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ENTREPRENEURSHIPSCOREBOARD

FIRST EDITION 2018

Entrepreneurship Scoreboard

BUSINESS FRANCE

PERFORMANCE INDICATORS

14_Overview of the business landscape

20_Business demography

29_Business finance

34_Investment, innovation, R&D

43_International business development

FOREWORD

INTRODUCTION

INTERNATIONAL BUSINESS SUCCESS STORIES

50_Bénéteau Group

54_Toyota

58_Nutriset

62_Fränkische

66_Qwant

70_Prodways Group

74_Seafoodia

78_Armor Group

82_Akuo Energy

86_Château de Chausse

13 49

06

09

- CONTENTS -

- PART 2 -- PART 1 -

ENTREPRENEURSHIP SCOREBOARD FOREWORD6 ENTREPRENEURSHIP SCOREBOARD FOREWORD 7

“Two factors are combining to thrust entrepreneurial spirit into the limelight:the burgeoning Fourth

Industrial Revolution and modern individualistic

ideals, which look upon entrepreneurship as a viable career path.”

CHRISTOPHE LECOURTIER

CEO of Business France

FOREWORD

Never before has entrepreneurship come to the fore in public debate or promised so much. And never before have so many people jumped at the chance to start their own business. In France, 500,000 new firms are created every year, and nearly half of French people are attracted by the idea of becoming an entrepreneur. In just about every corner of the world, support and encouragement for enterprise is a focus for both government and private interests.

Entrepreneurs have always played a key role in the economic process. A century ago, Joseph Schumpeter portrayed them as capitalism’s heroes, whose ability to innovate, take risks and make bold decisions all serve to underpin economic development and unleash new possibilities.

Today, two other factors are combining to thrust entrepreneurial spirit into the limelight: firstly, the burgeoning Fourth Industrial Revolution, whose disruptive innovations are entirely reshaping the global economy, while stimulating enterprise creation through the potential to create a vast array of novel products and services; and secondly, modern individualistic ideals, which look upon entrepreneurship as a viable career path, and a way of achieving self-fulfillment in line with their aspirations.

This convergence of contemporary attitudes and the great opportunities presented by such a huge

technological revolution explains the extent to which enterprise is thriving, as well as the critical influence it brings to bear on a country’s prospects for economic growth and attractiveness to business.

It is for all these reasons that enterprise demanded to be a research focus; the resulting Scoreboard provides an overview of entrepreneurship in France, comparing the situation with competing nations to highlight its specificities and current buoyancy. Three key factors in corporate development are also examined: business finance; investment in R&D; and international business development. Finally, since entrepreneurship can only be fully appreciated through case studies, a final section looks at a variety of representative success stories involving French entrepreneurs.

A striking feature of this Scoreboard is the new look to business in France. Even today, outdated views persist of an economy supposedly dominated by corporate behemoths, against a backdrop of Colbertism and national champions. It is high time for these obsolete clichés to be consigned to history by the entrepreneurial zeal driving French people and their businesses, from startups to multinationals; and for this more accurate vision of French enterprise, along with the string of successes showcased by this Scoreboard, to encourage more French people to embark on the adventure of a lifetime.

- INTRODUCTION -

Enterprise creation has been on the rise recently in most developed countries, not least France, which has seen the sharpest increase. Home to 3.8 million firms, France has become one of the most entrepreneurial players on the international business stage over the last quarter of a century, supported by a mature ecosystem and effective sources of finance. Each year sees 550,000 new businesses of all forms founded throughout France, which is now the leading source of startups in Europe.


BUSINESS FRANCE

ENTREPRENEURSHIP SCOREBOARD INTRODUCTION10 ENTREPRENEURSHIP SCOREBOARD INTRODUCTION 11

At a time when the French government has put entrepreneurship at the top of its agenda, business creation has never been so important in France. In 2016, some 554,000 firms were created, 6% more than in 2015, reflecting growing confidence in entrepreneurship and the momentum it has generated. In the same year, the number of sole proprietorships and companies founded also rose sharply, up by 10%.

More recently, this upward trend has continued into 2017, with more than 591,000 businesses founded over the course of the year, up 6.7% from 2016.

The challenge now is to build upon these trends and underpin the creation of firms with high growth potential and opportunities for employment. To achieve this, French people must believe in themselves and appreciate the strengths of France’s economy.

Entrepreneurship in France is on the rise. The results of the latest BNP Paribas-OpinionWay “The French and business” survey show that nearly half of French people (45%), and the younger generation in particular, are attracted by the idea of becoming an entrepreneur in what they see as a more business-friendly environment.

Cyclical factors, such as a buoyant economic climate and a government that is seen to be more pro-business, may help explain the new levels of confidence and a “desire to do business”. Since the end of 2016, the French economy has continued to grow robustly by 0.5-0.6% per quarter, with year-on-year growth in summer 2017 hitting 2.2%. In 2017, growth was forecast to be 1.9%, the highest level since 2011, and 1.7% by the middle of 2018. Manufacturing output rose 0.6% in the third quarter of 2017, driven in particular by a buoyant aerospace sector, and was up sharply by 2.7% year-on-year.

When surveyed in October 2017, manufacturing industry leaders anticipated a 4% rise in the value of their investments in 2017, after increases of 5% in 2016 and 2% in 2015.

According to many observers, the election of Emmanuel Macron shows how France has voted for change. Various surveys have revealed a sea change in the French psyche, with entrepreneurs becoming creators of the future. Three-quarters (75%) of French people believe that “entrepreneurs who set up their business in France today are transforming the country by re-inventing the world and the way we’ll live tomorrow”.

French business leaders are unwaveringly optimistic. In November 2017, business confidence, which was already set fair, improved yet further to achieve pre-crisis levels in several broad sectors, including industry and the wholesale/retail trades, where it has been at its highest since 2007, as well as construction, since 2008.

In these circumstances, SME growth continued on a positive trend in 2016, with increases in revenues and value added of 3.0% and 3.6%, respectively. In 2017, more than half of French SMEs (56%) saw an increase in their order books, and 54% witnessed a rise in sales.

This resulted in a 5.1% increase in operating working capital requirements. Profit shares stayed at 22.0%, while economic and financial returns remained stable. Investment growth resumed, up 2.7%, after being in

decline since 2012, while SMEs paid down debts and strengthened their balance sheets.

Confidence among French businesses is on the rise, as the nascent recovery continues to fuel their growth. From regional development through employment and the forging of social ties, to the incorporation of new environmental and employment standards in manufacturing processes, entrepreneurs have become key players in French business life.

This Entrepreneurship Scoreboard has two main aims: to showcase France’s entrepreneurial momentum and turn the spotlight onto its entrepreneurs and their spirit of enterprise.

The first part of the Scoreboard provides comparative analysis of French entrepreneurial momentum by illustrating business development and growth based on specific indicators used to compare France’s performances with those of other leading OECD countries. We have identified five key themes, including the main features of businesses; the increase in and longevity of new firms; business finance; investment and innovation; and international business development.

The second section seeks to whet the entrepreneurial appetite by highlighting the achievements of various business founders. These first-hand accounts span various fields and feature people from all walks of life, showing just how diverse success can be. These success stories offer valuable insight into profitable and innovative entrepreneurship, which can create jobs, spread success and open up international opportunities. Having an international outlook should be at the heart of any business’s strategy from the moment it is founded, even if many entrepreneurs still generate most of their income from the domestic market.

With the number of firms created and the rate of enterprise creation among the highest in Europe, and the business failure rate among the lowest, France’s entrepreneurial momentum, as demonstrated through this Scoreboard, continues to go from strength to strength.

The Scoreboard also reveals that businesses in France enjoy greater access to finance, and can borrow large sums cheaply, from multiple sources, at very low interest rates thanks to the rise of venture capital and the development of crowdfunding. Moreover, employee

productivity is high, and the number of researchers is rising steadily.

Lastly, the Scoreboard recognizes the international outlook of businesses based in France, and here the figures speak for themselves: the average export rate for French firms stands at 29%, while 22% of all French exports involve high-tech products, the second highest share after Ireland; a quarter of French exporters brought new products to market in 2012-2014; France is Europe’s leading host country for foreign subsidiaries; and French businesses have a greater international presence than any of their European counterparts.

Whether they are business founders, buyers or heirs, we can see that entrepreneurs innovate, make things happen, create jobs and contribute significantly to growth and prosperity, not only in France but also beyond its borders.

New businesses

591,000IN 2017

6.7%INCREASEFROM 2016

France’s growing economy

+1.9% ANNUAL GROWTHIN 2017

SME growth (2016)

+3%IN REVENUES

+3.6%IN VALUE ADDED

ENTREPRENEURSHIP SCOREBOARD PART 1 - PERFORMANCE INDICATORS12

Overview of the business landscape

Business demography

Business finance

Investment, innovation, R&D

International business development

- PART 1 -

Performance indicators


BUSINESS FRANCE

ENTREPRENEURSHIP SCOREBOARD PART 1 - PERFORMANCE INDICATORS ENTREPRENEURSHIP SCOREBOARD PART 1 - PERFORMANCE INDICATORS14 15

In 2015, there were more than 3.8 million enterprises in non-agricultural market sectors in France, including 1.1 million micro-entrepreneurs, according to data from the French National Institute for Statistics and Economic Studies (INSEE). These businesses had 12.7 million employees (full-time equivalent – FTE) and generated revenues of more than €3.8 trillion, including €638 billion from exports.

Characteristics of businesses in FranceIn 2015, there were 3.3 million enterprises in non-agricultural, non-financial mainly market sectors1 in France, according to INSEE, with 11.9 million employees (FTE) and pre-tax revenues of nearly €3.7 trillion, including €630 billion from exports.

Industry accounted for only 8% of businesses, but 25% of employees (FTE) and 28% of pre-tax revenues. Conversely, market sectors (excluding wholesale/retail) were home to more than half of all firms (52%), but only 32% of employees (FTE), generating only 21% of pre-tax revenues. Export sales presented a rather different story, with industry generating 55% of revenues, ahead of construction (22%) and market sectors (13%).

Comparing France and EuropeIn Europe, Italy was home to nearly 3.7 million active enterprises2 in 2015, according to Eurostat, ahead of France (2.9 million), Spain (2.5 million), Germany (2.4 million), the United Kingdom (1.9 million) and Poland (1.6 million).

The services sector today accounts for more than 70% of all jobs and value added in OECD economies.

OVERVIEW OF THE BUSINESS LANDSCAPE

Back in 2015, services as a whole (market services, wholesale/retail, and transport/storage) made up 76% of all businesses in the countries compared by this publication: 77.6% in the United Kingdom, 77.3% in Germany, 77% in Spain, 74.9% in Italy, 74.3% in France and 72.3% in Poland.

In 2015, industry accounted for 9% of all businesses in the countries compared by this publication.

Breakdown by sector of enterprises in Europe (2015)

Fig. 3, 4 & 5

1 Excluding education, healthcare and social work, finance and insurance.2 Eurostat figures only include industry, construction and services excluding finance and insurance.

Breakdown by sector of employees (FTE) in Europe (2015)

Breakdown by sector of revenues in Europe (2015)

Source: EurostatScope: Industry, construction and services, excluding

finance and insurance.

Breakdown by sector of enterprises in France (2015)

Source: INSEE, Annual Business Statistics Program (ESANE). Scope: France, legal entities and profiled enterprises from mainly market sectors, excluding agriculture and finance, including micro-entrepreneurs

and micro-enterprises categorized as such for tax purposes.

Fig. 1

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Graph 1/ Breakdown by sector of enterprises in France (2015) Graph 3/ Breakdown by sector of enterprises in Europe (2015)

Industry

Number of enterprises

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Market servicesTransport,storage

Employees (FTE) Pre-tax revenues

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Graph 2/ Number of enterprises in Europe (2015)

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Graph 5/ Breakdown by sector of revenues in Europe (2015)

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Number of enterprises in Europe (2015)

Fig. 2

Source: Eurostat

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Manufacturing was most prominent in Poland (12%) and Italy (11%), ahead of Germany (9%), France (7%), Spain (7%) and the United Kingdom (7%).

Analysis of the breakdown by sector of full-time-equivalent employees highlights the relative specialization of various countries in manufacturing. One-third of all employees in Poland (34%) worked in manufacturing, ahead of Italy (33%) and Germany (31%). In France, the corresponding figure was 23%, higher than in Spain (19%) and the United Kingdom (15%).

In terms of sales, 34% of revenues in Germany were generated in manufacturing, slightly more than in Poland (31%) and Italy (31%). Spain (26%) and France (24%) were at a similar level, ahead of the United Kingdom (16%).

The average size of businesses was also revealing: 32.7 employees per enterprise in Germany, compared with 18.1 in the United Kingdom, 12.3 in France, 11.7 in Poland, 9.6 in Spain and 6.6 in Italy.

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Productivity in France and in Europe Productivity in France has been steadily on the rise since the early 1990s, whether measured on a per-employee or hourly basis, with the only dip being seen in 2008-2009 during the global economic and financial crisis.

France was also ranked fourth in Europe for productivity per hour worked in 2017, with a figure of US$68.30 (2016 PPP), ahead of Germany (US$67.90), the United Kingdom (US$53.10), Spain (US$52.90) and Italy (US$52.20).

Corporate profit shares in France and EuropeAfter three years in the doldrums, corporate profit shares in France rose by 1.3 percentage points to 26.6% in 2015. This upturn arose mainly from a sharp increase in gross operating surpluses (+8.3%), moderate growth in salaries and income in kind (+1.7%), and virtually stable social security contributions (+0.5%) following the enhancement of the competitiveness and employment tax credit (CICE) and the Responsibility and Solidarity Pact. Profit shares also improved due to falling oil prices.3

In France, the profit share in industry was 29% in 2015, on a par with the level in services. The only sector in decline was construction, with a profit share of 15.8%. Drilling down, profit shares were 25.5%

3 French National Institute for Statistics and Economic Studies (INSEE), “Les entreprises in France” [“Enterprises in France”], 2017. 4 The publication “Coût du capital” [“The cost of capital”] (July 2015) by a working party at the French Council for Statistical Information (CNIS) highlights statistical differences in categorizing the self-employed that affect the breakdown in various countries of gross operating surplus on salaries and, by extension, profit shares.

France stands out in Europe for having a particularly productive workforce: productivity per employee in 2017 was US$99,543 (2016 PPP), the fourth highest among the countries compared by this publication. While this was lower than in Ireland (US$133,233), Belgium (US$109,801) and Sweden (US$102,857), it was higher than in Germany (US$92,003), Italy (US$90,480), Spain (US$89,774) and the United Kingdom (US$88,600).

Gross profit shares by sector in France (2015)(Gross operating surplus / Value added at factor cost)

Fig. 9

Source: INSEE, Annual Business Statistics Program (ESANE).Scope: France, legal entities and profiled enterprises from mainly

market sectors, excluding agriculture and finance.

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Graph 6 / Productivity in France (1990-2017)US$ at 2016 PPP

US$ at 2016 PPP

US$ at 2016 PPP

Graph 7/ Productivity per employee in Europe (2017) Graph 10/ Labor cost index (2010-2017)

Graph 8/ Productivity per hour worked in Europe (2017

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Graph 9/ Gross profit shares by sector in France

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Graph 9/ Gross profit shares in Europe (2014-2015

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Graph 11/ Breakdown by business size of enterprises in France (2015)

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(FTE)Pre-tax revenues Export revenues

0-9 employees (FTE)

2014 2015

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Productivity per hour worked

Euro zone (19 countries) France

Base 100 = Q4, 2012

Gross profit shares in Europe (2014-2015) (Gross operating surplus / Value added at factor cost)

Fig. 10

Source: EurostatScope: Industry, construction and services,

excluding finance and insurance.

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0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

Productivity per employee in Europe (2017)

Fig. 7 & 8

Source: The Conference Board, 2017

Source: The Conference Board, 2017

Productivity per hour worked in Europe (2017)

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

4019

9019

9119

9219

9319

9419

9519

9619

9719

9819

9920

0020

0120

0220

0320

0420

0520

0620

0720

0820

0920

1020

1120

1220

1320

1420

1520

1620

17

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

Productivity in France (1990-2017)

Fig. 6

Source: The Conference Board, 2017140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

in manufacturing, 23.7% in wholesale/retail, 25.7% in transport, and 20.5% in the accommodation and food services sector.

Profit share levels vary substantially across Europe, ranging in 2015 from 65.7% in Ireland to 26.5% in France, according to Eurostat. However, methodological variations mean that caution should be applied when interpreting results in different countries.4 While the share of salaries and income in kind in 2015 was relatively stable (51.9% in France, 52.5% in Germany, 46.7% in the EU-28), the proportion of social security contributions was higher in France than in other European countries, accounting for 21.6% of value added, compared with only 11.6% in Germany and 12.6% across the EU-28. The introduction of the competitiveness and employment tax credit (CICE) has begun to diminish this effect, enabling corporate profit shares to rise again from 2015.

25

.3%

26

.5%

26.6%

99,543

68.3


Size of businesses in France and Europe Since 2012, the number of enterprises in France has risen 6%, from 3,246,586 in 2012 to 3,890,237 in 2015.

Businesses with between zero and nine employees (FTE) were by far the most prevalent in France, where more than 96% were micro-enterprises in 2015.

Other business sizes made up a much smaller share: 2.1% of firms employed 10-19 people, while 1.8% had 20 to 249 employees, and only 0.1% had 250 or more.

There were nearly 12.5 million employees (FTE) in France in 2015, according to INSEE. The structure of employment in France by business size was relatively homogenous, with 39.5% of employees working in firms with 250 or more employees, 38.8% in those with 10 to 249 employees, and 21.3% in those with between zero and nine employees.

The revenue split reflects the proportion of value added generated by each business size category. In 2015, €3.776 trillion in pre-tax revenues were generated in France, with nearly a quarter of this sum coming from micro-enterprises (21.7%), followed by firms with 250 or more employees (43.8%) and those with 10 to 249 employees (34.5%).

Hourly labor costs in France have clearly dipped since 2013 compared with the euro zone following the introduction of the CICE tax credit and the Responsibility and Solidarity Pact. As such, between the fourth quarter of 2012 and the second quarter of 2017, labor costs grew less sharply in France than the euro zone average, not only in industry, construction and services (+4.6% in France, versus +6.7% in the euro zone), but also in industry excluding construction (+5.5% in France, versus +8.0% in the euro zone).

Breakdown by business size of enterprises in France (2015)

Fig. 12

Source: INSEE, Annual Business Statistics Program (ESANE).Scope: France, legal entities and profiled enterprises

from market sectors, excluding agriculture.

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

Breakdown by business size of enterprises in Europe (2015)

Fig. 13 & 14

Source: Eurostat; *Data for 2014

Scope: All industry and market services; repair of computers, personal and household goods; excluding finance and insurance.

Source: Eurostat; Scope: All industry and market services; repair of computers,

personal and household goods; excluding finance and insurance.

Breakdown by size of revenues in Europe (2015)

Graph 12/ Productivité du travail par personne en Europe en 2015

100908070605040302010

0

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia

Polan

d

100908070605040302010

0

0-9 employees10-249 employees250+ employees

Spain

Nethe

rland

sSw

eden

*

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia*

Polan

d

%

%


100908070605040302010

0

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia

Polan

d

100908070605040302010

0


Spain

Nethe

rland

sSw

eden

*

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia*

Polan

d

%

%


100908070605040302010

0

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia

Polan

d

100908070605040302010

0


Spain

Nethe

rland

sSw

eden

*

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia*

Polan

d

%

%

Labor cost index (2010-2017) (industry, construction, services)

Fig. 11

Source: Eurostat; Business France calculations

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

140,000120,000100,000

80,00060,00040,00020,000

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d Kin

gdom

Irelan

d

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

8070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

110

100

90

80

70

60

50

40

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

78.4

89


US$ at 2016 PPP

US$ at 2016 PPP



95.8 99.5

47.1

5864.1

68.3

108106104102100

98969492

2010 2011 2012 2013 2014 2015 2016 2017

40353025201510

50


Indust

ryof w

hich

manufac

turing

Constru

ction

Wholes

ale/

retail

Transp

ort,

storag

e

Inform

ation,

communi

cation

Real es

tate

Total

Other se

rvices

Accommod

ation,

food se

rvices

%70.8%


70605040302010

0

%

CICE(second phase)

CICE(first phase)



%


100908070605040302010



0-9 employees (FTE)

2014 2015






Base 100 = Q4, 2012

The breakdown by business size of enterprises was similar throughout the European Union in 2015.

However, businesses with 10 to 249 employees (FTE) were represented in abundance in Germany, Austria and the United Kingdom (17.1%, 12.5% and 10.3% of the total in each country, respectively).

