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” 2021 – a year of acceleration, presenting risks and opportunities “
In a pressured environment, we have managed to make the most of 2021 to accelerate our performance while at the same time preparing ourselves against inherent risk through our strong social, societal and environmental commitment. (…)
In 2021, we accelerated and worked tirelessly to achieve our ambitious aim of becoming a mission-based company, guided by our Group-wide Experience First project. Achieving this objective will ensure Cofidis Group’s future as a major group with strong brands that is preferred by its customers, its partners and its staff.
By Gilles Sauret
Chairman of the Board of Directors
Cofidis Group
Thanks to our new customer pathway cross-functional governance system, in 2021, we took a further step towards the relationship excellence we all aspire.
We therefore designed the transformation of our organisations in all our subsidiaries around new ideal customer pathways. This new customer-focused organisation is gradually spreading across all our entities and is helping us adjust to consumer expectations and to changes in their behaviour.
The remoteness imposed by a pandemic that continued through 2021 confirmed our ambition to more closely combine digital with personal and expertise with simplicity. To this end, we focused on delivering high-quality remote customer relationships and defend our customers’ right to consume.
We are proud of scoring the highest European ratings again this year.
In 2021, we entered into a number of prestigious new strategic partnerships across Europe that were based on a shared ambition to collaborate on innovation in order to serve our consumers.
The strategic partnerships we always build are based on relationships that offer value to each stakeholder. Since we aim for relationship excellence, we develop relationships of trust with our partners by giving them access to our complementary international expertise.
This allows us to work with prestigious partners such as Amazon, Huawei, Amazon Pay, Boulanger and Decathlon. Our solutions improve the performance of our B2B2C partners.
In 2021, our Group companies repurposed their image with amazing advertising campaigns, some of which won awards. The ads refocused credit as a part of everyday consumer life, and in doing so, fixed the Cofidis and Monabanq brands in viewers’ minds.
For over 25 years, we have also sponsored cycling as a sport that reflects our values of performance, the desire to excel, solidarity, consideration, inclusion, diversity and the collective. Across Europe the Cofidis cycling team proudly wears our red and yellow colours, giving the best account of themselves in the sport’s iconic races.
Thanks to our new customer pathway cross-functional governance system, in 2021, we took a further step towards the relationship excellence we all aspire.
We therefore designed the transformation of our organisations in all our subsidiaries around new ideal customer pathways. This new customer-focused organisation is gradually spreading across all our entities and is helping us adjust to consumer expectations and to changes in their behaviour.
The remoteness imposed by a pandemic that continued through 2021 confirmed our ambition to more closely combine digital with personal and expertise with simplicity. To this end, we focused on delivering high-quality remote customer relationships and defend our customers’ right to consume.
We are proud of scoring the highest European ratings again this year.
In 2021, we entered into a number of prestigious new strategic partnerships across Europe that were based on a shared ambition to collaborate on innovation in order to serve our consumers.
The strategic partnerships we always build are based on relationships that offer value to each stakeholder. Since we aim for relationship excellence, we develop relationships of trust with our partners by giving them access to our complementary international expertise.
This allows us to work with prestigious partners such as Amazon, Huawei, Amazon Pay, Boulanger and Decathlon. Our solutions improve the performance of our B2B2C partners.
In 2021, our Group companies repurposed their image with amazing advertising campaigns, some of which won awards. The ads refocused credit as a part of everyday consumer life, and in doing so, fixed the Cofidis and Monabanq brands in viewers’ minds.
For over 25 years, we have also sponsored cycling as a sport that reflects our values of performance, the desire to excel, solidarity, consideration, inclusion, diversity and the collective. Across Europe the Cofidis cycling team proudly wears our red and yellow colours, giving the best account of themselves in the sport’s iconic races.
“Customer eXperience design workshops teach us to use the customer’s own experience to improve management and create the ideal experience.”
Ouassini BOUZIANI
Managing the Customer experience
Cofidis Belgique
10
customer satisfaction awards were presented to Group companies in 2021
+96,000
partner points of sale in Europe
29
cycling sponsorship season
In 2021, we strengthened the connection between our entities and our collective intelligence to design new financing products, services and solutions for our customers and partners.
