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IN DIALOG HEALTHY LIVING
in the industry and have been improving it since then. Sustainability is at the core of our strategy since our beginning. Do you manage by a strategic gap approach? What are the growth drivers you deploy to fill the gap? What difficulties and challenges do you face in this regard? First, we are in markets that continue to grow: rigid plastic containers are forecasted to continue to grow at a compounded annual growth of +/-2% year.
the entire life cycle of the product, and recycled PET outperforms across all dimensions.
serve our clients and the end consumer better!
What is the position of Logoplaste in company size, technology, global presence, cost leadership, etc., compared to global competitors? I have a huge respect for our competition, but on the other hand, I must state that we are different. We are a global Wall- to-Wall leader of rigid plastic packaging with unmatched flexibility, agility and time to market. We have a global reach and a diversified market. Our business is evenly split between Europe and the Americas. We play essentially in resilient and essential markets such as home care, personal care, food and dairy, rather than a generalist we are specialists in the markets we are in. I strongly believe that a company to survive and sustainably grow must have a strong sense of purpose and a social impact. At Logoplaste, we have the conviction that the more we can penetrate the market with a W2W approach, the better it is for the planet - less secondary packaging and lower C0 2 footprint. We
I remain positive about our future, but we need to rethink the way we operate.
In 2019, a leading retailer was exploring how to launch a curbside-delivery business; the plan stretched over 18 months. When the COVID-19 lockdown hit the United States, it went live in two days. Speed matters. During the current crisis, we have worked faster and better than we dreamed possible just a few months ago. We have engaged a transformation to digitalize the order to cash process and improve dramatically time to market with the goal to reduce it by 30% while maintaining agility and flexibility. Finally, we need to rethink the organization. All employees have a shared sense of purpose; they know what the company stands for, beyond shareholder value, and how to get things done right. We need to make clear who we are, how we work and how we grow. All of these initiatives have one goal:
Secondly, our W2W model is expected to gain market share in the coming years:
1) CPGs increased pressure to improve/ maintain margins opting for more cost-efficient packaging production models like W2W 2) Rise in transportation costs 3) Increased pressure and commitments to reduce carbon footprint.
In addition, PET and HDPE perform better than alternatives when comparing
CONNECTING COMPETENCE | ONE:21
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