DOCSLIB.ORG

Annual Report 2010 Annual Report 2010 111.04.11 08:32 1

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2010 Annual Report 2010 111.04.11 08:32 1 Annual report 2010 Annual report 2010 Bobst Group SA P.O. Box CH-1001 Lausanne Switzerland Tel. +41 21 621 21 11 Fax +41 21 621 20 70 www.bobstgroup.com Investor Relations: Tel. +41 21 621 25 60 Fax +41 21 621 20 69 E-mail: [email protected] SIX SWISS EXCHANGE: BOBNN or 1268465 ISIN: CH0012684657 SIX Telekurs: BOBNN,4 or 1268465,4 Bloomberg: BOBNN SW press equity press enter Reuters: BOBNN.S Disclosure of shareholdings: Bobst Group SA Share Register P.O. Box CH-1001 Lausanne Switzerland Fax +41 21 621 20 37 Bobst Group This cover was hot foil stamped and embossed on a Bobst Expertfoil® 104 FR Autoplaten® press. CCOUVERTURE_BOBST_SWP.inddOUVERTURE_BOBST_SWP.indd 1 111.04.111.04.11 008:328:32 Bobst Group Worldwide leading supplier of equipment and services to packaging manufacturers in the folding carton, corrugated board and flexible materials industries. The actors of the packaging market: from equipment to final consumer Bobst Group Customers of Bobst Group Packaging users Distributors, final consumer Equipment and services supplier Packaging manufacturers Producers of industrial for printing, cutting, folding, folding carton, corrugated and consumer goods. gluing and other processes board, flexible materials. related to packaging manufacturing in folding carton, corrugated board and flexible materials. 1 Key data In million CHF Sales Operating result Net result 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 2000 200 180 1000 0 0 0 -200 -180 1'603.7 1'743.6 1'633.2 1'055.5 1'280.2 120.1 188.1 86.0 -175.2 61.3 103.3 138.1 55.9 -160.7 49.3 7.5% 10.8% 5.3% -16.6% 4.8% 6.4% 7.9% 3.4% -15.2% 3.9% at average exchange rates, current year. as % of sales. as % of sales. Net cash/Net debt Capital expenditures Shareholders’ equity 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 300 100 1000 0 50 500 -300 0 0 -45.3 248.5 -149.7 -174.8 -163.3 23.9 32.2 40.2 26.1 56.8 924.5 1'035.1 725.2 577.8 577.7 Number of employees Market capitalization Earnings per share in CHF 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 2006 2007 2008 2009 2010 6000 2000 10 3000 1000 0 0 0 -10 5'267 5'428 5'939 5'488 5'121 1'187 1'597 565 668 766 5.67 7.59 3.26 -9.73 2.98 as of 31 December. 2 Bobst Group Annual report 2010 Key data Evolution over five years In million CHF Balance sheet (before appropriation of available earnings) 2008 2010 2009 (restated) 2007 2006 Assets Non-current assets 645.8 39% 592.6 34% 598.5 35% 608.1 28% 736.3 35% Current assets 997.6 61% 1'160.1 66% 1'093.4 65% 1'562.8 72% 1'371.1 65% 1'643.4 100% 1'752.7 100% 1'691.9 100% 2'170.9 100% 2'107.4 100% Liabilities Equity 577.7 35% 577.8 33% 725.2 43% 1'035.1 48% 924.5 44% Non-current liabilities 508.2 31% 629.4 36% 433.7 26% 319.5 15% 559.3 26% Current liabilities 557.5 34% 545.5 31% 533.0 31% 816.3 37% 623.6 30% 1'643.4 100% 1'752.7 100% 1'691.9 100% 2'170.9 100% 2'107.4 100% Results 2010 2009 2008 2007 2006 Sales 1'280.2 1'055.5 1'633.2 1'743.6 1'603.7 Operating result 61.3 -175.2 86.0 188.1 120.1 In % of sales 4.8% -16.6% 5.3% 10.8% 7.5% Net result 49.3 -160.7 55.9 138.1 103.3 In % of sales 3.9% -15.2% 3.4% 7.9% 6.4% In % of equity 8.5% -27.8% 7.7% 13.3% 11.2% Share income Share price at the end of the year 43.0 37.5 31.8 80.7 60.0 EPS (note 12) 2.98 -9.73 3.26 7.59 5.67 Price-earnings ratio 14.4 -3.9 9.7 10.6 10.6 Dividend paid: – total, in million CHF 0.0* 0.0 0.0 69.3 37.6 – payout ratio 0.0%* 0.0% 0.0% 50.2% 36.4% – dividend yield 0.0%* 0.0% 0.0% 4.3% 3.2% Number of employees 5'121 5'488 5'939 5'428 5'267 % change compared with previous year -6.7% -7.6% 9.4% 3.1% 5.7% * As per proposal for the appropriation for available earnings (note 29). 