Organisational structure

The organisational model adopted by the Group since January 2009 is based on three main requirements:

  1. distribution and allocation of responsibilities and authority between the managers working in the holding company and the ones in the production plants;
  2. grouping the units so as to enable the optimum use of resources and meet customer needs, differentiated by product and market, more efficiently and effectively;
  3. choosing the most appropriate mechanisms for integration and control, as well as the organisational culture best suited to ensuring the effective operation of the overall global structure.

This gives rise to the need to recompose the value creation processes into a unitary process, shifting the emphasis from individual activities to the overall flow, reconstructing the entire process and seeking to make it more streamlined and fluid, eliminating duplication.

The main lines of development of the new organisational model are based on four macro processes which are integrated with the final goal of meeting market needs.

  1. Industrial process characterised by a matrix organisation with two macro units, Operations (COO) and Technical support and engineering (CTO) with distinct objectives in terms of efficiency, optimisation and time to market.
  2. Management process for Strategic Business Areas (ASAs) and markets organised by line of business with distinct objectives in terms of efficiency, customer satisfaction, growth and profit margins.
  3. Central processes or central line functions (Global Functions) which oversee certain processes from the centre and ensure consistent integration between the industrial process and the management process for strategic business areas and markets.
  4. Corporate Strategic Service Centres which oversee and supervise support processes and staff. The organisational model therefore translates into an organisational structure, as shown below.

Sofidel Group organisational model

The industrial processes are overseen by the following organisational units:

  • Operations: ensures the development and dissemination throughout the group of best practices relating to the production process (Sofidel Manufacturing System) and the maximisation of production efficiency. The Operations manager is reported to by the Country Operations Manager who oversees the industrial process in the country in question.
  • Technical Support and Engineering: oversees the technical development of investments and engineering.

Marketing & Sales oversees the management processes for strategic business areas and markets organised into four lines of business: Brand, Private Label, Away-From-Home (AFH), Parent Reels. Each line of business is managed by the Line of Business department, responsible for the relevant sales process, marketing and customer satisfaction and organised by geographical area/region.

Global Functions comprise the following functions:

  • Supply Chain: oversees production planning and procurement of raw materials, management and guarantees traceability of raw materials and the finished product, organises transport services and minimises the relevant cost.
  • Purchasing: supervises the process for managing suppliers and the purchase of strategic raw materials (cellulose and pulp) with the aim of creating economic and financial opportunities and responding to strategic market needs.
  • Quality: responsible for proposing, disseminating and managing certifications, and ensuring quality as the Group develops and grows, with the aim of bringing satisfying products to market.
  • Business Improvement and Innovation: coordinates the process for development and integration of the businesses in Europe and the United States, and manages the Group’s research and development activities. The Strategic Service Centres include the following functions:
  • Finance: responsible for the administrative management of the Group, planning and control, credit management, Information & Communication Technology and Insurance;
  • Human Resources: responsible for personnel management, training, Group organisation, safety management and legal affairs.
  • Financial & Treasury: responsible for the Group’s financial management, treasury operations and relations with banks and other credit institutions.
  • Communication & CSR: responsible for the Group’s institutional communication, corporate sustainability and the development and improvement of Corporate Brand Equity.

Communications concerning organisational changes are made in compliance with the times and methods established by the individual national regulations or collective bargaining agreements applied.

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