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LEditorial and publication Director: Tanya Saadé Zeenny Editors: Marianne Lacroix, Eric Zuber Editing: Hervé Gallet Coordination: Olivia Simonetti Graphic Design: Agence La Créa, Studio CMA CGM Printing and distribution supervision: Christine Nunes Contributors: Sophie Beau, Isabelle Billet, Thierry Billion, Catherine Bourgais, Isabelle Brechot, Patrick Cardi, Jeremy Delabarre, Jean-Yves Duval, Marion Henriet, Sabine Lemaire, Laurent Martens, Lorraine Oudenot, Emmanuel Pitron, Julien Topenot, Benoit Tournebize, Elie Zeenny Photo credits: CMA CGM, Shutterstock, Coca-Cola, Thierry Dosogne, Philip Plisson Number of issues: 22,000

ISN: 1287-8863

    printed on paper manufactured using a minimum of 60% recycled fibre and 40% virgin pulp from certified sources.

CMA CGM Marseilles Head Office 4, quai d’Arenc 13235 Marseille cedex 02 France Tel: +33 (0)4 88 91 90 00 - www.cma-cgm.com

NEWS

FACE TO FACE COCA-COLA: MEETING WITH GLOBAL GIANT

THE EXPERTS GRANDES ÉCOLES PARTNERSHIP DEVELOPING TODAY THE SKILLS OF TOMORROW

CMA CGMGroup MagazineN°55Winter 2015/2016

GROUP LIFE CMA CGM: FULL STEAM AHEAD IN AFRICA

ENVIRONMENT BLUE IS THE NEW GREEN

RODOLPHE SAADÉ Vice Chairman CMA CGM

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Not only has it been busy year for shipping in general but 2015 marks a turning point in our Group’s history.

The year’s most important event is without a doubt our plan to acquire the Singaporean company NOL. This high-profile operation should be finalised by mid-2016. The acquisition would underline our global leadership and expand our service offerings. Our customers would benefit from the complementarity between NOL and CMA CGM, taking advantage of the skills, expertise and dedication of both groups’ employees. It is therefore a truly historic development that we seek to achieve for our Group, in the same vein as what has been accomplished these past few decades.

Over the years, our Group’s growth has been that of a responsible company respecting its employees, society and the environment. That is why we have chosen to be at the cutting edge of innovation in all fields, including environmental protection, connected containers and ever more efficient ships. Thanks to our inventiveness we are meeting today’s requirements and anticipating those of tomorrow. .

Despite lower-than-expected growth in the container shipping industry this year, mainly due to a slowdown in shipping between Asia and Europe, we have moved forward full steam ahead thanks to our worldwide presence and our ability to constantly adapt. We have grown on all continents, especially in the United States and Africa in the trades of shipping, logistics, port operations and intermodal transport. For example, in the past few months we have won a call for tender for the concession of the Kribi terminal in Cameroon, opened a number of “dry” ports in Africa, signed a deal in Cuba to open a logistics hub and acquired European shipping company OPDR.

This forward-looking energy is an intrinsic part of CMA CGM, alongside its strategy and in-house talents, and propels our growth today with at the heart of our priorities the continued satisfaction of our customers.

THIS FORWARD-LOOKING ENERGY IS AN INTRINSIC PART OF CMA CGM, ALONGSIDE ITS STR ATEGY AND IN-HOUSE TALENTS, AND PROPELS OUR GROWTH TODAY.

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The CMA CGM Group and the Vilac company have jo ined forces to launch an educat iona l wooden toy named “My first container ship”.A very special unit recently joined the 470 ships of the CMA CGM fleet sailing all over the world. In fact, it is only around forty centimetres long, around fifteen centimetres tall and is made completely of wood! The explanation lies in a co-branding partnership which saw CMA CGM and VILAC, a French wooden toy manufacturer, team up to jointly launch an educational toy. This Christmas, or for any other occasion, children over three will be able to receive this container ship as a present! Named “My first container ship”, this beautiful, original toy was designed based on the Group’s container ship (it was even inspired by the most recent CMA CGM ships, since its “conning tower” is in the middle of the hull, following the example of the most recent architectural developments). Its educational function consists of teaching young children to play at loading shapes with the appearance of different coloured containers.The first wooden toy of this type, “My first container ship”, composed of 35 parts, will be

distributed throughout France, in most toy shops that sell the Vilac brand, as well as on various websites (jouets-et-merveilles, jeuxetjouetsenfolie, bonhommedebois, Greenweez, Amazon…). It will also be sold in more than twelve countries abroad, in particular in the United States, Italy, the United Kingdom and Indonesia.This co-branding partnership between Vilac, a symbolic French company that exports worldwide, and CMA CGM, French Number 1 and world Number 3 for shipping container transport, represents a new step in increasing awareness of the brand among the general public. Container ships are indeed present in everyday life since they transport the majority of general commodities. These giant ships, already visible in every ocean of the world, will now also be on the shelves of toy shops. And in a few days, under many Christmas trees…

NEWS

THE CMA CGM GROUP AND THE VILAC COMPANY JOIN FORCES TO LAUNCH AN EDUCATIONAL WOODEN TOY:

“MY FIRST CONTAINER SHIP”

NEWS

TRAXENS, A UNIQUE TECHNOLOGY TRANSFORMING CONTAINERS INTO CONNECTED OBJECTS

The CMA CGM Group is always looking for high value-added innovations and so, in February 2015, it made a capital investment in TRAXENS, a start-up from Marseilles. With this partnership, CMA CGM is positioning itself as a frontrunner in the application of “Big Data” to shipping.