Conversely, firms with 250 or more employees (FTE) generated 52.5% of revenues in Germany, and 53.0% in the United Kingdom, compared with an average of 44.9% across the countries compared by this publication.

4.8%

95.1%

44.7%

34.8%

20.5%


100908070605040302010

0

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia

Polan

d

100908070605040302010

0


Spain

Nethe

rland

sSw

eden

*

Unite

d King

dom

Italy

Finlan

d

Germ

any

Belgi

um

Fran

ce

Austr

ia*

Polan

d

%

%


100908070605040302010

0

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Italy

Finlan

d

Germ

any

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um

Fran

ce

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100908070605040302010

0


Spain

Nethe

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*

Unite

d King

dom

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Finlan

d

Germ

any

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um

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ce

Austr

ia*

Polan

d

%

%


Enterprise creation trends in EuropeThe enterprise start-up rate (number of businesses created / total number of businesses) in France was 9.4% in 2015, putting France among the leading countries compared by this publication after the United Kingdom (14.8%), Poland (12.1%) and the Netherlands (9.7%).

France has stood out in recent years for very high levels of enterprise creation. In 2015, Eurostat recorded 328,884 new businesses in industry and market services in France, which was 4.3% less than in the United Kingdom and 17.8% more than in Italy.

In 2013-2015, the rate of enterprise creation rose 8.7% in France, but fell 9.8% in Germany. The largest increases during this time were seen in Ireland (+30.9%), Belgium (+27.2%) and Spain (+10.8%).

BUSINESS DEMOGRAPHY

Among the countries compared by this publication, Poland (10.35%) had the highest percentage of businesses created in industry. The proportion of new enterprises by sector appears similar among the different countries, albeit with slightly higher rates in construction in Ireland (23.3%), Belgium (18.8%) and Poland (18.7%), while Austria was the country where the most firms were created in services (84%). In France, 77.4% of all businesses created were in the services sector, with 16.3% in construction and 6.3% in industry. The rate of enterprise creation in major OECD countries

slowed in 2008, before flattening out (Belgium, Italy, Netherlands) or gradually picking up again (Sweden, United States) from late 2009. There was a precipitous fall in Spain, where the number of new firms registered in the second quarter of 2009 amounted to only 53% of the levels seen in 2007.

While enterprise creation in Germany rose slightly in 2010, it tailed off thereafter. The United Kingdom stood out as business registrations levelled off quickly, prior to a steady recovery starting in 2010 inspired by improving economic conditions across the board.

France was an unusual case, in that 2009 marked the introduction of a simplified ‘auto-entrepreneur’ status for sole proprietors, which led to a very sharp increase in enterprise creation (up 62 index points between Q4, 2008 and Q1, 2009). Since then, the number of businesses formed in France has remained very high.

France can therefore be seen as one of the leading OECD countries for enterprise creation, with growth of nearly 70% in business registrations between 2007 and 2016, and a more recent uptick of 3.5% between the first quarter of 2016 and the first quarter of 2017.

In 2015, the enterprise death rate (number of businesses ceasing to trade / total number of businesses) in France (5.3%) was one of the lowest after Ireland (2%) and Belgium (3%).

Proportion of enterprises created by sector (2015)

Fig. 17

1614121086420

Graph 1/ Taux de création d'entreprises, 2015

Graph 6/ Taux de disparition des entreprises, 2015

Graph 7/ Taux de disparition des entreprises par secteur, 2015

Graph 8/ Croissance nette de la population des entreprises, 2015

%

%

Italy

Fran

ce

Spain

Nethe

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s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

Graph 3/ Proportion par secteur des créations d'entreprises, 2015

Graph 4/ Evolution trimestrielle des créations d'entreprises, 2007-2017

1009080706050403020100

Italy

Fran

ce

Spain

Nethe

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s

Swed

en

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d

Graph 5/ Comparaison des dynamiques de création d'entreprise, 2007-2017

Italy

Fran

ce

Spain

Nethe

rland

sSw

eden

Unite

d King

dom

Finlan

dIre

land

Germ

any

Belgi

umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia

Graph 13/ Nombre moyen d'employés des entreprises crées par secteur, 2015Graph 17/ Dynamique sectorielle des créations d'entreprises en France, 2014-2017

3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

Graph 9/ Croissance nette par secteur de la population des entreprises, 2015

Graph 10/ Part dans l'emploi des créations d'entreprises, 2015 Graph 14/ Part dans l'emploi des créations d'entreprises, 2015 Graph 18/ Types d'entreprises crées, 2006-2016Graph 22/ Survie à 5 ans par secteur des autoentrepreneurs immatriculésau premier semestre 2010

Graph 15/ Répartition sectorielle des entreprises crées en 2016 Graph 19/ Evolution du nombre de créations de micro-entreprises, 2009-2016

Graph 20/ Créations par type d'entreprises dans les dix secteurs les plus dynamiques, 2016

Graph 21/ Taux de survie des entreprises créées au premier semestre 2010

Graph 16/ Evolution des créations sectorielles d'entreprises, 2008-2016

Graph 11/ Créations d'emploi par secteur, 2015

Graph 12/ Nombre moyens d'employés des entreprises créées, 2015

6543210

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4.54

3.53

2.52

1.51

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%

Italy

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1009080706050403020100

2.5

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0

%

Italy

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0

Business support servicesWholesale/retail; repair of motorvehicles/motorcyclesEducation, healthcare, social workConstructionHousehold servicesTransport, storageAccommodation, food servicesInformation, communicationManufacturingReal estateFinance, insuranceIndustry (exc. manufacturing)

Healthcare, social workEducation

Arts, entertainment and recreation Industry

Household servicesConstruction

Accommodation, food servicesWholesale/retail; repair of motor vehicles/motorcycles

Administrative and support servicesReal estates

Professional, scientific, technical occupations Information, communication

Transport, storageFinance and insurance

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70

1 year 2 years 3 years 4 years 5 years

Transport, storage

Real estate

Finance, insurance

Household services

Wholesale/retail; repair of motor vehicles/motorcycles

Industry (exc. manufacturing)Business support servicesEducation, healthcare, social work

Information, communicationAccommodation,food services

Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0

Graph 23/ Taux de survie à 5 ans des entreprises créées au premier semestre 2010

Professional, scientific,technical occupations

Education, healthcare, social workFinance, insurance

Transport, storageIndustry

Information, communicationAdministrative and support services

Other servicesAccommodation, food services

Real estateConstruction

Wholesale/retail; repair of motor vehicles/motorcycles %

0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007

Companies Standard sole proprietorships Micro-entrepreneurs

Industry Construction ServicesIndustry

2015 2013-2015

Construction Services

IndustryIndustry Construction Services

ServicesConstruction

BelgiumSweden United States Spain* United Kingdom*

France Germany Italy Netherlands2015 Average 2012-2014

Industry Construction Services



Micro-entrepreneursCompanies

Standard sole proprietorships Micro-entrepreneurs

All standard forms of enterpriseStandard companies

Micro-entrepreneursStandard sole proprietorships

450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4

Sole proprietorships (exc. micro-entrepreneurs)

Comparing trends in enterprise creation (2007-2017)

Source: OECD, 2017

Fig. 19

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d



1009080706050403020100

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d


Italy

Fran

ce

Spain

Nethe

rland

sSw

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Unite

d King

dom

Finlan

dIre

land

Germ

any

Belgi

umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

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Irelan

d

Finlan

d

Germ

any

Belgi

um

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Polan

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Austr

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Swed

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dGe

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4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

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s

Unite

d King

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Irelan

d

Finlan

d

Germ

any

Belgi

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d

Fran

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%

Italy

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dKin

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d

Finlan

d

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1009080706050403020100

2.5

2

1.5

1

0.5

0

%

Italy

Fran

ce

Spain

Nethe

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s

Swed

en

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d King

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Finlan

d

Irelan

d

Germ

any

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


In France, this business failure rate was lower in industry (4.2%) than in construction and services (5.4%), a trend that can also be seen in other countries, with some variations.

In Ireland and the Netherlands, the enterprise death rate was lower in construction than in industry, whereas in Italy and Poland, it was considerably higher in construction.

Quarterly change in enterprise creation (2007-2017)

Source: OECD, 2017*corporations only

Fig. 18

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d



1009080706050403020100

Italy

Fran

ce

Spain

Nethe

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s

Swed

en

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

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ia

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d


Italy

Fran

ce

Spain

Nethe

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sSw

eden

Unite

d King

dom

Finlan

dIre

land

Germ

any

Belgi

umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

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s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia









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Italy

Fran

ce

Spain

Nethe

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s

Swed

en

Unite

d King

dom

Irelan

d*

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

umAu

stria

Polan

d

Fran

ce

%

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

Irelan

d

Finlan

d

Irelan

d

Belgi

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d

1009080706050403020100

2.5

2

1.5

1

0.5

0

%

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

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d King

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Finlan

d

Irelan

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Germ

any

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

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1614121086420





%

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

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Spain

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1614121086420

%

%

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d

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3.5

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dGe

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ia

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4.54

3.53

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s

Unite

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1009080706050403020100

2.5

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700,000

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500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

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Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

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Spain

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Fran

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8

6

4

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0

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Enterprise start-up rate (2015)

Fig. 15

16141210

86420





%

%

Italy

Fran

ce

Spain

Nethe

rland

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Germ

any

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d King

dom*

Irelan

d

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d

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ia

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100908070605040302010

0

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ce

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rland

s

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d

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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rland

s

Swed

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d King

dom

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d

Irelan

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ia

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d*

16141210

86420

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%

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Spain

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d

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Germ

any

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um

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en

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ia


3.5

3

2.5

2

1.5

1

0.5

0

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s

Fran

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ia









6543210

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ce

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rland

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dGe

rman

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4.54

3.53

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100908070605040302010

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

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d

Fran

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d

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um

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d

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ia

8

6

4

2

0

-2

-4


Source: Eurostat*Data for 2014


9.4%

Enterprise creation (2015) and trends (2013-2015)

Source: Eurostat, 2017

Fig. 16

16141210

86420





%

%

Italy

Fran

ce

Spain

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rland

s

Germ

any

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d King

dom*

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d

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100908070605040302010

0

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Q1-

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Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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16141210

86420

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d

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Germ

any

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en

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3.5

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2

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1

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0

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6543210

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dGe

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4.54

3.53

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100908070605040302010

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2.5

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

30252010

50

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

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d

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0

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16141210

86420





%

%

Italy

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rland

s

Germ

any

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100908070605040302010

0

Italy

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en

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Q1-

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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s

Swed

en

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d King

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d

Irelan

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any

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um

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ia

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d*

16141210

86420

%

%

Italy

Spain

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rland

s

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ce

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d King

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d

Irelan

d

Germ

any

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um

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en

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ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

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rland

s

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d

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6543210

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-3

Italy

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ce

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rland

s

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en

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d King

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d*

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dGe

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y

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ia

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4.54

3.53

2.52

1.51

0.50

%

Italy

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en

Spain

Nethe

rland

s

Unite

d King

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d

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d

Germ

any

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%

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100908070605040302010

0

2.5

2

1.5

1

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0

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Italy

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

30252010

50

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


328,884

8.7

77.4

16.3

6.3

Enterprise creation reflects the health of the economy and the zeal of its entrepreneurs. In France, the number of new businesses being founded is at its highest level since 2010.


Enterprise death rate (2015)

Fig. 20 & 21

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

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d



1009080706050403020100

Italy

Fran

ce

Spain

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rland

s

Swed

en

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dom*

Irelan

d

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d

Germ

any

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ia

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d


Italy

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ce

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d King

dom

Finlan

dIre

land

Germ

any

Belgi

umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016 C

hang

e Q

1, 2

016

- Q1,

201

7-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

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um

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ia

Polan

d*

1614121086420

%

%

Italy

Spain

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s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

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3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

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rland

s

Fran

ce

Unite

d King

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d

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d

Germ

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um

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6543210

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en

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d King

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d*

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

Irelan

d

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d

Germ

any

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d

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1009080706050403020100

2.5

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700,000

600,000

500,000

400,000

300,000

200,000

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0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

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d

Germ

any

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um

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d

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8

6

4

2

0

-2

-4


Enterprise death rate by sector (2015)

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d



1009080706050403020100

Italy

Fran

ce

Spain

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rland

s

Swed

en

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d


Italy

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ce

Spain

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rland

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dom

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land

Germ

any

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umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom

Irelan

d

Finlan

d

Germ

any

Belgi

um

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en

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d

Austr

ia









6543210

-1

-3

Italy

Fran

ce

Spain

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rland

s

Swed

en

Unite

d King

dom

Irelan

d*

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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d

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d

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d

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1009080706050403020100

2.5

2

1.5

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0

%

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ce

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rland

s

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


In 2015, net growth in active enterprises (births – deaths) in France was 2.3%, lower than in the United Kingdom (+4.8%) but higher than in Germany, where the total number of businesses was in decline (-0.8%).

In France, net growth in active enterprises was higher in services (+2.6%) than in construction (+1.4%) and industry (+0.9%).

This disparity was even greater in the United Kingdom, where net growth rates for the three sectors were 5%, 2.7% and 0.2%, respectively. In Ireland, Poland, Sweden and the Netherlands, the highest net growth rate was seen in the construction sector.

Net growth in active enterprises (2015)

Source: Eurostat, 2017*Average for 2012-2015

Fig. 22

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

um

Austr

ia

Polan

d



1009080706050403020100

Italy

Fran

ce

Spain

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rland

s

Swed

en

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d King

dom*

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d

Finlan

d

Germ

any

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um

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d


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ce

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rland

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d King

dom

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dIre

land

Germ

any

Belgi

umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

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um

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ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom

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d

Finlan

d

Germ

any

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um

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ia









6543210

-1

-3

Italy

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ce

Spain

Nethe

rland

s

Swed

en

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d King

dom

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d*

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

umAu

stria

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d

Fran

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%

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d

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d

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1009080706050403020100

2.5

2

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

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um

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en

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ia

8

6

4

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0

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-4


1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

Polan

d



1009080706050403020100

Italy

Fran

ce

Spain

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rland

s

Swed

en

Unite

d King

dom*

Irelan

d

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d

Germ

any

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um

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ia

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d


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ce

Spain

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rland

sSw

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Unite

d King

dom

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dIre

land

Germ

any

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umAu

stria

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d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom

Irelan

d

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia









6543210

-1

-3

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Irelan

d*

Finlan

dGe

rman

y

Belgi

um

Austr

ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

umAu

stria

Polan

d

Fran

ce

%

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

dKin

gdom

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d

Finlan

d

Irelan

d

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um

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ia

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d

1009080706050403020100

2.5

2

1.5

1

0.5

0

%

Italy

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ce

Spain

Nethe

rland

s

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en

Unite

d King

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d

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Germ

any

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Jobs created through business creationIn 2015, enterprise creation accounted for 2.6% of new jobs in France. This proportion was highest in Poland (3.9%) and the United Kingdom (3.7%).

In France, 7.7% of jobs created by businesses registered in 2015 were in industry, although industrial enterprises accounted for only 6.3% of new firms.

The proportion of jobs created by newly registered businesses in industry that year was at its highest in Poland (13.8% of jobs created by 10.4% of all new firms) and Italy (10.6%; 7.3%).

The average size of new enterprises in Europe in 2015 was relatively small, with 2.4 employees in the United Kingdom, 1.7 in Germany and 1.3 in France. On average, those created in industry were larger than in other sectors, particularly in the United Kingdom, Poland, Italy and Belgium. In Austria, Germany, Sweden and Finland, new businesses created in the construction sector were the largest.

The United Kingdom was the only country where more than half of new enterprises (90.2%) employed at least one person, while 7.5% employed more than four people. In other countries, more than half of new businesses were sole proprietorships (51.2% in Poland, 74.8% in Germany, 85.6% in France), while the lowest rate of new firms hiring employees was in the Netherlands (5.4%).

Source: Eurostat, 2017*Data for 2014

Share of enterprise creation in job creation (2015)

Fig. 24

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d



1009080706050403020100

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ce

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rland

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dom*

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d

Finlan

d

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any

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land

Germ

any

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umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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Swed

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Unite

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dom

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d

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any

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ia

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d*

1614121086420

%

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d

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any

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um

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ia


3.5

3

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2

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1

0.5

0

%

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dGe

rman

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4.54

3.53

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1.51

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%

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s

Unite

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1009080706050403020100

2.5

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

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um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

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Net enterprise growth by sector (2015)


Fig. 23

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

Austr

ia

Polan

d



1009080706050403020100

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ce

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d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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rland

s

Swed

en

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d King

dom

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d

Irelan

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ia

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d*

1614121086420

%

%

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Unite

d King

dom*

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d

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d

Germ

any

Belgi

um

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ia


3.5

3

2.5

2

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1

0.5

0

%

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4.54

3.53

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1009080706050403020100

2.5

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600,000

500,000

400,000

300,000

200,000

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0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

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Spain

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d

Fran

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any

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Swed

en

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ia

8

6

4

2

0

-2

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Job creation by sector (2015)

Fig. 25

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d



1009080706050403020100

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d

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Q3-

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Q1-

2008

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Q1-

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Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

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ia

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1614121086420

%

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3.5

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1

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0

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4.54

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s

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1009080706050403020100

2.5

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

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Finlan

d

Germ

any

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um

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d

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ia

8

6

4

2

0

-2

-4



Average number of employees at new enterprises (2015)

Fig. 26 & 27

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d



1009080706050403020100

Italy

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ce

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d King

dom*

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Germ

any

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d

Q1-

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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rland

s

Swed

en

Unite

d King

dom

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d

Irelan

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any

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um

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ia

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1614121086420

%

%

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Spain

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Unite

d King

dom*

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d

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d

Germ

any

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um

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en

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ia


3.5

3

2.5

2

1.5

1

0.5

0

%

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Spain

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s

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ce

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d King

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d

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ia









6543210

-1

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Italy

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ce

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um

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ia

Polan

d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

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rland

s

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

Belgi

umAu

stria

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d

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%

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en

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dKin

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1009080706050403020100

2.5

2

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0

%

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ce

Spain

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rland

s

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en

Unite

d King

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500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

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15

10

5

0

-5

-10

-15

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3025201050

103

48

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2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

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Chan

ge H

1 201

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Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

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Manufacturing

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400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

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1009080706050403020100

Index 100 = 2007



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450,000

400,000

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150,000

100,000

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Average number of employees at new enterprises by sector (2015)


1614121086420





%

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Q1-

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Q3-

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Q1-

2015

Q3-

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Q1-

2016

Q3-

2016

Q1-

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180

160

140

120

100

80

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40

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Change 2007-2016 C

hang

e Q

1, 2

016

- Q1,

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7

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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Italy

Spain

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NetherlandsBelgium

France

United Kingdom

14

12

10

8

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1614121086420

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

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5

0

-5

-10

-15

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3025201050

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2008 2009 2010 2011 2012 2013 2014 2015 2016

25

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ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

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400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

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1009080706050403020100

Index 100 = 2007



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450,000

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150,000

100,000

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35

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16141210

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Q1-

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2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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d*

16141210

86420

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3.5

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2.5

2

1.5

1

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0

%

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dGe

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4.54

3.53

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500,000

400,000

300,000

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

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% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

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82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

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%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

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Enterprise creation trends in France highlight variations between different sectorsThe introduction in 2009 of a simplified ‘auto-entrepreneur’ status in France provided a massive boost for enterprise creation, which soared by 77% that year. Since 2011, the number of new businesses formed has stabilized at around 550,000 per year.

In 2016, 553,739 enterprises were created in France, according to INSEE – up 5.4% from the previous year, the largest annual rise since 2010 – which corresponded to 630,928 separate business establishments. This upward trend has continued apace, with a 3.9% increase in enterprise creation being seen between the first half of 2016 and the first half of 2017.

Businesses were created most often in business support services (22.6% of the total), followed by wholesale/retail (17.5%) and education/healthcare/social work (12.5%). Construction (11.1%) and household services (9%) also made up a large proportion of new firms.

A total of 84.5% of businesses created in 2016 were in service sectors, 11.1% in construction and 4.4% in industry.

Enterprise creation in services and industry were up 7% and 1.6%, respectively, while there was a 3.7% fall in construction.

Enterprise creation rose in nearly all sectors 2016. The largest increases were in the transport and storage sector (up nearly 57%), followed by real estate (+10.5%), business support services (+8.1%), accommodation and food services (+8%) and information/communication (+7.8%), while the steepest fall was in construction (-3.7%).

In both the time periods under review (2014-2016; first half of 2016 to the first half of 2017), enterprise creation had particularly strong momentum in the transport/storage sector, which alone was responsible for 41.6% of all new businesses in 2016.

The rise in businesses registered in 2016 was driven by increases in the number of new companies (+9.8%) and standard sole proprietorships (+9.8%), while the number of micro-enterprises formed declined slightly (-0.3%). In all, 40.2% of businesses created in 2016 were micro-enterprises, while 25.7% were standard sole proprietorships and 34.1% were companies.