3 Contents 5 Letter to our shareholders 8 Anticipate, develop, deliver 14 Mission & vision 16 Strategy 18 Organization 20 Global network 22 Business Unit Sheet-fed 26 Business Unit Web-fed 30 Business Unit Services 34 Sustainability report 42 Corporate governance 58 Milestones of the Group 61 Financial statements 65 Consolidated financial statements 121 Bobst Group SA, statutory accounts 4 Bobst Group Annual report 2010 Contents Letter to our shareholders 2010 marked the return of growth and to a major improvement in profitability. After a difficult year 2009, ending for the first time ever with an operating loss and a large volume decline, we had no alternative but to lead the Group through major changes. Our efforts resulted in a consolidated turnover of CHF 1'280 million, or +21% compared to 2009, and an operating profit of CHF 61.3 million or, on a like for like basis (underlying), a loss of CHF 4.3 million. The Group’s net profit reached CHF 49.3 million or, on a like for like basis (underlying), a loss of CHF 1.8 million, compared to an operating loss of CHF 175.2 million, a net loss of 160.7 million, and a volume decline of 35.4% in 2009. We put all our energy into achieving this successful turnaround. Having started 2010 with a weak backlog, we were helped by a steady increase in order entries during the first semester. Since January 1, 2010, the Group has operated with three Business Units – Sheet-fed, Web-fed and Services. The consolidated turnover of CHF 1'280 million includes the following elements: – an organic growth of CHF 298 million; – the change in the scope of consolidation with a negative impact on sales of CHF 13 million with the sale, in October, of Atlas Converting Equipment Ltd in Bedford/UK and its brands Atlas and Titan; – the negative exchange rate evolution of the Euro, the Dollar and the Pound which put a huge pressure on our Group with a negative impact on sales of CHF 60 million. The folding carton, corrugated board and flexible material industries contributed to the growth in turnover as they recovered from the 2009 crisis. The Business Unit Sheet-fed gained 31% versus 2009, while the Business Unit Web-fed increased by 23%, and the Business Unit Services improved by 6.4%. However, the extreme exchange rate fluctuations which started in July 2010 had a considerable impact on the growth of our turnover and profitability, resulting in price pressure as our competitors fought to keep market share. In 2010, the economic climate has improved globally although the recovery rate was slower than expected. In our markets the investment mood remained volatile and governments were not giving clear signals as to whether they would continue to support the economy. North America has shown strong signs of recovery, while the economic climate was very unbalanced throughout Europe. The growth rate in emerging countries has not compensated the volume reduction in industrialized countries. The operational excellence program, which is part of the “Group Transformation Program”, focused on several aspects: – sales and services activities; – streamlining of development activities; – lean production and right sizing of production footprint or, creating more value for customers with fewer resources; – back office and the rollout of common enterprise resource planning (ERP) system. Although priorities and volume growth slowed down the pace of savings, the major transformation programs we have been pursuing in 2010 are going well. We must, however, keep the momentum and continue to look for additional savings and areas where we can improve our profitability. To achieve this objective, we have developed a Group project management approach to ensure the adequate allocation of resources and priorities, to better focus our efforts, to maximize impact, and to provide clear accountabilities to management. This should allow us in 2011 to reach the target set at the beginning of the program. Knowing that exchange rates will remain quite volatile in the future, it is essential that we continue our Group transformation. 5 Some major events marked 2010. In March, the Board of Directors agreed to invest CHF 180 million in project TEAM (“Tous Ensemble à Mex”, e.g. the move from Prilly to new premises in Mex). In September, the official inauguration of the extension works offered a concrete view of what was still a dream or an abstract idea in the mind of many people. This project, once completed, will be the symbol of Bobst Group technological leadership and a strong motivator for our employees. Our aspiration is to develop a passion for excellence in a highly efficient work environment, fully integrated in a splendid region and respectful of the surrounding nature and of our ecological values. TEAM is deeply linked to project PHOENIX (lean organization in everything we do) whose objectives are to: – systematically eliminate waste from the date we receive the customer order until the equipment is delivered, accepted and paid for; – introduce the lean production concept and have it adopted by all departments; – maximize customer satisfaction by focusing all our efforts on reducing total lead time.
