stokvis group presentation english version

STOKVIS GROUP presentation – 2014

20 min

EFFICIENCY by service

STOKVIS GROUP

TABLE OF CONTENTS

1 - MARKET AND ECOSYTEM

2 - STOKVIS GROUP

3 - CORE BUSINESSES

4 - STRATEGY

5 - REFERENCES

6 - DATA

7 - ANNEXES7.1 - FINANCIAL DATA

7.2 - GOVERNANCE BODIES

7.3 - FLOWCHARTS

1. MARKET AND ECOSYSTEM


STOKVIS GROUP

1- MARKET AND ECOSYSTEM MOROCCO: ECONOMIC CONTEXT / EXPECTATIONS

SOURCE: THE WORLD BANK

SOURCE : STANDARD & POOR

Detailed statistics available on the official website of the World Bank

Morocco Country at a glance

Rating Sovereigns Rating

T&C Assessment

BBB+

GENERAL INFORMATION

Political system Constitutional monarchy !

Currency Dirham (MAD)

U.S. $ 1 = 8 DHS / 1 € = 11 DHS !Geographic Location / Area

Northwest Africa 712 000 km2 !

Resources Phosphates

agriculture, fisheries

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http://www.worldbank.org/en/country/morocco






http://www.standardandpoors.com/ratings/sovereigns/ratings-list/en/us?sectorName=null&subSectorCode=

STOKVIS GROUP

1- Market and ecosystemMorocco: MAJOR STRUCTURAL PROJECTS (1/2)

Morocco has started implementing major structuring projects to promote the economical and social development of the country For more information: World Bank / Morocco overview

INFRASTRUCTURES A budget of $US13.6 billion allocated to infrastructure:

▪ Rails ▪ Roads ▪ Highways ▪ Ports ▪ Airports !!!

2008 - 2015

AGRICULTURE !The strategy « Plan Maroc Vert » includes a comprehensive approach that covers all the economic players. Two major pillars: a modern and sustainable agriculture

2020 goal

TOURISM !6 resorts planned in the « Plan Azur » strategy, which will allow to double the capacity to welcome tourists, in oder to put Morocco in the top 20 worldwide destinations. !

HOUSING !150,000 units to be produced each year to meet the domestic demand constantly increasing !2012 - 2016 2007 - 2017

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STOKVIS GROUP

1- MARKET AND ECOSYSTEM MOROCCO: MAJOR STRUCTURAL PROJECTS (2/2)

!MANUFACTURING !$US 1.5 billion is dedicated to the development of industrial platforms integrated in the « Emergence » pact: putting all efforts on industrial projects with high potential and clear competitive and usable advantages2009 - 2015

!RENEWABLE ENERGIES !A budget of $US12 billion for the wind turbines and solar energies. Main goal : a production of 4000 MW, or about 40% of the country's energy consumption !!2009 - 2015

!ORIENTATIONS

In this favorable context, STOKVIS GROUP aims to: !▪ Increase its current market shares to

strengthen the leading position in the historic business

▪ Diversify its existing business by capitalizing on its strong experience and technical know-how and organizational

▪ Develop new strong international relationships

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2. STOKVIS GROUP


STOKVIS GROUP

2- STOKVIS GROUP DATA SHEET

On the market for over 60 years, STOKVIS GROUP has positioned itself as the Moroccan leader for import and distribution of technical equipments !!Our core businesses references: !

▪ Construction, mining and quarrying

▪ Farm equipments ▪ Automobile

Data – session 05/30/2014 Source: casablanca-bourse.com

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Exchange rate 37.98

Variation 0.74%

Open 35.44

High 37.98

Low 35.44

Previous close 37.70

Volume (MAD) 908 710.04

Volume 25 576

Market cap 349 231 797

Total shares 9 195 150

STOKVIS GROUP

2- STOKVIS GROUP POSITIONING

Our leadership position is based on distinctive competencies clearly established: !1. Structuring and evolving partnerships !1. A range of services with high added value !1. Structuring of the entire value chain on each

sector of activity !

2. An organization able to ensure a balanced sharing of duties and responsibilities

!1. Continued investment in quality !1. Resale network with more than 35 agents

covering the whole national territory

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STOKVIS GROUP

2- STOKVIS GROUP HISTORY

STOKVIS I.C !