Fig. 31 – Enterprise creation in France by sector (2015-2016)

Sector 2015 2016 2015-2016

Industry (exc. manufacturing) 3,000 3,095 +3.2 %

Manufacturing 21,144 21,446 +1.4 %

Construction 63,817 6,458 -3.7 %

Wholesale/retail; repair of motor vehicles/motorcycles 97,700 96,961 -0.8 %

Transport, storage 21,418 33,592 +56.8 %

Accommodation, food services 28,505 30,799 +8.0 %

Information, communication 25,636 27,626 +7.8 %

Finance, insurance 15,436 15,882 +2.9 %

Real estate 17,091 18,890 +10.5 %

Business support services 115,669 125,009 +8.1 %

Education, healthcare, social work 66,179 69,315 +4.7 %

Household services 49,686 49,666 +0.0 %

Total 525,281 553,739 +5.4 %

Fig. 29

16141210

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Q3-

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Q1-

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Q1-

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180

160

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120

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80

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0

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Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

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United Kingdom

14

12

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0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

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% %20

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3025201050

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2008 2009 2010 2011 2012 2013 2014 2015 2016

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%

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ge H

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7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

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0

35

30

25

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Breakdown by sector of enterprise creation (2016)

Types of enterprises created (2006-2016)

Fig. 33

1614121086420





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2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

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e

Spain

Nethe

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s

Swed

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d King

dom

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d

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Germ

any

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ia

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d*

1614121086420

%

%

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d

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d

Germ

any

Belgi

um

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en

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ia


3.5

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4.54

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ce

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1009080706050403020100

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ce

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rland

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l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

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Italy

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rland

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Irelan

d

Fran

ce

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Germ

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8

6

4

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0

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1614121086420





%

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Italy

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rland

s

Germ

any

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d King

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d

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Germ

any

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d



1009080706050403020100

Italy

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ce

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d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

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d

Finlan

d

Germ

any

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um

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en

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ia









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ce

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rland

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Finlan

dGe

rman

y

Belgi

um

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ia

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d

4.54

3.53

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1.51

0.50

%Ita

lySw

eden

Spain

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rland

s

Unite

d King

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d

Finlan

d

Germ

any

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d

Fran

ce

%

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ce

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d

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1009080706050403020100

2.5

2

1.5

1

0.5

0

%

Italy

Fran

ce

Spain

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rland

s

Swed

en

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d King

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d

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Germ

any

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l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Source: INSEE, 2017

Trends in enterprise creation in France by sector (2014-2017)

Fig. 32

16141210

86420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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ia

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d



100908070605040302010

0

Italy

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ce

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rland

s

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d

Q1-

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%Ita

ly

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

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d

Irelan

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Germ

any

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um

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ia

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d*

16141210

86420

%

%

Italy

Spain

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rland

s

Fran

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d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

1.5

1

0.5

0

%

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rland

s

Fran

ce

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d

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d

Germ

any

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6543210

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dGe

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4.54

3.53

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%

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Swed

en

Spain

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rland

s

Unite

d King

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d

Finlan

d

Germ

any

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d

Fran

ce

%

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ce

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d

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100908070605040302010

0

2.5

2

1.5

1

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0

%

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ce

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Source: INSEE, 2017

Source: INSEE, 2017Enterprise creation by sector (2007-2016)

Fig. 28

16141210

86420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

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d

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any

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d



100908070605040302010

0

Italy

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ce

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Q1-

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Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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rland

s

Swed

en

Unite

d King

dom

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d

Irelan

d

Germ

any

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um

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ia

Polan

d*

16141210

86420

%

%

Italy

Spain

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rland

s

Fran

ce

Unite

d King

dom*

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d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

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ia


3.5

3

2.5

2

1.5

1

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0

%

Italy

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rland

s

Fran

ce

Unite

d King

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d

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ia









6543210

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ce

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rland

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dGe

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d

4.54

3.53

2.52

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0.50

%

Italy

Swed

en

Spain

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rland

s

Unite

d King

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d

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d

Germ

any

Belgi

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d

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%

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d

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d

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100908070605040302010

0

2.5

2

1.5

1

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0

%

Italy

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ce

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rland

s

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d

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l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Source: INSEE, 2017

Trends in enterprise creation by sector (2008-2016)

Fig. 30

16141210

86420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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dGraph 3/ Proportion par secteur des créations d'entreprises, 2015


100908070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom*

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d

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d

Germ

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any

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stria

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d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

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3.5

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2.5

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

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15

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0

-5

-10

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3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

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%

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Chan

ge H

1 201

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1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

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Manufacturing

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400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

100908070605040302010

0

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2015 2013-2015













450,000

400,000

350,000

300,000

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200,000

150,000

100,000

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Source: INSEE, 2017

16141210

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dGraph 3/ Proportion par secteur des créations d'entreprises, 2015


100908070605040302010

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Q1-

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2012

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2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

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Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

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-6

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Change 2007-2016

Cha

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Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

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4.54

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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25

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Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


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Demography of micro-entrepreneurs

In 2009, micro-entrepreneurs (formerly known as auto-entrepreneurs) were responsible for 55% of all new businesses. This proportion fell gradually to 40% in 2016 (down 5.4% year-on-year).

In 2016, 222,800 micro-enterprises were founded, down 0.3% from 2015.

The three leading sectors for new micro-enterprises in 2016 were professional, technical and scientific occupations (23%), wholesale/retail (11%) and education (10%). By comparison, 25% of all standard sole proprietorships were founded in wholesale/retail, 17% in healthcare, and 13% in construction.

There were substantial gains in the number of micro-enterprises founded in various sectors in 2016, including transport/storage (+71.5%), healthcare and social work (+11.5%), as well as accommodation and food services (+10.6%).

Regional differences in micro-enterprise creation were also apparent: registrations increased by 13.8% in Ile de France (Paris region) in 2016, but declined 6.2% elsewhere in France.

Micro-entrepreneurs in France

Characteristics of micro-entrepreneurs

A report by the French National Institute for Statistics and Economic Studies (INSEE) published in September 2016 revealed the following main characteristics of micro-entrepreneurs registered in 2014:

– 60% of those registered in the first half of the year began actively trading that year.

– Start-up rates were at their highest in healthcare and social work (77%), education (74%) and industry (67%).

– 54% of micro-entrepreneurs starting up were doing so as their main occupation, while sector-wise those in this situation were mainly found to be operating in wholesale/retail (19%), professional occupations (17%) and construction (16%). Those who set up a micro-enterprise as a sideline were mainly working in professional occupations (22%), wholesale/retail (13%), construction (9%), and education (9%).

– 37% of micro-entrepreneurs were women, compared with 38% of those trading as a standard sole proprietorship; on average, they were 38 years old, while owners of standard sole proprietorships were 39 years old.

Survival of micro-entrepreneurs

A more recent INSEE report, published in September 2017, shed light on the main characteristics of micro-entrepreneurs registered in 2010.

– In 2015, 23% of micro-entrepreneurs registered as such as of the first half of 2010 were still in business, including 38% of those that had started trading by the end of 2010. This was a lower rate than for standard sole proprietorships (50%).

– Thirty-eight of every 100 registered micro-entrepreneurs had remained dormant, while only 23 of the 62 that had started trading in 2010 were still doing so in 2015.

– The sectors with the highest proportion of micro-entrepreneurs still trading in 2015 were healthcare and social work (59%), education (46%), and arts, entertainment and recreation (44%). Age was also a factor: 16% of micro-entrepreneurs under the age of thirty in 2010 were still trading five years later, compared with 21% of 30- to 39-year-olds, 28% of 40- to 49-year-olds, and 31% of over 50s. Change in number of micro-entreprises created

(2009-2016)

Source: INSEE, 2017

Fig. 34

1614121086420





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2010

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2011

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2011

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2012

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2012

Q1-

2013

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2013

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2014

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2014

Q1-

2015

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2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

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100

80

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40

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6

4

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Cha

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-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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14

12

10

8

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2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

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2014

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2014

Q1-

2015

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2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

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-6

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Change 2007-2016

Cha

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Q1,

201

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1, 2

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-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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14

12

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8

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althc

are,

socia

l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

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Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

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ia

8

6

4

2

0

-2

-4


Survival rate of enterprises created in the first half of 2010

Fig. 36

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

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d

Germ

any

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um

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ia

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d



1009080706050403020100

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d

Q1-

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Q3-

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Q1-

2008

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Q1-

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Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

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d King

dom

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d

Irelan

d

Germ

any

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um

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ia

Polan

d*

1614121086420

%

%

Italy

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dom*

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d

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Germ

any

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um

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en

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d*

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ia


3.5

3

2.5

2

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1

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0

%

Italy

Spain

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s

Fran

ce

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d King

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d

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d

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any

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6543210

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ce

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d*

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dGe

rman

y

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um

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ia

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d

4.54

3.53

2.52

1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

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d

Finlan

d

Germ

any

Belgi

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stria

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d

Fran

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ce

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rland

s

Swed

en

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dKin

gdom

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d

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d

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d

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um

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ia

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1009080706050403020100

2.5

2

1.5

1

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ce

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rland

s

Swed

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dom*

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d

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any

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ia

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l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

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d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Five-year survival rate of micro-entrepreneurs registered in the first half of 2010

Fig. 37

1614121086420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

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ia

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d



1009080706050403020100

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ce

Spain

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rland

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dom*

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d

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d

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ia

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d


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ce

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d King

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dIre

land

Germ

any

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umAu

stria

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d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

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d

Irelan

d

Germ

any

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um

Austr

ia

Polan

d*

1614121086420

%

%

Italy

Spain

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rland

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ce

Unite

d King

dom*

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d

Irelan

d

Germ

any

Belgi

um

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en

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d*

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ia


3.5

3

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2

1.5

1

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0

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s

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ce

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d

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dGe

rman

y

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um

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d

4.54

3.53

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1.51

0.50

%

Italy

Swed

en

Spain

Nethe

rland

s

Unite

d King

dom*

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d

Finlan

d

Germ

any

Belgi

umAu

stria

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d

Fran

ce

%

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ce

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rland

s

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en

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dKin

gdom

Irelan

d

Finlan

d

Irelan

d

Belgi

um

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ia

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d

1009080706050403020100

2.5

2

1.5

1

0.5

0

%

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom*

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d

Irelan

d

Germ

any

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um

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ia

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ical o

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onHe

althc

are,

socia

l wor

k

700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

Finlan

d

Germ

any

Belgi

um

Swed

en

Polan

d

Austr

ia

8

6

4

2

0

-2

-4


Source: INSEE, 2017

Source: INSEE, 2017

Enterprise creation by type (2016) Top 10 sectors

Fig. 35

Source: INSEE, 2017

Key: In 2016, the wholesale/retail sector accounted for 19% of new companies, 25% of standard sole proprietorships, and 11% of new micro-enterprises.

1614121086420





%

%

Italy

Fran

ce

Spain

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rland

s

Germ

any

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d King

dom*

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d

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1009080706050403020100

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Q1-

2010

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2010

Q1-

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2011

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2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

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rland

s

Swed

en

Unite

d King

dom

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d

Irelan

d

Germ

any

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um

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ia

Polan

d*

1614121086420

%

%

Italy

Spain

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rland

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ce

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d King

dom*

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d

Irelan

d

Germ

any

Belgi

um

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en

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3.5

3

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2

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1

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0

%

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dGe

rman

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um

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ia

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d

4.54

3.53

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en

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rland

s

Unite

d King

dom*

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d

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d

Germ

any

Belgi

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d

Fran

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d

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d

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1009080706050403020100

2.5

2

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0

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s

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are,

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700,000

600,000

500,000

400,000

300,000

200,000

100,000

0









2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

700,000600,000500,000400,000300,000200,000100,000

0

% %20

15

10

5

0

-5

-10

-15

-20

3025201050

103

48

82

2008 2009 2010 2011 2012 2013 2014 2015 2016

25

20

15

10

5

-5

-10

%

%

Chan

ge H

1 201

6 - H

1 201

7

Change 2014-2016-40 -20 0 20 40 60 80 100 120 140

0 10 20 30 40 50 60 70


Transport, storage

Real estate

Finance, insurance

Household services




Manufacturing

Construction

400,000350,000300,000250,000200,000150,000100,00050,000

0









0 20 40 60 80

%

1009080706050403020100

Index 100 = 2007



2015 2013-2015













450,000

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

35

30

25

20

15

10

5

0

-5

-10

Italy

Spain

Nethe

rland

s

Irelan

d

Fran

ce

Unite

d King

dom*

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d

Germ

any

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8

6

4

2

0

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Micro-entrepreneur status in FranceA special set of tax and social security rules were introduced in January 2009, under the name of auto-entrepreneur status, to encourage the creation of sole proprietorships. These rules simplified the formalities of starting up, taking a break from or winding up any gainful occupation as a sole trader, subject to revenue limits (€82,800 for commercial occupations, and €33,200 for service providers and activités libérales, or liberal professions).

New businesses can be created online, while all social security contributions, taxes and charges are combined into a single payment, in proportion with declared revenues. Business profits are calculated using flat rates and entrepreneurs are not required to pay VAT.

In December 2014, auto-entrepreneur status was replaced by micro-entrepreneur status.



Longevity of French businesses highly dependent on legal status and business sectorThe five-year survival rate of enterprises (excluding micro-entrepreneurs) founded in the first half of 2010 was 60%, according to INSEE. Ninety-one percent of them were still trading after one year, a figure that subsequently fell by a further 11% by year two, and by the same proportion again in years three and four, before a 7% decline by year five.1

Companies enjoyed longevity in greater proportions than standard sole proprietorships (67% and 50%, respectively). Consequently, 74% of companies registered as a société à actions simplifiée (SAS) and 66% of those registered as a société à responsabilité limitée (SARL) in 2010 were still trading in 2015, compared with 68% of businesses registered as professions libérales, 47% as artisans and 42% as commerçants.

The sectors with the highest proportion of enterprises still trading after five years were education, healthcare and social work (75%), finance and insurance (71%), and professional, technical and scientific occupations (70%).

The longevity of businesses after five years is also correlated with financial investment when they were founded (54% of enterprises created with less than €4,000, versus 72% for those founded with more than €80,000) as well as chief executive experience (56% for enterprises created by founders with no experience in their field, versus 65% for those founded by owners with more than 10 years’ relevant experience).

Companies registered as a société à actions simplifiée (SAS) enjoyed longevity in greater proportions after five years, with a survival rate of 73.5%, followed by sole proprietors registered under professions libérales (67.5%) and companies registered as a société à

Five-year survival rate of enterprises created in the first half of 2010

Source: INSEE, 2017

Fig. 38

16141210

86420





%

%

Italy

Fran

ce

Spain

Nethe

rland

s

Germ

any

Unite

d King

dom*

Irelan

d

Finlan

d

Germ

any

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um

Austr

ia

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d



100908070605040302010

0

Italy

Fran

ce

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom*

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d

Finlan

d

Germ

any

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ia

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d


Italy

Fran

ce

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rland

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Unite

d King

dom

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dIre

land

Germ

any

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umAu

stria

Polan

d

Q1-

2007

Q3-

2007

Q1-

2008

Q3-

2008

Q1-

2009

Q3-

2009

Q1-

2010

Q3-

2010

Q1-

2011

Q3-

2011

Q1-

2012

Q3-

2012

Q1-

2013

Q3-

2013

Q1-

2014

Q3-

2014

Q1-

2015

Q3-

2015

Q1-

2016

Q3-

2016

Q1-

2017

180

160

140

120

100

80

60

40

8

6

4

2

0

-2

-4

-6

% %

%

Change 2007-2016

Cha

nge

Q1,

201

6 - Q

1, 2

017

-40 -20 0 20 40 60 80

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2009 2010 2011 2012 2013 2014 2015 2016

Italy

Spain

Germany

NetherlandsBelgium

France

United Kingdom

14

12

10

8

6

4

2

0

%

%

Italy

Franc

e

Spain

Nethe

rland

s

Swed

en

Unite

d King

dom

Finlan

d

Irelan

d

Germ

any

Belgi

um

Austr

ia

Polan

d*

16141210

86420

%

%

Italy

Spain

Nethe

rland

s

Fran

ce

Unite

d King

dom*

Finlan

d

Irelan

d

Germ

any

Belgi

um

Swed

en

Polan

d*

Austr

ia


3.5

3

2.5

2

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responsabilité limitée (SARL) (66.3%). Conversely, the least durable forms of enterprise in France were entrepreneurs registered as agents commerciaux, with a 30.1% survival rate after five years.

Bankruptcies in France down in 2016According to the Banque de France, 58,057 businesses filed for bankruptcy in 2016, down 8% from 2015. In the first half of 2017, this figure was 27,780, down 7.5% from the first half of 2016. The largest falls in bankruptcies over the previous 12 months were seen in construction (-13.5%) and industry (-11.2%).

Ensuring that businesses can obtain funding is key to the success of any growing economy; whether they are startups, SMEs, mid-size companies or multinationals, greater access to finance helps them achieve stable and sustainable growth.

The main types of finance are: self-funding through savings; bank credit; share or bond issues.

In France, companies – and SMEs in particular – are mainly financed by bank loans, and can borrow large sums cheaply at very low interest rates. Furthermore, an increasing number of French startups are being funded by venture and growth capital, making France one of the world’s leading startup nations.

Steady increase in lending to companies and SMEsIn 2015, corporate lending amounted to €1,077.3 billion in France, up 24% since 2007. There has also been a significant increase in lending to SMEs in recent years, from €180.6 billion in 2007 to €224.1 billion in 2015, a rise of 24.1%. As a share of national wealth, lending to SMEs rose from 9.3% of GDP in 2007 to 10.2% of GDP in 2015.

France is now among the leading countries in the world for corporate lending, which amounted to 49.1% of GDP in 2015, ranking France after Italy (58.4%), but ahead of Spain (48.2%), the United Kingdom (22.9%), and the United States (15.0%).

Data from the Banque de France shows that lending to non-financial corporations has risen sharply since December 2007, with a slight decline in 2009 preceding a revival from late 2014 onwards.

These figures confirm the availability of bank credit in France, with corporate lending remaining buoyant overall. A similar trend can also be seen in Germany,

BUSINESS FINANCE

Lending to companies and SMEs in France (2007-2015)

Source: OECD

Fig. 39

Graph 1/ Lending to companies and SMEs in France

€ billion

1,200

1,000

800

600

400

200

02007 2008 2009 2010 2011 2012 2013 2014 2015

% of GDP

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and

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Graph 2/ Corporate lending (2015)

%

Graph 5/ Prêts aux entreprises en 2015 (en % du PIB)

Graph 3/ Change in lending to non-financial corporations in the euro zone)

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Graph 6/ Change in access to corporate bond markets and bank lending (2000-2017)

6

5

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Graph 4/ Interest rates on loans to companies and SMEs in France

%

6

5

4

3

2

1

02007 2008 2009 2010 2011 2012 2013 2014 2015

Graph 8/ Venture capital in France (2007-2016)

€ million

1,000

800

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02007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2000

2001

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€ million

Graph 7/ Venture capital in France

3,000

2,500

2,000

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500

02014

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€897 million(372 deals)

€1.809 billion(484 deals)



+21%

759

1,050

1,006

1,200

1,216

2015 2016 2017

Companies SMEsCompaniesSMEs

FranceEuro zone excluding France

Germany Spain Italy

Bank lending rates > €1m (France)

Market-based finance

Bank lending rates > €1m (Euro zone)

Half-year 1 Half-year 2

Sums invested Companies supported

%

Index = 100 in December 2007

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€ million

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02007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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€ million


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Germany Spain Italy






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albeit smaller in magnitude. Conversely, in other euro zone countries, such as Italy and Spain, corporate lending has remained in decline since the 2008 global financial crisis.

1 INSEE Première #1639, March 2017.


Source: Banque de France; Business France calculations

Source: OECD; Business France calculations; *Data and GDP for 2014

Corporate lending (2015)

Fig. 40


€ billion

1,200

1,000

800

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400

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02007 2008 2009 2010 2011 2012 2013 2014 2015

% of GDP

China

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€ million

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02007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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Germany Spain Italy






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Change in lending to non-financial corporations in the euro zone (2007-2017)

Fig. 41


€ billion

1,200

1,000

800

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400

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02007 2008 2009 2010 2011 2012 2013 2014 2015

% of GDP

China

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€ million

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€ million


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Germany Spain Italy






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France enjoys record low interest rates on business loans and corporate bonds Interest rates on business loans in France are at historically low levels. Interest rates offered to companies were among the lowest in the world in 2015, standing at only 1.2% in France, compared with 1.9% in the United States,

2.0% in Spain, 2.1% in Italy, 2.1% in the United Kingdom, and 2.4% in Ireland.

