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T<br />
he violent storm that has hit<br />
infrastructure construction and<br />
maintenance sectors in many countries<br />
is not over yet. <strong>Colas</strong>’ work-on-hand<br />
is holding up well but, on the whole, visibility<br />
remains fairly low. This is why we need to steer<br />
a steady course. Unfortunately, markets may<br />
once again fall and so I invite each and every<br />
one of you to prepare for such prospects<br />
with clarity, courage and determination in order<br />
to mitigate the impact.<br />
Being prepared is first and foremost a question<br />
of fine analysis of our markets, anticipating<br />
how they are likely to evolve in 2011 and 2012,<br />
a difficult yet essential exercise for everyone.<br />
This is how we can form a pertinent strategic<br />
vision and an accurate assessment of measures<br />
to be taken to help adapt to the new situations.<br />
We must identify market segments with the<br />
biggest growth potential, reap their potential<br />
to the fullest and boost the promotion of innovative<br />
techniques and products that set us apart from our<br />
competitors. The focus must also remain on profit<br />
margins, as well. We must all, at each level<br />
of responsibility, show the example. Do not get<br />
embroiled in price wars that are raging across the<br />
sector, sparked by increasingly fierce competition.<br />
Being prepared also comes down to optimizing<br />
structures and organizations and improving<br />
editorial 03<br />
by Hervé Le Bouc<br />
project management to increase productivity.<br />
We need to focus on reducing overheads<br />
and other costs, but not at the expense<br />
of investments for the future, project quality<br />
or employee and third-party safety. We must<br />
make better use of internal control to improve<br />
the way we run our operations. Likewise,<br />
synergies have to be reinforced both between<br />
Group companies – via the free circulation<br />
of human resources, materials and equipment<br />
within a region, country, or geographic zone –<br />
and between lines of business in order to enhance<br />
the <strong>Colas</strong> offer. Build bridges between yourselves<br />
and others. Your businesses are complementary<br />
so rally together and support one another.<br />
Being prepared is also about, despite the crisis<br />
– and even because of the crisis, continuing<br />
to recruit young talent and training the men<br />
and women of <strong>Colas</strong> to achieve excellence.<br />
Communicate, discuss, motivate, reassure,<br />
congratulate, inspire team progress: everyone<br />
needs to find meaning in what they do and<br />
everyone needs to be on board. More broadly<br />
speaking, being prepared means continuing,<br />
even accelerating our drive to promote responsible<br />
development on every level: ethical, economic,<br />
social and environmental. Energy savings,<br />
for example, offer three-fold benefits,<br />
namely cost reductions, environmental protection<br />
and improved road safety.<br />
Lastly – and I cannot emphasize this enough –<br />
you must never forget the “fundamentals”,<br />
i.e., the rules and procedures that have supported<br />
<strong>Colas</strong>’ profitable growth strategy and brought<br />
the Group so much success. The ten years<br />
of strong growth we enjoyed prior to the current<br />
difficulties may have led some to take their eye<br />
off the ball as far as these basics are concerned.<br />
I am asking you to get back on track as quickly<br />
as possible.<br />
Be an example. Be supportive. Be ready for battle.<br />
This is what I expect from you, the men<br />
and women at <strong>Colas</strong>, as we cross this storm.<br />
ROUTES No. 25 – September 2010
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