CASTEL GROUP : Disputed by the Family, the Chief Executive Remains in Office for Now

(LVDE) — The battle for control of the Castel Group continues unabated. Meeting in Singapore, the holding company’s board of directors ultimately decided to keep Grégory Clerc in his position as Chief Executive Officer, despite the open hostility of the founding family. This governance crisis is causing concern even within the group’s African subsidiaries, where the economic stakes are considerable.

In Singapore, the strategic headquarters of the holding company that oversees the Castel empire, the atmosphere remained tense following the extraordinary board meeting held on January 8. The meeting was expected to decide the fate of Grégory Clerc, in office since 2023, but ended in a stalemate. Challenged by the Castel family, the executive is, for the time being, retaining his position, much to the displeasure of the heirs, who publicly denounce what they describe as a blocked process. In a strongly worded statement, they claim that the vast majority of shareholders had voted for his departure, alleging tactics designed to delay the outcome.

The crisis, widely discussed in Europe, goes beyond a simple internal dispute. In Africa, where the group has a strong presence, the situation is being closely watched. Castel controls major subsidiaries there, including Boissons du Cameroun in Douala, Solibra in Côte d’Ivoire, and SFBT in Tunisia. These entities are not merely commercial brands: they structure entire value chains, employ thousands of people, and make a significant contribution to the tax revenues of several countries.

For now, day-to-day operations appear unaffected. Factories are running, markets are being supplied, and teams continue to pursue their objectives. Behind the scenes, however, concern is growing. Major decisions—industrial investments, capacity expansions, acquisitions—remain heavily dependent on head office arbitration. Weakened governance could slow these strategic choices in an environment where international competition is becoming increasingly aggressive.

Some signals are already raising questions. In Douala, a recent board meeting of the local subsidiary took place without the presence of historical figures of the group’s governance, fueling speculation. At the same time, Grégory Clerc has been stepping up visits to subsidiaries to reassure partners and employees—a move seen by his supporters as a show of proximity, but interpreted by the family as an attempt to consolidate personal power.

The CEO points to his track record to justify his legitimacy. He cites acquisitions completed in 2025, the opening of a distillery in Congo, the strong performance of African subsidiaries, and a reported increase in sales of more than 6.5% across the continent. He attributes these results to collective commitment and argues that they underpin an ambition of continuity and innovation for 2026.

The family, however, disputes this assessment. They criticize what they see as an excessive concentration of power, overly top-down governance, and decisions taken without consultation, contrary to the group’s historical spirit. These criticisms are echoed by some former executives, who openly advocate for a return of the family to the heart of the group’s strategy.

A new extraordinary general meeting has been announced, though no timetable has been set. Until then, uncertainty remains. For many African governments, social partners, and economic stakeholders, the issue goes beyond the fate of one man: it concerns the stability of a group considered an industrial pillar. At a time when several countries are focusing on economic sovereignty and the strength of their national champions, a prolonged crisis at the top of Castel could leave lasting repercussions.

Esther Grace