The CMA CGM BOUGAINVILLE, 18,000 TEUs, was the first Group vessel to load containers equipped with boxes us ing TR A XENS technology.

The TRAXENS system is a highly secure way of collecting real-time data on the state of merchandise throughout the shipping process.

This new technology has several advantages, including supply chain optimisation, improved collaboration between the different parties involved in the shipping process, reduced energy bills and Information Systems costs, and improved safety and security.

The testing process will continue through this year before the technology is rolled out on a larger scale.

PORT RÉUNION: THE GROUP’S NEW INDIAN OCEAN HUB OPENS FOR BUSINESS

Port Réunion hub will officially begin operations on 27 January 2016.

In August 2014, an agreement was signed to launch the Port Réunion project, making this island in the Indian Ocean a strategic hub for the CMA CGM Group where lines from Europe, Africa, and Asia will all converge. Port Réunion is a key part of the Group’s accelerating development across the African continent where CMA CGM already has a strong presence.

Thanks to extension work carried out by the Port Authority of Réunion, Port Réunion now has a capacity of 4-500,000 TEUs, and can handle vessels of up to 9,000 TEUs with 640 metres of pier, a draft of 14.50m and three new super post Panamax cranes, two of which are already being installed.

With this in mind, the Group has just opened a new stopover at Port Réunion for its NEMO service, thus providing a direct link between Réunion, Europe and Australia.

NEWS

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CMA CGM FOUNDATION PRIZES AWARDED

The Foundation Prizes close out a busy year for the CMA CGM Corporate Foundation, which has just celebrated its tenth anniversary.

As it has done each year since 2007, the Foundation awarded its Prize to two charities, one French and one Lebanese, to honour their commitment to children.

In 2015, Foundation President Naïla Saadé presented the Prize in France to the Ambition Cité charity to recognize the work they had done to start an orchestra at the Cours Frédéric Ozanam School. This experimental primary school fights against educational failure in Marseilles’ Northern neighbourhoods. The ceremony took place during the opening of an exhibition entitled “Conteneurs en Couleurs” (Colourful Containers) at the Vieille Charité Cultural Centre.

In Lebanon, the Foundation Prize was awarded to the Tahaddi charity for their work on a community health centre that provides free healthcare and on an educational centre that serves 2,500 Lebanese and Syrian refugee families, a total of 18,000 people living in unstable conditions in Beirut’s suburbs.

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The CMA CGM Group has just released its 2015 carbon footprint report, and the data speak for themselves: over 10 years, the

Group cut its CO2 emissions (both per container shipped and per kilometre travelled by its company owned fleet) in half.

In 2005, shipping one container one kilometre resulted in 116g of CO2 emissions. Today, this figure stands at an average of 60g, with a record low of 37g for the Group’s most efficient vessels, such as the CMA CGM BOUGAINVILLE.

These reductions are the result of committed effort over many years, and across many different areas related to the environment: climate change, air pollution, ocean conservation, and innovation to find greener solutions. Julien Topenot, the Safety, Security, and Environment (SSE) Manager adds, “Maritime container shipping is the least polluting mode of transport, producing only 2% of global CO2 emissions. Nevertheless, CMA CGM has made several commitments: to reduce the environmental impact of its vessels, starting with the design phase as part of its fleet modernisation and renewal program, to develop “clean” services and solutions, to integrate the latest green technologies, and to anticipate future regulations. The goal of all of these efforts is to optimise consumption and to reduce atmospheric emissions, discharges, and waste.”

In 2013, CMA CGM reached an important milestone when its CMA Ships subsidiary received ISO/14001 certification. This official standard defines an Environmental Management System based on continual improvement of environmental performance and pollution prevention.

The results seen today are in part the fruit of decisions made in the past. For example, as early as 2008, the Group chose to use low-sulphur fuel when within 20 nautical miles of shipping terminals. In two years, this decision led to a roughly 10% reduction in the emissions of sulphur oxides and fine particle pollution.

And that was just the beginning! On the West Coast of the United States, the Group equipped its vessels with a dockside electrical connection system that allows them to shut down their engines and reduce toxic exhaust emission within the port. Over the next few years, this system should be installed in some European and Asian ports.

As proof of its commitment, this year, the Group was awarded “Gold Recognition Level” for the first time. This recognition is awarded by Ecovadis, a specialised Corporate and Social Responsibility

(CSR) ratings agency, and is the highest such award that can be given.

The agency carries out a monitoring and analysis process every year, examining environmental impact, working conditions, supply chains, and business ethics. Receiving the “Gold Recognition Level” is, therefore, new official proof of the Group’s commitment.

For Julien Topenot, this award is a formal recognition of the Group’s performance, quality,

and transparency: “After being awarded “Silver” certification in 2014, receiving “Gold” certification from Ecovadis is a recognition of the work we have done and the results we have obtained in this area. For our customers, CSR is already a part of their supplier selection and evaluation process. And sometimes it is even the deciding factor.” In fact, this certification is becoming more and more important, and is more and more often required by key account customers.

ENVIRONMENT

CLIMATE CHANGE MAY BE IN THE HEADLINES TODAY, ESPECIALLY WITH THE COP 21 CONFERENCE COMING UP, BUT CMA CGM HAS BEEN COMMITTED TO THE ENVIRONMENT FOR MANY YEARS.

CMA CGM, WHICH IS THE WORLD’S 3RD LARGEST CONTAINER SHIPPING COMPANY (ALREADY THE LEAST POLLUTING SHIPPING METHOD), HAS CHOSEN TO BUILD ITS DEVELOPMENT STRATEGY AROUND ITS RESPONSIBILITY TO ITS EMPLOYEES, TO SOCIETY, AND TO THE ENVIRONMENT. THE GROUP DEPENDS ON ITS TEAMS OF EXPERTS, ITS WORLDWIDE NETWORK, AND ON ITS DIVERSIFIED SHIPPING OFFERINGS TO PROVIDE ITS CUSTOMERS WITH SHIPPING SERVICES THAT ARE SUSTAINABLE, RELIABLE, HIGH-QUALITY, AND PERSONALISED.