Load more

Recommended publications
  • Annual Profile 2019 Bobst Group SA GUIDED by KEY FIGURES INNOVATION
    LEADING INNOVATION Annual Profile 2019 Bobst Group SA GUIDED BY KEY FIGURES INNOVATION BOBST has been continuing its quest for In million CHF 2 018 2 017 2 016 2 015 Assets Non-current assets 501.9 29% 451.3 28% 413.0 29% 419.7 31% innovation and excellence for over 125 years. Current assets 1 219.7 71% 1 142.7 72% 989.7 71% 928.6 69% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% We are inventors and one of the world leaders Liabilities Equity 553.5 32% 559.4 35% 477.5 34% 421.8 31% Non-current liabilities 405.5 24% 381.7 24% 388.9 28% 391.7 29% in our industrial sector – in packaging and Current liabilities 762.6 44% 652.9 41% 536.3 38% 534.8 40% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% label solutions. Our expertise is not limited to Net cash/Net debt -20.7 132.9 51.3 -1.7 producing the machines which have made Sales 1 634.5 1 528.6 1 446.6 1 330.9 our reputation. With the same focus on high Operating result (EBIT) 86.5 118.7 103.7 83.9 standards, we have also developed a range As % of sales 5.3% 7.8% 7.2% 6.3% Net result 50.4 106.9 84.3 6 7.1 of services which cover the entire conversion As % of sales 3.1% 7.
    [Show full text]
  • Switzerland Board Index Spencer Stuart in Switzerland
    2016 Switzerland Board Index spenCer stuart in sWitzerland aBout spencer stuart Spencer Stuart has had an uninterrupted presence in Switzerland since 1959, when it opened its Zurich office. At Spencer Stuart, we know how much leadership matters. We are trusted by organizations around the world to help them make the senior- level leadership decisions that have a lasting impact on their enterprises. Through our exec- utive search, board and leadership advisory services, we help build and enhance high- performing teams for select clients ranging from major multinationals to emerging companies to nonprofit institutions. Privately held since 1956, we focus on delivering knowl- edge, insight and results through the collaborative efforts of a team of experts — now spanning 56 offices, 30 coun- tries and more than 50 practice specialties. Boards and leaders consistently turn to Spencer Stuart to help address their evolving leadership needs in areas such as senior- level executive search, board recruitment, board effective- ness, succession planning, in- depth senior management assessment and many other facets of organizational effec- tiveness. For more information on Spencer Stuart, please visit www.spencerstuart.com. Social Media @ Spencer Stuart Stay up to date on the trends and topics that are relevant to your business and career. @Spencer Stuart © 2016 Spencer Stuart. All rights reserved. For information about copying, distributing and displaying this work, contact: [email protected]. 35 spencer stuart Contents 2 Foreword 3 HigHligHts 14 Our survey approacH 15 Board size and composition 21 Board governance 24 remuneration 26 International comparison 32 smi company Board data 34 Spencer stuart in switzerland 36 Board governance trends: A gloBal view switzerland board index 2016 1 Foreword The Spencer Stuart Board Index is an annual study that analyses aspects of board governance among major listed companies, including composition, committees and remuneration.