To achieve recognition as the most dynamic company in our sector, we are coordinating our efforts to maximize the roll-out of innovation across all our businesses.
Although we approached and listened to them with a human touch, customers also exist through their data, which we process and analyse to better resolve their problems, anticipate their needs and to measure their satisfaction and deliver increasingly personalised services.
In an increasingly digital world, data management must become an essential differentiation lever because we are a data-driven group that requires data to innovate and cater to the needs of our customers and partners.
In 2021, we strengthened the connection between our entities and our collective intelligence to design new financing products, services and solutions for our customers and partners.
To achieve recognition as the most dynamic company in our sector, we are coordinating our efforts to maximize the roll-out of innovation across all our businesses.
Although we approached and listened to them with a human touch, customers also exist through their data, which we process and analyse to better resolve their problems, anticipate their needs and to measure their satisfaction and deliver increasingly personalised services.
In an increasingly digital world, data management must become an essential differentiation lever because we are a data-driven group that requires data to innovate and cater to the needs of our customers and partners.
“By combining PagoDIL with Acquiring in Smart EPTs, Cofidis has strengthened its position as the most innovative player on the Italian market and as user experience leader for its customers and partners.”
Enrico INVERNIZZI
Head of Agent Network
Cofidis Italy
14,000
smart TPE in Italy
100
employees participated in the group Hackathon on open banking
To accelerate our development, we have relied on the collective strength of our entities. In meeting all our evolving aspirations and expectations, we are fortunate enough to be able to seek inspiration in each of our subsidiaries, to share our know-how and to capitalise on all our experience to deliver targeted local and international responses.
Going forward, our global vision is to leverage our technological progress, market innovations and new working methods across all our subsidiaries.
The crisis we are just coming out of has accelerated our transformation.
By remaining true to who we are and maintaining focus on our vision and our ambitions, we have introduced new methods, new tools and new ways of organising our teams in order to reinvent ourselves.
Transformation, whether organisational, cultural or business is a daily necessity if we are to meet the demands of a market that is being buffeted by crises and by the social, societal and environmental changes they cause.
The pandemic could have put even more distance between our teams and our European subsidiaries.
However, we managed to maintain close links with all our staff thanks to new communication technologies.
As such, we were able to organise remote meetings of cross-functional committees to give our different businesses the benefit of the expertise, experience and solutions developed by other subsidiaries. To step up our collective performance, we create the conditions in which staff can suggest ideas and projects to help others and can spend time on them.
To accelerate our development, we have relied on the collective strength of our entities. In meeting all our evolving aspirations and expectations, we are fortunate enough to be able to seek inspiration in each of our subsidiaries, to share our know-how and to capitalise on all our experience to deliver targeted local and international responses.
Going forward, our global vision is to leverage our technological progress, market innovations and new working methods across all our subsidiaries.
The crisis we are just coming out of has accelerated our transformation.
By remaining true to who we are and maintaining focus on our vision and our ambitions, we have introduced new methods, new tools and new ways of organising our teams in order to reinvent ourselves.
Transformation, whether organisational, cultural or business is a daily necessity if we are to meet the demands of a market that is being buffeted by crises and by the social, societal and environmental changes they cause.
The pandemic could have put even more distance between our teams and our European subsidiaries.
However, we managed to maintain close links with all our staff thanks to new communication technologies.
As such, we were able to organise remote meetings of cross-functional committees to give our different businesses the benefit of the expertise, experience and solutions developed by other subsidiaries. To step up our collective performance, we create the conditions in which staff can suggest ideas and projects to help others and can spend time on them.
« We’re experimenting with new types of organisation to support the transformation of the Group »
Jean-Marie MASQUELEZ
Head of Innovation and Development projects
Cofidis France
91%
employees satisfied with the flex office pilot in France
+1M€
financing thanks to Cofidis Pay in Portugal
As part of our responsible approach, we design and imagine products and services which can improve and simplify people’s lives. In all Group companies, we provide financial solutions to boost spending power and, as a direct consequence, to empower everyone to take action.