Rates for SMEs had fallen to 1.8% in France by the end of 2015, well below the cost of borrowing in Spain (3.0%), the United States (3.3%), the United Kingdom (3.3%), and Italy (3.8%).


€ billion

1,200

1,000

800

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400

200

02007 2008 2009 2010 2011 2012 2013 2014 2015

% of GDP

China

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and

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€ million

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02007 2008 2009 2010 2011 2012 2013 2014 2015 2016

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Germany Spain Italy






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Change in access to corporate bond markets and bank lending (2000-2017)

Source: Banque de France; European Central Bank

Fig. 44


€ billion

1,200

1,000

800

600

400

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02007 2008 2009 2010 2011 2012 2013 2014 2015

% of GDP

China

*Sw

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and

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€ million

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Germany Spain Italy






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6

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Funding for startups and innovative companies up sharply since 2014Not all sources of finance can be accessed by mid-size companies and SMEs, which lack the ability to issue securities in capital markets, and are therefore more dependent on bank loans. The various forms of private

equity and crowdfunding can serve as an alternative or even supplementary source of finance to bank credit, as the sums they raise may also help the process of obtaining a bank loan.

Furthermore, bank credit is ill-suited to financing innovation and startups. Venture capital plays a key role in the innovation process and encouraging its use in France is a major strategic challenge.

Venture capital in France (2014-2017)

Venture capital in France (2007-2016)

Source: AFIC (French private equity association) / Grant Thornton

Source: EY, Venture Capital in France survey (H1, 2017)

Fig. 45 & 46


€ billion

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02007 2008 2009 2010 2011 2012 2013 2014 2015

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Figures from the Banque de France and the European Central Bank (ECB) confirm that this trend has been occurring for quite some time: interest rates on loans of over €1 million to non-financial corporations in France are at their lowest level since the creation of the euro. After experiencing peaks in November 2000 (5.0%) and September 2008 (5.8%), France has seen a long-term downward trend in lending rates, which had fallen to 1.38% in September 2017. Rates in the euro zone have followed a similar pattern.

Furthermore, market-based finance costs are also at an exceptionally low level for non-financial corporations, with interest rates on corporate bonds falling to a record low in August 2016 (0.6%) before stabilizing in 2017 at 0.8%.

Interest rates on loans to companies and SMEs in France (2007-2015)

Fig. 42 & 43


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Interest rates on loans to companies and SMEs (2015)


€ billion

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02007 2008 2009 2010 2011 2012 2013 2014 2015 2016

2000

2001

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2004

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2007

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2011

2012

2013

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2016

2017

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1,000

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445

452





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Source: OECD

Source: OECD


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600

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2000

2001

2002

2003

2004

2005

2006

2007

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2010

2011

2012

2013

2014

2015

2016

2017

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445

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%


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1.8%

1.2%


Breakdown by fund nationality of European VC fundraising (2014-2017)

Source: Dealroom.co*NB: Notable VC fundraisings also occurred in Sweden,

the Netherlands and Spain in 2016.

Fig. 48

Graph 9/ Venture and growth capital (2015)

Compound annual growth 2007-2015 Growth 2014-2015

€ billion

€ million

Graph 10/ Breakdown by fund nationality of European VC fundraising

6

5

4

3

2

1

0

Graph 11/Le financement participatif en France

250

200

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50

0

Graph 12/ Business Angels in France

%

France United Kingdom Germany Rest of Europe*

2015 2016Donation Lending Equity Total

2017 2015 2016 2017 2015 2016 2017 2015 2016 2017H1 H1 H1 H1

+31%

+80%

+14%

+48%

Compound annual growth 2007-2015(left axis)

Growth 2014-2015(right axis)

2014 2015 2016

Half-year 1Whole year Half-year 2

2017 (January - August)

Sums invested (€ million)Number of dealsNumber of active Business Angels

500450400350300250200150100500

5,0004,5004,0003,5003,0002,5002,0001,5001,0005000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

50403020100

-10-20-30-40-50

100806040200-20-40-60-80-100

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2017 2015 2016 2017 2015 2016 2017 2015 2016 2017H1 H1 H1 H1

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2014 2015 2016




500450400350300250200150100500

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French venture capital is growing rapidly, with France ranking second in Europe for the number and value of venture capital deals in 2017. According to the most recent EY Venture Capital in France survey, half-yearly sums invested in venture capital in France reached an all-time peak of €1.216 billion in the first half of 2017.

According to the OECD, venture and growth capital in France amounted to €4.6 billion in 2015, up 42.6% from 2014, and 132% since 2007. As a share of national wealth, funding of this kind increased from 0.10% of GDP in 2007 to 0.21% of GDP in 2015.

France saw compound annual growth of 11.1% in its venture and growth capital between 2007 and 2015, amounting to a total increase of 132%, and a year-on-year rise of 42.6% in 2015. France is one of several countries to have recorded a significant increase over this period, with others including Ireland (compound annual growth rate of 11.0%) and the United States (+8.1%).

However, a number of other countries saw a decline in venture and growth capital during this time, including the United Kingdom (-1.4%), Japan (-4.8%), Italy (-6.7%), and Spain (-9.7%).

Venture and growth capital (2015) Compound annual growth

Source: OECD; Business France calculations*Compound annual growth 2008-2015;

**Compound annual growth 2007-2014 and growth in 2013-2014

Fig. 47



€ billion

€ million


6

5

4

3

2

1

0


250

200

150

100

50

0


%



2017 2015 2016 2017 2015 2016 2017 2015 2016 2017H1 H1 H1 H1

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2014 2015 2016




500450400350300250200150100500

5,0004,5004,0003,5003,0002,5002,0001,5001,0005000

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2014 2015 2016




500450400350300250200150100500

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In September 2017, a Dealroom publication (“Fundraising by European Venture Capital Funds”) announced that France had become Europe’s leading country for venture capital fundraising in the year to date, moving ahead of the United Kingdom and Germany. In the first eight months of 2017, French venture capital funds raised €2.7 billion, a ninefold increase on all of 2014 (€0.3 billion). This sum exceeds the funds raised by both British (€2.3 billion) and German funds (€1.1 billion) during this time. In 2014-2016, France, the United Kingdom and Germany accounted for 64% of all capital raised.

Crowdfunding in France (2015-2017)

Source: Financement Participatif France & KMPG, Surveys of Crowdfunding in France (2016; H1, 2017).

Fig. 49



€ billion

€ million


6

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500450400350300250200150100500

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Fig. 50

Business Angels in France (2005-2016)

Source: France Angels; * Number of active Business Angels unavailable



€ billion

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In terms of innovative funding sources, France is experiencing a sharp increase in crowdfunding: up 40% in 2016 to €233.8 million. This rise has continued into 2017, with figures for the first half of the year showing growth of 48% compared with the same period in 2016.1

Business Angels play an important role in funding innovation – bridging the gap between crowdfunding when the company is formed and venture capital that supports its development – and usually intervene during this post-creation phase. France Angels defines them as “people who invest their own money in innovative startups and provide guidance to such companies over time.”2

Since 2005, Business Angels have been increasingly involved in funding parts of the French economy. From a total of only 1,600 in 2005, the number of active Business Angels in France had risen to 4,500 by 2016. In the same year, 415 deals were financed in France through investments worth a total of €42.7 million.

1 KPMG, Crowdfunding in France in 2016.2 France Angels (French National Business Angels Federation).

42.6%

1.11.6

2.7

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€ billion

€ million


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2014 2015 2016




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50 50

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32 322842


Business enterprise R&D expenditureOn average, business enterprise R&D expenditure (BERD) in the European Union amounted to 1.3% of GDP in 2015. This figure was slightly higher in France (1.5%), which was ranked after Germany (2%) but ahead of the United Kingdom (1.1%). Among the countries compared by this publication, Nordic nations (Sweden, Finland, Denmark) stood out with higher rates.

Business enterprise R&D expenditure in France amounted to €31.8 billion in 2015. After increasing by more than 2% annually from 2009 to 2012, its growth tailed off from 2013 to only +0.6% in 2015. Since 2007, BERD has risen from 1.3% to 1.5% of French GDP, and by 28.2% in nominal terms.

INVESTMENT, INNOVATION, R&D

In 2015, businesses were responsible for nearly two-thirds of all R&D expenditure in France (65.1%), while the highest rates were seen in Japan (78.5%), Belgium (71.9%) and the United States (71.5%).

The sharpest increases in business expenditure on R&D in 2015 were in Sweden (+12.8%) and Poland (+10.8%). Since 2011, particularly large rises in BERD have been seen in Sweden, Germany and the United States.

The pharmaceutical industry accounted for 10.14% of business expenditure on R&D in France in 2015, while computers, electronic/optical products made up 13.4% and aerospace 11.4%. In all the countries compared by this publication except Japan, the highest rates of BERD were in services (57.4% of the total in Ireland, 50% in Poland, 49.8% in Spain). In France, the rate was 21.4%.

Three sectors alone accounted for 35% of business enterprise R&D in France in 2015: the automotive industry (13.8%), aerospace (11.3%) and pharmaceuticals (9.7%). More broadly, manufacturing accounted for 73.6% of BERD, services 22%, and the primary sector plus energy and construction 4.7%.

Among the 10 leading sectors for business enterprise R&D in 2015, growth was highest in professional/scientific/technical activities (+6.6%), publishing/broadcasting (+4.2%), and the manufacture of measuring instruments/appliances (+3.5%).

Business enterprise R&D expenditure (BERD) / Gross domestic expenditure on R&D (GERD) (2015)

Source: OECD, 2017; Business France calculations*Data for 2014

Fig. 53

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Graph 1/ Business enterprise R&D expenditure (BERD)

Graph 2/ DIRDE/DIRD, 2015

Graph 3/ Evolution des dépenses intérieures de R&D des entreprisesTaux de croissance annuel moyen en volume

Graph 7/ Stratégies d'innovation par taille d'entreprises, 2014

SMEs

%

Graph 4/ Répartition sectorielle des dépenses de R&D des entreprises

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Graph 5/ Entreprises innovantes, 2014 Graph 8/ Entreprises engagées dans une action de coopération, 2014

Graph 10/ Nombre de demandes de brevets déposées au titre du PCT

Graph 11/ Chercheurs des entreprises en pourcentage du total national

Graph 12/ Part dans l'emploi des secteurs d'activité à haut niveau de savoir,

Graph 13/ Coût moyen des chercheurs après incitations,

Graph 20/ Evolution du nombre de chercheurs en entreprises en France

Graph 21/ Evolution des chercheurs et personnels de R&D des entreprises

Graph 22/ Financement de la DIRDE en France

Graph 23/ Répartition sectorielle de la DIRDE

Graph 24/ Types d'innovation des entreprises en France

Graph 25/ Soutien public à l'innovation

Graph 6/ Taux d'innovation des entreprises par taille, 2014

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Technologicalinnovations

Non-technological innovations

Loan or grant fromthe European Union

Loan or grant from domestic bodies

Loan or grant from local authorities

At least one form of state aid

France’s research tax creditor other forms of tax relief

Graph 9/ Type de coopération des entreprises en Europe, 2014

Graph 14/ Investissements dans les TIC, 2013

Graph 15/ Utilisation de robots dans l'industrie manufacturière,

Graph 16/ Taux d'investissement, 2015

Graph 17/ Investissements bruts en biens corporels

Graph 18/ Investissements nets en biens corporels, 2015

Graph 19/ Evolution des dépenses intérieures de R&D des entreprises

United Kingdom

Belgium

Austria

Netherlands

Finland

France

Sweden

Spain

Ireland

Poland

Germany

Italy

United StatesNetherlands

GermanyBelgium

United KingdomJapan

South KoreaCanada

ItalyChina

FranceBrazilSpainIndia

Software Computers and IT equipment

Enterprises cooperating with other firmswithin the same corporate group

Pharmaceuticals

Non-technological innovations only (marketing or organizational)Technological and non-technological innovationsTechnological innovations only (products or processes)

Innovation-active firms Total SMEs Large companies

SMEsLarge companies

Innovation-active manufacturers

AerospaceServices

Computers,electronic/optical products

Enterprises cooperating with competitorsor other firms in the same sectorEnterprises cooperating with private-sectorclients or consumersEnterprises cooperating with public-sectorclients or consumersEnterprises cooperating with suppliers of equipment,hardware, components or softwareEnterprises cooperating with universitiesor higher education institutionsEnterprises cooperating with governmentor public/private research organizations

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Number (left axis) Per million inhabitants (right axis)

100 = Cost in France without the research tax credit or grants

Number of robots per 10,000 employees

All industry and market servicesManufacturing

% of GDP(p): provisional data

Compounded annual growth rates at constant prices

Business enterprise researchers per thousand jobs in industry

BERD financed by industry BERD financed by other national sources

BERD financed by government BERD financed from abroad

Total business enterprise R&D personnel per thousandjobs in industry

%

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% of all BERD (left axis)Real change 2014-2015 (right axis)

€ million

€ million

% %

0 10 20 30 40 50 60 70 80 90

0.1

100

82.9 7.8 9.3

1.51.45

1.41.35

1.31.25

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6.55.54.53.52.51.50.5

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Trends in business expenditure on R&D (2011-2015)Real compound annual rate of growth

Breakdown by sector of business expenditure on R&D (2015)

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% %

0 10 20 30 40 50 60 70 80 90

0.1

100

82.9 7.8 9.3

1.51.45

1.41.35

1.31.25

1.21.15

6.55.54.53.52.51.50.5

-0.52007 2008 2009 2010 2011 2012 2013 2014 2015(p)

20

15

10

5

0

-5

-10

32

2011-2013 2013-2015 2015

70,000

60,000

50,000

40,000

30,000

20,000

10,000

0

350

300

250

200

150

100

50

0

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

250,000

200,000

150,000

100,000

50,000

0

2000

250,000

200,000

150,000

100,000

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201816141210

86420

76543210

-1-2-3

Source: OECD; Business France calculations*Data for 2010-2012 and 2012-2013

Source: OECD, 2017 *Data for 2013; **Data for 2014

Source: French Ministry for Education and Research; INSEE, 2017

Breakdown by sector of business enterprise R&D (2015) France’s 10 leading sectors

Fig. 54

Business enterprise R&D expenditure (BERD) (2015)% of GDP

Source: OECD, 2017

Fig. 52

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ited S

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40353025201510

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16141210

86420

2000

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% %

0 10 20 30 40 50 60 70 80 90

0.1

100

82.9 7.8 9.3

1.51.45

1.41.35

1.31.25

1.21.15

6.55.54.53.52.51.50.5

-0.52007 2008 2009 2010 2011 2012 2013 2014 2015(p)

20

15

10

5

0

-5

-10

32

2011-2013 2013-2015 2015

70,000

60,000

50,000

40,000

30,000

20,000

10,000

0

350

300

250

200

150

100

50

0

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

250,000

200,000

150,000

100,000

50,000

0

2000

250,000

200,000

150,000

100,000

50,000

0

60,000

50,000

40,000

30,000

20,000

10,000

0

0 10 20 30 40

201816141210

86420

76543210

-1-2-3

Trends in business enterprise R&D expenditure in France (2007-2015)

Source: French Ministry for Education and Research; INSEE, 2017

Fig. 51

%

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70,000

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201816141210

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France has stood out as one of the leading countries in recent reports estimating growth and trends in innovative companies. Businesses are responsible for nearly two-thirds of all R&D expenditure in France.


Innovation trendsIn France, more than half (56.4%) of all enterprises in innovative fields reported innovations in 2014, with a slightly higher rate (58.9%) among manufacturers. The highest proportion of innovation-active firms was in Germany (67% in total, and 72.6% in manufacturing), followed by Belgium and the United Kingdom. The average innovation rate for businesses across Europe was 49.1%.

Innovation rates for large companies were markedly higher. In France, 84.1% were innovation-active, versus 55.1% of SMEs. Only the United Kingdom stood out with a smaller gap between innovation-active large companies (69%; lower than the EU average of 78.1%) and SMEs (60%).

Across Europe, growing numbers of SMEs and large companies alike are undertaking non-technological innovations (marketing or organizational). In France, 26% of SMEs in 2014 only reported non-technological innovations, while 13.5% reported technological innovations only (products or processes) and 15.7% reported both types of innovation. The rates for large companies were 56.4%, 16.8% and 10.9%, respectively.

The 2014 EU Community Innovation Survey highlighted that 48% of French market-sector enterprises with

Innovative enterprises (2014)

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201816141210

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-1-2-3

Innovation rate of enterprises by business size (2014)Proportion of enterprises in innovative fields


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10 or more employees had innovated between 2012 and 2014. Thirty-one percent had introduced technological innovations (21% in processes, and 19% in products), while 38% had introduced non-technological innovations (30% through organizational changes, and 23% in marketing). On a like-for-like basis, the propensity for French firms to innovate rose by four percentage points between 2010-2012 and 2012-2014.

35.8% of French firms reporting product or process innovations were cooperating with other entities in 2014 (33.5% of SMEs, and 62.8% of large companies). British firms cooperated the most (61.4%), while the rate for German businesses was 11 percentage points below the EU average (21.8%).

The United Kingdom stood out once again for having similar rates of cooperation regardless of business size.

In France, the most common type of cooperation was with suppliers (20.2%), while French enterprises also frequently cooperated with other firms within the same corporate group (18.7%) and universities or higher education institutions (12.2%). In the United Kingdom, 40% of businesses cooperated with private-sector clients, and the same proportion again with suppliers. In Germany, cooperation was most often undertaken with universities (14.1%).

Innovation strategies by business size (2014)

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Source: Eurostat, 2017Scope: Only enterprises in innovative sectors are included.

56 60

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Types of business enterprise innovation in France (2012-2014)

Source: INSEE, 2017

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Type of cooperation undertaken by enterprises in Europe (2014) % of enterprises engaged in any type of co-operation


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19 7 11 4 20 12 8


Buoyant levels of business innovation

France has stood out as one of the leading countries in recent reports estimating growth and trends in innovative companies.

In 2016, France was the third most innovative country in the world, for the sixth year in a row, and the leading country in Europe in the Clarivate Analytics “Top 100 Global Innovators”, with 10 French organizations making the list of innovative companies and institutions around the globe whose active patenting policies put them at the heart of innovation. The other European countries represented in the rankings were Germany (four companies), Switzerland (3), the Netherlands (2), Finland (1), Ireland (1), and Sweden (1).

The 10 French organizations among the 100 leading global innovators in 2016 included three R&D centers (CNRS, CEA, and IFP Energies Nouvelles) and seven companies (Alstom, Arkema, Safran, Saint-Gobain, Thales, Total and Valeo), with six of these having featured in the Top 100 for six years in a row. The report’s authors highlight the positive correlation between government commitment to innovation and the number of innovative organizations in a country.

Since 2013, the number of representatives in the Top 100 from the institution and government research sector has

Share of business enterprise researchers59.7% of active researchers in France worked for a business in 2015, a similar level to Germany (59.5%). In Japan, the United States and Sweden, this was the case for more than two-thirds of researchers.

Average cost of employing a researcher after incentives (2017)

Source: French National Research and Technology Association (ANRT), 2017

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Source: OECD, 2017

Business enterprise researchers (2015)

There were nearly 224,000 researchers working for a business in 2014, up 1.6% from 2013, after an 8.2% increase in 2012. Between 2004 and 2014, the number of researchers nearly doubled, rising by 95%. For every thousand jobs in industry in 2015, 8.8 were researchers and 13.3 were R&D personnel. These proportions have been steadily increasing over the last decade. While growth slowed somewhat in 2014, the number of business enterprise researchers rose by 2.5% in 2015 (Fig. 68 & 69, overleaf).

60

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71

Cooperation rate of enterprises (2014)% of all product and process innovative enterprises

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stabilized at 5-6%, with France providing three of the five establishments on the list in 2016. France’s ambitious innovation policy, backed by its research tax credit, go some way to explain its excellent position in the standings.

The Deloitte Technology Fast 500 EMEA ranks the fastest-growing technology companies in Europe, the Middle East, and Africa, all of which are judged solely on the increase in their revenue over the last four years.

France outstripped its European counterparts in 2017, with 97 companies, followed by the United Kingdom (92 companies), Sweden (48) and the Netherlands (45). The top 10 French companies in the standings were: Ubitransports, Adikteev, Adomik, Actility, Interactiv Group, Delair, Quantmetry, Beam, Voip Télécom and Biosynex.

Also of note, nearly 8,000 patent applications were filed by French institutions in 2015, equivalent to 120 applications per million inhabitants, compared with 212 in Germany and 97 in the United Kingdom. Japan filed the highest number of applications per million inhabitants (328).

