Striding ahead towards 2030

Since then, we have defined specific projects for all five strategic initiatives. To mention just a few examples: we have acquired a glassworks in the Republic of Moldova to strengthen our business in Central and Eastern Europe (“Expand the Core”); we have reorganised the Technology and Production area as a central innovation driver, including the Innovation Centre at the Pöchlarn site in Austria (“Drive Innovation”); and we have centralised and digitalised a series of business processes such as purchasing and production planning (“Leader in Quality”). You can read about some more projects we are working on in this magazine.

Of course, Vetropack has not been left unscathed by the coronavirus pandemic that swept through the world in the last two years, so we have had to accept delays in some areas. On top of this, there is the Russian war of aggression against Ukraine – which is not only impacting our employees on the ground there, but is also affecting the Vetropack Group as a whole. 

Nevertheless, our new strategy has stood the test of these crisis years. Once again, our business model is proving to be robust and resilient. At the same time, our mature corporate culture gives Vetropack the agility we need to respond flexibly and prudently to unexpected challenges.

Not everything is controlled from headquarters

There is certainly no need for headquarters to be the only source of impetus for changes: in the process of setting up our new Italian site, we took a very deliberate decision to locate the Vetropack Group's Sustainability Officer in Boffalora sopra Ticino.

Since April 2022, Nicolas Lootens has played a key part in steering the development of our “Clearly Sustainable” strategic pillar: especially in such an energy-intensive sector as the glass industry, ecology is a crucial factor.