CMA CGM HAS MADE STRATEGIC DECISIONS AND TECHNOLOGICAL CHOICES THAT ALLOW IT TO MINIMISE ITS ENVIRONMENTAL IMPACT AND TO DEVELOP NEW ECONOMIC AND GREEN SOLUTIONS ON A DAILY BASIS. THIS LONG-STANDING COMMITMENT IS TODAY BEARING FRUIT.

CMA CGM: BLUE IS THE NEW GREEN A GROUP AT THE CUTTING EDGE OF TECHNOLOGY TO PROTECT THE ENVIRONMENT

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ENVIRONNEMENT

T A K I N G A C T I O N FOR CUSTOMERS

Innovation is also helping the Group’s customers. The Group offers different solutions that allow its customers to choose the greenest shipping solution because it is important to meet their needs and expectations in terms of environmental protection.

To begin with, customers are offered shipping services that are constantly becoming more efficient and innovative, with inter-modal services available around the world. With multimodal shipping, choosing a mode of transport depends on the distance to be travelled. The right mode allows for the greatest possible reduction of CO2 emissions. Trucks, which are the most polluting mode of transport, are only used for the last few kilometres between offloading and the customer’s warehouse. In order to offer such a service, the Group has developed barge and rail networks to replace trucks. In 2014, CMA CGM shipped more than 1.5 million containers using modes of transportation other than trucks.

CMA CGM, AT THE FOREFRONT OF INNOVATION

All of the changes made over the last few months and years are setting the stage for the future. The new 18,000 TEUs vessels already have engines with electronic injection, allowing them to reduce CO2 emissions (by an average of 3%). They also have a exhaust bypass system, which is meant to improve energy efficiency at low engine loads, leading to a 1.5% reduction of CO2 emissions at low speeds. These vessels have other technological strong points, such as a twisted leading edge rudder and a pre-swirl stator that allow them to control throughput upstream of the screw in order to improve yield. These two innovations improve ship hydrodynamics and significantly reduce energy expenditure and atmospheric

greenhouse gas emissions (a 2-4% reduction of CO2 emissions). Finally, they have an optimised hull design allowing them to significantly improve the ship’s propulsion through the water.

According to Julien Topenot, there are several paths to follow towards future innovations, and over the next few years, container ships may wind up becoming quite different from the ones we know today. “The ultimate goal is to reach zero waste, zero discharge,” he explains.

Jacques R. Saadé, Chairman and CEO of the CMA CGM Group hopes to do even better in the future. He is in fact convinced that the Group can only grow if it takes on the responsibility of tackling the social issues it faces head on. CMA CGM must be a shining example of environmental protection, whether that means fighting climate change or promoting ocean conservation.

Since 2003, CMA CGM has been working to protect the environment and, more broadly, to promote sustainable development. The Group is focusing on three main areas:

Furthermore, the Group has developed tools that allow customers to track their carbon footprint. The eco-calculator was the first tool to be offered in 2011. It gives a simple CO2 emissions estimate for a sea journey. The eco-calculator is available to all Group customers, allowing them to estimate the carbon footprint of a journey based on CMA CGM’s historical database. The data used for this calculation are updated regularly, taking into account vessels’ actual fuel consumption, the nominal TEUs of the vessels out on each line, the distances travelled, and the carbon emission rates of each service. The eco-calculator was developed using CCWG (Clean Cargo Working Group, an international organisation) methodology and is the first such tool to be verified by an independent third-party organisation.

Finally, since 2013 and thanks to the e-commerce carbon display, all customers connected to the e-commerce platform have access to their carbon footprint for each booking for both the sea and overland portions of the trip. Once a container arrives at its destination, the amount of carbon emitted can be viewed in the customer’s personal area of the e-commerce platform in the “transport details” section.

FIGHTING CLIMATE CHANGE

INNOVATE TO OFFER ECO-FRIENDLY

TRANSPORT SOLUTIONSPROTECT THE MARINE

ENVIRONMENT

50% REDUCTION

CMA CGM CARBON EFFICIENCY

120

100

80

60

40

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02005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

CO2 G/TEU - KM

3 MAJOR ACHIEVEMENTS FOR THE CMA CGM GROUP IN 2015

CO2 EMISSION50% reduction in  CO2 emissions per container per km transported between 2005 and 2015

FLEETDelivery of the CMA CGM BOUGAINVILLE, a model of energy efficiency

CERTIFICATESEcovadis Certification, Gold Recognition Level in August 2015

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FROM THE START, CMA CGM HAS BEEN INTERESTED IN EXPANSION IN AFRICA AND HAS FOCUSED SPECIAL ATTENTION ON THIS CONTINENT. FACED WITH SPECIFIC LOCAL FEATURES AND CONSTRAINTS, THE COMPANY IS PURSUING ITS DEVELOPMENT POLICY AS MUCH ON AN OPERATIONAL AS ON A STRATEGIC LEVEL. CONSEQUENTLY, THE EFFORTS OF THE GROUP ARE HENCEFORTH GOING TO BE CONCENTRATED UNDER THE SINGLE BRAND NAME, CMA CGM. HELPING UNITY AND CLARITY TUNE IN WITH EFFICIENCY...