    [Show full text]
  • EN: Switzerland and Its Groups – Publication Download (PDF)
    Switzerland and its groups How our country benefits from its major companies Switzerland and its groups An overview of the significance of the groups in Switzerland, the way they operate and the challenges facing them 4 Imprint Publisher: SwissHoldings Federation of Industrial and Service Groups in Switzerland Concept and Project Management: Denise Laufer Production: rubmedia, CH-3084 Wabern Copyright©SwissHoldings Berne, October 2012 SwissHoldings 5 Foreword Despite the difficult economic climate, Switzerland remains one of the world's leading economies. This is due not at least due to the efforts of the groups based in the country. They have created a large number of jobs and training opportunities and account for a substantial portion of the tax income received by the state. Around 1.3 million people are directly employed by multinational enterprises. In addition, they award numerous service and supply contracts to SMEs and in this way, directly or indirectly, provide work for over half of all the people employed in Switzerland. Thus, the groups make a huge contributeion significantly to the Swiss success model for success. This , a model is based primarily based on providing idealoptimum framework conditions for the economy. In order to ensure that the groupsy are able to continue making their contribution to the prosperity of Switzerland, these framework conditions need to remain validin place in the future. Only then will the groupsmultinationals be able to meet the demands placed on them from all sides. In Switzerland's democratic system, these framework conditions are influenced by the citizens of the country. Hence, it is a matter of importance for the groups to give the people a better understanding of their activities and their significance for Switzerland as a business location.
    [Show full text]
  • Annual Report 2008 Annual Reportannual 2008
    Annual report 2008 Annual reportAnnual 2008 Bobst Group SA P.O. Box CH-1001 Lausanne Switzerland Tel. +41 21 621 21 11 Fax +41 21 621 20 70 www.bobstgroup.com Investor Relations: Tel. +41 21 621 25 60 Fax +41 21 621 20 69 E-mail: [email protected] SIX SWISS EXCHANGE: BOBNN or 1268465 ISIN: CH0012684657 SIX Telekurs: BOBNN,4 or 1268465,4 Bloomberg: BOBNN SW press equity press enter Reuters: BOBNN.S Disclosure of shareholdings: Bobst Group SA Share Register P.O. Box CH-1001 Lausanne Switzerland Fax +41 21 621 20 37 Bobst Group This cover was hot foil stamped and embossed on a Bobst Expertfoil 104 FR Autoplaten® press. RA08_couverture.indd 1 02.03.2009 08:08:37 Bobst Group Worldwide leading supplier of equipment and services to packaging manufacturers in the folding carton, corrugated board and fl exible materials industries. The actors of the packaging market: from equipment to fi nal consumer Bobst Group Customers of Bobst Group Packaging users Distributors, fi nal consumer Equipment and services supplier Packaging manufacturers Producers of industrial for printing, cutting, folding, folding carton, corrugated and consumer goods. gluing and other processes board, fl exible materials. related to packaging manufacturing in folding carton, corrugated board and fl exible materials. 1 RA08_interieur_IRL.indd 1 18.03.2009 15:24:36 Key data In million CHF Sales Operating profi t Net profi t 2004 2005 2006 2007 2008 2004 2005 2006 2007 2008 2004 2005 2006 2007 2008 2000 200 150 1000 100 75 0 0 0 1'601.8 1'591.1 1'603.7 1'743.6 1'633.2 79.3 75.1 120.1 177.4 86.0 52.4 46.8 103.3 129.8 55.9 5.0% 4.7% 7.5% 10.2% 5.3% 3.3% 2.9% 6.4% 7.4% 3.4% at average exchange rates, current year.
