STRATEGY
BEYOND25
With this strategy plan Viscofan maintains the ambition to transform the Company in the same way as in the previous strategic plans.
ESTRATEGIA
BEYOND25
Con este plan estratégico, Viscofan mantiene la ambición de transformar la compañía al igual que en los planes estratégicos precedentes.
STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets.
STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. STRATEGY
MORE TO BE 2016-2020
In 2020 we strive to be an authentic global leader “THE CASING COMPANY”. But if we truly wish to become the global leader, we need to lead our main markets. |
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NEW STRATEGY PLAN
2025 TARGETS
25%
EBITDA margin in 2025
350Mn€
Capex in the period 2022-2025
NEW PURPOSE
Reshaping Food and wellbeing
We contribute to improving access to food around the world, and we can also help through nutrition and our knowledge the well-being of human being.
For many
We have always wanted to be relevant, to generate an impact, the more people can enjoy our products, services or solutions, the better for our purpose.
For long
We generate an impact that remains, a project for the future, a project that intends to be forever, for long. It is an impact for everyone, for life, for the well-being of all.
NEW ROUTE TO MARKET
Traditional Business
Includes cellulose, collagen and fibrous, in which Viscofan has a privileged position to continue taking advantage of growth opportunities and strengthening our leadership
New Business
Includes tubular plastics, packaging and third parties, new edible casings, functional solutions, nutra-medical-pharma products, as well as the diversification activity, in which Viscofan wants to leverage itself on know-how as a catalyst of innovations to expand to new markets with attractive growth trends in the area of food, well-being and health.
4 geographic divisions
To have greater market proximity and flexibility: Europe, Middle East and Africa (EMEA), North America (NAM), Asia Pacific (APAC) and South America (SAM), completed with a cross-cutting “New Business” division.
NUEVO PLAN ESTRATÉGICO
OBJETIVOS 2025
25%
Margen EBITDA en 2025
350Mn€
Capex en el periodo 2022-2025
NUEVO PROPÓSITO
Reshaping Food and wellbeing
Contribuimos a mejorar el acceso a los alimentos en todo el mundo, y también podemos ayudar a través de la nutrición y nuestro conocimiento al bienestar del ser humano.
For many
Siempre hemos querido ser relevantes, generar impacto, cuantas más personas puedan disfrutar de nuestros productos, servicios o soluciones, mejor para nuestro propósito.
For long
Generamos un impacto que queda, un proyecto de futuro, un proyecto que pretende ser para siempre, por mucho tiempo. Es un impacto para todos, para la vida, para el bienestar de todos.
NUEVA APROXIMACIÓN AL MERCADO
Negocio Tradicional
Incluye celulosa, colágeno y fibroso, en los que Viscofan tiene una posición privilegiada para seguir aprovechando las oportunidades de crecimiento y afianzando su liderazgo
Nuevos Negocios
Incluye plásticos tubulares, envases y terceros, nuevas envolturas comestibles, soluciones funcionales, productos nutra-médico-farmacéuticos, así como la actividad de diversificación, en la que Viscofan quiere apalancarse en el know-how como catalizador de innovaciones para expandirse a nuevos mercados con atractivas tendencias de crecimiento en el área de alimentación, bienestar y salud.
4 divisiones geográficas
Para tener mayor proximidad y flexibilidad al mercado: Europa, Oriente Medio y África (EMEA), Norteamérica (NAM), Asia Pacífico (APAC) y Sudamérica (SAM), completada con una división transversal de “Nuevos Negocios”.
4 Strategic Pillars
We work on a day-to-day basis but with the aim of generating an impact that remains. A project for a sustainable future. That is why sustainability is a new transversal strategic pillar in the company that joins the traditional pillars of service, cost and technology.
LEARN MORE ON SUSTAINABILITY
4 Pilares Estratégicos
Trabajamos a dirario pero con el objetivo de generar un impacto que quede. Un proyecto para un futuro sostenible. Es por ello que la sostentabilidad es un nuevo pilar estratégico transversal en la compañía que se une a los pilares tradicionales de servicio, coste y tecnología.
APRENDE MÁS SOBRE LA SOSTENIBILIDAD PARA VISCOFAN
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