GROUP LIFE

As far as CMA CGM is concerned, there is one certainty: Africa will provide the setting in the 21st Century for one of the greatest economic expansions. Strengthened by

this conviction, the Group has for many years been developing a powerful network on the continent. This policy has enabled it to become one of the leading carriers today in Africa.

The development of the CMA CGM Group, that began in earnest in 2001, was given an extra boost in 2006 with the purchase of the Delmas flag, operating its fleet on the African continent for over 140 years. This acquisition enabled the Group to extend its geographical coverage and present its customers with an even greater service offer in the form of an ambitious custom-made and door-to-door service strategy. Today, the Group offers a comprehensive range of services, supported by a dedicated network of 1,400 expert employees spread out between 74 offices over the whole continent. The Group is thus able to propose to its customers 48 ports of call in sub-Saharan Africa and provide its services to no fewer than 43 countries.

CMA CGM is also continuing to develop its network of shipping lines with over 27 direct services connecting Africa to the world and, in addition to these services, offers 5 intra-African services that contribute to the development of trade between West Africa, East Africa, Southern Africa and the Indian Ocean.

CMA CGM: FULL STEAM AHEAD IN AFRICA

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Apart from these direct services, CMA CGM connects Africa to the whole world thanks to relay services via the Tangier hub for West Africa or via the Khor Fakkan or Port Kelang hubs for East Africa. These relay services enable the Group to offer weekly frequencies and rapid transit times.

A further demonstration of CMA CGM’s growing commitment to Africa is in the fact that the shipping lines are covered by larger and larger vessels, such as the 5,700 TEUs that considerably increase the exchange capacities.

Moreover, a partnership agreement with Maersk Line enabling the provision of five weekly departures between Asia and Western Europe, has just been renewed for five years, thus helping strong commercial activity to continue until 2021. This cooperation represents 60% of the total cargo capacity in this market.

In similar vein, four Europe/West Africa services that are 100% CMA CGM are now assured from Tangier, adding to the two West Med and Northern Europe lines.

A DEVELOPED OVERLAND OFFER

Where in the past shipping companies limited their services to operations from African ports, changes to the political-economic background means that now, services must be provided as close as possible to the customers, even when these customers are far inland. One look at a map is all it takes to understand the state of affairs and measure the complexity of trade exchanges: many African states are indeed well and truly landlocked, far from any access to the sea. The solution, known as “intermodal transport”, may be obvious, but is difficult to implement on a general scale. It involves a mixture of shipping, rail and road transport sectors, a field which CMA CGM has made one of its specialities and which provides the spearhead for its expansion in Africa.

After concentrating its efforts on West Africa, it was then decided to extend this action into the whole of the sub-Saharan and Southern parts of the continent. Jean-Yves Duval, Vice President of Africa and Indian Ocean lines, believes that the challenges match the stakes: “For an industrialist from any country in the world wishing to trade in imports or exports with Africa, the issue does

not just involve connecting the continent with Asia, Europe or America, but also of forwarding the goods to and from the African ports and the territory in the interior.” Consequently, the transport of containers beyond the confines of the ports and to the most remote inland destinations is often a complex affair. A lack of infrastructure, weather conditions often making the roads impassable, administrative constraints, road transport red tape when crossing frontiers and even internal conflicts, all constitute a major obstacle. When 2 weeks sometimes have to be allowed for a lorry to travel 1,000 km, it is easy to understand why trade, mainly of agricultural products, may be problematic in Africa...

Faced with these stumbling blocks, the CMA CGM Group has decided to become fully involved in extending its services well beyond its traditional shipping activities and stopover ports.

Via its subsidiary, CMA CGM Intermodal, the Group today has 17 coastal hubs from which it services 17 landlocked countries in West Africa, Southern Africa and the Indian Ocean. CMA CGM has also invested heavily in land warehousing in order to offer integrated logistical solutions, such as in Senegal with the TCD2 Terminal. A bonded warehouse, local and international rail/road transport and the storage of goods are included in a comprehensive offer directly managed by CMA CGM and therefore benefiting from the Group’s service quality.

The Group also proposes the door-to-door direct service (BLD) by taking complete responsibility for transport and its organisation, whether this is by rail or road, or a combination of the two, however many stages there are to be crossed before the goods reach their final destination.

Where in the past shipping companies limited their services to operations from African ports, changes to the political-economic background means that now, services must be provided as close as possible to the customers, even when these customers are far inland

GROUP LIFE

To achieve this, the Group bases itself on its organisations present in each country, whose knowledge of the terrain enables any of the obstacles involving complex administrative procedures, to be overcome.

FOCUS ON SOUTHERN AFRICA

Whilst much public and private investment is going into a process to increase the number of deep water ports, the stage following the expansion of

African trade involves the improvement of overland connections, particularly in the south of the continent where the margin of progress is still huge.

Only a few years ago, the distribution of internal transport was equally divided between road and rail (50/50). Today, road transport has taken a clear lead, with a ratio of 75% - 25% in favour of rail transport. This difference is due to the amount of investment required to create or improve railway links. It is therefore the more versatile and reactive road network that is currently supporting the growth of Africa.

Following in this line, in order to meet the expectations of its customers, the Group has added a new corridor linking Lubumbashi in the province of Katanga in the Democratic Republic of Congo, to Walvis Bay in Namibia. This new 2,500 km-long corridor, added to those already operating from Dar es Salam in Tanzania and Beira in Mozambique, provide the flexibility required to avoid congestion and reduce transit times.