Founded !

Casablanca MOROCCO

1950 2007

!IPO

Casablanca stock exchange

Ticker SNA !!!!!

Additional information 2009 Turnover > MAD 1 billion and Certification ISO 9001/2008

CGEM label of Corporate Citizen

2005 New premises

2004 Certification ISO 9001/2002

2002 Certification ISO 9001/2002

2003 New information system

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2014 Confirmation of the RSE label

2013 Custom categorization – A Class

STOKVIS GROUP

2- STOKVIS GROUP HEADCOUNT

300 Employees

24 000 m2 Area of the main site in Bouskoura

4 000 m2 in Zenata (STOKVIS Motors) 2 500 m2 in Rabat (Fiat Rabat)

1 500 m2 in Zenata (Fiat Zenata)

▪ Average age: 35 years old ▪ Men/women ratio: 0.5

▪ Offices in Casablanca ▪ New car dealership in Zenata

INTERNAL COMMITMENT

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STOKVIS GROUP

2- STOKVIS GROUP VALUES

INTERNAL COMMITMENT

ETHICSRESPECT OF THE

COMPETITION RULES

ENVIRONMENTAL PROTECTION

CITIZEN AND SOCIAL COMMITMENT

The development of a general business environment that has to be healthy and socially responsible is a major challenge for the future of STOKVIS GROUP.

Social benefits ▪ Transportation, canteen, gym, bonuses, conventions

with credit agencies and health centers, etc.. ▪ Sponsoring of the internal soccer team Training ▪ Integration program for new recruits ▪ Training in Morocco and abroad

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STOKVIS GROUP

1 %17 %

32 %

50 %

SANASTOK SAHAM ASSURANCE BOURSE PERSONNEL

SANASTOK ▪ SANAM HOLDING (M. Saïd ALJ) ▪ CHAKS INVEST (M. Chakib BEN EL KHADIR)

SAHAM ASSURANCE

FREE FLOAT Casablanca stock exchange

EMPLOYEE SHAREHOLDING

2- STOKVIS GROUP SHAREHOLDING

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0,67 %

16,7 %

50,19 %

32,44 %

3. CORE BUSINESSES


STOKVIS GROUP

3- CORE BUSINESSESAREAS OF EXPERTISE

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CONSTRUCTION, MINES & QUARRIES

!AGRICULTURE

!AUTOMOBILE

REGIONAL DEVELOPMENT

!GABON ALGERIA TUNISIA

IVORY COAST !

!!RIO

!LOXAM RENTAL

!!KOMCAT

!STOKVIS

INDUSTRIES

!STOKVIS MOTORS

STOKVIS GROUP

3- CORE BUSINESSESCONSTRUCTION, MINES & QUARRIES

Types of equipment: ▪ Heavy machinery (bulldozer, dumper truck) ▪ Semi-heavy machinery (excavator) ▪ Lightweight gear (loader, grader, roller) !

Activities : ▪ Mines and quarries ▪ Public works

Partners

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STOKVIS GROUP

3- CORE BUSINESSESAGRICULTURE

Types of equipment : ▪ Labour (tractors) ▪ Seeding (sowing) ▪ Harvest (combine harvesters, presses straw,

etc.) !

Details: ▪ Merger and concentration of major brands ▪ Newcomers: China, India, Turkey and Brazil

Partners

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STOKVIS GROUP

3- CORE BUSINESSESAUTOMOBILE

Types of equipment : ▪ Passenger car ▪ Commercial vehicles !

Activities : ▪ Commercialization ▪ Housekeeping and maintenance

▪ Casablanca dealership ▪ Rabat dealership

Partners

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STOKVIS GROUP

3- CORE BUSINESSESREGIONAL DEVELOPMENT

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Ext

erna

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ironm

ent

Inte

rnal

env

ironm

ent

Political environment Macroeconomic data Non-saturated markets

Morocco has signed several economic cooperations with many countries in West Africa !For instance in 2013, FDI Moroccan companies in this economical area amounted to MAD 1.2 billion (Source: Moroccan press)

GDP: an average growth rate of 5% with very encouraging prospects for development (Source: IMF) !Significant program support from international institutions

Weak competition in several markets where relative ease to install !Low of equipment rate that still offers great business opportunities in several sectors (housing, infrastructure, public facilities ...)

