Gross Profit Surges (+61.8%)
LYON, France, October 28, 2021--(BUSINESS WIRE)--Regulatory News:
Change at currentscope & exch. rates
Like for like (lfl)
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30 09 19
Q3 2021/ Q3 2020
Q2 2021/ Q2 2020
Q1 2021/ Q1 2020
Number of shipments
Gross profit (€m)
*Reminder: Sales is not a relevant indicator for assessing activity in our business, because it is greatly impacted by changing sea and air freight rates, fuel surcharges, exchange rates (especially versus the $), etc. Variations in the number of shipments, the volumes shipped and—in terms of the Group’s finances—gross profit are relevant indicators. ** lfl: at constant exchange rates excluding the acquisition of Transports Petit International
MARKET AND BUSINESS REVIEW
Market conditions experienced in H1 2021 persisted in Q3 2021 on account of a very severe disruption of logistical chains worldwide: congestion at port entrances, lengthened delivery times, the lack of truck drivers, scarcity of containers, lack of space aboard ships. The same adverse situation applied for air freight, as a large proportion of long-haul passenger flights used to carry most of the air freight cargo were still grounded.
This underlying context was worsened by economic disturbances such as:
the partial closure of the Port of Ningbo (China) for 2 weeks during August
the slowdown in operations (50%) at Shanghai airport for several weeks from the end of August on account of COVID cases among the handling staff.
Hence, sea freight rates were maintained at very high levels.
Air freight rates, eased slightly in early summer, but turned very sharply upwards from late August onwards.
Against this heavily disrupted business environment, and despite a less favourable base effect than in H2, the Group saw in Q3 a sizeable increase in volumes shipped (TEU: up 6.9% / Tonnage: up 13.6%) and in the number of its shipments (up 14.1%).
Roll On / Roll Off* volume (North Africa and Turkey) also grew by 10.9% in number of shipments.
Gross profit, the prime financial indicator of the Group’s business performance, soared a dramatic 61.8% in Q3, to reach € 31.5m (rising 50.0% over the first 9 months).
As pointed out in the published report for Q2, this very strong growth in gross profit is due to the following factors:
strong growth in the Group’s core business
substantial market share gains, themselves attributable to:
The relevance and quality of the offering (PO Management, digital offerings, air chartering, block-trains from China, rental of sea freight containers, etc.)
The energy and commitment of our sales force
the fulfilment of development projects or of acquisitions (Impact: up 9.7% in Q3 / up 6.5% at end September):
The January acquisition of the Colombus Transit business in Spain
Creation of CLASQUIN Belgium in April and the latter’s acquisition of the international business of Interlines Belgium
Acquisition of a 55.56% share in Transports Petit International in June
Unprecedented market conditions resulting in:
A very sharp increase in freight rates
Increased complexity in processing shipments
A sizeable expansion of the headcount since the start of the year to support volume growth and the diversification of solutions for supporting clients
Heavy growth in working capital requirement (with sales doubled in Q3 2021)
* Roll-on/roll-off: combined road + sea transport (trailers or trucks loaded on ships)
BREAKDOWN BY BUSINESS LINE
NUMBER OF SHIPMENTS
GROSS PROFIT (€m)
At current scope
and exchange rates
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30 09 21/
30 09 19
30 09 21/
30 09 20
30 09 21/
30 09 19
TOTAL OVERSEAS BUSINESS
30 09 2021/
30 09 2020
30 09 2021/
30 09 2019
* Twenty-foot equivalent units** Tons
Q3 2021 HIGHLIGHT
International trade estimates (by volume): up 10.8% (WTO 04/10/2021)
Sea freight market estimates (by volume): up 5-7%Air freight market estimates (by volume): up 7-9%
Business forecast: Largely outperforming market growth
UPCOMING EVENTS (publication after-market closure)
Q4 2021 business report
FY 2021 results
Q1 2022 business report
CLASQUIN is an air and sea freight forwarding and overseas logistics specialist. The Group designs and manages the entire overseas transport and logistics chain, organising and coordinating the flow of client shipments between France and the rest of the world and, more specifically, to and from Asia-Pacific, North America, North Africa and sub-Saharan Africa.Its shares are listed on EURONEXT GROWTH, ISIN FR0004152882, Reuters ALCLA.PA, Bloomberg ALCLA FP. Read more at www.clasquin.com.CLASQUIN confirms its eligibility for the share savings plan for MSCs (medium-sized companies) in accordance with Article D221-113-5 of the French Monetary and Financial Code established by decree number 2014-283 of 4 March 2014 and with Article L221-32-2 of the French Monetary and Financial Code, which set the conditions for eligibility (less than 5,000 employees and annual sales of less than €1,500m or balance sheet total of less than €2,000m).CLASQUIN is listed on the Enternext© PEA-PME 150 index.LEI: 9695004FF6FA43KC4764
View source version on businesswire.com: https://www.businesswire.com/news/home/20211028005973/en/
Philippe LONS – Directeur général délégué/Directeur financierDomitille CHATELAIN – Group Head of Communication & International Marketing Executive
Groupe CLASQUIN – 235 cours Lafayette – 69006 LyonTél. : 04 72 83 17 00 – Fax : 04 72 83 17 33
When the Paris climate agreement was inked back in 2015, the bar for corporate and national climate action was fairly low—just about any plan to reduce carbon emissions was a major step forward. Things are different now. In 2018, scientists stated clearly that the only way for global warming to stay within the Paris target of 1.5 C above pre-industrial levels was for the global economy to reach net-zero emissions by 2050.