Mainly, consumer credit favours personal mobility (buying a car, for instance), improves household equipment ownership and comfort but also can meet a temporary need owing to an unexpected or urgent situation.
Beyond this direct positive societal impact, we also contribute to improving and boosting the situation for all players in our ecosystem. We are proud to be able to act in favour of our customers, employees, B2B partners, association partners, shareholders and society.
The businesses carried out by the entities of the Cofidis Group: loans as banking solutions are intended to defend the consumer rights of our customers, helping them to carry out both their personal and professional projects. Aware of our usefulness on a daily basis, we must promote our expertise in a fundamentally ethical and respectful way with our customers, to protect them from risky situations.
At Cofidis Group, we are all on the consumer’s side and want to support our customers daily to enable them tofulfil their dreams, offering them credit solutions or payment schedules adapted to their unique situations, above all in a responsible way. In a post-Covid world of economic recovery to which we should all contribute, we are committed to tackling over-indebtedness through advanced monitoring of the merits and solvency of customers. We responsibly provide our consumer credit expertise, striking the right balance to enable those who wish to obtain financing that they are able to repay.
Whether through diversity, women’s rights, or permanent and temporary disabilities, both slight and severe, Cofidis Group continues to spearhead a number of on-the ground initiatives to defend the right to be different for both its employees and its customers.
In 2021, we stepped up our disabled-friendly strategy, which is completely in line with our inclusive #LIKE approach. For our customers, the DeafiLine solution makes our services accessible to the deaf and hard of hearing. For our employees, we promote the inclusion of people with disabilities and support them in adapting their workstations to their needs. This is a real-life illustration of our ambition to act in favour of human capital, to promote a wide range of profiles and ensure fair treatment for all.
Within the Group, solidarity-based initiatives are widespread and an integral part of the daily lives of all of our subsidiaries. In this spirit, we developed our #LIKE approach to enable everyone to be true to the strong human values of diversity and inclusion, for our employees, our customers as well as our partners.
Thus, we are involved in solidarity initiatives in favour of people in situations of exclusion.
At Cofidis Group, because we are convinced that only happy employees can make customers happy, we prioritise the physical and mental well-being of all our staff. We are keen to enable our employees to work in welcoming and inspiring environments, but also to take care of them in all areas of their daily lives to promote their well-being.
We also know that a fulfilled employee in the workplace within one of the Cofidis Group entities will be the best ambassador of our brands.
This two-way active listening to their needs today will naturally boost the appeal of our employer brands in France and internationally.
On a par with the #LIKE approach, #LikeMyPlanet supports employees so that they are and remain genuinely involved in the change process, contributing to the energy and ecological transition.
In less than 2 years, we doubled down on our initiatives throughout Europe on themes that are equally inspiring and diverse, including sustainable mobility, reforestation, zero waste, selective recycling, zero plastics, green energy and digital sobriety.
Impressive achievements that are part of our desire to shape a better and more sustainable future for all.
Supported and inspired by our shareholder, Crédit Mutuel Alliance Fédérale, our Group proudly expresses its desire to contribute to the transition of our economies towards more inclusive and sustainable development with our plans to move to mission-based status for our company by 2023.
Above all, this approach enables a company to affirm its purpose by integrating its clear and sustainable social and environmental ambitions in its bylaws within the framework of its area of business.
Becoming a mission-based company is a pioneering approach and a conviction shared by our entire Group, aligned with our Expérience FIRST strategic plan. It will help us to stand out from the competition and provide a concrete solution to the increasingly exacting requirements of our stakeholders, whether it is our customers, partners, or employees but also the expectations of society.
“The important thing in these awareness initiatives is to be able, once again, to demonstrate that difference is a key strength. To work as a team, our skills need to be complementary. This can only be achieved by promoting difference.”
Armelle
SynerGIE
10%
only loan requests filed in France by customers known by our services are accepted
+ 100
employees with disabilities at Group’s campus in France
4th
place int the Happy Trainees 2022 ranking