STOKVIS: a unique positioning to capitalize on its strong experience and its financial leverage to effectively serve regional markets A win-win opportunity for STOKVIS partners to improve the development of their activities in West Africa

Expertise and know-how Availability of financial

resources Regional proximity

Over the years, STOKVIS has acquired a very strong experience in commercialization and distribution of various equipments. Today, STOKVIS is a regional reference in its market.

A solid financial foundation. Listing on the Casablanca stock exchange and access to additional financial resources. Strong relationships with local banks that are already present on the target markets in West Africa.

Morocco would be the ideal hub for multinational companies wishing to invest in North Africa and West Africa. Availability of air/shipping lines. Linguistic proximity. Tax benefits

STOKVIS GROUP

3- CORE BUSINESSESREGIONAL DEVELOPMENT / AFRICA

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WEST AFRICA, DRIVING FORCE OF THE CONTINENT

MOROCCO: +4.6%

Regional Base

TUNISIA

ALGERIALIBYA EGYPT

SUDAN

ETHIOPIA

KENYA

TANZANIA

MOZAMBIQUE

RWANDA

GABON

ANGOLA

NAMIBIA

SOUTH AFRICA

NIGE

NIGERIA

MALI

GHANA

IVORY COAST

SENEGAL

TOTAL AFRICA

INDIAN OCEANGROWTH FORECASTS

In 2013 in GDP %

ATLANTIC OCEAN

!Targeted sectors : !▪ Mining and

Construction ▪ Agriculture ▪ Handling ▪ Energy

STOKVIS GROUP

3- CORE BUSINESSESAREAS OF EXPERTISE

Subsidiaries !Additional shares

STOKVIS MOTORS100 %

KOMCAT100 %

LOXAM - ATLAS RENTAL49 %

RIO (REDUCE INVENT OPTIMIZE) 38%

STOKVIS INDUSTRIES100 % Industries

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STOKVIS GROUP

Industries

3- CORE BUSINESSESACTIVITIES/SUBSIDIARIES

!Includes the following

activities: ▪ Handling, cleaning

and racking ▪ Air conditioning and

industrial refrigeration

▪ Energy

!Brands: ▪ HIMOINSA ▪ YORK ▪ MECALUX ▪ KARCHER ▪ REPSOL ▪ MITSUBISHI

MOTORS ▪ IRCO !

▪ Import and distribution of motorcycles, scooters and tricycles

▪ Import and distribution of agricultural equipment, trucks and commercial vehicles manufactured in China

!Brands: ▪ CLASS ▪ MAHINDRA

▪ Average and long-term rental of equipments for building and public works

▪ Short and medium term rental of equipment for building and public works

▪ Treatment of water and waste

▪ Renewable energies

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4. STRATEGY


STOKVIS GROUP

4- STRATEGY GROWTH DRIVERS

As part of its strategic directions, STOKVIS GROUP focuses on three growth drivers

Consolidation

Reinforcing of the leading position in the historical businesses

Diversification Partnership

Improving the supply of goods and services

Developing partnerships and obtaining exclusive distribution networks

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STOKVIS GROUP

4- STRATEGY DEVELOPMENT LEVERS

1. Strategy ‘One Stop Shop’

2. Observation and advanced technology

3. Human resources

4. Costs’ optimization

5. International opportunities

STOKVIS GROUP offers a comprehensive and diversified solutions to its customers. Either to purchase or rent for long or short terms, we make sure that any kind of products or services are present in our solution

STOKVIS GROUP continues to expand its solutions through the distribution of products with high technological content to meet specific technical needs for its customers

STOKVIS GROUP offers to high potential profiles trainings, and professional/personal development

Systematic cost control for all processes and for developed commercial projects - ISO 9001 Certification / 2008

STOKVIS GROUP studies opportunities to expand more abroad: particularly Gabon, Ivory Coast, Algeria and Tunisia

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STOKVIS GROUP

4- STRATEGY GOALS

STOKVIS GROUP is part of the national growth by following these priorities:

Increase in turnover Improvement in net profitability

Increase market shares

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STOKVIS GROUP

4- STRATEGY APPROACH

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STOKVIS GROUP

4- STRATEGY CIVIC ENGAGEMENT

!STOKVIS GROUP has confirmed its position as a major socially responsible economical actor. !Beyond its social and professional commitment, the GROUP sponsors many associations, cultural and sports projects

!▪ INSAF Association : for more than three years, STOKVIS GROUP has

been supporting this association that calls for women and children’s rights. Enrollment of girls in rural areas is also one of the priorities for the association !

