Mauser Packaging Solutions’ Post

Reflecting on our Q1 2024 financial results, I want to extend my heartfelt thanks to each member of the Sappi team for your outstanding contributions to our positive results, which showcase resilience and progress in the face of economic challenges in Europe. The solid EBITDA is a clear result of our strategic focus and operational optimisation efforts. We have improved from the lows of the prior quarter, as sales volumes increased and year-on-year cost savings were achieved. While graphic paper sales volumes increased, underlying demand remained weak, providing further evidence that our decision to reduce capacity is correct for Sappi Europe’s long-term sustainable future. Unfortunately market conditions for packaging and speciality papers remained challenging due to the macro-economic conditions we are still facing. Despite ongoing headwinds in European markets, we remain focused on delivering against our plans and optimistic about the future. We are more than ever dedicated to provide growth and value for all our stakeholders. Please view our full results here: https://lnkd.in/eavGTMVA #SappiFinancialResults #SappiQ1Results

I visited DI Gasell Next Level in Stockholm today, where we were able to take part in practical advice from successful winners and partners such as Peter Hellgren, Shervin Razani, Pernilla Ramslöv, KONRAD BERGSTRÖM, Caroline Strand interviewed by Andreas Johansson and Linnea Bolter. Has anyone asked themselves whether DI Gasell is a Gasell company itself? I suspect it is, without having all the figures on the table. But let's take a look at the criteria: Net sales: I guess that DI Gasell has sales of around 25 million sek, which is above the 10 msek limit. Employees: I think that they probably have at least 10 employees, which meets the requirement. Growth: Doubling sales over a four-year period may be challenging for DI Gasell. Instead, we can look at other growth metrics, for instance 68% increase in interest over the past four years, shown by search data from MyTelescope, is impressive and indicates strong growth. Overall, even though DI does not meet all the criteria to be classified as a Gasell company in the strict sense, they show clear signs of growth and success. Their concept has been established for 25 years and continues to attract great interest. While Dagens Industri cannot formally call itself a Gasell company, they undoubtedly deserve recognition for their successful business and contribution to Swedish business.

The implementation of a supply chain digitization platform is taking good shape at SWM International! Our Supply Chain Director Giuliano Scilio will share his experience with Elemica' s representatives on October 25th at #ReuterssupplychainEurope event in Brussels. Together they will present the different steps and key learnings to the audience looking at more efficient supply chain processes. Read the article related to this topic on SWM website: https://lnkd.in/eU3kqfEx #SWM #Elemica #digitization #efficiency #supplychain

The Cavioni-Fustitalia plant, a Volta71 Group company, is located in Zibido San Giacomo, a municipality in the metropolitan city of Milan located south of the Lombard capital. The company was founded in 1998 through the merger of two companies already present in the area, both of which specialized in the production of metal packaging: a unification that took place 7 years after the Pagani family acquired full control of Cavioni Imballaggi S.r.l. In 2007 Cavioni Fustitalia obtains Quality Assurance System certification in accordance with UNI EN ISO 9001:2000. Commitment, passion, innovation and quality, as well as the improvement of machinery, have enabled the company to develop and adapt to the constant changes in the market: an example of this is the recently installed SABATIER line, which has allowed us to double the production of 155 diameter cans! #CavioniFustitalia #GruppoVolta71 #ItalianManufacturers #PackagingIndustry #BusinessGrowth

In today's competitive business landscape, diversifying sourcing strategies is not just advantageous—it's imperative. Mexico stands out with its rich manufacturing history and diverse industries ready to partner with global businesses. Read our latest blog post on the opportunities and strategies for sourcing in Mexico. For businesses aiming to penetrate this promising market, partnering with NAPS can make all the difference. https://lnkd.in/g39242z6

You can read the interview with Steffen Froch from VDMA about ACHEMA 2024 here:

Celebrate a decade of Vempire success! Explore the journey, growth, and drive that shaped our empire over the past 10 years. Dive into the story on our website's blog today! https://lnkd.in/gC3QjAiA

To get a better understanding of how Tautona Holdings aims to leverage off their experience in the JSE Enterprise Acceleration Programme, watch the video below with Lerato Thabede, Chief Operations Officer at Tautona Holdings.

In 2023, SYZYGY GROUP increase sales by 2% to EUR 71.7 million with an operating EBIT margin of around 7%, goodwill write-downs of EUR 4.7 million. 🗣️ Our CTO, Frank Ladner says about the provisional figures: “Following implementation of the restructuring measures in the strategy consultancy division, the SYZYGY GROUP is very well positioned as we enter the 2024 financial year. Due to ongoing strong demand for our services in the digital experiences space, we expect to maintain our previous level of sales in 2024, despite a recession in Germany, combined with significantly improved profitability.,” ➡️ You find the press release with all the details on our website:  German: https://lnkd.in/eJ6yJCQt English: https://lnkd.in/efg3UVnG 📅 The full results for 2023 will be published on March 28. #SYZGYGROUP #Digitalthatmakesadifference #DigitalExperience

Culture / Identity differences destroy value at M&A! Insightful presentations by Christine Ramskov Löwke, Matias Teglgaard Caldera and Anne-Mette Højland Jensen -- and good discussions at Alantra/IDna's morning seminar. Practitioners and academics agree that culture/identity is a challenge and a reason why many deals fail to deliver the anticipated value. Thinking out loud here, the process to go about it, could be along these lines: 1️⃣ Be clear on the rationale for the deal. Are you buying volume, capabilities, customers, technologies, processes or ...? 2️⃣ Map the culture / identity of the target and understand differences vis-a-vis acquirers' culture/identity. 3️⃣ Determine if these culture/identity traits are value drivers. Hence something that must be protected / nourished. Assign monetary value to these traits. 4️⃣ Decide if/what we want to keep/maintain and be clear about how to protect/nurture these traits. 5️⃣ Feed assigned monetary value and associated risk into the overall valuation of the target. 6️⃣ Incorporate the protection / nurturing of the traits into the PMI plan. ... and all to happen before signing. Assigning a value to the cultural/identity traits can be tricky. Is using IDna Group's "Identity Compass" a way to ensure a structured approach? Any thoughts / reflections?