In what direction is innovation heading at Guy Cotten?
NB: It can be the improvement of old products, by adapting them to needs, with reinforcements or tips on the assembly method, so that they last longer. But also completely new products. Micro collections or for specific sectors of activity.
FB: For example, we brought out a special apron for insemination, in breeding. Currently, we are mainly trying to bring up to date things that were created in 1964, for this anniversary, and recall history.
Fishing crisis, covid, energy costs… How is the company weathering the crises of recent years?
FB: We’re doing pretty well. For the covid period, apart from the shutdown period, we saw that certain markets were developing, with cleaning companies, for example. And our suppliers being essentially French and loyal for 30 or 40 years, it was easier. For energy, we have solar panels on our factory built in 2019. Starting next week, we will produce 50% of our energy consumed on this site.
NB: A project that we launched before the energy crisis.
After this new factory, which you built in Trégunc (29), in 2019, do you have any other expansion projects?
FB: We have just purchased a 4,000 m² building, on one level, not far from here, in the Kerouel activity zone, in Trégunc. A building left vacant after the move of the Brasserie de Bretagne, to Concarneau. It should be operational next year.
NB: We will instead do storage and shipping there. This will allow us to rethink a little the organization of the four sites that we have here.
We are present all over the world, except in Asia and Russia
Like many companies, you may have experienced quite a few recruitment difficulties…
NB: It’s a little simpler these days. We managed to hire people to compensate for departures. And for around ten years, we have had a partnership with France Travail, as part of a return to work system, which allows internal training for people starting out in the profession. There has been a major turnover of staff, a generational change, and the average length of service in the workshop is now three or four years. And it takes time to become comfortable in the profession.
We often think that your main market is fishing, and more generally the sea. But it goes well beyond that.
NB: Fishing and all related professions, such as fish processing, this entire chain needs protective clothing. It remains our main focus and constitutes a third of our activity. For France but also for export. Generally, when you start a market, you access it through fishing. This is where we are most recognized. A third also concerns agricultural work, industrial cleaning, etc. The remaining third is leisure, which includes pleasure, sport sailing and explorers.
What does export represent today for Guy Cotten?
NB: Around 40% of our turnover, a share which has taken off well over the last ten years. We are present all over the world, except in Asia and Russia. Africa, on the other hand, is a huge market for us. In South America, we are trying to be present now. Even if it’s not easy.
You are respectively daughter and son-in-law of Guy Cotten. This business is a family affair. Is this important to you?
FB: Yes. As a family, we move much more quickly to make decisions.
NB: We also have more interest in seeing things continue in a family company, as long as we can do so. And it’s not necessarily the financial side that guides us.
Is family succession assured?
NB: Our three children have joined the business, in fact. They replaced people who retired. The eldest, Claire, is responsible for the human resources department. Laure is responsible for the management, accounting and finance aspects. And Julien, the youngest, is versatile. For the rest, everything is settled. We have prepared for the future, in this idea of transmission.
FB: But we have not yet defined a deadline for handing over. We still need to finalize the question of certain investments, such as buildings.
