Sacmi Sees Sales Growth in 2017, Plans for Reorganization in 2018 and Beyond
Sacmi’s Ceramics business (the group’s largest sector) grew 23% in the Italian market in 2017.
The 2017 financial statement for Sacmi Imola reportedly shows higher sales and an increased gross operating margin compared to 2016. Like its parent company, the group as a whole closed the year by improving on the previous year’s performance, with sales topping €1.4 billion (approximately $1.6 billion). The number of employees increased from 4,239 to 4,305, particularly in the local region where Sacmi has invested more heavily in new human resources, facilities and manufacturing units.
“The impressive results obtained in 2017 have been driven by the excellent performance of the Ceramics Division and Closures & Containers business unit,” said Paolo Mongardi, president of Sacmi Imola. “The former accounts for some 70% of volumes produced by Sacmi Imola: in 2017, upward growth accelerated again, generating significant results, higher than both the budget forecast and the final balance for 2016. Similarly, the Closures & Containers B.U. maintained the pattern of expansion, obtaining significant results and a strong customer portfolio in over 60 countries.”
Exports remain stable, accounting for 84% of total volume. In addition, the Ceramics business (the group’s largest sector) grew 23% in the Italian market. Beyond the performance of individual business sectors (non-Tile areas also continued to achieve record results, as did Special Pressing due to higher Powder Metallurgy sales), the year was characterized by the implementation of organizational, production and service solutions that respond to the requisites of Industry 4.0.
The year saw higher sales of the new Sacmi H.E.R.E. (Human Expertise for Reactive Engineering) supervisor, a platform designed to implement monitoring, diagnostics, and predictive maintenance services/solutions. With regard to internal affairs, the year was characterized by “the drawing up of a new governance model that takes into due consideration the group’s multi-business nature and the high technological content of its various sectors without neglecting the ongoing changes at system, economic, social, and cultural levels,” said Mongardi. “Designed and developed in 2017, this model has become an intrinsic part of the organizational set-up and, as of this year, paves the way for reorganization of all group companies and their greater involvement in the drawing up of the strategic business development plan.”
Another key focus of Sacmi’s strategy in 2017 was investment in training. “We’ve designed and published a new website called Sacmi Careers,” said Mongardi. “The latter aims to link the demand for skilled company workers with the worlds of education and university. Moreover, we’ve also strengthened the new Sacmi Innovation Lab project; in addition to working on the most cutting-edge 4.0 enabling technologies, the latter also has the task of training new staff so they’re ready to take up strategic positions within the company.”
For more information, visit www.sacmi.com.