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2015 Activity and Sustainable Development Report11

dividend of at least 40% of recurring net income, in line with its pay-out policy.

GROWTH OPPORTUNITIES Rexel has a strong franchise as a strategic partner for its suppliers and customers, with leading positions in major geographies and a balanced mix of end-markets. Today, the Group is using this market-leading position to leverage and capitalize on the growth opportunities offered by new mega trends, technologies, and applications. These trends include the energy transition, which is generating a broad spectrum of new business opportunities along the value chain; the Internet of Things, which is turning connectivity into a converging space of new digitally powered solutions for Rexel s customers; and urbanization. With more than 54% of the world s population living in urban areas, the growing movement of people from rural to urban areas is changing the landscape of building renovation and new

construction. Rexel s proven track record and strategic focus in these areas will position the company in the coming years to outperform the market, thanks to targeted investments and enhanced capabilities.

A CUSTOMER-CENTRIC STRATEGY The ongoing implementation of a digitally powered multi-channel customer-centric strategy is increasingly a source of competitive differentiation for Rexel. Its investments in e-business and its multi-channel model mean that the Group is able to generate gradually

higher contact frequency with customers at multiple touch points, drive higher transaction values and offer continuously better service levels with increasingly connected customers. Moreover, Rexel has articulated a very clear go-to-market model that underscores its transition from a generalist distributor into a multi-specialist value-added partner. By segmenting the market and mapping in detail the needs in the residential, non-residential and industrial space, Rexel has defined six customer delivery models with a very specific value proposition: small and medium-size contractors, medium and large-size contractors, electrical specialists, industrial automation products and solutions providers, industrial customers and maintenance companies, and Original Equipment Manufacturers (OEMs). These customer delivery models will become the architecture of the Group s commercial efforts going forward.

Driving innovation in marketing, digital and supply chain is a critical success factor