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GROUP LIFE

Nouadhibou

Nouakchott

Dakar

BanjulBamako

Conakry

Freetown

Monrovia Abidjan Takoradi

Lagos / Tincan

Lome

Cotonou

DoualaOnne

LibrevillePort Gentil

Pointe-Noire

Matadi

Lobito

Luanda

TUNISIA

ALGERIA

MALI

MAURITANIA

LIBERIA

SIERRALEONE

MOROCCO

LIBYA

EGYPT

NIGER

NIGERIA

CHAD

SUDAN

SOUTHSUDAN

SOUTHAFRICA

LESOTHO

ETHIOPIA

UGANDA

CAMEROON

NAMIBIA

BOTSWANA

ZIMBABWE

MOZAMBIQUE

MALAWI

MADAGASCAR

ANGOLA

GABON

GUINEA

GAMBIA

COTE D’IVOIRE

GHANATOGO

BENIN

BURKINA FASO

SENEGAL

CONGO

ZAMBIA

KENYA

SOMALIA

DJIBOUTI

ERITREA

DEMOCRATIC REPUBLIC

OF CONGO

TANZANIA

RWANDABURUNDI

SPAIN

PORTUGAL

BuchananSan Pedro

Tema

Bata / Malabo

Namibe

Walvis Bay

Cape Town Port Elizabeth

Durban

Maputo

Beira

Nacala

Tamatave

Port LouisPort Réunion

Dar es Salaam

TangaMombasa

Kayes

OuagadougouBobo-Dioulasso

Banfora

Niamey

Ndjamena

Moundou

Bangui

Kinshasa

Bitam

Lambaréné

Mouila Franceville

Windhoek

Maseru

Pretoria

Johannesburg

Gaborone

Harare

Lusaka

Bujumbura

Kigali

Lubumbashi

Likasi

Entebbe

LilongweBlantyre

Kampala

Juba

Nairobi

Addis Ababa

INDIAN OCEAN

ATLANTICOCEAN

Zanzibar

CENTRAL AFRICAN REPUBLIC

Dodoma

PembaLongoni

Quelimane

Mogadishu

ASIA, MIDDLE EAST, INDIA

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IDDLE

EAS

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LATIN AMERICA

EUR

OPE

, US

A, M

ED

ITE

RR

AN

NE

AN

For many years, CMA CGM has been increasing its investments to strengthen its presence in Africa, wherever the Group has not been installed in its own right. Hence, CMA CMG has connected its shipping line to the “Copper Belt”, the copper production region that stretches from Zambia to Katanga; it has opened offices in Lubumbashi in the east of the Democratic Republic of Congo, in Lusaka, Zambia and in Harare, Zimbabwe.

To meet increasing demand, in October 2013, CMA CGM also opened the Mogadishu service in Somalia, leaving from Mombasa in Kenya, from where around fifteen new inland destinations are now served.

In Africa, where the undeniable advantage of intermodal transport is clearly recognized, the CMA CGM Group’s aim is to develop an increasingly comprehensive and efficient service offer. This desire is reflected particularly in the establishment of these corridors, as well as in the installation of logistics’ platforms where containers may be stored increasingly efficiently, customers’ goods may be loaded or unloaded, door-to-door delivery may be provided and thus the whole inland phase of the intermodal connections may be controlled. These logistics’ platforms will enable CMA CGM to continue developing its “Reefer” activity, with refrigerated containers making the transport of perishable goods possible over very long distances. In this way, frozen fish, mangoes and fruit juices may be exported in large quantities and under

optimum conditions to the whole world from any production site in Africa, whilst the landlocked countries are also able to receive fresh products imported from all over. This is a major change to the land transport scene in Africa.

With the Group proving to be the only organisation to offer as many complex destinations, this dual response involving both sea and land transport, enables CMA CGM today to take the No.1 spot in many African countries.

This position has been further reinforced by the opening in the last few months of a large regional office in Durban, a town in South Africa situated on the shores of the Indian Ocean. This facility, installed in the former capital of the Natal province, overseas both trade and operational management assignments concerning all the countries in the Southern and Eastern part of the continent: Namibia, Mozambique, Tanzania, Uganda, Zimbabwe, etc.

As from 2016, the sector will also be able to rely on other assets in the form of huge warehouses that will be installed in Beira (Mozambique) and Nakala (Tanzania) in order to enhance the logistical options towards the landlocked nations and the intermodal development of the whole of Southern Africa.

PORT RÉUNION, A NEW HUB FOR THE INDIAN OCEAN

In this part of the world, the strategic aim of the CMA CGM Group will also be demonstrated from the end of this January in La Réunion, by the inauguration of a terminal that has been both extended and improved. The extension will enable the development of its activities. In the future, Port Réunion will constitute a vital hub in trade across the Indian Ocean. “The links between Europe, Asia, India and Africa will benefit from the upgrading of this terminal”, are the proud words of Jean-Yves Duval.

COMPETENCIES UNITED

UNDER THE SAME BANNER

As can be seen, much has already been accomplished in Africa over the last ten or so years, particularly since 2006, highlighted by the integration of Delmas into CMA CGM.

During this decade, the two united bodies have worked to the same objective of applying a development plan established jointly. And although each brand has had its own teams in agencies, these have been housed under the same single roof, headed by the same managers applying the same commercial policy and obtaining very similar results. Over ten years, this geographic and strategic proximity only tightened, to the point that it became obvious that the two brands should be combined into a single brand.

For those customers keeping their usual contacts, benefiting from unchanged expertise and obtaining similar services, the only effect of joining the two flagships will be the clarification of the offer and administrative simplification. Some partners who would previously have contacted CMA CGM and Delmas simultaneously, now say that they are happy to be able to conduct their commercial and financial relations under one single brand name.