▪ Amal Association : STOKVIS GROUP financially participated over the establishment of a gym dedicated to people with diabetes !

▪ Philharmonic orchestra: for more than a decade, STOKVIS GROUP has been helping The Philharmonic Orchestra of Morocco in its promotion of national and international music scene and supporting artistic education of children in need !

▪ Casablanca Marathon : STOKVIS GROUP sponsors and participates actively to every edition of Casablanca Marathons. Our employees wear proudly the colors of the company during this event

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5. REFERENCES


STOKVIS GROUP

6- REFERENCESOUR PARTNERS

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▪ CONSTRUCTION TP MAROC ▪ OFFICE CHERIFIEN DES PHOSPHATES ▪ COVEC ▪ EMT ▪ SINTRAM ▪ ARCO BETON

▪ GENERALE ROUTIERE ▪ HOUAR SA ▪ ADMINISTRATION DEFENSE NATIONALE ▪ ENTREPRISE ROUTE DU NORD ▪ ENTREPRISE HAJJI ▪ SGTM

▪ DOMAINES ROYAUX ▪ CENTRALE LAITIERE ▪ CELLIERS DU MAROC

▪ INRA ▪ IAV ▪ GRANDS DOMAINES PRIVES ▪ COSUMAR

▪ CREDIT AGRICOLE ▪ BNP PARIBAS ▪ CAM

▪ HOTEL SHERATON ▪ BMCE ▪ BMCI

▪ ALTADIS ▪ SOMACA ▪ GEODIS ▪ MARSA MAROC

▪ VALEO ▪ RENAULT MAROC ▪ LEONI

CONCTRUCTION EQUIPMENTS MINES & QUARRIES

AGRICULTURAL EQUIPMENTS GENERATORS

REFRIGERATION AND AIR CONDITIONING

MAINTENANCE, CLEANING AND SHELF

ENERGY

MAJOR CLIENTS

▪ LIFA ▪ HERITIERS LADRAA ▪ OCP SA

▪ LUB NORD ▪ PIECES AUTOS ALFOUNOUNE ▪ JACOB DELAFON

VEHICLES▪ MINISTERE DE L’INTERIEUR ▪ ONEE

▪ MINISTERE DE LA SANTE ▪ CLIENTELE PRIVEE

▪ COPAG ▪ INRA

▪ GRANDS DOMAINES AGRICOLES

CORE BUSINESSES

STOKVIS MOTORS

6. FINANCIAL DATA


STOKVIS GROUP

5- FINANCIAL DATA TURNOVER EVOLUTION (M$US)

0

35

70

105

140

In M$US

2007 2008 2009 2010 2011 2012 2013

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7. ANNEXES


STOKVIS GROUP

5- FINANCIAL DATA COMMERCIAL AND FINANCIAL SITUATION

2007 2008 2009 2010 2011 2012 2013

TURNOVER 74 113 132 92 58 77 94

GROSS MARGIN (%) 13 17 19 14 22 20 14

NET INCOME (after taxes)

3,7 5,7 7,5 3,1 1,8 2,1 2,6

!Data in M$US

!Click to see the balance

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STOKVIS GROUP

7- ANNEXESGOVERNANCE BODIES

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Strategic CommitteeInternal Compensation

Committee

Audit Committee

Board of Directors

Business Review

Executive Committee

Purchasing Committee

Recovery Committee

Budget Committee

Health and Safety Committee

Recruitment Committee

1 - Stockholders level ---2 - Financial Management Level ---3 - Executive level ---4 - Operational level Specialized committees

STOKVIS GROUP

Strategic CommitteeInternal

Compensation Committee

Audit Committee

Board of Directors

Business Review

Executive Committee


AUDIT COMMITTEE

• Attributions − Supervision and control of financial and accounting information

(financial statements) − Inspection reports of Internal Audit, review the program of

Internal Audit and action plan − Inspection reports of the External Audit − Evaluate the organization of delegated authority − Monitor the functioning of the internal control system − Assess and monitor risks − Respect legal and regulatory requirements

