• Redesign of the industrial set-up following the merger of three separate entities.
• Optimization of the new group’s supply chain.
• Cutting of excess costs post-merger and management of redundancy plan with trade unions.
• Implementation of an organic commercial strategy and review of market approach (sales organization, pricing, product mix).
• Provide a better economic-financial balance to a complex and still not integrated industrial group.
• Bring the new group born from the merger of the three industrial realities to be market leaders.
• Completion of the plant rationalization plan (from 8 to 3).
• Improvement of overall margins.
• Finalization of the cost saving plan (-15%).