Fig. 64

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120

7,961

Source: OECD, 2017

Knowledge-intensive sectors accounted for more than one-third of researcher employment in most of the countries compared by this publication, apart from Italy, Spain and Poland. The highest proportions were seen in Sweden (44.8%) and the United Kingdom (43.7%). France’s figure of 39.4% was higher than in Germany (37.2%).

According to the French National Research and Technology Association (ANRT), it costs less to employ a researcher in France than in the United States,

the United Kingdom, Germany, Australia, Canada, and Japan, with France’s research tax credit lowering what companies spend on research personnel.

These estimates, based on the companies examined, suggest that the research tax credit and associated grants reduce the cost of employing a researcher by 29%, while the component of the research tax credit incentivizing the employment of junior final-year doctoral and post-doctoral research personnel (“jeunes docteurs”) leads to 1,300 new hires every year.


Business investmentIn 2013, ICT investment amounted to 3% of GDP in France – 2.6% in software and 0.4% in computers/IT equipment – which was higher than in the United Kingdom (2.1%) and Germany (1.7%). France stood out for having a lower proportion of investment

Business investment rate (2015)Gross investment / Value added at factor cost

Fig. 72

ICT investment (2013)% of GDP

Fig. 70

Source: OECD*Data for 2012

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201816141210

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-1-2-3

Source: International Federation of Robotics, 2017

Changing numbers of business enterprise researchers in France (2000-2014)

Source: OECD, 2017

Fig. 68 & 69

Changing numbers of business enterprise researchers and R&D personnel in industry (2000-2015)

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in computers/IT equipment; conversely, in Germany and Ireland, a higher share of GDP was invested in hardware than in software.

Japan and Germany were the two leading countries among those compared by this publication for the use of industrial robots, with 305 and 301 robots per 10,000 employees, respectively, in 2015. In France, there were 127 robots per 10,000 employees, while the figure in the United Kingdom was 71.

The business investment rate of French firms was 19.7% in 2015, and 14.7% in the manufacturing sector. This was higher than in the United Kingdom (16.5% of the overall rate) and Germany (13.1%). Poland had the highest business investment rate, but also one of the lowest rates in manufacturing (12.8%). The Netherlands stood out for having a very high business investment rate (33.8%) in the manufacturing sector.

Gross investment in tangible goods in 2015 amounted to €180.8 billion in France, preceded by the United Kingdom (€232.7 billion) and Germany (€205.2 billion), while in the manufacturing sector, net investment in tangible goods came to €11.3 billion. Germany stood out for its very high net investment in tangible goods in manufacturing (€58.8 billion), which was nearly twice as high as in Ireland (€29.7 billion), the next in line among the countries compared by this publication.

0.4

2.6

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127

180,826

11,394

Source: OECD, 2017


Financing R&D expenditure in FranceIn 2014, French firms financed 83% of their R&D operations, with 8% receiving government funding, 0.1% being financed by other domestic sources, and 9% from abroad. These proportions have remained relatively stable in the last 15 years.

Breakdown of business enterprise R&D (BERD) funding in France (2014)

Source: OECD, 2017

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0 10 20 30 40

201816141210

86420

76543210

-1-2-3

State aid for business enterprise innovation (2012-2014)

Source: INSEE, 2017

Fig. 76

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16141210

86420

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€ million

€ million

% %

0 10 20 30 40 50 60 70 80 90

0.1

100

82.9 7.8 9.3

1.51.45

1.41.35

1.31.25

1.21.15

6.55.54.53.52.51.50.5

-0.52007 2008 2009 2010 2011 2012 2013 2014 2015(p)

20

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10

5

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32

2011-2013 2013-2015 2015

70,000

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20,000

10,000

0

350

300

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200

150

100

50

0

2001

2002

2003

2004

2005

2006

2007

2008

2009

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2014

250,000

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150,000

100,000

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2000

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100,000

50,000

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201816141210

86420

76543210

-1-2-3

INTERNATIONAL BUSINESS DEVELOPMENT

Thirty-seven percent of innovative enterprises in France received some form of state aid in 2012-2014.

Support of this kind took various forms: 29% of firms benefited from France’s research tax credit or other forms of tax relief, while 13% received a loan or grant from domestic bodies, 10% a loan or grant from local authorities, and 5% a loan or grant from the European Union.

French exports dominated by large firms As in most advanced countries, a small number of businesses are responsible for the bulk of French goods sold overseas, with a thousand exporters generating 70% of French exports (INSEE figures).

In 2016, the French export industry was dominated by SMEs in company numbers (95%) and by large and mid-size companies in export value (86%). Despite constituting the vast majority of exporters, SMEs and micro-enterprises contributed only 14% of export value. The proportions were reversed for large firms, which accounted for only 0.4% of exporters but generated 54% of export value. Mid-size companies (entreprises de taille intermédiaire – ETI) made up 4% of exporters, while accounting for one-third of export value.

Analysis of French exporters by business category reveals different trends depending on the size of the exporters. The number of mid-size companies in 2016 edged up 0.3% (0.1% increase in export value), while the number of large firms slipped 0.6% (1.6% decrease in export value). The SME category proved the most dynamic, with export value up 2.1% despite a slight fall in the number of exporters (-0.7%).

Over the long term, the French exports industry has been structured relatively similarly to other leading European countries and should not be seen to be atypical. According to the OECD, the proportion of SMEs (defined here are businesses with between 0 and 250 employees) among exporters is reasonably consistent in European Union Member States, while as regards business numbers, 97.3% of French exporters in 2015 were SMEs, a similar proportion to Germany (97%), the United Kingdom (97.4%), Spain (97.8%) and Italy (99%).

In revenue terms, 45.2% of French exports in 2014 were generated by SMEs, a higher proportion than in Germany (25%) and the United Kingdom (35.5%), but lower than in Spain (47.9%) and Italy (53.9%). The growing share of the aerospace sector in 2015 reduced the contribution of SMEs to French exports, with 32% of French exports generated by SMEs, in line with the figure for Germany (33%).

Breakdown of export value by business size (2015)

Fig. 77

Graph 1/ Répartition de la valeur des exportations par taille des entreprises

Graph 2/ Caractéristiques sectorielles des entreprises exportatrices françaises

Graph 3/ Exportations de produits de haute technologie

Graph 5/ Parts de marché sectorielles à l'export

Graph 6/ Innovation des entreprises en France

Graph 7/ Filiales étrangères des entreprises européennes, 2014

Graph 8/ Principaux pays d'implantation des firmes multinationales françaises

Graph 9/ Part des groupes dans l'appareil productif français

Graph 4/ Exportation de services à forte intensité de savoir, 2015

%

%

%

%

%

%

Compound annual growth 2013-2015 (right axis)

Share of all exporting companies

2015 (left axis)

Proportion of exporters in this sector Average export rate

% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10

0Industry Wholesale,

retailOther

sectorsTransport,storage

Businessservices

0-9 employees 10-49 employees

250+ employees Unknown

50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

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Unite

d King

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Unite

d King

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States

Unite

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ance

Aerospace

Total Exporting companies

Non-exporting companies

Pharmaceuticals

Innovation of any typeTechnological innovation

Non-technological innovationProduct innovation

New products to market

Computers, electronic/optical products

(left axis) (right axis)

Revenues (€ million) Employees Enterprises

Irelan

d

Germ

any

Spain

Belgi

um

Subsidiaries Employees Revenues

Domestic corporate groups in FranceFrench multinationalsForeign multinationals

%

1816141210

864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added

Filiales étrangères des entreprises européennes (2014)

Revenues (€ million)Employees (left axis)

Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

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Enterprises (right axis)

Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um

Revenues (€ billion)

33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

SOURCE: OECD, 2017

3 5 9 68 15

France has been quick to embrace globalization. For many French businesses, expanding into foreign markets plays a vital role in their development.


Large share of high-tech exports in FranceTechnology is a key factor in enhancing economic growth and the competitiveness of firms in a globalized economy. High-tech firms innovate more than their counterparts, break into new markets, use available resources more productively, and generally offer their employees better pay. The trade shares of high-tech industries are growing

There were 220,000 exporting companies in France in 2015, hailing primarily from the wholesale/retail (34.9%), business services (19.8%) and industry (17.1%) sectors, while transport and storage businesses made up 4.4% of the total. The highest proportion of exporters was in the industry sector (19%), followed by wholesale/retail (14.9%) and transport/storage (10.5%).

More than 40% of revenues earned by exporting firms in industry were export-generated, while export rates were over one-third in the transport (35.6%) and business services (31.4%) sectors. In all, 9.3% of French companies sold goods in foreign markets, and the average export rate for French exporters was 29.1%.

more quickly than all other sectors, which in turn benefit from positive spillover effects from the thriving performances of the former. High-tech industries can also be viewed as strategic in nature due to the intensity of their R&D investments.

Sector-by-sector characteristics of French exporters (2015)

Source: INSEE, 2017

Fig. 78

Key: In 2015, industry accounted for 17.1% of French exporting companies. 19% of industrial businesses exported, with an average export rate of 40.8%.










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

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Unite

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Unite

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States

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1816141210

864 20

%

50

40

30

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0Productive

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(FTE)Gross

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Fran

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Finlan

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Unite

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Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

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33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

High-tech product exports (2015)% of all exports


Fig. 79










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

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6

4

2

0

Unite

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%

1816141210

864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



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Fran

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Austr

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Finlan

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Unite

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Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

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sSw

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dIre

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d*

Unite

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33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Exports in knowledge-intensive services (2015) % of all services exports

Fig. 80










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

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2

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-28

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umFr

ance

Germ

any

Austr

iaSw

eden

Belgi

umPo

land

Finlan

dIta

lySp

ainEU

-28

Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210

864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0


French exporters prove more innovative than non-exporting companiesA firm’s export capacity is also a key driver of innovation, regardless of the business sector in which it operates. Between 2012 and 2014, 66% of French exporters reported innovations, compared with only 48% of all businesses and 40% of non-exporting companies.

One-quarter of French exporters brought new products to market during this time, versus only six percent of non-exporters, and the same was true for all technological and non-technological innovation types. Exporters seeking to thrive in international markets are obliged to innovate more often to remain competitive with their foreign rivals. For companies of the same size and sector, exporters innovate 2.5 times as much as non-exporters.

Global export market shares (2015)

Source: OECD, 2017

Fig. 81










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

Unite

d

Germ

any

Spain

China

Belgi

um Italy

Nethe

rland

sSw

itzerl

and

Braz

il

Swed

enUn

ited

Kingd

om

Finlan

d

Polan

d

Austr

ia

Italy

Fran

ce

Unite

d Stat

esGe

rman

y

Belgi

umNe

therla

nds

Irelan

dJa

pan

Italy

Spain

Austr

iaSw

eden

Polan

dFin

land

Fran

ce

Irelan

d

Nethe

rland

sSw

eden

Germ

any

Finlan

dIta

lyAu

stria

Spain

Polan

dEU

-28

Belgi

umFr

ance

Germ

any

Austr

iaSw

eden

Belgi

umPo

land

Finlan

dIta

lySp

ainEU

-28

Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Business enterprise innovation in France (2012-2014)% of all companies

Source: INSEE, 2017

Fig. 82










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOther


Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

Unite

d

Germ

any

Spain

China

Belgi

um Italy

Nethe

rland

sSw

itzerl

and

Braz

il

Swed

enUn

ited

Kingd

om

Finlan

d

Polan

d

Austr

ia

Italy

Fran

ce

Unite

d Stat

esGe

rman

y

Belgi

umNe

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nds

Irelan

dJa

pan

Italy

Spain

Austr

iaSw

eden

Polan

dFin

land

Fran

ce

Irelan

d

Nethe

rland

sSw

eden

Germ

any

Finlan

dIta

lyAu

stria

Spain

Polan

dEU

-28

Belgi

umFr

ance

Germ

any

Austr

iaSw

eden

Belgi

umPo

land

Finlan

dIta

lySp

ainEU

-28

Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

In Europe, the highest share of high-tech product exports in 2015 was in Ireland (24%), followed by France, where more than one-fifth of exports involved high-tech products (21.6%), the Netherlands (20%), the United Kingdom (16.7%), and Germany (14.8%). Between 2013 and 2015, this proportion in France rose by an annual average of 2.9%, while the largest gains seen during this time were in Poland, Belgium and Ireland, with a particularly large increase in Poland (+12.6%).

In 2015, 67% of French services exports were in knowledge- intensive services. The highest proportions in Europe were seen in Ireland (94%), the United Kingdom (82.9%) and the Netherlands (76.9%).

France stood out in 2015 with a market share of 16% in global aerospace exports, ahead of every other country in Europe. It was also well placed for pharmaceutical exports, with a global market share of 5.9%, despite trailing Germany (14.6%) and the United Kingdom (7%). Meanwhile, Belgium (8.6%) and Ireland (6.4%) also displayed their specialization in exporting pharmaceutical products.

21.6

2.9

67

1

.4 5

.9

16


The international expansion of French firmsFrench businesses have a greater international presence than any of their European counterparts, with 39,000 foreign subsidiaries in 2014, ahead of Germany (27,600) and Italy (22,400).

French enterprises employed 5.5 million people, or 57.6% of their workforces, in foreign countries, where they generated €1,211 billion or 54.4% of all their revenues. German businesses employed 5.3 million people abroad, and generated revenues of €2.008 trillion overseas, while the 19,700 British firms in foreign countries employed four million people, generating €1.137 trillion in sales.

Large French multinational firms (employing more than 5,000 people, or generating more than €1.5 billion in annual revenues in France) accounted for 6.7% of all businesses in 2015, but 77.4% of personnel, generating 82.4% of all revenues earned by French multinationals. They owned 50.9% of French multinational subsidiaries outside France, while half of them had operations in at least 18 countries (INSEE figures).

Conversely, small and medium-sized multinationals made up 48% of all businesses, but only 1.9% of personnel, and 1.2% of annual revenues. They accounted for 9.9% of French multinational subsidiaries outside France, while half of them had operations in only two countries.

The three leading foreign locations for French multinationals were the United States, the United Kingdom and Germany, which together accounted for 24.1% of foreign subsidiaries, 24.2% of foreign personnel, and 35.4% of foreign revenues earned by French multinationals. China and Brazil stood out as host countries for 9.1% and 8.4%, respectively, of these firms’ foreign personnel.

Fig. 84 – Breakdown of personnel and revenues at French multinationals (2015)

Source: INSEE, 2017

Multinational firms by sizePersonnel Revenues (€ billion)

France Abroad Total France Abroad Total

Large multinationals 75.0% 79.1% 77.4% 79.3% 85.1% 82.4%

Mid-size multinationals 22.9% 19.1% 20.7% 19.1% 14.0% 16.4%

Small and medium-sized multinationals 2.0% 1.8% 1.9% 1.6% 0.9% 1.2%

Total 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

France is open for businessAccording to Eurostat, France was Europe’s leading host country for foreign subsidiaries in 2015, with more than 28,000, compared with 27,700 in Germany and 22,200 in the United Kingdom, where revenues generated by subsidiaries were the highest (€1.55 trillion).

As of the end of 2015, 84% of foreign multinationals operating in France were from the European Union. Together they made up nearly 34,000 companies and had 1.713 million employees (full-time equivalent – FTE). These firms were not necessarily very large in size, with 82.3% forming groups of one or two companies, and half employing fewer than 10 people.

Among productive business entities in France’s non-agricultural, non-financial market sectors in 2015, 1.4% were French multinationals and 0.7% were foreign multinationals. French firms had 34.2% of employees (FTE) on their books, while foreign firms employed 13% of personnel, generated 15.5% of gross value-added produced in France, and accounted for 46.9% of exporting entities in France. By comparison, 16.4% of exporting entities belonged to domestic corporate groups in France, and 27.1% to French multinationals.

Leading foreign locations for French multinationals (2015)% of total, countries ranked by number of subsidiaries

Source: INSEE, 2017

Fig. 85










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

Unite

d

Germ

any

Spain

China

Belgi

um Italy

Nethe

rland

sSw

itzerl

and

Braz

il

Swed

enUn

ited

Kingd

om

Finlan

d

Polan

d

Austr

ia

Italy

Fran

ce

Unite

d Stat

esGe

rman

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Belgi

umNe

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Irelan

dJa

pan

Italy

Spain

Austr

iaSw

eden

Polan

dFin

land

Fran

ce

Irelan

d

Nethe

rland

sSw

eden

Germ

any

Finlan

dIta

lyAu

stria

Spain

Polan

dEU

-28

Belgi

umFr

ance

Germ

any

Austr

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eden

Belgi

umPo

land

Finlan

dIta

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ainEU

-28

Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Source: INSEE, 2017

Share of corporate groups in France’s production capacity (2015)% of total

Fig. 87










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOther


Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

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d

Germ

any

Spain

China

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um Italy

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ance

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ainEU

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Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Foreign subsidiaries of European enterprises (2014)


Fig. 83










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

Unite

d

Germ

any

Spain

China

Belgi

um Italy

Nethe

rland

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and

Braz

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Swed

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ited

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Finlan

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Spain

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Fran

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Irelan

d

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any

Finlan

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Spain

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-28

Belgi

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ance

Germ

any

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iaSw

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Belgi

umPo

land

Finlan

dIta

lySp

ainEU

-28

Nethe

rland

s

Irelan

dFr

ance

Aerospace



Pharmaceuticals







Irelan

d

Germ

any

Spain

Belgi

um



%

1816141210864 20

%

50

40

30

20

10

0Productive

entitiesExporting

entitiesEmployees

(FTE)Gross

value added



Spain

Fran

ce Italy

Austr

iaPo

land

Finlan

dSw

eden

Unite

d King

dom

Irelan

d

Belgi

umGe

rman

y


Companies

30,000

25,000

20,000

15,000

10,000

5,000

0

2,0001,8001,6001,4001,2001,0008006004002000

Italy

Spain

Nethe

rland

sSw

eden

*Au

stria

Polan

dIre

land

Finlan

d*

Unite

d King

dom*

Fran

ceGe

rman

y

Belgi

um


33.5

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Foreign subsidiaries in Europe (2015)

Fig.86










%

%

%

%

%

%



2015 (left axis)


% 0 10 10020 30 40 50 60 70 80 90

Germany

France

Finland

Poland

Luxembourg

Italy

Denmark

Netherlands

Ireland

Portugal

Spain

Norway

Sweden

United Kingdom

Austria

Belgium

50

40

30

20

10


retailOthersectors

Transport,storage

Businessservices



50-249 employees

30

25

20

15

10

5

0

100

80

60

40

20

0

181614121086420

70

60

50

40

30

20

10

0

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

45,00040,00035,00030,00025,00020,00015,00010,0005,000

0

14

12

10

8

6

4

2

0

Unite

d King

dom

Unite

d King

dom

Unite

d King

dom

States

Unite

d

Kingd

om

Unite

d

Germ

any

Spain

China

Belgi

um Italy

Nethe

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and

Braz

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Swed

enUn

ited

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Finlan

d

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-28

Belgi

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ance

Germ

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Finlan

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Nethe

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ance

Aerospace



Pharmaceuticals







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- PART 2 -

International business success stories

Bénéteau Group

Toyota

Nutriset

Fränkische

Qwant

Prodways Group

Seafoodia

Armor Group

Akuo Energy

Château de Chausse


BUSINESS FRANCE

ENTREPRENEURSHIP SCOREBOARD PART 2 - INTERNATIONAL BUSINESS SUCCESS STORIES ENTREPRENEURSHIP SCOREBOARD PART 2 - INTERNATIONAL BUSINESS SUCCESS STORIES50 51

Could you give us an overview of Bénéteau?

The adventure began in 1884 in the town of Saint-Gilles-Croix-de-Vie, in the Vendée, with Benjamin Bénéteau. He was a naval architect and created a shipyard that built wooden fishing boats, which were fitted with engines from 1910 onwards, an innovation at the time.In 1964, the third generation of the Bénéteau family took over. Annette Bénéteau-Roux and her brother André Bénéteau decided to use polyester, a new construction material which was lighter and easier to work with than wood. This enabled them to move into sailing by presenting the new concept of recreational fishing boats at the Paris Boat Show in 1965.

In the 1970s and 1980s, leisure sailing really took off. In 1982, with its “First” range of boats (including the “First 32s5” and “35s5” models designed by Philippe Stark), Bénéteau became the world’s leading sailboat producer. In 1984, the company’s centennial year, it was listed on the stock market.

Moored in marinas around the world, Bénéteau’s motor and sailing boats range from large, luxurious vessels to smaller budget models. With nearly

5,000 employees in France and 2,000 abroad, the parent company designs and makes around a dozen brands. The family-owned firm is based in the Vendée on the Atlantic coast, where its strategic innovation and product

diversification has helped it withstand the cold winds of change.

INTERVIEW WITH HERVÉ GASTINEL

In the 1990s, despite the economic crisis, Bénéteau bought CNB – Construction Navale Bordeaux – and began to move away from its traditional work by creating mobile homes under the O’Hara brand. It then acquired the Jeanneau shipyards, its historic competitor in the Vendée, which also made catamarans under the Lagoon brand that Bénéteau would transform in 2003 into the world’s leading marque.