    [Show full text]
  • ANNUAL REPORT 2019 Bobst Group SA Bobst Group SA Annual Report 2019 – Key Figures
    ANNUAL REPORT 2019 Bobst Group SA Bobst Group SA Annual report 2019 – Key figures KEY FIGURES In million CHF 2 019 2 018 2 017 2 016 2 015 Non-current Assets assets 489.9 32% 501.9 29% 451.3 28% 413.0 29% 419.7 31% Current assets 1 034.9 68% 1 219.7 71% 1 142.7 72% 989.7 71% 928.6 69% 1 524.8 100% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% Liabilities Equity 559.2 37% 553.5 32% 559.4 35% 477.5 34% 421.8 31% Non-current liabilities 234.6 15% 405.5 24% 381.7 24% 388.9 28% 391.7 29% Current liabilities 731.0 48% 762.6 44% 652.9 41% 536.3 38% 534.8 40% 1 524.8 100% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% Net cash/Net debt -58.6 -20.7 132.9 51.3 -1.7 Sales 1 636.3 1 634.5 1 528.6 1 446.6 1 330.9 Operating result (EBIT) 81.0 86.5 118.7 103.7 83.9 As % of sales 5.0% 5.3% 7.8% 7.2% 6.3% Net result 52.6 50.4 106.9 84.3 67.1 As % of sales 3.2% 3.1% 7.0% 5.8% 5.0% As % of equity 9.4% 9.1% 19.1% 17.7% 15.9% Capital expenditure (CAPEX) 55.6 55.2 53.4 27.0 20.9 Return on capital employed (ROCE) 12.9% 14.2% 23.2% 19.9% 16.0% Share income Share price at the end of the year 56.4 68.3 129.6 70.8 42.0 Market capitalization 930.8 1 128.2 2 140.8 1 169.5 693.0 EPS (16 518 478 shares) 4.12 3.84 6.93 5.08 4.02 Price-earnings ratio 13.7 17.8 18.7 13.9 10.4 Dividend paid: – total, in million CHF 24.8 24.8 42.9 28.1 20.6 – payout ratio 47.1% 49.2% 40.1% 33.3% 30.7% – dividend yield 2.7% 2.2% 2.0% 2.4% 3.0% Headcount 5 555 5 660 5 397 5 055 4 907 % change compared to previous year -1.9% 4.9% 6.8% 3.0% 1.4% LONG-TERM FINANCIAL TARGETS Sales (in million CHF) 1 700 – 1 800 Operating result (EBIT) min.
    [Show full text]
  • ANNUAL REPORT 2018 Bobst Group SA Bobst Group SA Annual Report 2018 – Key Figures
    ANNUAL REPORT 2018 Bobst Group SA Bobst Group SA Annual report 2018 – Key figures KEY FIGURES In million CHF 2 018 2 017 2 016 2 015 Assets Non-current assets 501.9 29% 451.3 28% 413.0 29% 419.7 31% Current assets 1 219.7 71% 1 142.7 72% 989.7 71% 928.6 69% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% Liabilities Equity 553.5 32% 559.4 35% 477.5 34% 421.8 31% Non-current liabilities 405.5 24% 381.7 24% 388.9 28% 391.7 29% Current liabilities 762.6 44% 652.9 41% 536.3 38% 534.8 40% 1 721.6 100% 1 594.0 100% 1 402.7 100% 1 348.3 100% Net cash/Net debt -20.7 132.9 51.3 -1.7 Sales 1 634.5 1 528.6 1 446.6 1 330.9 Operating result (EBIT) 86.5 118.7 103.7 83.9 As % of sales 5.3% 7.8% 7.2% 6.3% Net result 50.4 106.9 84.3 6 7.1 As % of sales 3.1% 7. 0 % 5.8% 5.0% As % of equity 9.1% 19.1% 17.7% 15.9% Capital expenditure (CAPEX) 55.2 53.4 2 7. 0 20.9 Return on capital employed (ROCE) 14.2% 23.2% 19.9% 16.0% Share income Share price at the end of the year 68.3 129.6 70.8 42.0 Market capitalization 1 128.2 2 140.8 1 169.5 693.0 EPS (16 518 478 shares) 3.84 6.93 5.08 4.02 Price-earnings ratio 17.8 18.7 13.9 10.4 Dividend paid: – total, in million CHF 24.8 42.9 28.1 20.6 – payout ratio 49.2% 40 .1% 33.3% 30.7% – dividend yield 2.2% 2.0% 2.4% 3.0% Headcount 5 660 5 397 5 055 4 907 % change compared to previous year 4.9% 6.8% 3.0% 1.4% LONG-TERM FINANCIAL TARGETS Sales (in million CHF) 1 700 – 1 800 Operating result (EBIT) min.
