Nexans completes the sale of Lynxeo to Latour Capital
Christopher Guérin, Chief Executive Officer of Nexans said: ' The closing of the transaction marks a pivotal milestone in our electrification journey. It will streamline our operations and ensure efficient resource allocation. Our long-term vision for sustainable growth and leadership in the electrification ecosystem starts now.Under Latour Capital's expert guidance, Lynxeo's future will shine brightly. Their wealth of experience and strategic insight will undoubtedly catalyze Lynxeo's growth and innovation.'
About Latour Capital
Latour Capital is an independent French asset management company with an entrepreneurial culture and extensive operational experience. With €4bn under management and a team of thirty professionals, Latour is positioned as an active investor, working closely with the management of its portfolio companies.
Focusing on companies with strong growth potential in France and abroad, Latour Capital benefits from the strategic vision of its two active founding partners, Cédric Bannel (founder of Caradisiac.com, among others) and Philippe Léoni (Chairman and CEO of the Spir group for 13 years and co-founder of Leboncoin website, among others), who have brought together a team of Partners with solid operational experience. Latour Capital thus highlights the specialised expertise of its team, with 50% of its partnership now made up of former managers, contributing to the development and growth of its portfolio companies.
For more information: http://www.latour-capital.com
About Nexans
For over a century, Nexans has played a crucial role in the electrification of the planet and is committed to electrifying the future. With approximately 28,500 people in 41 countries, the Group is paving the way to a new world of safe, sustainable and decarbonized electricity that is accessible to everyone. In 2024, Nexans generated €7.1 billion in standard sales. The Group is a leader in the design and manufacturing of cable systems and services across four main business areas: PWR-Transmission, PWR-Grid, PWR-Connect and Industry & Solutions. Nexans was the first company in its industry to create a Foundation supporting sustainable initiatives, bringing access to energy to disadvantaged communities worldwide. The Group is recognized on the CDP Climate Change A List as a global leader on climate action and has committed to Net-Zero emissions by 2050 aligned with the Science Based Targets initiative (SBTi).
Nexans. Electrifythefuture.
Nexans is listed on Euronext Paris, compartment A. For more information, please visit www.nexans.com
Contacts:
Investor relations
Audrey Bourgeois
Tel.: +33 (0)1 78 15 00 43
[email protected]
Communication
Mael Evin (Havas Paris)
Tel. : +33 (0)6 44 12 14 91
[email protected]
Olivier Daban
Tel. : +33 6 75 02 20 73
[email protected]
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Using AI responsibly to strengthen human relationships Agentic and conversational AI can reduce friction in service, underwriting, and operations. The test of good use is simple. Does it measurably improve outcomes for customers, staff, and the regulator at the same time? High value applications include triaging service requests, pre‑populating forms, flagging affordability concerns early, and guiding agents with next‑best actions that are explainable. Guardrails are essential. Models should be trained on quality data, monitored for bias and drift, and wrapped in clear accountability so that customers always know when they are speaking to a human and when they are not. AI should never replace the judgement required in hardship or complaint handling. Instead, it should free expert people to spend more time where empathy and discretion are decisive. ESG as a stabiliser, not a slogan In retail banking, ESG becomes practical when it reduces risk and improves access, rather than appearing as a marketing layer. Three applications stand out. Environmental. Support households with energy efficiency financing and advice. These programmes reduce bills and credit risk while advancing national targets. Social. Design inclusive products with transparent pricing, fair fees, and tailored support for customers in vulnerable circumstances. Track the outcomes, not just the inputs. Governance. Strengthen model risk management, data ethics, and complaints learning. This is how boards show that culture and conduct are embedded rather than asserted. The commercial effect is durable books, lower impairments, and stronger reputation in communities that banks seek to serve for decades. Talent, culture, and measurement Resilient institutions invest in two capabilities that are often treated as soft issues. The first is frontline capability. Complex regulation and digital change have been intense for staff. Ongoing credentialing, simple policy guides, and modern knowledge tools reduce error and improve confidence. When colleagues are clear on the why behind decisions, they deliver better how at the point of service. The second is measurement that matters. Leaders should track a short set of indicators that connect customer experience, operational resilience, and financial performance. Examples include successful first contact resolution, the proportion of important services that meet impact tolerances, time to detect and recover from issues, quality of vulnerability interventions, and staff proficiency in critical processes. These are better predictors of sustainable returns than vanity metrics. A practical framework for UK retail leaders A simple framework helps convert intention into execution. Stabilise the core. Complete a refresh of important business services, impact tolerances, and playbooks. Reduce single points of failure in payments, cash access, and customer authentication. De‑risk the change portfolio. Sequence core replacement, cloud migrations, and AI pilots against resilience priorities. Fewer projects done well beat many projects done poorly. Modernise the debt and savings journey. Provide early nudges and options for customers under pressure. Make saving simple and visible. Small design improvements compound across millions of interactions. Hard‑wire inclusion. Build accessible design into mobile journeys. Provide alternative formats and additional care routes without stigma. Train staff on vulnerability signals and escalation. Strengthen third‑party oversight. Increase transparency of performance and concentration. Rehearse exit plans and ensure data portability is real, not theoretical. Invest in people. Equip frontline and operations teams with better tools and coaching. Celebrate error reporting and curiosity. Culture is the cheapest and most powerful resilience technology. The opportunity in uncertainty Resilience does not mean standing still. It means building a platform where innovation can be trusted. If UK retail banks apply disciplined operational design, respectful use of AI, and a hybrid service model that brings people closer to the advice they need, they will emerge stronger than before. The prize is not only fewer incidents or findings. It is a step change in customer confidence that compounds into growth. Dr. Gulzar Singh is Senior Fellow - Banking and Strategy & CEO of Phoenix Empire Ltd "Resilient retail banking in the UK: building future‑proof institutions amid economic uncertainty" was originally created and published by Retail Banker International, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. 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