Rodolphe Saadé17:00
Thank you, Mr. Chairman, Mr. Rapporteur, ladies and gentlemen senators, I am honored to speak today before your commission of inquiry dedicated to the use of public aid to large companies. In recent years, I have had the opportunity to speak several times at the Senate. I am determined this time as well to provide you with all the requested information regarding CMA CGM.
CMA CGM is today the world's number 3 in maritime transport, the number 5 in logistics, and one of the very first private media groups in France. A little less than 50 years ago, my father founded the Compagnie Maritime d'Affrètement with a single employee in Marseille. Today, CMA CGM has 160,000 employees in more than 160 countries. One of the reasons for this growth lies in CMA CGM's family DNA. Since the beginning, we have chosen to reinvest more than 80% of our profits in the development of the group, its activities, and its teams. This is what allows CMA CGM to contribute to French maritime power, which has been at the heart of our country's influence and attractiveness for several centuries.
Our fleet consists of nearly 700 container ships sailing all the world's seas with 600 French sailors. We own 59 port terminals — as many French anchor points at the four corners of the globe: New York, Los Angeles, Alexandria, Santos in Brazil, Mundra and Nhava Sheva in India, Nador in Morocco, and Khalifa Port in Abu Dhabi. We operate more than 1,000 warehouses worldwide. CMA CGM is the carrier of reference for French companies, handling one-third of France's import and export flows.
In an unstable world and regardless of the geopolitical context, our raison d'être remains unchanged: connecting better paths to serve a shared world. That is the purpose we adopted at the beginning of this year. By sea, by land, and by air, we transport every day the products and goods that make up the daily lives of millions of people. While we are by nature a global operator, our home port for 46 years has been France.
France is important in our activities. It accounts for 15% of our revenue, or 8 billion euros; 13% of our workforce, or more than 20,000 employees; and especially 33% of our investments, or more than 14 billion euros since 2019. We have strongly reinforced this central role of France since I succeeded my father. It houses our main management and expertise centers, all our trade lane heads who manage the group's entire maritime services worldwide, our ship management direction in Le Havre, our Flight Center operational center that allows us to track in real time the position of all our vessels on the world's seas, the headquarters of CEVA Logistics that we chose to transfer from Switzerland to Marseille, our CMA CGM Foundation developing social innovations worldwide and especially in France. For example, we opened at the end of 2024 in Marseille our first solidarity warehouse mobilizing our logistics expertise for food aid associations. And for one year now, Tangram, our training and innovation center, where 3,300 executives from over 110 different nationalities have already been trained.
Our presence in France also contributes to the economic vitality of many territories. We are the only major European carrier present in all major French ports: Fos-sur-Mer, Le Havre, Dunkirk, Bordeaux, Montoir-de-Bretagne, and Lyon. We ensure territorial continuity with overseas territories — an engagement that few major players maintain today in the Caribbean. We are finalizing a 145-million-euro modernization program for the ports of Guadeloupe and Martinique, to be delivered next September. With CEVA Logistics, we are now present in half of France's departments. Since 2021, we have also launched our own air freight activity in France with 5 aircraft in the fleet today and 8 Airbus A350 on order. Our base is at Roissy-Charles de Gaulle, from where we serve notably the United States, China, and Vietnam. The recent acquisition of Air Belgium allows us to consolidate our activity, maintain key skills, and preserve jobs in Europe.
We have invested in two companies strategic for France: Air France-KLM and Safran. For each of them, I was convinced of their importance for French and European sovereignty. I fully assume the patriotic economic dimension of these decisions.
Finally, we chose to engage in the media sector, which plays a key role in the quality of public debate and democratic life. We are present in regional daily press with La Provence and Corse Matin, and in national economic and general press with La Tribune and La Tribune Dimanche. We own RMC and BFM, two major players in continuous news. We have invested in M6 and Brut to contribute to the solidity and plurality of the French media landscape. This attachment to France is that of the CMA CGM group, but also that of my family. In the continuity of our recent commitments, I am pleased to announce today our entry into the capital of Pathé through an investment by our family holding. Alongside this great house of cinema, we wish to support its development, contribute to the influence of the French cultural exception, and bring together industrial families firmly rooted in the national economic fabric.