    [Show full text]
  • Sustainable Development Report 2018 Bobst Group SA for the NEXT GENERATION Jean-Pascal Bobst CEO of Bobst Group
    Sustainable Development Report 2018 Bobst Group SA FOR THE NEXT GENERATION Jean-Pascal Bobst CEO of Bobst Group SUSTAINABLE INITIATIVES WITHIN EVERYONE’S REACH Our 2018 Sustainability Report inspires me with hope and or deterioration of our environment. In an ever more pride. Year after year, the commitment of each of our globalized world, the interdependence of our activities is employees to a more sustainable environment is growing increasing every day. Today, even more than yesterday, no stronger. More broadly, on all continents, local entities organization is too small to decide to contribute positively of Bobst Group are taking part in ever more varied initiatives to the safeguard of the planet. Each initiative of our local in the area of social responsibility: promoting women entities offers, in its own way, a living illustration. within companies, teleworking, supporting youth training and volunteering for local communities. Everything is evolving very quickly: what we accept or refuse to do now will irrevocably affect the lives and envi- As one of the industry world leaders, BOBST pursues its ronments of our children, our grandchildren and future environmental policy to advance sustainable development generations. topics on a global scale. With action, hope is reborn. Let us stand in solidarity I remain convinced that technology plays a leading role in with future generations, to pursue and multiply the fight against environmental degradation and climate our actions, for them and with them, to build together change. BOBST works actively with brand owners and a more sustainable and equitable world. universities to develop high-performance and practicable alternatives, particularly in packaging recycling.
    [Show full text]
  • Annual Report 2011
    ALL ABOUT commitMENT Bobst Group SA · Annual report 2011 22156.indd 6 28.03.2012 16:24:32 Bobst Group SA Annual report 2011 BOBST GROUP Worldwide leading supplier of equipment and services to packaging manufacturers in the folding carton, corrugated board and flexible materials industries. The actors of the packaging market: from equipment to final consumer Customers of Distributors, Bobst Group → → Packaging users → Bobst Group final consumer Equipment and services Packaging Producers of industrial supplier for printing, manufacturers and consumer goods. cutting, folding, gluing folding carton, and other processes corrugated board, related to packaging flexible materials. manufacturing in folding carton, corrugated board and flexible materials. 22156.indd 7 30.03.2012 10:24:01 Bobst Group SA Annual Annual report report 2011 2011 Key data 2 In million CHF Sales Operating result Net result 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 201 1 2000 200 180 1000 0 0 0 -200 -180 1'743.6 1'633.2 1'055.5 1'280.2 1'270.3 188.1 86.0 -175.2 61.3 27.5 138.1 55.9 -160.7 49.3 2.5 at average exchange rates, current year. as % 10.8% 5.3% -16.6% 4.8% 2.2% as % 7.9% 3.4% -15.2% 3.9% 0.2% of sales. of sales. Net cash/Net debt Capital expenditures Equity 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 300 100 1000 0 50 500 -300 0 0 248.5 -149.7 -174.8 -163.3 -256.2 32.2 40.2 26.1 56.8 87.6 1'035.1 725.2 577.8 577.7 580.8 Number of employees Market capitalization Earnings per share in CHF 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 6000 2000 10 3000 1000 0 0 -10 5'428 5'939 5'488 5'121 5'343 1'597 565 668 766 415 7.59 3.26 -9.73 2.98 0.03 as at 31 December.