In 2005, the way the Group was run changed, with the creation of management and supervisory boards. The following year saw the company open a representative office in Shanghai and enter the Chinese sailing market. In 2009, it founded Monte Carlo Yachts in Italy, gaining access to the luxury motor yachts market. In 2014, Bénéteau expanded further with the acquisition of four American brands – Four Winns, Glastron, Wellcraft and Scarab – as well as a second production facility in the United States, in Cadillac, Michigan. When I was appointed Group Chairman in 2015, our executive management was overhauled. As part of a commitment to see the company grow further, I created a global transformation plan, “Transform to Perform”, and set ambitious targets to be achieved by 2020.

From its base in the Vendée, Bénéteau

sails the high seas.

What led to Bénéteau’s international expansion in the 1980s, and its arrival in the United States?

In 1986, Annette Roux, who wasn’t fluent in English, decided to set up locally as a way into the American market. She had been invited to the United States by the Ministry for the Economy on a trade mission that, alongside discussions with Bénéteau’s US dealerships, confirmed Ms. Roux’s vision of Bénéteau’s future anchored in the American market. Within just a few months, this resulted in a site opening in Marion, South Carolina. The company has always carefully selected its locations for long-term development.

Bénéteau has always been based in Saint-Gilles-Croix-de-Vie, helping to shape the local economy. Is this still the case?

We currently have nearly 7,000 employees, including 5,000 in France. We have 15 production facilities for boats in the Vendée and Bordeaux (western France), where we’re the main industrial employer. We also have seven production facilities for leisure homes across France. We’re first and foremost a family company, proud of our historic Vendée roots. There has always been a strong commitment to local employment with the company’s growth enabling us to create a close network of suppliers and partners. We also invest in employee training – we’ve our own training center in the Vendée with 11 full-time staff – and offer employees the chance to be redeployed elsewhere in the business should there be changes at one of our production sites. This was the case in 2016, when we stopped producing residential homes after seven years. In terms of R&D, we work with a number of universities and technical institutes, and hope to continue developing relationships with other organizations.

HERVÉ GASTINEL

Chairman of Bénéteau Group and Chief Executive of the boat division

BÉNÉTEAU GROUP


What strategy have you adopted to keep the company competitive?

The diversification strategy has allowed Bénéteau to be unique in its field by offering, through its 10 brands, boats for all tastes and budgets. The same goes for the leisure home market, where our O’Hara and IRM brands are leaders in France and are gaining recognition in the European market.The company and its brands are also pioneers in technological, industrial and application innovation. We were the first manufacturer to offer Ship Control, a web interface that provides navigational assistance. Moreover, our expertise when it comes to composite materials and wood plays a big role in our industrial competitiveness.

In what was for a long time a cottage industry, Bénéteau’s ability to produce goods has been and continues to be an important factor in its competitiveness. Unlike many of our competitors, Bénéteau produces all the hulls, decks, parts and wooden interiors itself, ensuring everything is made to a high standard not to mention security of supply. After Hurricane Irma, for example, our teams responded very quickly by providing spare parts and technical assistance to help repair damaged boats and get them sailing again.

Your development strategy in France isn’t just based around the Vendée, but also includes relocating production facilities abroad…

Outside of the Vendée region, we run the CNB shipyard in Bordeaux for the large Lagoon and CNB models. The mobile home production sites in the leisure homes part of the business are located throughout northern and southern France. We’re well established internationally in Europe and North America, two regions that account for 80% of the global market. In Poland, we have a large production facility making outboard motorboats, while in Italy they are two further sites for the boat and leisure homes businesses. We want to be close to our customers and step up our presence in the US market. We now have a production facility in Cadillac, Michigan, in addition to the Marion site in South Carolina, which opened in 1986. Following strong

growth in Brazil, we decided to invest in a production facility near to Rio de Janeiro in 2012, but the site is now dormant following the economic crisis that the country has been through over the last few years. I would say that our international strategy involves developing and integrating complementary brands and expertise, by basing them locally and allowing them to grow alongside our distributors.

Looking at global value chains, is it right that you’ve secured and consolidated your market leadership through independent marketing?

Bénéteau is the global leader in sailboats and is present in all the major motorboat markets. Our 10 brands are independently marketed across five continents through a network of more than 1,000 distributors, who are all familiar with their local market and its individual characteristics, as sailing culture varies from sea to sea. They regularly inform us of our customers’ needs and requests so that we can continue to meet their expectations. This year, we have 38 new models on offer across all ranges, making us the market leader, both in terms of the diversity of our range and the product innovations we offer. Our philosophy is to make the ‘inaccessible’ accessible. Although our leisure homes business is often less well-known, we’re still top in France and Europe in this market, with our brands O’Hara, IRM and Coco Sweet.

Bénéteau has launched a recruitment drive for 2017-2018, with 500 permanent positions being offered in France and 100 abroad. Nearly 90% of the positions are for the boat business, while two-thirds are additional posts following the Group’s robust growth over the last three years. The remaining third are to replace staff planning to retire soon. It’s vital to pass on expertise and soft skills, because our strength also lies in our business culture. For this to work, we ensure that employees work in pairs and organize mentoring schemes. A new co-opting plan will enable

employees to put people forward for job vacancies, in addition to the partnership we have with the national employment office and recruitment agencies. We’re mainly looking for production operators, technicians and supervisors. The Vendée region is lucky in that it is home to a wealth of entrepreneurs, thriving SMEs and relatively low unemployment. Our HR teams are also happy to go to nearby regions to bring talent to the Vendée. Our internal training center offers a wide range of up to a hundred courses to help develop our employees’ skillsets, with nearly 2,000 people

having passed through its doors in 2016-17. It’s a model that works well, so we’ve decided to replicate in the United States. In addition to the 500 permanent jobs in France, we offer work-study contracts which lead to a vocational certificate. Given the company’s international outlook, we also offer a number of different international positions and encourage our personnel to move from one site to another. We also regularly hire young graduates on VIE contracts, giving them the chance to go abroad and enjoy new experiences.

SpotlightA recruitment plan to ensure plain sailing

You have enjoyed more than 130 years of lasting success. What do you put this down to?

It’s clear that our international ambitions have been key to Bénéteau’s development. In terms of export management, the team demonstrates real expertise, with a department that takes care of our brands and

the formalities associated with the international side of the business. Our long-term vision has assured both our suppliers and distributors that they can look forward to working with us for a long time. Some of our suppliers are French SMEs with whom we’ve been working for over forty years, who have gained international success alongside us. In terms of foreign investment, the company is listed on the stock market and the family holding company holds a 54% share.


Toyota’s 2017 sales figures are particularly promising. What’s behind your success in the French market?

2017 was a very good year for us in France: while the market only grew by 5%, we increased our sales by 11%. Hybrids proved particularly popular, accounting for 60% of our sales in France, and up to 99% for the Lexus brand!One of the reasons for our success is that the Yaris is made in France for the French market. It was designed at our design center at the Sophia Antipolis technology park and is made at our Valenciennes site. We also work with French suppliers. All of which earned us the title of the first automotive manufacturer to secure “Guaranteed Made in France” accreditation. Every day, our French employees make over a thousand Yaris cars, which are shipped to 42 countries in Europe and North America. In all, they’ve already turned out more than three million units, making the Yaris the most widely produced car in France in five of the last six years.

In 1998, Toyota chose Onnaing, near Valenciennes, as the site for the plant that would make the Yaris for the European market. The site today

employs 3,900 people and has made over three million cars, exported as far away as North America. We spoke to Didier Leroy, who oversaw the site’s development and has since become Chairman of Toyota Europe and Executive Vice-President of Toyota World – the only non-Japanese

person to have risen so far in the group’s history is a Frenchman!

INTERVIEW WITH DIDIER LEROY

Toyota believes in ‘made in France’ industry.

The Valenciennes plant is proof of that.

Why did you choose France to make your flagship model in the European market?

When I joined Toyota in 1998, the Chief Executive, Mr. Shiramizu, told me, “We’ve never made a profit making a small car outside Japan. We need to make a significant breakthrough with industrial efficiency in this plant.” Why Valenciennes? There were many factors. By establishing ourselves in France, we found ourselves on the same playing field as the top European competitors in the B segment, Renault and Peugeot: an ideal ecosystem for the Yaris we wanted to make. In Valenciennes, we’re at the heart of an industrial region. In addition, our European headquarters is in Brussels, and the factory is an hour from there. Our engines are transported from the UK through the Channel tunnel. Some of our parts from Japan come into Rotterdam by ship and are brought by barge to the Valenciennes river port, just a 10-mile truck drive from our site. This series of factors drove our choice of France, and more specifically the Valenciennes site, as well as the buoyancy of the regional economy.

Is Toyota’s success in France a sign that the country has a strong industrial future?

For Toyota World, Valenciennes was a gamble. At the time, lots of people in France were saying, “manufacturing’s finished here,” where as I often said, “We want to be the proof that offshoring isn’t the only option.” We moved forward step by step. There were a dozen of us in late 1998, growing to around 120 by the end of 1999. The plant itself opened in 2001 with just over 800 employees. It didn’t take long to deliver on our commitment of hiring 2,000 people. Thanks to the success of the Yaris and the site’s performance, the business employs 3,900 people, proving that it is in fact possible to create industrial jobs in France today!

DIDIER LEROY

Chairman of Toyota Europe and Executive Vice-President

of Toyota World

TOYOTA


You also export from France…

Our French plant regularly demonstrates that it’s the best and most competitive place to make the Yaris. And being competitive isn’t all about cost. It’s also about product quality and positioning – being able to meet market demand by having your production site close to the potential market. The site was originally designed to serve the European market; it now also serves Canada and the United States, with several tens of thousands of vehicles. There’s no better proof of how competitive our French site is than our decision to send part of its output to North America.

Did your experience at Valenciennes subsequently inspire other factories?

After Valenciennes, we built another two sites in Europe. One’s a joint venture with PSA (ex-PSA Peugeot-Citroën) to make the Toyota Aygo, the Peugeot 107 and the Citroën C1, near Prague in the Czech Republic. The other’s in Saint Petersburg, making vehicles in Russia, for the Russian market. We’ve built the Camry there, and the RAV4.

So you work as part of an ecosystem with French firms?

We have a long history with PSA, which was already supplying us with diesel engines 20 years ago, for the Corolla. We’ve always thought French firms do well, especially with small cars like the Clio and the 208 – that’s one of the reasons we chose to locate our factory in France. We’ve also learned from working in France. A big part of the attraction of partnering with a French manufacturer has to be their experience in this segment.

Is success also down to culture and management?

Yes: you have to trust people. Here’s an anecdote that illustrates that point. As I was leaving work one evening, this guy tapped me on the shoulder and said, “I wanted to thank you for hiring me.” I answered, “Frankly, it’s not me you should be thanking – I didn’t hire you. I don’t know you; what got you the job is the fact that you had the necessary qualities. I’m happy for you, but it’s nothing to do with me.”He went on, “You don’t understand – I’m 42.” (I was 45 at the time.) “At the end of my temporary contract, you decided to take me on, and now I’ve got a permanent contract. That doesn’t happen anywhere else.” I didn’t believe him, but he added, “I’ve had dozens of temporary contracts. I guarantee you that what I’ve always heard at the end of every single one is, ‘We prefer to hire young people.’” That means this guy came to Toyota absolutely brimming with motivation and a desire to work, which means he’ll do everything in his power to succeed in the company.So another reason for our success is that we believe in giving everyone a chance, and we’re committed to trusting people, no matter how old you are or what qualifications you have.In light of the factory’s success, people would often ask me, “What’s the secret?” At first it annoyed me, because there isn’t any secret, but then I made light of it. The secret lies in you and your ability to challenge yourself. Management has to be able to ensure that every individual understands that their work has meaning.

“Toyota has five design centers around world: two in Japan, one in California, one in China and one in France. We chose France because we know it’s a particularly creative country. The center is in Sophia Antipolis near Nice, which is one of France’s – and Europe’s – biggest technology parks. It’s made up of designers of various nationalities, including Japanese, who, by living in France, understand, interpret and develop different

things based on what they’ve picked up from European style, design and fashion. The center works on a multitude of models, marketed all over the world: not only the Yaris, but also the Auris, the Prius, the FT86 and the C-HR – our compact crossover whose interior – dashboard and passenger compartment – was designed entirely in France. The French site been a huge success right from the outset! Furthermore,

the e-Palette Concept, which we presented at CES Las Vegas in January, was largely developed in France. It’s a very innovative driverless vehicle, as well as a global mobility and service platform: it can be fitted out as a food truck, a hotel room or a coworking space. We’ve developed it in conjunction with Amazon, Pizza Hut, Uber and its Chinese competitor Didi, and we may test it during the 2020 Tokyo Olympics.”

French designers lend their talent to Toyota

Spotlight


What have been the most significant steps in the development of the Nutriset Group?

Nutriset is a family-owned business founded in 1986 by Michel Lescanne (who is still chairman of the Nutriset Group) to help combat malnutrition. This visionary business gave birth to a group that today comprises nearly a dozen companies specializing in tackling malnutrition, creating food products and underpinning agri-food industry in southern hemisphere countries. To understand what Nutriset – the Group’s founding business – is about, you first have to understand the global impact of malnutrition. At the end of 2017, one in every three people around the world suffered from malnutrition: the situation has never been more serious! Two billion people are suffering as a result of deficiencies in essential micronutrients. There are 155 million children who are failing to thrive, and 52 million with acute malnutrition. At the same time, two billion adults and 40 million children are overweight. For over three decades, we’ve been developing products catering to the various stages of malnutrition, with a particular focus on acute malnutrition. Thirty years ago, the ‘solution’ was to send surplus agricultural

Nutriset has been combating malnutrition around the world for over thirty years. The Normandy-based SME designs milks, ready-to-use pastes and other products with high nutritional value. Its patented products are partly manufactured in countries in the southern hemisphere by

a network of franchises or under a free patent agreement, with the aim of helping combat famine and its consequences, and working towards

food autonomy for the most vulnerable populations.

production from the northern hemisphere to countries in the southern hemisphere, which didn’t in fact meet the needs of children. Nutriset broke new ground by offering humanitarian organizations therapeutic powdered milks. These products are still manufactured today, and are recommended by the WHO.

In 1996, Nutriset invented Plumpy’Nut, a ready-to-use peanut-based product that requires no preparation, dilution or cooking and can be consumed directly from the packet, thereby limiting bacterial growth. Use of this product has radically changed the approach to treating severely malnourished children. Because it can be used at home without any preparation, under the supervision of the mother or another family member, Plumpy’Nut can treat most children suffering from severe acute malnutrition without requiring hospitalization. This has made it possible to considerably increase the number of malnourished children treated, while also improving the recovery rate. In 2007, in a joint declaration by a number of humanitarian organizations (the WHO, the World Food Programme, the United Nations System Standing Committee on Nutrition and the United Nations Children’s Fund, UNICEF), the product was recognized as the new standard for combating malnutrition.

Nutriset is on a mission to achieve nutritional

autonomy for all.

Since Plumpy’Nut, Nutriset’s teams have continued to design products to treat the various stages of malnutrition, right through to prevention. For example, we’re currently focusing on the ‘thousand-day phase’ from conception until midway through a child’s third year, with dedicated products for pregnant women and nursing mothers. Since 2005, we’ve also opted to expand where we make our products to the very countries that suffer most from malnutrition (in Africa and Asia). Through PlumpyField, we’re developing a geographic network of franchised manufacturers who locally make products developed by Nutriset. The network currently has 10 partners in as many countries.

Your products are not made directly for the French market, but for southern hemisphere countries with challenging sanitary conditions: what support, infrastructure and local organizations have helped develop your business?

From the outset of our adventure, we had a crucial relationship with ANVAR (which later changed its name, first to OSEO and then to Bpifrance, France’s public investment bank), which financed research, and the Normandy Chamber of Commerce and Industry, as well as field organizations that tested our products, including Action Against Hunger and Doctors Without Borders.

Today, whenever we move into a new country, we rely on the embassy network and Business France’s teams, who help us understand the business environment and guide us with our early steps. For the last few years, we’ve worked more closely than ever before with local authorities and the research world. We’re involved in over 60 research partnerships throughout the world with major foundations and universities, but here in Normandy, we draw upon local skills and expertise: we’re part of the Valorial innovation cluster, based in France’s western regions, focusing on foods of the future. We have two CIFRE (Industrial Agreements for Training through Research) doctoral theses in progress, with the University of Rouen and two of its laboratories. We’re also working with the National Institute of Applied Sciences (INSA) in Rouen, Agrohall in Evreux and, of course, the university hospital in Rouen, with its medical research unit run by Professor Pierre Déchelotte. It’s a boon to be able to work with stakeholders on our doorstep!

THOMAS COUAILLET

CEO of Nutriset

INTERVIEW WITH THOMAS COUAILLET

NUTRISET


Nutriset has always been based in Normandy. What’s your impact locally on jobs, subcontractors and suppliers?

The Nutriset Group today has 230 employees in Normandy, and we regularly recruit new personnel: we took on over 20 people in 2016 and more than 30 in 2017, and we plan to hire around 20 this year. Thirty years ago, there weren’t even 10 of us. Production accounts for 50% of the workforce, with 20% in R&D and sales, and the remainder in support functions. We subcontract storage of our products to Normandy firm XP LOG, based in the port of Le Havre, which employs around 30 people. We’ve recently entered into a partnership with the Normandy-based Isigny Sainte-Mère cooperative to produce our F75 and F100 therapeutic milks. We also purchase several million euros’ worth of supplies in Normandy each year, such as oils and milk from the Vire valley. We’re proud of our “Made in Normandy” partnerships!

What’s your strategy for remaining competitive?

Nutriset has a five-year strategy. Our vision is to help significantly reduce global malnutrition by developing solutions that meet the specific needs of each stakeholder. Our strategy is not to compete but to develop. We’re always seeking to better meet the needs of the most vulnerable populations by increasing the coverage of our current products and developing new products. The Group’s other companies, especially Onyx Développement, are working to provide financial support to help build agri-food industry in countries in the southern hemisphere, bring new food products to market, and support new distribution models. The Nutriset Group’s activities today cover the entire food and nutrition chain, “from farm to fork”.

We had to fight hard when we were starting off, as no-one would believe in it! We launched the PlumpyField network to make “nutritional autonomy for all” possible in countries in the southern hemisphere. The challenge was considerable: to produce exactly the same Nutriset products, in compliance with international standards. Production in these countries can be complicated by energy access problems, harsh weather conditions and supply issues. We started in Niger, a country without any agri-food production facilities: last year, our output met the country’s demands in full, with 3,500

tonnes distributed. That’s really satisfying! Today, the network is also established in Burkina Faso, Ethiopia, Sudan, Madagascar, Guinea, Nigeria, Haiti and India. We also have a foundation in the United States.In 2017, over two million children benefited from 21,000 tonnes of products manufactured by the network. Since we set up PlumpyField, we estimate that more than 10 million children have been treated using network-produced products. In terms of resources, that’s more than 500 direct jobs. We’re very proud of this success. UNICEF’s goals now include sourcing 50% of supplies locally.

With PlumpyField, we ended up proving that an intellectual property policy can indeed serve development. By using our property rights to support the creation of local production systems, we helped provide local partners with access to innovative technologies. Behind each and every production facility in the PlumpyField network is a local entrepreneur who belongs to our franchise network, through which they have access to Nutriset’s brands, patents and expertise.

The PlumpyField network and shared intellectual property

Spotlight

Where are you positioned in the global value chain?

There are currently around twenty producers worldwide, half of whom belong to our PlumpyField network. Most new developing producers are based in countries in the southern hemisphere, which is quite satisfying, since the local production model is proving its relevance.

What lessons have you learned from your development?

Nutriset would not have developed successfully if we hadn’t had a novel governance model. The founding shareholders were keen to make sure their vision was woven into the company’s DNA, so the business would be run in keeping with their values and would always remain true to its mission. Legally speaking, Nutriset is still a simplified limited company, but thanks to insight from researchers at the École des Mines engineering school, the company’s articles stipulate that we’re a “company with a broad corporate purpose”. Specifically, Article 2 sets out nine commitments that are binding on the company’s management. This makes the business a collective undertaking and means we can move forward with confidence.


In 2010, the Fränkische Group sought to establish itself in France. Why did you decide on Torcy-le-Grand?

We were looking at potential sites from the very north of France down to central regions; it had to be somewhere in the east to be close to Germany, to make it easier for trading and, of course, our personnel. There’s a good motorway network in eastern France for easy delivery to the UK and the rest of France.