“The network of agencies, shipping lines and overland services that our customers are familiar with, will be maintained and developed” , is the formal confirmation of Jean-Yves Duval. “The change of brand name will not have any effect on the services supplied by Delmas customers and complete continuity will be provided in the services we offer. In particular, all the e-commerce tools will be progressively switched over to CMA CGM platforms. Regular information will be supplied to our customers and we shall continue to guarantee an offer of quality and proximity, matching their expectations and the confidence that they show in us”, he adds.

Already under way, the process will be completed at the beginning of 2016.

Through the completion of the creation of the logistics’ warehouses in Beira and Nakala and the movement of the Delmas business to the CMA CGM brand, the Group shows very clearly its desire to further strengthen its involvement in the economic expansion of the African continent as a whole and is continuing to strengthen its African service offer for all its customers.

Nouadhibou

Nouakchott

Dakar

BanjulBamako

Conakry

Freetown

Monrovia Abidjan Takoradi

Lagos / Tincan

Lome

Cotonou

DoualaOnne

LibrevillePort Gentil

Pointe-Noire

Matadi

Lobito

Luanda

TUNISIA

ALGERIA

MALI

MAURITANIA

LIBERIA

SIERRALEONE

MOROCCO

LIBYA

EGYPT

NIGER

NIGERIA

CHAD

SUDAN

SOUTHSUDAN

SOUTHAFRICA

LESOTHO

ETHIOPIA

UGANDA

CAMEROON

NAMIBIA

BOTSWANA

ZIMBABWE

MOZAMBIQUE

MALAWI

MADAGASCAR

ANGOLA

GABON

GUINEA

GAMBIA

COTE D’IVOIRE

GHANATOGO

BENIN

BURKINA FASO

SENEGAL

CONGO

ZAMBIA

KENYA

SOMALIA

DJIBOUTI

ERITREA

DEMOCRATIC REPUBLIC

OF CONGO

TANZANIA

RWANDABURUNDI

SPAIN

PORTUGAL

BuchananSan Pedro

Tema

Bata / Malabo

Namibe

Walvis Bay

Cape Town Port Elizabeth

Durban

Maputo

Beira

Nacala

Tamatave

Port LouisPort Réunion

Dar es Salaam

TangaMombasa

Kayes

OuagadougouBobo-Dioulasso

Banfora

Niamey

Ndjamena

Moundou

Bangui

Kinshasa

Bitam

Lambaréné

Mouila Franceville

Windhoek

Maseru

Pretoria

Johannesburg

Gaborone

Harare

Lusaka

Bujumbura

Kigali

Lubumbashi

Likasi

Entebbe

LilongweBlantyre

Kampala

Juba

Nairobi

Addis Ababa

INDIAN OCEAN

ATLANTICOCEAN

Zanzibar

CENTRAL AFRICAN REPUBLIC

Dodoma

PembaLongoni

Quelimane

Mogadishu

ASIA, MIDDLE EAST, INDIA

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EUR

OPE

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Coca-Cola, Coca-Cola Life, Coca-Cola Zero, Coca-Cola Light, Coke and the design of the Coca-Cola contour bottle and the dynamic ribbon device are registered trademarks of the Coca-Cola company.

Choose the ones you love

Phase 1 IC KV Teen Landscape.indd 1 11/02/2015 11:15

AS THE WORLD’S BEST-KNOWN BRAND, “COCA-COLA” IS THE SECOND MOST WIDELY-UNDERSTOOD WORD, AFTER “OK”, ACROSS THE FIVE CONTINENTS. COCA-COLA IS THE WORLD’S NO.1 PRODUCER OF NON-ALCOHOLIC BEVERAGES AND ONE OF THE INTERNATIONAL ECONOMY’S MAIN GIANTS. THEY HAVE CHOSEN CMA CGM AS THEIR PREFERRED OCEAN TRANSPORT CARRIER.

COCA-COLA: MEETING WITHGLOBAL GIANT

The figures speak for themselves and would make your head spin: Coca-Cola is served 1.8 billion times a day in over 200 countries.

The story began on 8 May 1886 when John Pemberton, an American pharmacist from Atlanta, Georgia, started selling a drink he had concocted. The town residents, banned from consuming alcohol, were pleasantly surprised by the caramel-coloured beverage made from a base of coca leaves and kola nuts, topped-up with sparkling water. In fact, this wasn’t just a thirst-quenching and delicious drink, John Pemberton’s creation was above all a western-style remedy that could treat almost any ailment, from nerve problems to bowel disorders! Pemberton’s accountant, Frank Robinson, suggested the name “Coca-Cola”. Two years on, in 1888, businessman Asa Candler bought the rights to the formula for an incredulous sum of $2,300!

THE STORY BEGAN ON 8 MAY 1886And so, the legendary story began... The next chapter began in 1915 when a master glass-blower designed the instantly recognisable traditional bottle shape. The straight middle-section and striped bottom part were meant to resemble a female figure wearing a pleated dress that was in fashion at the time. After removing coca leaves from the ingredients at the end of the 19th century, the brand started to develop its worldwide network from 1926. Sporting partnerships

like the Olympic Games sponsorship in 1928 and clever advertising campaigns boosted the brand’s popularity. It’s even said that, in 1931, Coca-Cola used its trademark colour to transform Santa’s usual green attire into a red version.

During World War II, American soldiers landing in Europe undoubtedly popularised the American way of life and Coca-Cola even more. However nowadays, ordering the famous drink is almost like having something local. In many countries, it is made as close as possible to where it is consumed. This global giant is also rooted locally.

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FACE TO FACE

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z What is Coca-Cola’s global economic position?