• Composition − Non-executive officers (Min 2) − Director and General Manager − CFO − Internal Audit Management − External auditor

• Procedure − Frequency / Duration: twice a year (before the Board of directors)

/ 4 hours − Secretariat: Internal Audit Manager − Progress/ Decision: à Invitation 15 days before à Preparation of reports 5 days before à Quorum: Administrators, Managing Director, Internal Audit

Management and External Auditor à Review of previous actions to each committee à Validation of the audit action plan in December

• Major Outputs

– Audit Report / Summary of recommendations /Annual audit plan !

Recovery Committee

Budget Committee



7- ANNEXES AUDIT COMMITTEE

36

STOKVIS GROUP

COMPENSATION COMMITTEE

• Attributions

- Salary conditions for decision makers - Salary condition for middle managers - Appointments to management positions - Social benefits for employees - Training policy - Succession plan - Discussion of social indicators

• Composition

- Director and General Manager - CFO - Human Resources Management

(No director shall be present during the deliberations regarding their own situation.)

• Procedure

- Frequency / Duration: twice a year ( January and July) / 2 hours

- Secretariat: Human Resources Management - Progress/ Decision: à Invitation 15 days before à Preparation of reports 5 days before à Quorum: Administrators, ADG, Audit, Human Resource

Management à Review of previous actions to each committee

• Major Outputs

- Human resource development plan



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXEScompensation COMMITTEE

37

STOKVIS GROUP

STRATEGIC COMMITTEE

• Attributions

– Sharing sensitive information – Evaluate the performance and results of STOKVIS

GROUP – Market Analysis – Strategic outlooks – Development – Human Resources

• Composition – Director and General Manager – CFO – Business Unit Manager/ Subsidiary !

• Procedure − Frequency / duration: once per semester for a period

of 4 hours − Secretariat: Administrative and financial Management − Process / Decision: à Invitation sent at least 15 days before the meeting à Sending additional documents with the invitation

• Major Outputs – Evaluate Key Performance Indicators (KPI) – Strategic development plan



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXESSTRATEGIC COMMITTEE

38

STOKVIS GROUP

EXECUTIVE COMMITTEE

• Attributions – Strategy alignment with the guidelines of shareholders – Analysis of the positionning with the competition – Market share analysis by activity – Decision range of products – Evaluation of financial, business and operational performance – Evaluation of commitments and cash – Defining improvements for the different areas of the GROUP – Validation of investments and budgets – Respect of procedures and internal control – Preparing presentations for Board of diretors – Update on current projects

• Composition – Director and General Manager – CFO – Financial Controller – Business Unit Manager – Other (depending on the current projets) !

• Procedure

− Frequency / duration: once per quarter during 3 hours − Secretariat: Financial Controller − Process / Decision: à Invitation at least 7 days before the meeting à Sending additional documents with the invitation à Quorum of the committee set at 3 permanent members plus the CEO

whose presence is mandatory à The report must be submitted no later than 48 hours after the meeting

and must be validated in the following 48 hours by all participants

• Major Outputs – Evaluation of performances – Evaluation of Key Performance Indicators (KPI) – Action plan on blocking points – Continuous improvement plan



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee

Health an Safety Committee


397- ANNEXESEXECUTIVE COMMITTEE

STOKVIS GROUP

BUSINESS REVIEW

• Attributions

– Summary of the previous meeting – Evolution of sales by product – Cumulative sales and rate of achievement – Commercial animation – Operational monitoring processes (quality of service,

customer complaints, recruitment ...) • Composition

– Director and General Manager – CFO – Financial Controller – Business Unit Manager !

• Procedure − Frequency / duration: once a month (the 10th of each

month) − Secretariat: concerned Business Unit Manager − Process / Decision: à One to One meeting with each Business Unit Manager à Invitation sent at least 2 days before the meeting à Sending operational report and agenda with the

invitation à The report must be submitted no later than 24 hours

after the holding of the meeting and must be validated in the next 24 hours by all participants



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXES BUSINESS REVIEW (1/2)

40

STOKVIS GROUP

BUSINESS REVIEW

• Inputs – BU Manager’s monthly report: ➢ Main facts of the month ➢ Competition ➢ Commercial

➢ Success rate ➢ Number of customers billed for the month

➢ Analysis of the financial statement ➢ Turnover and growth margin

➢ Comments compared to budget and month year -1

➢ Projection of the turnover and growth margin for the coming quarter and YTG

➢ Direct expenses - Explanation of Variances ➢ Contribution ➢ Recovery

➢ Evolution of Days Sales Outstanding and receipts compared to forecasts.

