Download the file. - Groupe Seb

More documents

Recommendations

Info

In a highly competitive environment, Groupe SEB cuts an atypical industrial figure. With more than 70% of its products still manufactured in its own factories, the Group defies market laws, in which sub-contracting has become the general rule. This winning strategy enables the Group to maintain, or even reinforce, its lead over its competitors, whilst ensuring that it remains competitive. ENCOURAGING INDUSTRIAL FLEXIBILITY An industrial balance Still widely established in France, the Group has been able to find the right balance between its various production sites to fulfil economic requirements, as well as organisational and human constraints. To that end, it relies on a very well defined industrial policy. In mature markets, where labour costs are high, the Group responds with innovation. In Europe and the United States, the Group has set up centres of expertise in which specific skills add value to the product offer and provide a technological barrier against competitors, which is vital for keeping our sites going in the long-term. In addition, for major products with a high level of process automation, the Group relies on economies of scale, enabling it to maintain or increase its competitiveness. At the same time, the Group has several production sites in South America and in Asia, which provide a response to an economic and geographic reality. These factories are traditionally multi-product and benefit from being ideally situated to serve neighbouring markets in the best possible way. These production sites also provide the Group with competitive leverage for products with lower added value - but for which we want to maintain internal control - and with local skills for certain products with specific technologies. Finally, wherever it deems necessary, the Group calls upon product sub-contractors in a targeted way. This is particularly the case for basic products with a low technological content or to accelerate our growth in markets that are not very open to imports. 30 Business and Sustainable Development Report 2011
Strategy 31 Competitiveness Rapid development Over the past few years, the industrial profile of the Group has changed enormously. At the end of 2011, the Group had 29 factories, including: - 2 Imusa factories in Colombia since March; - 2 factories in Vietnam since the acquisition of Asia Fan in May; - 1 site in Northern India, from the acquisition of Maharaja Whiteline at the end of December. This international progress represents a tremendous opportunity for development for the Group. Within this context, the Group ensures the coordination of international expertise by encouraging contact between teams and the passing on of knowledge and skills. Sharing experiences At the same time, the Group depends on new methods of industrial management. The OPS (Operation Performance SEB) program has been set up to increase current and future production site competitiveness through permanent improvement of industrial performance... by aiming for excellence. This is a program with a very wide spectrum, which relies on the commitment of employees throughout the entire production cycle. Everyone is required to identify problems, suggest improvements, get involved in implementing solutions and pass on good practices to the rest of the Group. SHARING AND CAPITALISING ON EXPERIENCES WORLDWIDE TO INCREASE COMPETITIVENESS "The 12 production sites for the cookware business unit (9 of which are outside France) all have something in common - high-tech manufacturing procedures in very diverse areas such as metal working, surface preparation, the application of coatings and assembly and finishing operations. The Rumilly site with its 45 million products per year and its highly automated processes is a recognised centre of expertise for non-stick frying pans and saucepans. This recognised expertise can naturally be exported to other international sites in the business unit as part of our continuous development of new synergies and reinforcement of our expertise, allowing us to improve our power of innovation and industrial competitiveness all the time.” François Muller, Director of Industrial Operations, Cookware
Page 1 and 2: 360° ourvision
Page 3 and 4: .. . -MAHARAJA- WHI TEL INE
Page 5 and 6: Governance 01 A Group with a LONG-T
Page 7 and 8: Governance 03 How is 2012 looking s
Page 9 and 10: Governance 05 Active committees The
Page 11 and 12: Governance 07 Chairman and CEO Thie
Page 13 and 14: Governance 09 |Capital at 31/12/201
Page 15 and 16: Governance 11 New corporate and fin
Page 17 and 18: Strategy 13 CONQUERING new horizons
Page 19: Strategy 15 Two-tiered consumer spe
Page 22 and 23: All-Clad, Lagostina et Krups, posit
Page 24 and 25: Innovation is a central element of
Page 26 and 27: FUNCTIONAL DESIGN "Our collaborativ
Page 28 and 29: For us to stay in tune with markets
Page 30 and 31: Like innovation, international expa
Page 33: Strategy 29 Competitiveness Going b
Page 37 and 38: Strategy 33 Competitiveness Permane
Page 39: Strategy 35 Competitiveness Support
Page 42 and 43: MAJOR SOCIAL AND CULTURAL TRENDS Le
Page 44 and 45: Europe A brand is reborn The reintr
Page 46 and 47: 1 MILLION PEOPLE TOOK PART IN THE S
Page 48 and 49: United States A famous chef Emeril
Page 50 and 51: Colombia Imusa launches kitchen ele
Page 52 and 53: Japan T-fal extends its kettle rang
Page 54 and 55: Russia The success of mincers In Ru
Page 56 and 57: FIVE PRIORITY AREAS p. 54 ACTION PL
Page 58 and 59: Each company defines its own sustai
Page 60 and 61: 2011 ACTION PLAN CHALLENGES Enforci
Page 62 and 63: In order to ensure that its ethical
Page 64 and 65: Groupe SEB employees are spread acr
Page 66 and 67: Diversity - a proactive approach As
Page 68 and 69: MAKING PROGRESS THROUGH TRAINING IS
Page 70 and 71: Baking class to help senior citizen
Page 72 and 73: Promoting diversity and equal oppor
Page 74 and 75: Consumer satisfaction is Groupe SEB
Page 76 and 77: At Groupe SEB, respect for the envi
Page 78 and 79: FINANCIAL OVERVIEW p. 76 SOCIAL OVE
Page 80 and 81: |Change in sales over 5 yeas Consol
Page 82 and 83: CONSOLIDATED INCOME STATEMENT In
Page 84 and 85:
This information does not include A
Page 86 and 87:
Transport-related CO 2 emissions Th
Page 88 and 89:
ACCIDENT FREQUENCY RATE: Number of
Page 90:
Groupe SEB Les 4 M - chemin du Peti
show all

Download the file. - Groupe Seb

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?