As the world’s leading producer of non-alcoholic beverages, Coca-Cola provides a wide selection of fizzy refreshing drinks to quench all thirsts, for all tastes and lifestyles, no matter where or when. The Coca-Cola family now has four members, the original Coca-Cola, Diet Coke, Coca-Cola Zero and Coca-Cola Life, each with a unique identity providing consumers with even more choice. However, Coca-Cola encompasses almost 500 other brands, including Fanta, Sprite, Burn, Energy, Nestea, Vitaminwater, Powerade, Minute Maid, and many more. The Coca-Cola system features in the global Top 10 list of private employers with over 700,000 employees.

z Your Group is established worldwide, yet i t has succeeded in making Coca-Cola a local household name. How was this accomplished?

The brand was developed using a unique and original system. The Coca-Cola Company is based in the United States, while some of its international subsidiaries produce the drink concentrates , others devise innovations ,

develop the brands and promote them on their respective markets. In France more specifically, the Coca-Cola system is centred between Coca-Cola Midi – the drinks base and concentrate manufacturer, Coca-Cola France who define brand developmental and promotional strategies, and Coca-Cola Entreprise who manufactures, bottles and distributes the end-products.

z HOW IS TRANSPORT ORGANISED IN YOUR ZONE?

A team of 30 people located in Europe and Africa controls four areas: transport itself (330,000 tons annually), customs transactions, remote warehouses and logistics purchasing. We use all possible modes to transport our goods – from ocean, air and rail to road transport. However, in order to reduce our carbon footprint, we cut the volume of air-transported goods by half between 2013 and 2015. Now 40% of our goods are transported by ocean. Rail transport is the preferred mode for some national links.

“QUALITYASSURANCEIS PARAMOUNT”

z How long has the CMA CGM Group been transporting your goods?

For a long time, CMA CGM has been transporting Coca-Cola goods indirectly through various freight forwarders. Since 2014, the Coca-Cola Group has sought to implement a direct cooperation strategy with shipping companies. In June 2015, after the launch of an international call for tender, initial ocean transport agreements were signed with CMA CGM and the first containers were transported under a direct contract. 

z Is Coca-Cola an unusual product to transport?

We are very conscious of quality and safety factors to ensure the end-consumer is given the best possible product on the market. In addition to agro-food industry quality standards, Coca-Cola has also implemented its own quality assurance protocol which is much more comprehensive than industry standards.

Reefers containers must ensure the products remain stable and at a consistent temperature throughout the entire transport process.

Confidentiality is also a very important factor. Every package, lorry and container must bear the same “Coca-Cola” seal from the point of departure until arrival and can only be handled by a Coca-Cola Group employee or authorised personnel. This is to ensure full integrity and traceability. Intermediate reloading is not authorised unless under exceptional circumstances and Coca-Cola products are never mixed with other goods, which would complicate the logistics chain and procedural optimisation.

z What does Coca-Cola expect from its carriers?

We expect our carriers to follow suit and comply with Coca-Cola’s long-term (2020) goal and vision in terms of quality, performance and continuous improvement. Quality assurance is paramount, but performance is just as important to avoid any delays or compromises within the supply chain. In a difficult economic climate, our carriers have to be capable of quickly adapting to a changing environment. They must support

us in a proactive way by providing innovative and competitive solutions in our daily operations, but also during new product launch campaigns where transport plays an important role. 

z How does Coca-Cola feel about its collaboration with CMA CGM?

Since completing our call for tender and establishing direct collaboration with CMA CGM in June 2015, coordinated by Zorica Mladenovski (transport and logistics specialist at Coca-Cola), we have improved one of the Coca-Cola supply chain links – that is ocean transport. This collaboration with CMA CGM has allowed the Coca-Cola CPS EEA region to establish close ties between bottling clients at their location and local CMA CGM agencies. This significantly improves communication and opens doors to create innovative and competitive solutions. After a three-month starter plan, transactions are now well-defined and we can only commend the quality and professionalism of CMA CGM teams, as well as excellent results to date.

z What are the challenges in the years to come?

Continuing to deliver to our clients despite all sorts of obstacles! The economic crisis, wars, social conflict, diplomatic issues like the embargo in Russia, product-sampling in Egypt and exchange rates are to name but a few. Aiming to save $3 billion between now and 2019 while being scrupulous in overseeing the quality of our products so it remains at the highest level. Additionally, we aim to further reduce our carbon footprint by one third between now and 2020. Our status as a global leader means that we must do everything in the best way possible, in every regard.

n JEREMY DELABARRE Transport and Logistics Director for Europe, Eurasia and Africa

FACE TO FACE

JEREMY DELABARRE, TRANSPORT AND LOGISTICS DIRECTOR FOR EUROPE, EURASIA AND AFRICA AT COCA-COLA CPS, REQUIRES PARTICULAR ATTENTION TO BE PAID ON TRANSPORTING THE GROUP’S GOODS. STABILITY, CONSISTENT TEMPERATURES AND EVEN CONFIDENTIALITY ARE PARTICULARLY IMPORTANT DURING TRANSIT FROM ONE CONTINENT TO ANOTHER. READ ON TO LEARN MORE...

n Interview

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THE EXPERTS

GRANDES ÉCOLESPARTNERSHIPDEVELOPING TODAY THE SKILLS OF TOMORROWMARITIME TRANSPORT OF TOMORROW WILL REQUIRE AN INCREASING AMOUNT OF EXPERTISE IN ALL AREAS OF SHIPPING. THE FUTURE MANAGERS OF CMA CGM ARE CURRENTLY DOING COURSES IN COMMERCIAL, LOGISTICS, FUNCTIONAL, OPERATIONAL AND ON-BOARD PROFESSIONS, IN THE GRANDES ÉCOLES (ELITE UNIVERSITIES), CLOSELY MONITORED BY GROUP MANAGERS. THE CMA CGM GROUP IS PREPARING THE FUTURE, SEEKING EXCELLENCE AND IMPLEMENTING MORE AND MORE INITIATIVES AIMED AT ATTRACTING TALENTED YOUNG PEOPLE. THIERRY BILLION, GROUP VICE PRESIDENT OF HUMAN RESOURCES EXPLAINS THE CMA CGM STRATEGY TO US.

