Our Value Chain


Our identity

Thermador Groupe gathers a set of equipment and materials distribution companies for fluid circulation in building and industry and heavy tooling for retail and professionals. Our customers are wholesalers of heating and sanitary equipment, pumps, valves, industrial supplies, manufacturers and all those involved in the DIY sector.
Our group builds its growth by respecting its staff, shareholders, customers, suppliers, other stakeholders and the environment.
The group’s values are trust, transparency, simplicity and conviviality in human relations.
These values are represented in our relations with all our stakeholders (employees, shareholders, customers, suppliers, etc.).

Our values

The future value of the group is in the hands of the management and their people in each of the subsidiaries.

No director, manager or supervisor is alone in Thermador Groupe. Each can exchange with his or her peers within inter-subsidiary workgroups. This is particularly true in the area of human resources, and the sharing of good practices seems to us a very effective method to help everyone grow and ensure overall cohesion.

Sharing good practices in the human resources field.

However, there is no group HR. Within each of the group’s companies, each subsidiary CEO and each local manager must assume full responsibility for their teams.
It all starts with recruitment, a complex art that we approach with humility and simplicity. Our conclusion is that collegial decisions seem the most reliable.
The induction of new people within the subsidiaries requires structured training and time. We think that it takes a new employee one year to acquire minimum independence and efficiency. This explains why it is impossible to suddenly adjust staff structure to changes in the marketplace. We need to anticipate and act with confidence.
Throughout people’s careers, we try to allow everybody to develop their talents according to their own merits and capabilities. We cultivate virtues of exemplarity, transparency, respect and a fair share of profits from our work.

The choice of proximity with our employees.

Our management teams are clearly responsible for the quality of the labour relations in our companies, and we promote care, conviviality, simplicity and serenity. To this end, our minimalist organisational structure, limited to four hierarchical levels, promotes proximity between managers and all employees of the group.
‘Communication from management was very fluid throughout the period, because of a tight organisation chart and natural proximity between managers and subordinates. The crisis was well managed, the whole team was committed to customer satisfaction and constantly reacting to keep up with demand.’ *

Very short reporting chains.

However, this proximity is no longer sufficient to gather all ideas, comments, suggestions and sources of discontent from the men and women who work in each of our subsidiaries. It is for this reason that in 2017 we decided to send them a questionnaire entitled ‘Employee survey on the quality of life at work’. They obviously bought into this new form of expression, given that the response rate was 94%!
This ‘barometer of the quality of life at work’ survey will concern all employees in 2021, including those of recently-acquired subsidiaries: Ets Edouard Rousseau, Distrilabo and Thermacome.
We think this helps us to gather behind us staff who are committed, confident, efficient and generally loyal.
When a departure seems inevitable, we attempt to be as fair as possible.

Focus on exemplary behaviour and transparency.

All this allows us to be very demanding at every level of the company, and indeed requires us to be so for the benefit of the group.
With the acquisition of 9 companies and one business since 2015, we now face the challenge of opening up to other corporate cultures whilst progressively disseminating our key values. Those values must continue over time and represent the cornerstone of our group.

* Testimonial of Jacques Schiele (Head of the motorised valve assembly workshop at Sectoriel) made following the COVID-19 crisis (see letter to shareholders n°100 available on our website).

Our business model


The resources we require

961 Finished product suppliers
Our industrial manufacturers with wellorganised, reliable factories.
Suppliers from the maritime and road
transport sectors (31 road transporters).

99,019 m² of storage space.
Functional logistics warehouses meeting
regulatory standards.
Water, electricity and gas to heat and run
our warehouses.
Our team of 668 men and women.
A high-performance information system
customised to our professions.
34,324 partner-customers.
Financial resources.
Diluted shareholding.


Which professions are involved? And for what purpose?

Our strategy is to achieve growth whilst respecting staff, shareholders, customers, suppliers, other stakeholders and the environment.
We distribute finished products allowing the circulation of fluids in buildings and industry, products in the field of domestic pumps and heavy tooling.
Our subsidiaries provide an interface between a large number of industrialists and wholesalers, DIY superstores, factories, swimming pool professionals, e-commerce sites and marketplaces. We also provide advice to our customers for the use of our products.


And with what results?

Turnover of €395.5m up 7.2%.
60,000,000 products sold in France and abroad.
69 more employees.
A high-quality logistics department with 43,024 tonnes shipped.
Development of eco-responsible products in our product ranges.
85% recycling of non-industrial waste.
65% of electricity from renewable sources.
Financial contribution to waste collection channels generated by the products we sell.


We visit our production sites ourselves, and check that our suppliers’ employees are well treated.


The future value of the group is in the hands of the management and their people in each of the subsidiaries


Permanent contracts

Training hours

Years' service


Universal Registration Document 2020