to explain its strategy for acquisitions and announced sustained business earlier this year.
LE FIGARO: Schneider Electric has been rumor of a possible acquisition of Tyco U.S.. You have issued a statement that has not dispelled all doubts. What is it?
Jean-Pascal TRICOIRE: In principle we do not comment on rumors. But quite exceptional, we decided last week to respond because we were the subject of persistent rumors and speculation. I can confirm that we have no discussions with Tyco International.To be more precise, Schneider Electric does not perform in the current year, a big acquisition.
Stand back for much larger operations?
We prefer small-scale operations, a few dozen to several hundred million euros. We have already announced four since the beginning of the year. We may also be interested in the business of medium size, a billion to several billion euros, but, I repeat, we have no large acquisitions planned today.
Do you plan to evolve your strategy on acquisitions?
We must first specify the model of Schneider Electric delivers a very strong organic growth. Between 2004 and 2008 it reached 10% per year. There is also a highly focused acquisition strategy in a market of 200 billion euro still very fragmented.In this market, Schneider Electric is a leader in its sector and still does not realize that 20 billion euros of turnover. This pattern of external growth is now proven. We have demonstrated over the years that we know how to select companies, correctly assess the strategic and financial plans, and successful integration. Last year, nearly 13,000 people joined the Group. In just six years we have gone from 70,000 to 110,000 employees.
Why not apply this model to purchases of larger scale?
Collaboration with large companies do not necessarily pass through acquisitions payday loan lenders. This can be done through business partnerships, joint ventures or purchases that included only the branches. My duty is to do acquisitions that are meaningful to the strategic plan, emit very strong synergies and meet our financial criteria.They must also integrate into our business portfolio: our strategy is not that of a conglomerate! And we are much more demanding these criteria when we look for large transactions. To consider a very large acquisition, you need a good alignment of the stars individual and is extremely rare.
Why are there so many rumors about you now?
I already see that we are perceived as more buyers than as prey, which changes a few years ago.I think we have constructed a clear strategy, an economic model that works and have demonstrated an ability to make intelligent and profitable acquisitions.
Does the pursuit of critical size in order to protect yourself from a possible hostile bid in a sense for Schneider?
Increase its size in just to protect themselves from potential buyers does not seem a good idea. Our priority is performance. I believe in continuous improvement of our performance to give our group the ability to develop and provide our customers with unique skills.
How did the first quarter?
We are making a strong first quarter. We post organic growth high at 11.8%. This is our fourth successive quarter of organic growth above 10%. North America shows a nice bounce, + 15%.And Western Europe, our growth reached 6%. In these geographical areas, our strength comes not so much the growth of markets-very-low that our initiatives. Where they sold the products, we offer solutions, services, energy efficiency, an overall set of offerings to higher value added. Over the year, we maintain our outlook that are always on a rise in business organically between 6 and 9%.