Another reason was that it was simply love at first sight! We fell for the area around the villages of Arcis-sur-Aube, Mailly, Ramerupt and received a warm welcome from people there – who, on one occasion, thought we were lost and offered to help us find our way. Finally, the land was also competitively priced.

Did you receive any help from other organizations to set up in France?

We were identified as a project leader by the regional investment promotion agency CADev – now known as Initiative Développement – in eastern France, and its

The one-hundred-year-old, family-owned German firm Fränkische decided to expand abroad in the 2000s. The company’s French site

enjoys a strategic location in the eastern countryside in Torcy-le-Grand, where it produces and distributes stormwater management systems,

ventilation networks and electric cable ducts.

INTERVIEW WITH YANN NEDELLEC

local counterpart Aube Développement, both of which had good contacts. They even organized a round table with the local authorities, which resulted in a grant totaling €300,000 towards job creation. We welcomed their generosity, but we didn’t let it ultimately determine our choice of location.

How successful has Fränkische been in eastern France in the last seven years?

In 2012, we started with a 2,000-sq. m. workshop, 500 sq. m. of offices and the same again in storage space. Five years later, we doubled the production area, which now totals 16 acres. We’ve gone from 20 to 54 employees, and in the next three or four years, we’ll have more than 70 personnel. In Torcy-le-Grand we make products for the French market, France’s overseas territories, French-speaking Switzerland and countries in the Maghreb region of northern Africa, and soon we’ll be creating products for Canada, too. We use local maintenance companies, and we’ve partnered with the University of Technology in Troyes to carry out tests and with the Troyes business school for development projects.

The first thingto bear in mind

from when we opened the site in eastern France is not to hesitate to ask

other organizationsfor their support.

What made Fränkische choose to go international?

It’s a family business, created by Otto Kirchner in 1906, and still based today in Königsberg, in southern Germany. In 1949, Auguste Kirchner, the grandmother of the current president of the Group and widow of the first owner, Otto Kirchner, took over the company Fränkische Isolierrohr und Metallwarenwerke, which had been placed under American administration. She was one of the first women in Germany to study chemistry and graduated in 1923. Her decision to use plastic as a raw material in manufacturing led to Fränkische’s future success, with their products revolutionizing the global market.

In the 1950s, the Königsberg-based factory invented the first flexible metal conduit and the first continuously produced PVC corrugated piping, which both played a key role in this German company’s success. Fränkische boasts real expertise, especially when it comes to creating and adapting its own machines. Over the years, the company has settled upon four main production divisions: building technology, drainage systems, electrical systems, and automotive protection bellows. In the 2000s, Fränkische decided to expand abroad rather than export products made in Germany.

Today, the Group employs 4,300 people, exists in 21 locations worldwide (including Mexico and China), and generates revenues of €470 million.

YANN NEDELLEC

President of Fränkische France

FRÄNKISCHE


Does your French factory specialize in one particular area?

In Torcy-le-Grand, we develop our own products for the French market, which include electric cable ducts, ventilation networks and stormwater management systems. Drainage is a buoyant market and we have products to collect, route, seep and store stormwater.

Our stormwater collection products have proven their worth, and with global warming, it’s very important to have storm prevention solutions in place from the moment when buildings are first designed. Our work advances in lockstep with changes in the construction industry. Orders are very reliant on projects financed by local authorities, and we’ve been bearing the brunt of a reduction in public investment, since we supply the construction industry with their materials. We consult with project designers, who set up trade deals for our products to be distributed.

German products have a reputation for quality in many fields. Would you say this is the case for Fränkische, too?

To be competitive, our strategy, like that of the Group, is to deliver high-quality, value-added solutions, to provide product support, and to be ahead of the game when it comes to meeting society’s needs. We have a quality assurance policy that involves product certification. We also invest in training and offer professional qualifications in conjunction with the plastics trade union. There are lots of companies like us in the market, but we’re the leaders in stormwater management.

What role does Fränkische France play within the Group?

We buy a lot of raw materials, finished or semi-finished products, from our parent company, and we use recycled plastics. Now more than ever, it’s important to get the most out of sites and tools, regardless of the production center’s specialization. For UK orders, for example, it’s often cheaper to produce and deliver the materials from the French site rather than sending the request through to Germany.

What lessons can be learnt from Fränkische’s success?

The first thing to bear in mind from when we opened the site in eastern France is not to hesitate to ask other organizations for their support. In terms of business development, the secret is to move quickly and offer a good service as well as high-quality products. You also need to be able to come up with solutions and always listen to customers.

French manufacturing is sometimes looked down on. It’s a shame, because we often find ourselves with lower quality products imported in bulk. There’s not enough awareness of the need to buy locally, especially if local production offers the same level of quality.A number of large companies don’t practice what they preach. They say they are in favor of local employment

or reducing greenhouse gas emissions, but they sometimes import from far away to increase their profit margins. It’s all about keeping costs down, but in our industry, with products that don’t meet the required standards, such thinking penalizes French manufacturers.In Germany, things are completely different: construction companies only buy German products.

Importantly, German manufacturers are the only suppliers of building sites and road construction sites. Without necessarily ‘putting France first’, it’s still vital to make local people work if they have the skills to do the job. We keep a record of the carbon footprint of our products and analyze their life cycle, and our construction industry clients should be as aware of this as the public are.

The importance of producing and buying locally

Spotlight


Why did you create Qwant?

What spurred me to create Qwant was the arrival in 2011 of new executives at Google and their new company policy. I originally worked as an engineer in banking security. Jean-Manuel Rozan, Patrick Constant and I decided to work on an alternative search engine, which would access social networks but not collect users’ personal data. We worked for two years on algorithms to handle all the data available online and community-driven website indicators.The site was launched in 2013, offering an overview of the internet, with access to different websites, news sites and social media. It’s a search engine that respects your privacy and guarantees that search results remain neutral, unlike other sites that use a series of profiling devices to track your tastes and then tailor search results accordingly. Qwant doesn’t just specialize in personal privacy; it also seeks to help governments and businesses that want more confidentiality and neutrality. In 2016, 32 million people in the 166 countries where we operate used our search engine, with significant month-on-month growth. We expect these figures to double by the end of 2018.

French search engine Qwant was created in Paris and Nice. In a world dominated by internet giants like Google, Amazon, Facebook and Apple, Qwant is an alternative search engine

for web users seeking greater privacy and neutrality.

INTERVIEW WITH ÉRIC LÉANDRI

What grants, infrastructures and communities have been useful in designing and developing Qwant?

We started off by using our savings and money from family and friends before funding arrived from more solid, strategic partners. The German publishing company Axel Springer quickly got involved, with an initial investment of €8 million, before reinvesting €18.5 million in early 2017, alongside the French public-sector lender Caisse des Dépôts, which also decided to help us. We also obtained the support of the European Investment Bank, with €25 million in funding. We’re fortunate to be part of the “French Tech” accreditation, which means we can accompany President Macron on his international trips. In fact, it was on one such trip that we signed a partnership in China. They are important for international development because we get access to key people. We also work regularly with Business France, taking part in international tech shows. These contacts have opened many doors for us in Europe and Africa, where we’ve found local partners in industry and high-ranking politicians.

We’re Europe’s only alternative to Google, driven by European

values that we’re keen to promote and defend.

What impact has Qwant had on employment, subcontracting and research?

Qwant already has more than 150 employees and is still recruiting; we should have 250 personnel by the end of 2018. We’re working with engineers from the Sophia Antipolis and French Tech Côte d’Azur pools, and recently acquired Xilopix, a company based in Épinal (eastern France), saving dozens of jobs. We also have offices in Nice, Ajaccio and Rouen. Decentralization is at the heart of our philosophy and we draw on the best talent from any region. We’re also working with various partners, including MIT, Israel, the French Ministry of Education and Atout France, to unearth the best algorithms and growth drivers. Moreover, we’ve opened a joint laboratory with the French Institute for Research in Computer Science and Automation (INRIA), where researchers from different areas can work together. This year should also be a turning point for green energy; the aim is for all of our servers to be powered by renewable energy, with green power plants being built across France.

Did you decide to set up in Nice because it was near to Sophia Antipolis? How does the Nice area compare with Paris?

There are several advantages to being in Nice. Firstly, for some members of our team, Nice offers a better quality of life than Paris. They can be at work during the day and on the beach in the evening. Secondly, it’s a very dynamic city located in an area full of talented young graduates, with the Sophia Antipolis technology park and its higher education institutions nearby.

I’m originally from Corsica and remain attached to the island where I grew up. That’s why I also created “Corsica Tech”, which has about thirty innovative companies. Qwant Music is based in Ajaccio with twenty people working there. In Paris, we were getting quite cramped with so many colleagues, so we decided to look for new headquarters, which are now on Rue Spontini (16th arrondissement).

ÉRIC LÉANDRI

Founder

QWANT


Getting Qwant widely adopted entails promotion and convincing users to keep using it. How are you getting on?

Until recently, our growth was entirely from word of mouth. Our users liked our approach and the product, and they would spread the word. Since September, we’ve been raising our profile in France, Italy and Germany through TV advertising in the form of a thriller, which has had a successful impact so far. We have also launched vertical search engines aimed at more specific audiences: Qwant Junior, for 6- to 13-year-olds, which blocks violent and pornographic material and instead promotes child-friendly content; Qwant Music, which finds musical gems; and Qwant Games, which explains all there is to know about video games. We’re available in around thirty languages, and even offer Basque, Breton and Corsican versions.

To offer this unique service, we bought two startups based at the Sophia Antipolis technology park. One of these was Gayatech, which specializes in 3D technology

to create educational software, enabling us to release a new game, Les Incollables Qwant Junior, on the web as well as information on safe internet browsing. We also took a stake in 112Mobile, also based in Nice, which offers an emergency video and geolocation application that can quickly alert the authorities.

The internet is making everything increasingly accessible, so does a growing company still need a physical presence in France and abroad?

We were created in France, and then became European, expanding into Germany, Italy and Poland, too. Qwant is currently the only Western search engine in China. On January 8, 2018, we signed a partnership there to open an office in Jiangsu Province, where around thirty people will work to develop urban development projects using artificial intelligence and connected devices. We also hope to open representative offices in Shanghai and Beijing.

What is your position in the global value chain?

We aim to move from five to ten percent of the European market in the next few years, and are currently worth €22 million. We’re Europe’s only alternative to Google, driven by European values that we’re keen to promote and defend. Importantly, more and more European countries are looking for ways to reduce the control that internet giants have on personal data. However, a number of other European search engine projects failed because they didn’t prioritize the needs and interests of internet users.

What lessons do you think you have learnt from your company’s development?

If you have a project that seems a little crazy at first, but you still think it could work, then stick with it, and give yourself the chance to make it a success. Qwant is proof that you can take on the American internet giants, provided that you have something truly unique to offer.

In Europe, Google holds 95% of the search engine market, but this isn’t the case for the rest of the world. In North America, it only has a 65% market share, while in Russia and China, there are other dominant players. Around the world, there is a wide range of search engines to choose from, while in Europe, we’re obsessed with a single American search engine. We believe that it’s possible to gain market share. It’s up to us to convince users to select another search engine: Qwant not only stands

out technologically but also for its privacy values. Google analyzes your searches not just for advertising purposes but also to understand more about internet users. The more research you carry out, the more you determine – without realizing it – the types of search results that are offered to you. Google is only going to provide results that are likely to interest you and strengthen your own opinions, something which leads to democratic problems.

This issue affects people in Europe, where privacy protection is important. Investors who believe in Qwant today are betting that the internet will one day have to deal with the personal data issues. It will no longer be possible to delve further into users’ private lives for the sake of advertising. Investors are also aware that a search engine can be profitable because it’s easy to monetize, as long as it continues to gain market share.

Respect for privacy makes all the difference

Spotlight


How do you stand out from the crowd in a fledgling 3D printing market that’s already worth €5 billion?

We’re growing very fast thanks to our twin strategy of vertical integration – notably through acquiring Interson Protac – and technological development. While our competitors often operate in highly specific markets, we rely on a broader, US-style offering. And we’re the only European player to adopt this positioning.We also try to extract a competitive advantage from our expertise, with specific, dynamic offerings, and brand new – even revolutionary – technologies like MOVINGLight, a photopolymerization process that can be used to make prototypes or functional parts at very high resolution and very fast throughputs. In each of our business areas, we’re either leader in the French market or among the top ten in Europe. We’re also investing heavily in R&D, and have more than a hundred employees working to develop and improve our solutions.

Prodways Group joined the Gorgé Group in 2013. It has rapidly become one Europe’s leading specialists in 3D printing, enjoying spectacular

growth underpinned in part by external acquisitions. This listed mid-size company’s business is evenly split between systems and products, with 100% French printers assembled at its Les Mureaux site, outside Paris. With three sites abroad, in the United States and Germany, Prodways

Group generates 60% of its business volumes from export sales. At the end of 2017, the company had 400 employees and annual

sales of €25 million – a figure it aims to double in 2018.

Who are your customers?

We have a fairly typical portfolio spread across four key sectors: aerospace, the medical sector, industry, and consumer goods. Forty percent of our customers are French firms, with the remainder evenly split between Europe and the United States. A significant proportion of our business in the machines segment comes from export sales.

How are you developing internationally?

We’re becoming known for the quality of what we do. Depending on the situation, we put the emphasis on either marketing or communication: for the production business, which is mainly B2B, we combine online activity with attending major trade shows. In the machines segment, we also maintain a presence on dedicated cutting-edge forums.

We are the leading firm in the French market, and one of the top 10

in Europe.

What’s your positioning outside France: strategic, geographical, opportunistic?

All of the above. Our preference is for an organic presence in regions that are likely to generate the most sales. We’re currently developing from two bases – in the United States and Germany – that we’re keen to expand. We’re also represented in Asia. We have no pre-defined roadmap: it all depends on the opportunities that arise for external acquisitions.

Have you encountered any difficulties in your foreign businesses?

We have strategic targets, and we identify and place a certain value on companies that will complement or strengthen our business and our technologies.

We work to a demanding set of requirements, and we prefer to acquire companies that are working well and keep the existing management team. This means we don’t have any potential tax or compliance issues to resolve. That’s the benefit of operating under a decentralized model. When a business is already headed up by the right person, there’s no reason for us to change that. We also prefer to recruit locally, and use domestic subcontractors when we need to. We move people around internally, of course, and sometimes we find we have to strengthen management. At the moment, we’re mainly on the lookout for opportunities in European industry.

INTERVIEW WITH OLIVIER STREBELLE

PRODWAYS GROUP

OLIVIER STREBELLE

Deputy CEO of Prodways Group


What values does Prodways embrace?

Entrepreneurship and innovation, whether in technology or business. We don’t hesitate to make use of innovative business models. For example, we’ve set up an integrated cloud-based software platform for our 3D orthopedic soles business, which we plan to promote to podiatrists.

In ear protection, we sense an imminent shift. In 2017, we acquired Interson Protac (based in south-eastern France), and are now working to implement 3D printing and to make our machines and expertise available to the company to help it make the switch to digital.

Prodways Group was listed on the stock market in May 2017. What do you hope to gain from being listed?

Currently, our main competitors around the world are mostly either established companies that have been around for over 20 years, or young startups supported by financial giants that allow them to raise substantial funds.

Prodways recently needed to raise €60 million to continue with its development. Being listed on Euronext enabled us to achieve this goal, and gave us a higher profile in the 3D printing market. It also makes it easier to attract the attention of foreign investors, including American ones.

SpotlightFor Prodways Group, the first advantage was the ability to grow very quickly, particularly by being able to list the company on the stock exchange promptly, and by taking advantage of the expertise, reputation and networks of a major group that oversaw the process. This also gave us a shop window to attract talent, whether through internal transfers or external recruitment. As a result, both seasoned managers and young high-fliers

with outstanding academic and professional track records have joined Prodways Group’s management team, bringing a blend of expertise, enthusiasm and ambition.Another advantage is the sharing of knowledge and technologies. Advances in 3D metal printing, such as our Rapid Additive Forging process ( large-scale titanium printing) and robotics are supported by technological building blocks from within the Gorgé Group.

Gorgé Group’s subsidiaries in Toulouse and their knowledge of the aerospace market have seen Prodways Group benefit from its parent company’s expertise in this field. Finally, in foreign markets, particularly in Asia, the hunt for new clients is often undertaken by sales personnel representing more than one of the group’s subsidiaries.

The advantages of belonging to a family-owned holding company like the Gorgé Group


What does your business do?

It’s B2B and, more recently, B2C, which includes the “wonders” of the sea, such as fish, shellfish and crustaceans, apart from endangered species. Sardines remains the flagship product, ahead of hake, due to its oil, which is used in food of course, but also in tannery and encapsulation for medical or pharmaceutical purposes. Seafoodia is one of the leading suppliers of DHA,the fatty acid from the omega-3 family, which boasts multiple health benefits. At Seafoodia, innovation also extends to alternative products for aquaculture nutrition: we’ve carried out research into the possibility of transforming flies, insects, larvae and microalgae into different types of flour.

Specializing in the sale and distribution of seafood, David Sussmann’s SME Seafoodia is a pioneer of innovation. He founded the business

in 1996 in Rhode Island, United States, before relocating the company headquarters in 1998 to Marseille, in southern France.

Innovation is in Seafoodia’s lifeblood, driving everything from day-to-day management and the development of the company, to research into nutrition, ergonomic office equipment, food design and corporate social responsibility. Today it is one of the world’s top 400 seafood companies

with 55 employees and revenues of €115 million.

INTERVIEW WITH DAVID SUSSMANN

Where in the world can you find Seafoodia?

We’re based in France (our head office is in Marseille), Canada and Norway. We have offices in Morocco as well as inspectors on site. New openings elsewhere in the world are planned for the near future.

What are the company’s values?

Our three key words are: passion, family and excellence. Seafoodia’s vision is to campaign for a better world, with a focus on responsible and fair trade. We are committed to protecting the well-being of our personnel and partners

Promoting sustainable fishing and integrating with local ecosystems.

around the world, as well as protecting the environment – we strive to make high-quality seafood products from sustainable fisheries and aquaculture. We are a “free” company, which means that our teams have the freedom to innovate (i.e. come up with new products and tap into new markets), as well as to take the initiative and build on the company’s caring and humanistic vision. In our day-to-day operations, this spirit is reflected in the co-construction of our 10-year strategic vision with the wider team. Moreover, we were ranked highly in the 2016 “Great Place to Work” survey. Having made it into the world’s top 400 seafood companies, our aim now is to be among the top 100 by 2026. Furthermore, we aim to forge successful, long-term business relationships with our customers and suppliers. For example, we’ve been working closely with our Canada-based supplier Barry Group Inc. since 2002 on pelagic products. A Corporate Responsibility Plan with commitments on sustainable fisheries and the protection of our resources has also been implemented, supported by industry certifications such as the European organic logo, MSC, and Friend of the Sea.

Do you have any foreign partners in business or innovation?

We strive to integrate with local ecosystems. In Canada, for example, we have a subsidiary dedicated to innovation, named Seafoodia Innovation. We’ve also developed a special partnership with the Prince Edward Island Fishermen’s Association (PEIFA) to produce white lobster, which is a new take on this classic dish. We also have ecopack designs that reduce transport-based carbon emissions by 20%.Moreover, we also work with partners on research and innovation, such as Michel Colin, who is a doctor specializing in nutrition and director of France-based cereal and grains company COPRI, as well as Bpifrance (France’s public investment bank) and the European Maritime and Fisheries Fund (EMFF).

DAVID SUSSMANN

President and Founder of Seafoodia

SEAFOODIA


What kind of integration do you prefer abroad?

We recruit locally and develop partnerships on site, ensuring effective integration. This proximity creates a better synergy with our customers and local suppliers, especially when it comes to the inspection of goods, for example.

What support have you received from the authorities in the countries where you operate?

The support that we've received is mainly in relation to innovation projects, which are an important focus for the company. For example, we've just created a product based on dried fish to be used as an ingredient in African cuisine.

What kind of international deployment strategy have you adopted?

Seafoodia has always had a policy of being both global and local. Global, in terms of our fishing grounds in the Atlantic, the Pacific and the Indian Oceans, and the diversity of our marketing areas. Local, in the sense that we’re based in Marseille. The decision to set up abroad was based on an assessment of our key markets, and enabled us to be closer to our suppliers and customers. In order to expand abroad, we had to open offices and subsidiaries. Our international development was based on market potential and as a growth accelerator. Today, 90% of Seafoodia’s business is international. We are continuing to expand abroad, with the aim of being present on every continent, with shops that are easily accessible, particularly in South America and Asia, by 2020.

How do you maintain your leadership in such a competitive market?

Seafoodia keeps business going by focusing its development on innovation and nutrition (development of products rich in omega-3 which are available to all), the opening of new markets, with the right product in the right market: for example, salted fish for the African market; the development of tailor-made brands, such as Cuisine et Océan, Jamway and Makayabu, which are particularly popular in the Caribbean and Africa; as well as different brands of oyster. Not to mention a sustainable and responsible approach with certified products.