Today, net-zero is the new standard to beat. Any plan that doesn’t aim toward that target doesn’t go far enough. At least 965 companies and 63 countries have publicly committed to net-zero targets. Turning those plans into reality will be an unprecedented undertaking—and will generate huge profits for the consulting firms that have the know-how to make it happen.What does “net zero” mean?
Ideally, the global economy could completely eliminate its reliance on greenhouse gas emissions (and remove those that are already in the atmosphere). But not all emissions are created equal, and some are more difficult or expensive to cut than others. A company might find it easy to replace cars it owns with electric vehicles, for example, or sign a contract for solar power. But scaling up decarbonization across a company’s storefronts, factories, offices, or other facilities (or a national economy) is a major challenge. It’s even more complex when accounting for a company’s suppliers: These often account for the majority of a company’s total carbon footprint, but the company doesn’t exert direct control over them. Energy companies must also account for emissions produced by customers when using their product (oil, for example).
“Net-zero” refers to the offsetting of those emissions that can’t be cut directly (or at least, haven’t been yet) through the purchase of credits derived from third-party decarbonization projects. A company, for example, may still use raw plastics that are made from fossil fuels, but offset those emissions by paying to support a reforestation project somewhere else.
There are two problems to consider. One is that offset markets are notoriously opaque and sell many offsets that don’t do as much for the climate as they claim. The second is about how much work the “net” in “net zero” needs to do—there simply aren’t enough offsets to reach global net-zero if companies don’t get most of the way there through direct reductions.Setting standards for corporate net-zero goals
There’s no official standard for rating the credibility of corporate net-zero goals, and since most of these have a deadline decades away, it’s impossible to accurately assess how likely they are to be achieved.
But voluntary guidelines are coalescing around the gold standard for corporate climate action, particularly under the auspices of the Science-Based Targets Initiative (SBTI), a project of the World Resources Institute and others. SBTI published a new set of net-zero principles on Oct. 28, one of the most important of which is that any net-zero standard may not use offsets for more than 10% of residual emissions from supply chains and customers, and 5% of operational emissions. SBTI also announced the first cohort of companies to have a net-zero target validated under these principles, which includes AstraZeneca, CVS Health, Dentsu International, Holcim, JLL, Ørsted, and Wipro.A growing role for private consultants
Meanwhile, energy and climate consulting companies are pitching themselves as net-zero navigators. One of the biggest is Paris-based multinational Schneider Electric, which has roots as a producer of steel and electric grid hardware but now mostly deals in energy efficiency. In an interview, Olivier Blum, Schneider’s chief strategy and sustainability officer, said the company is working on decarbonization plans for 30% of the Fortune 500 companies and is looking to grow its net-zero consulting business even more.
“There has been huge momentum among the biggest companies to have a strong focus on their climate commitments,” said Olivier Blum, chief strategy and sustainability officer at Schneider Electric. “Now there’s another set of medium-sized companies that are just starting their journeys. That will create a huge opportunity for us.”
Even when their motivations are genuine, most companies are still in the dark about what the net-zero transition actually entails, Blum said. Schneider frames it as a multistep process: First, companies state their ambition. Then they go through a tedious and technical process to digitize a huge volume of information related to their company’s carbon footprint, which Schneider combs through to look for emissions-curbing opportunities. As the company pursues those opportunities, Schneider encourages them to publicly report their progress. Finally, Blum says the most important step is to quickly move from a long-term target to a short-term implementation plan.
“Whatever you want to do for 2040 is well and good, but the most important thing is the next three years,” Blum said. “And the real question is whether a company is ready to put in that extra effort.”
Founder & CEO of Clonefluence, Inc. and Cloned gg helping thousands grow their online presence with networking tactics.
Brands, businesses and influencers are constantly evolving. It's no secret that there has been even more competition amongst social media because of the amount of online consumption. The same can be said of small businesses. Smaller businesses, in particular, can lose out if they do not use social media; in my experience, their competitors can begin to overtake their clientele even in a physical setting. The exponential growth in social media for businesses is disrupting the industry in a very good way. Here are four ways small businesses can harness social media to work for them.
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