    [Show full text]
  • Sustainable Development Report 2018
    Sustainable Development Report 2017 Bobst Group SA FOR THE NEXT GENERATION Jean-Pascal Bobst CEO of Bobst Group WHAT WE DO, HOW WE BEHAVE MATTERS MORE THAN EVER Industries operating worldwide make both social and environmental impacts. Reputation, brand value, employer attractiveness and innovative capabilities depend on the quality of our sustainability initiatives and influence the success of our business. Since 2000, BOBST has reported every year on its work We are investing to increase efficiencies and reduce to implement and maintain sustainability throughout the energy consumption at our own production and admin- Group. We employ close to 5 400 people worldwide and we istrative sites, adopting new technologies such as solar take our responsibilities to them, their families and their power, LED lighting, improved triple-glazing and facade societies very seriously. insulation. Along with the expansion of the Bobst Group and the renovation work carried out on our main indus- Our corporate values of Trust, Respect, Passion and trial sites in Switzerland, France, Italy, China and India, Performance are inspiring us at all levels. The BOBST we take care to optimize our global energy and water Sustainable development report presents actual pro- consumption within a major program running until the grams which have been set up to improve our life quality first quarter of 2020. and to enhance the sustainability of our planet. It shows several voluntary activities that many of our employees For more than 15 years, BOBST’s business philosophy and carry out in their local areas. corporate values have been striving to build economic growth and meet social responsibilities, while tackling We also work hard to ensure that our products and our climate change and environmental protection.
    [Show full text]
  • Sustainable Development Report 2019 Bobst Group SA ˍEmpowering the Next Generation Editorial
    Sustainable development report 2019 Bobst Group SA ˍ Empowering the next generation Editorial Sustainable development Historic turning point report 2019 > Editorial for the packaging industry > Objectives > Good health Water pollution, depletion of natural resources, climate change: At the forefront of innovation, the Bobst Group is actively committed > Education everywhere in the world, the degradation of our environment to contributing to the success of its industry’s transformation. In > Clean energy is accelerating. The existence, habitat, and future of millions of partnership with companies that are pioneers in the design of inks individuals are directly at stake. These are the many reasons and recyclable substrates, we are developing a new generation > Decent job that drive us to take action! of equipment that will be sustainable, from packaging design to > Infrastructure manufacture. > Sustainable city Our 2019 sustainable development report yet again shows the importance and relevance of the initiatives supported by our This new challenge offers a great opportunity to prove that the > Responsible local entities this year. They help fight against social inequalities, processing industry can become more sustainable and yet remain consumption economic precariousness, and health dangers. economically viable. > Climate actions > Dashboards Led by young people who are protesting in all the cities in the world, citizens and political parties are urging governments to take action. Faced with the increased volume of waste, consumers declare that they are ready to give up products packaged in materials that are neither recyclable nor biodegradable. The plastics industry, with nearly 40% of global production being used to manufacture packaging, is undergoing its biggest ever transformation.
    [Show full text]
  • Bobst 125 Years TOGETHER, Like a Light That That Make Us Such a Unique Group
    Special Anniversary Edition Bobst Group SA FOR FUTURE GENERATIONS 2 SPECIAL ANNIVERSARY EDITION L ONG terM hat is special about BOBST cares about what is important overcame so many perils. By reacting BOBST that has made to other people because we embody quickly and calmly – but with convic- our company such a tangible, human values and a passion tion – we have curbed the harmful success over the years? for growth and innovation. As you read medium-term consequences and WCan we remain a technology leader, with this supplement, which walks you upheld our market growth strategy. strong human values, in a globalized through the 125-year history of our The number of machines sold has world? What does our future hold ? company, you will realize that BOBST risen every year since 2011. We sold has gone through both major triumphs 400 more machines in 2015 than in When I travel around the world, our and sometimes profound hardship. We 2011, a total of 1,400 units, while customers often ask me these ques- see the world as an ever-changing maintaining relatively stable revenue tions, as do our employees and place, and we are fully aware of our despite the highly negative impact of investors. It’s a complex and thrilling responsibility for thousands of the strong Swiss franc. subject! My answer has gradually been families and thousands of customers. forged through meeting people or being With this in mind, our company’s We need to understand that the in a specific environment, as I try to entrepreneurs have always bounced sacrifices that we are forced to make stand back from a short-term reality back, with a firm conviction that a due to the urgency of these crisis and imagine the medium or long-term better future lay ahead.
    [Show full text]