• Redesign of the industrial structure following the merger of three distinct realities.
• Optimization of the new group’s supply chain.
• Cut post-merger excess costs and manage the redundancy plan with trade unions.
• Implementation of an organic commercial strategy and review of the 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%).