The fact that our business is global is both an advantage and a challenge. Our multiple locations allow us to follow global market trends and identify growing markets. However, this calls for an organization that is agile and responsive, multicultural and present for our clients at all times.

Promoting sustainable fishing, along with selective and non-destructive fishing techniques, it seemed only natural for the founder of Seafoodia to extend this commitment by creating a dedicated fund. “My motto is to invest to protect nature, whether this is through the ‘1% For The Planet’ movement or donations and sponsorships,” says David Sussmann.

G u i d e d b y t h e s e e t h i c a l considerations, he launched the Pure Ocean fund in November 2017, which aims to finance innovative research projects (drones for coral beds, sensors to better study the marine fauna, etc.), protecting and providing greater knowledge on ecosystems and the biodiversity of the world’s oceans.

And perhaps this might also help him to acquire a new customer base. “Initiatives like these are only possible if you’ve got a thriving business, it’s a virtuous circle,” he admits. Pure Ocean has already received funds from some forty donors from around the world, with the aim being to raise €1 million in 2018.

Commitment to protecting our oceans

Spotlight


Could you tell us more about what makes Armor special?

Armor’s expertise is in formulating ink in the broadest sense and applying thin coatings to thin film. We developed very fine thermal-transfer film technology, around 1/20th of the thickness of a hair. Rolls of this type of film are used in industrial printers to print expiry dates or bar codes on industrial parts. The process is quick, cheap and clean, and can be adapted to a variety of media.

And then you branched out into ‘green’ chemicals?

In 2010, we kicked off a wide-ranging diversification program based on our technologies, placing sustainable

Founded in Nantes in 1922, industrial firm Armor initially made carbon papers. Those with long memories may remember using ‘Armor’ to

copy homework for friends who had missed school. Thereafter, various technologies and products were developed from carbon paper, such as typewriter ribbons, stencils, fax rolls, and later, ink and laser cartridges

for businesses. Hubert de Boisredon, Chairman and CEO of Armor Group, which now specializes in ink chemistry and printing technologies, explains

how his firm spread out across the world while staying close to its roots with a production facility in western France.

development and tackling climate change at the heart of our strategy. Starting with our expertise and this conviction, we launched two new businesses: one to develop current-collecting films to improve the performance of electric batteries; and the other to make a thin, flexible, organic photovoltaic film without using rare metals (300 g/sq. m.). Recently, we’ve also been developing recycled filaments for 3D printers, custom-made for industry.

Armor is a human adventure shared by people who want to develop green chemicals that help move society forward, influence issues that will improve security and traceability, and protect the earth’s resources.

As a signatory of the United Nations Global Compact, we encourage our customers to adopt responsible printing practices and to avoid waste, which is a common problem in printing.

We believe that you can expand manufacturing in France while also having

a presence in other countries.

The group has always been based in Nantes. What impact has it had locally on direct or indirect employment, local subcontractors and suppliers, and the R&D ecosystem?

We’re one of the few industrial companies to have its decision-making center in Nantes. Of our 1,800 employees, 700 are in France, in the Nantes area, up from 500 in 2004. This increase in our French workforce is entirely down to investment and innovation in new sustainable development projects.

More than a hundred of our 1,800 employees – 5% of the workforce – are researchers. Although the group’s growth is driven by international sales, production is firmly established at our 30,000-sq. m. site in La Chevrolière, which requires a lot of maintenance and service.

Including subcontractors, I would say between 3,000 and 5,000 jobs in the region depend on us. We have a policy of buying locally whenever possible: for example, our robots are made by companies in the Vendée. Social innovation is another important part of our strategy: we have 60 employees with disabilities, including deaf people, which has meant learning sign language.

HUBERT DE BOISREDON

Chairman and CEO of Armor Group

INTERVIEW WITH HUBERT DE BOISREDON

ARMOR GROUP


Can you explain the concept of co-industrialization and the close relationship between the Nantes business and your other sites?

The concept of co-industrialization is the basis of our organizational structure: we make just about all our semi-finished products in France, in the form of huge rolls of film coated with ink. These ‘jumbo rolls’ are then sent to industrial cutting sites, which are in Nantes for the European market, and twenty or so local cutting sites for the rest of the world. Our customers want a very fast, optimized service – typically three to five days from ordering, anywhere in the world. They want small ribbons custom-made for their customers’ production sites.

With over 30,000 product variations listed, there’s no way we can stock everything in and ship everything from Nantes! So we optimize our logistics, with a presence in America, Africa and Asia. Our latest sites are in Canada, Colombia, Turkey and India. It’s really an ‘anti-offshoring’ manufacturing model. A few years ago, the question came up as to whether we should relocate production to China or optimize our competitiveness in France. The genius of our co-industrialization approach is that when we take an order in China or Australia, it drives the production of semi-finished goods in France. This strategy allows us to be a particularly competitive site: we’ve more than quadrupled our output since 2004.

What strategy have you adopted to maintain the company’s competitiveness? Thanks to my international experience, I know you have to go looking for growth wherever it is in the world – which means in emerging countries – by establishing new subsidiaries.

Our products are used to meet traceability requirements all over the world. Whenever a product is labelled as it comes off a production line, there’s a need for our thermal transfer printing products.

In terms of strategy, in addition to stepping up our pro-duction volumes, we had to restart investment, as we had obsolete machines that were too slow and inefficient. The ensuing robotization and automation have had a positive impact on jobs, with new, more specialized positions that are less manual and less arduous.

Your development strategy in France is rooted exclusively in Nantes and the surrounding area. Why is that? How would you sum up your development outside France?

Our historic manufacturing site has always been in Nantes. For our type of heavy industry, we need not only machinery but also expensive utilities and infrastructure. It was more beneficial for us to consolidate the existing site than to split it into multiple locations. In addition, Nantes is ideally situated and well served: it’s a very practical export platform. The Pays de la Loire region is very strong on entrepreneurship, which suits us very nicely! Our non-French sites have one goal: to be close to our customers in high-growth regions.

Where are you positioned in the global value chain?

We are a partner to all industrial printer manufacturers. Industrial printers are expensive machines, for which we supply tailor-made consumables. Our products, while inexpensive, are strategically highly technical and very important. Labeling products as they come off the production line is vital to certify their quality. No business can afford to use badly printed bar codes, as this would impair the traceability of its products.

What lessons have you learned from Armor’s development?

The first lesson is that you can expand manufacturing in France while also having a presence in other countries. Growth rooted purely in France would be too dependent and not strong enough to offset costs in France. Each and every policy to lower costs (including for high salaries, such as those paid to researchers and engineers) is vital, but you have to go looking for growth outside France by developing high-end and niche products with high value added.

Until 2008, Armor was a family business that had sold its equity to an investment fund. The turning point came in 2014 with the risk of the group being dismantled and sold off to competitors. With the goal of building a long-term industrial and innovation capability, my team and I decided to buy back the group via an “industrial capital management and innovation” deal. Since then, we’ve invested €60 million in renewable energy projects – something we couldn’t have done with an investment fund, as it would have been seeking short-term returns. We now have 300 employee shareholders within the group, and are the global leader in our field.

SpotlightTo support our international development strategy, we needed to be competitive. To be competitive, you have to invest in both equipment and people. When the right training courses don’t exist, you have to create them, so that’s what we did. Through Armor University, we’ve trained people who used to do highly repetitive manual jobs, sometimes in arduous conditions, which could

lead to musculoskeletal disorders. We needed to train employees to control machinery, support internal retraining and develop new skills.This university, based at our production site, issues state-recognized qualifications: a certificate of professional aptitude (CAP), a certificate of vocational studies (BEP), a vocational baccalauréat (Bac Pro) and a three-year undergraduate

degree in automated machinery and industrial technology. It’s a source of pride for those who have begun or continued with their studies and acquired new skills. More than 250 people are currently receiving training, and the University has been so successful that other companies are now asking us to train their personnel.

Training employees in-house at Armor University to upgrade production quality


What’s different about your business model?

We operate in the B2B market, as both a producer and a seller of electricity to very large institutions (often national operators like PLN in Indonesia and UTE in Uruguay) or top-tier private companies (such as US firm Walmart). We now also sell green electrification solutions designed mainly for non-interconnected markets. What these two complementary businesses have in common is that, well beyond simply supplying green energy, they both play a role in regional development.

As a family business, Akuo is entirely privately owned. We assume end-to-end responsibility for our projects, from design through to operation, and maintain at least 51% control over all power plants. In terms of strategy, we also prefer diversification, both technological (solar, wind, wood biomass and hydro) and geographical, covering some thirty regions around the world through our 13 subsidiaries in the United States, Uruguay, Croatia, Poland, Dubai, Indonesia, Turkey, Australia, Mongolia, the Dominican Republic, Luxembourg, Mali and Bulgaria.

Eric Scotto is President and co-founder of Akuo Energy, France’s leading independent producer of renewable energy. Akuo Energy develops,

finances, builds and operates power plants in 14 countries, employing 340 people, half of them outside France. In 2017, it expects to post sales of around €187 million. Akuo is already operating, building or financing

60 power plants totaling 1,144 MW, and has invested a total of €2.2 billion since the company was founded in 2007.

INTERVIEW WITH ÉRIC SCOTTO

What are Akuo Energy’s core values?

One of our core values is teamwork: decisions are always taken collectively, never individually. Similarly, all our employees are involved one way or another in the Akuo Foundation: running a marathon to raise funds, providing their expertise to projects, sharing ideas, and so forth.

This team spirit is also reflected in our desire to work sustainably with the countries and regions where we operate. An example is the town of Piolenc, where we have plans for an Akuo farm with a solar energy component. Alongside our solar panel site, the local council is providing land for an organic farming facility that will grow produce for council-run canteens. Akuo is helping draw up requirements for the invitation to tender and supporting the council in selecting a manager to oversee the organic farming facility.

The site will also offer an educational trail for children, jointly designed by Akuo and the local council’s education and youth team.

Our commitment goes well beyond just

producing green energy: we create projects that

generate strategic benefits for the regions where

they’re based.

You work to an ecosystems approach. What do you mean by that?

Right from the outset, we decided to take a regional approach, both in France and abroad. Our commitment goes well beyond just producing green energy: we create projects that generate strategic benefits for the regions where they’re based. Overarching responsibilities such as these require collective, pragmatic and proactive thinking. As such, we work with the Politiques de la Terre (“Earth Policies”) research program run by the media lab at Sciences Po Paris, along with the Paris School of Management. French and European institutions also approach us to come up with practical illustrations of their proposals. We seek to create synergies and pathways between the various institutional, industrial or citizen-based links in the energy transition chain.

What’s your preferred integration approach when moving into a new country or region?

As we want to establish ourselves for the long term, our short-term profitability comes second to the interests of the region or country that’s hosting us. We adopt a holistic approach: what can we sustainably provide? What does this region or country lack in terms of energy, jobs, development of organic farming, short supply chains, cooperative investment, and so on? This stimulates creativity both in proposing solutions and in finding ways to finance them.

ÉRIC SCOTTO

President and co-founder of Akuo Energy

AKUO ENERGY


How are you expanding internationally?

Our thirteen subsidiaries have been established under an opportunistic geographical development strategy. We create a new subsidiary when a region offers proven development potential in terms of both the natural resources required and the country’s desire to develop renewable energy. Even when a country is not ready from a regulatory standpoint, we may still go ahead if the political will to change is there.Furthermore, we can add value in insular areas – not just islands, but also very isolated areas that are difficult to connect to networks. In this way, our development has a firm geographically specific focus.

What encouraging news is there for the renewable energy sector, in France and internationally?

There have been a lot of positive developments recently. At the One Planet Summit, the World Bank announced that it would no longer be financing oil and gas exploration and extraction. AXA’s chairman announced that non-renewable activities were uninsurable. Meanwhile, Bruno Le Maire, France’s Minister for the Economy, has promised to create a green finance savings account. We’re very happy about this growing awareness across the board of the importance of switching to renewable energy, which is now both mainstream and competitive.

We can only hope that the financial world’s recent commitment to underpin the great strides made by renewable energy and tackle climate change will continue to gather steam.

Some of your projects have drawn attention for their contribution to society. While building the Bardzour solar farm on the island of Réunion, you helped rehabilitate prisoners approaching the end of their sentences. What will your next project be with this kind of positive social impact?

In Africa, we’ve begun construction on our first flagship project, Kita. This 50 MW solar power plant will help the country achieve energy independence and lower energy costs. During both the construction and operation phases, and in association with local NGOs, it will help create 800 new jobs, over half of them for Malians. The project also has an Agrinergie® component, an innovative proprietary concept whereby agricultural production and energy generation are combined at the same site. A quarter of the 150 acres made available to the project will be set aside for agriculture and new farmers, who are likely to be women from the town of Kita. They’ll be trained by Agriterra, a company that’s partnering with Akuo Energy. The Akuo Foundation will also be funding a local project.

In early 2017, Akuo Energy unveiled its crowdfunding platform. This brand new service will mean that anyone will be able to make an interest-earning investment of between €50 and €2,000 in green energy production plant projects initiated by Akuo Energy or its partners. This is one way of raising awareness and involving citizens of all stripes – and not just local residents –

in the challenges of switching to new energy sources. AkuoCoop’s stated aims are reassuring: zero problems, a 100% success rate and a 4% return. So far, four successful funding rounds have been completed using the platform. French search engine Qwant has promoted a number of these campaigns, thereby contributing to their success.

The most recent campaign was for the Aqua Bella hydroelectric project in the French Alps. The project, which has “crowdfunding for green growth” accreditation, is designed to help the region negotiate the energy and environment transition. The campaign exceeded its fundraising target of €250,000, attracting more than 25 lenders.

AkuoCoop: the in-house crowdfunding platform

You operate in a competitive market. How do you intend to stay one step ahead?

Our approach is unique: we see ourselves not as electricity producers but as providers of foundational solutions that contribute to regional development. We go beyond simply producing green energy to build strong relationships with the communities in which we operate. We’re careful to ensure that our projects generate additional benefits for the regions where they’re based.

We’ve also organized ourselves to be able to offer end-to-end solutions through partnerships, for example with Mascara for water desalination, Echo-Tech Ceram for heat recovery from biomass ash, and Ciel et Terre for floating solar power.

What have you learned from your international projects?

With a global track record that points to our effectiveness, we’re receiving more and more requests. Due to the nature of our commitments, we’re not inclined to move into big, ultra-competitive markets – though we do have a strong presence in the United States.We’re very proud to be launching our 50 MW solar power plant in Kita, Mali: it’s the largest solar energy project being developed in western Africa, which will generate a great many benefits for society, in addition to starting a journey towards energy independence that will underpin Mali’s development. The initial foundations were laid in 2013; a foreign project is a long-term venture requiring support on the ground from a local team. For us, this has always been a successful approach.

Spotlight


Can you tell us a bit about Charles Cohen’s background before he invested in a French vineyard?

Charles Cohen is a big name in US real estate, especially in Manhattan, Miami and Los Angeles, and is passionate about art and design. According to Forbes magazine, he’s America’s 239th wealthiest person. He’s also a great lover of cinema and an advocate of independent movies, art cinema and experimental film: he bought a catalogue of classic films (including Buster Keaton movies) with a view to restoring them. As well as owning a few movie theaters in the United States, he recently purchased La Pagode in Paris, one of France’s oldest cinemas and a designated historic monument.

During his childhood, he spent his vacations with his father and grandfather near Saint-Tropez. He’s a real Francophile and a lover of Provence and wine, so it was natural that he’d look for a property on the coast.The Croix Valmer estate is an idyllic site on the Saint-Tropez peninsula. Thirty years earlier, the Schelcher family had established the Château de Chausse estate here, comprising a magnificent country house and a vineyard.Today, we produce over 66,000 bottles a year of AOC Côtes de Provence. We make white, rosé and red wines that are good for ageing, from five grape types: Rolle for white, Cinsault and Grenache for rosé, and Cabernet Sauvignon and Syrah for red.

On the Saint-Tropez peninsula, the Château de Chausse vineyard is one of Charles Cohen’s ‘pet projects’. After making his fortune in real estate, these days the American businessman is investing

in two quintessentially French passions: cinema and wine. In Provence, he’s bought a residence and a promising vineyard.

Château de la Chasse: from ‘pet project’ to

a niche treasure among great wines.

When buying the Château de Chausse estate, did you receive advice, support and/or administrative assistance from local or national organizations?

For the purchase, we were in close contact with SAFER (société d’aménagement foncier et d’établissement rural), which is involved in the management of agricultural land. Our other contact was a Provençal agricultural consultancy with expertise in setting up wine, olive and truffle estates.

What impact does the business have in the region?

There are currently three of us permanently employed on the estate. For pruning, vine maintenance and, of course, handpicking, we use local labor. We work with local companies who supply us with corks, capsules, labels and boxes. We sell our wines in the estate’s own store, via direct sales and to local restaurants.

This is a very popular region for tourists. Are you planning to tap into wine tourism?

Although the Croix Valmer estate is a gorgeous place, it’s a bit hemmed in so it doesn’t get a lot of traffic. At the moment, the cellar is open to visitors. In 2018, we want to create a route that includes a guided tour of the site, the winery, which is really beautiful, and the store, where the wines are barrel-aged, together with a tasting experience. To do all that, we need to fit out the premises and review the overall organization of the site to provide space for vehicles, modernize the entrance and create a reception room. This is a vital investment to attract some of the many tourists who visit the Côte d’Azur and introduce them to the region’s wine culture, our grapes and the selection of wines we produce.

FRANCK BAILLEUL

Manager of the Château de Chausse estate

INTERVIEW WITH FRANCK BAILLEUL

CHÂTEAU DE CHAUSSE


What’s your strategy for becoming more competitive?

Our strategy is all about quality. Our aim is to make a world-class product. We want the best wine in the world! We’re doing everything we can to make subtle, elegant wines. It’s a long-term effort, working with a cellar master and an oenologist. Reds are aged in oak barrels. For whites and rosés, the grapes have to be harvested very early, at 3 or 4 o’clock in the morning, before the sun warms them up too much. For us, being competitive means growing the best possible grapes to produce the best possible wine. In 2017, we completely overhauled our packaging, with new labels. We opted for an original rosé bottle with a more elegant, feminine shape and a coat of arms. The market for rosé is growing fast in the United States: it has an excellent image as a luxury product. The new bottle has gone down really well.

How do you plan to develop the château’s business?

It’s really hard to find new winegrowing land in coastal Provence, if we wanted to expand the estate. There are so few opportunities, it’s not really on the agenda.

Charles Cohen is a very methodical businessman: his priority is to make the château a jewel, to realize

his ambitious dream, and to set up a base in the United States for export business.

To combine his passion for cinema with this magnificent place, he also has plans to build a 60-seater movie theater to show art-house and experimental films, which are a particular passion of his.

The estate is set to secure organic certification in 2018. We’re now in the second year of the conversion process. This is a conviction Mr. Cohen shares with the previous owners, Mr. and Mrs. Schelcher. Production has always been organic, with minimal use of pesticides. That’s how they always worked; they just never applied for organic

certification. The process has been really straightforward, and having organic accreditation will be an additional benefit for our sales next year.

In Provence, the Mediterranean climate is particularly good for vines, with no need to use chemicals. But we do have to deal with drought: this

year, our output was down 20-30% due to the lack of water. It didn’t rain for over six months, including right before the harvest! So we’re thinking about installing a drip irrigation system to help us maintain our output and prevent excessive water stress in years of extreme drought.

The challenge of producing quality and transitioning to organic production

What will the next step be?

As well as our plans to open up the estate to wine tourists, we’re beginning to export to the United States. I’m setting up a network, first in New York, and then in Chicago, New Orleans, Miami and Detroit. That means attending trade shows and meeting distributors.

We’re not able to supply huge volumes, so we’ve adopted a selective retailing approach, targeting major wine merchants and restaurateurs. In each country, we look for a distributor who’s a perfect fit with our market.

What lessons have you learned from your strategy for the estate?

Charles Cohen was looking first and foremost for an estate where he could come and live with his family, while producing wine at the same time. The house is quite separate from the vineyard. Today, he’s happy that his wines have strong market potential and a high-quality image.

Spotlight

Publication Director: Christophe Lecourtier (CEO)Chief Editor: Sylvie Montout (Chief Economist)Contributors: Yasmine Galloul, Romain Guillard (Economists)Translation: David Williams, Peter Stewart (English Language Editors)Editorial coordination: Mélanie Cornière (Editorial Project Manager); Priscille Troyan-Gulli (Brand & Image Team Leader)Design and layout: Hopscotch – February 2018

Printed in France by Imprimerie de la Centrale Lens

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