If CMA CGM has been able to develop this way and become an asset for France, its economy, and its sovereignty, it is also because we have been able to count on the State at our side. This support brings me to the heart of your work. I regret that in France, entrepreneurial successes are now tended to be opposed to those of the country, as if one came at the expense of the other. I have always been convinced that CMA CGM's successes are also successes for France. Europe counts among the four largest global maritime carriers that resist Asian competition: the Italian MSC, the Danish Maersk, CMA CGM, and the German Hapag-Lloyd. More and more great powers are today asserting their ambition to become major players in maritime transport — the United States, India, or Saudi Arabia. International competition is intensifying.
The competitiveness challenge is therefore central. The first pillar of this competitiveness is a stable and coherent fiscal framework. Regarding the tonnage tax, before discussing it, I would like to mention the aids the group receives, which amount in 2024 to approximately 75 million euros: 30 million euros for public service delegation for La Méridionale, which ensures the territorial service of Corsica from Marseille; 25 million euros in tax credits for our messagerie activities; 10 million euros in sectoral aid for maritime enterprises; and a little over one million euros for the written press and audiovisual media.
Regarding the tonnage tax, this mechanism is in force in most major maritime economies. It is essential for France to remain at the level of its competitors in terms of merchant fleet — the tonnage tax concerns 90% of the world fleet and the entirety of the European fleet. It is a taxation mode adapted to the particularities of maritime transport, marked by strong cyclicality. The tonnage tax is a strategic lever for the attractiveness of the French flag and competitiveness in our sector at the European level. This fiscal regime applies only to the group's maritime transport activities. Our logistics, port, and media activities, which represent 40% of our revenue, are subject to standard corporate tax like any large French group.
That said, in a context of strained public finances, it is legitimate for large French groups to take their share. That is why during last year's budget debates, it seemed important to me to contribute to the national recovery effort. CMA CGM will therefore pay in 2025 an exceptional additional contribution estimated at 500 million euros. This contribution must, however, remain exceptional. It is an indispensable condition to preserve France's competitiveness and attractiveness.
The second pillar is a structured maritime ecosystem sustained over time. Certain social charge exemptions for the maritime sector are now being questioned, yet they benefit the entire maritime sector, which represents more than 500,000 jobs in France. Added to this are training aids — not financial aids but just as strategic. To increase the number of ships under the French flag, we must first train seafarers. This is the central role of the École Supérieure Maritime, the ESM, which we must fully support. Today, the ESM trains about a hundred navigation officers per year, one-third of whom join CMA CGM. It is important to double the size of each class as provided by the maritime foundation by 2027.
Finally, we need a strategic state capable of thinking long-term and committing to the major industrial priorities of our sector. The first challenge is decarbonization. Maritime transport alone represents 3% of global greenhouse gas emissions. Aware of our responsibility, we have committed to achieving net zero by 2050. To get there, we have already invested 18 billion euros to green our fleet with vessels powered by liquefied natural gas, biomethanol, and other alternative fuels. We have also created PULSE, a 1-billion-euro investment fund, with 200 million euros entrusted to the BPI to accelerate the decarbonization of our sector.
But these efforts will not suffice if a European maritime biofuel industry does not structure itself in parallel. As was done for the aviation sector, we count on France and Europe to fully commit, notably by facilitating access to the European Innovation Fund. This question will be at the heart of debates during the United Nations Ocean Conference that France will host next June in Nice, and of which CMA CGM is proud to be a partner.
The second challenge is the rise of artificial intelligence. To stay ahead, we need clear support for research, whether fundamental or applied, and above all for talent training. France still trains some of the best engineers in the world. It is a competitive advantage to preserve. I believe in a European technological sovereignty anchored in France. That is why we chose to act concretely by supporting Hugging Face, the first European open-source AI laboratory based in France, to the tune of 100 million euros; by establishing a 100-million-euro strategic partnership with Mistral, our national champion, with which we are accelerating the group's transformation through AI; and by facilitating the establishment in Marseille of reference schools such as Albert School and École 42, installed in a former post office headquarters that we have entirely renovated.
Ladies and gentlemen senators, as you can see, the CMA CGM group will continue to tie its success to that of France, because we are a French group and proud to be. We love our country. We know what it has given us. We believe in France's capacity to move forward. I will continue to invest there as we always have. Allow me, in conclusion, to share two convictions that seem essential in the world we are going through. International trade remains a lever for dialogue and stability in the world, and France as well as Europe can count on CMA CGM to defend their interests and the values we share. I am at your disposal to answer your questions. Thank you.