What is the current economic environment in which the CMA CGM Group is operating, what are the main challenges?

The challenges include increased competition on several markets, volatility of freight rates, new large vessels and operational alliances. Shipping is a high-growth, rapidly changing sector. To face all these challenges, the Group is continuing its rapid development, implementing several changes, involving, for example, external growth, diversification of its portfolio of activities, setting up a new integrated information system and strengthening of regional offices. The CMA CGM Group is implementing a development strategy involving several transformations, whilst being careful to maintain its DNA, Entrepreneurship and Creativity, which are the key factors of the Group’s success.

What role does the Human Resources Department play in supporting the Group?

The Human Resources Department is a major player in supporting these transformations because the Group’s professions will be impacted by these changes within the next four to five years.

It is essential, in order to further strengthen Group employees’ expertise , to support precisely these changes, whilst incorporating new talents. To meet this objective, partnerships with Grandes Écoles or specialised teaching establishments are a fundamental element of our HR development policy, which seeks to recruit high-potential candidates who can progress in all our professions. For several years now, we have been developing close contacts with the student world.

Specifically, what is the Group currently doing to nurture links with students?

It is mainly with schools with very good reputations such as HEC, Sciences Po, Centrale Paris or ESCP Europe that CMA CGM has concluded partnerships aimed at recruiting young, high-potential graduates, capable of one day forming the top management of the Group. Top regional establishments are also incubators of future top managers, places such as KEDGE Business School in Marseilles and Bordeaux, Centrale Marseille, l’Université Aix-Marseille or the IAE School of Management in Aix-en-Provence. Every year we take part in about twenty University Forums in order to meet the students and present the shipping activity and career opportunities in the Group. We are experiencing more and more success with the student population, thanks to our international scale and the variety of our professions. CMA CGM is a fast-growing, family-owned, French Group, and has become very attractive for young people looking for work and interested in international careers.

In order to further strengthen Group employees’ expertise, to support precisely these changes, whilst incorporating new talents

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THE EXPERTS

Apart from the university forums, does the Group offer other platforms for dialogue with students?

The Group has developed several initiatives to strengthen links with our partner universities. For example, students of the industrial engineering option of the Centrale Paris establishment recent ly came to v i s i t us in Marse i l l es . The day was the opportunity for the students to attend a conference on international trade and the Group’s activity. These concrete, dynamic initiatives allow us to present the complexity and richness of our professions to young talented people. They can talk to Group Directors and Experts and understand our activity. Thanks to this very rich dialogue we develop close links with students.

But we are also present on university campuses through professional conferences or round-table meetings. For example, Mathieu Friedberg, Group Vice President of CCLOG, our logistics subsidiary, recently hosted a breakfast meeting at Sciences Po Paris. The students very much appreciated what he had to say about his experience within the Group, and his background as an alumnus of the university. Students were able to strike up a

created, from scratch, a concrete case involving the creation and operation of a shipping line. This exercise required several weeks of research in order to develop several scenarios and to model, in a simple manner, what is a complex economic activity. This initiative was a big hit with students and will be repeated next year.

What other types of exchanges do you offer students to help them to develop during their studies and enable them to be better-prepared for the job market?

Our recruitment teams respond to requests from certain universities and carry out mock interviews, in order to hone future graduates’ skills in this kind of exercise which is as tricky as it is crucial. I think that the company must play an active role amongst students and encourage their integration into the workplace. Finally, certain managers from the company actively participate in the educational process, with their involvement in specialised lessons. The interaction between students and employees is very well-appreciated by both parties and strengthens the connections between the two worlds.

We have spoken a lot about the classic career paths but what do you offer the specialised sectors, and in particular seafarers?

For the professions specifically focused on maritime transport, CMA CGM has a long-standing and close relationship with the merchant navy schools based in Marseilles, Saint-Malo, Le Havre or Nantes.

Many of these students visit us so that they can come aboard our ships and find out about all aspects, and in particular learn about the management of a containership.

These seafarers of tomorrow also benefit, thanks to CMA CGM, from the opportunity to train on a navigation and manoeuvres simulator. We have access to state-of-the-art facilities, and can offer sailors a very precious training tool.

Can you give us a few final words?

The future is being prepared now. The challenges of tomorrow will be met by today’s students. That is why we pay such particular attention to the development of our university partnerships. In order to continue to innovate, to invent the future, we must incorporate talented young people, who are enthused by our activity, entrepreneurial and creative. In 2016, we will continue our initiatives with the Grandes Écoles in order to further strengthen the connections between future high-potential graduates and the Group.

dialogue and imagine themselves involved in a professional project. Conferences on professions also offer our co-workers places to exchange ideas and reflect with their peers or partners, and allows them to enrich their networks whilst increasing the visibility of the Group.

Can you give us some examples of projects you offer students and which make it possible to discover the world of shipping, whilst developing their expertise as future commercial and operational managers?

In effect, we do offer the universities study projects which provide added value for the company. This year a group of ESCP students will work on the Digital Transformation, a major challenge for the Group. A group of students from Centrale Paris has also just been approached with a view to working on a study on the development of land transport in Africa.

At the same time, the Group is busy setting up Business Games, a fun and effective way of getting new generations interested in shipping. This year a group of students from Centrale Paris