➢ Comments on claims already expired . ➢ Stocks

➢ Evolution of the ITO ➢ Comment on destocking and old stocks

➢ Staff and other information !• Major Outputs

– Monitoring of achievements – Evaluation of KPIs – Action plan on blocking points – Continuous improvement plan

7- ANNEXESBUSINESS REVIEW (2/2)

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Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



STOKVIS GROUP

COMMITTEE OF RECRUITMENT

• Attributions

– Recruitment of new staff • Composition

– Director and General Manager – Administration and Financial Management – Human Resources Management – BU Manager – Other BU Managers

• Procedure − Frequency / duration: depending on the need to

recruit − Secretariat: Human Resources Management − Process / Decision :

à Invitation sent at least 3 days before the meeting

à Sending resumes of short-listed candidates !• Major Outputs

– Recruitment decision



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXESCOMMITTEE OF RECRUITMENT

42

STOKVIS GROUP

RECOVERY COMMITTEE

• Attributions

– Detailed evaluation of the status of claims – Decision to classify loans and status (litigation, …)

• Composition – Director and General Manager – CFO – BU Manager – Recovery Manager !

• Procedure − Frequency / duration: once a month during 1h30 − Secretariat: Recovery Manager − Process / Decision :

à Invitation sent at least 7 days before the meeting à Sending additional documents with the invitation à The report must be submitted no later than 48

hours after the meeting and must be validated in the following 48 hours by all participants !

• Major Outputs – Monitoring of recoveries – Performance monitoring (KPIs) – Implementation plan of acted decisions



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXESRECOVERY COMMITTEE

43

STOKVIS GROUP

PURCHASING COMMITTEE

• Attributions − Providors’ referencing − Decision to renew and / or review purchasing

framework contracts − Validation of the procurement plan and bidding

launch !• Composition − Director and General Manager − CFO − Financial Controller !

• Procedure − Frequency: once a year − Secretariat: Financial Controller − Process / Decision : à Invitation sent 5 days before à Preparation of technical and financial reports à Quorum: CFO, Financial Controller, Instructing

Entity à Review of previous actions to each committee

• Major Outputs – Updating the list of approved suppliers – Updating purchasing framework contracts – Annual procurement plan !



Audit Committee

Board of directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXESPURCHASING COMMITTEE

44

STOKVIS GROUP

BUDGET COMMITTEE

• Attributions

– Presentation and approval of estimated budget !• Composition

– Director and General Manager – CFO – Financial Controller – BU Manager !

• Procedure − Frequency/duration: once a year (September) − Secretariat: Financial Controller − Process/ Decision :


à Sending additional documents with the invitation

• Major Outputs

– Approved budget



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee


Recruitment committee

7- ANNEXESBUDGET COMMITTEE

45

STOKVIS GROUP

HEALTH AND SAFETY COMMITTEE

• Attributions

– Analysis of working conditions and occupational risks – Analysis of the circumstances and causes of accidents

or diseases – Proposal of preventive actions

• Composition – Human Resource Manager – Quality Manager – Doctor – Security Manager – Staff representative

• Procedure − Frequency / duration: once per quarter − Secretariat: quality − Process/ Decision: :


à Sending additional documents with the invitation !

• Major Outputs – Quality and safety action plan d’action



Audit Committee

Board of Directors

Business Review

Executive Committee


Recovery Committee

Budget Committee



7- ANNEXESHEALTH AND SAFETY COMMITTEE

46

STOKVIS GROUP

7- ANNEXESGENERAL FLOWCHART

47

STOKVIS GROUP

7- ANNEXESSTOKVIS MOTORS FLOWCHART

48

STOKVIS GROUP

7- ANNEXESSTOKVIS INDUSTRIES FLOWCHART

49

!THANK YOU FOR YOUR ATTENTION

[email protected] Stokvis

stokvis group presentation english version

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