The redeployment of Pochet beyond glassmaking, its original business, was undertaken at very high speed. Following the acquisition of the entire Qualipac entity in 2004, the Group created from scratch in 2008, a metal processing plant in China, Qualimetal, then took over the Brazilian plastic converter Ipel, in February 2009. Then followed the acquisition of Lisi Cosmetics in April 2011 also a plastic and metal converter. Finally, the group acquired in May last, the French company Solev, a recognized specialist the world over in such finishing techniques as vacuum coating, varnishing, inner lacquering and laser decoration of high end packaging items made from glass, plastic and metal. A development that required reinforcing the Group’s organization, including the creation of several corporate functions around a new Management Board.

"This new board, explains Irène Gosset, President of the Pochet Group, is really the expression of the ’new Pochet’ we wanted to develop. It is organized around a Glassmaking Pole, headed by Charles de Forges, President of Pochet du Courval, and a Plastic/Metal Pole, directed by Pierre Marand, President of Qualipac. Hubert Varlet is General Manager Business Strategy and Marketing for the Group and Alain Mauriès, is the Director of Human Resources for the Group". Jean-François Bouygues as of September first will complement the team as Chief Financial Officer for the Group.

From left to right, Alain Mauriès, Charles de Forges, Irène Gosset, Hubert Varlet, Pierre Marand, members of the Groupe Pochet’s management board

The first goal is of course to achieve and consolidate the Group’s development in glass and plastics. But for Irène Gosset, it is equally important to "strengthen and perpetuate a genuine culture which is group-specific, around our values, which I recall, are among others, customer satisfaction, duty of excellence, family culture and, let’s admit it, the pride of working for Pochet!"

Adapt to changes

An outstanding performance to say the least, for this French group, who is indeed still family owned, and who has managed, in recent years, to deal with the incredible industrial transformation of a sector which has become highly competitive and increasingly demanding.

"It’s true, notes Hubert Varlet, the Group managed to modernize its glassmaking approach, by continuing to focus on innovation and by investing heavily in finishing techniques, while redeploying at the same time its industrial strategy, via Qualipac, to develop itself in France and abroad. As 2011 draws to a close, figures seem to speak for themselves. The Glassmaking Pole, known by the name of Pochet du Courval, is the world leader in its field and the Plastic/Metal Pole also called Qualipac, represents a unique and complementary industrial asset perfectly in line with market demand."

Because it is indeed the market that is causing the Group to constantly adjust industrially. With the acceleration in the number of luxury perfume launches and especially with the ever-increasing sophistication of products, Pochet has understood the importance of acquiring complementary skills and of moving towards a comprehensive strategy in product offering, including bottles but also decoration and accessories. A strategy whose relevance was confirmed in 2008 with two flagship projects, initiated by two international groups. "It is clear, explains Hubert Varlet, that the L’Oréal group with Diesel and the launch of Only the Brave, and Procter & Gamble with Hugo Element, were among our first customers to express the emerging market trend consisting in only dealing with a single partner. I would even be tempted to say, a single development team, a single order, a single invoice for the development of a complete product, from bottle to cork, including decoration, accessories and assembling. Then it was all a question of providing the appropriate industrial response!"

After parting from the Stock Exchange market in 2006 and getting rid of its participation in the crystal segment in February 2008 with the sale of its shares in Lalique, the Pochet group was able to focus completely on its "core business" namely Beauty packaging.

"Concerning glass, explains Charles de Forges, we never stopped investing in our industrial tool. Our effort is constant with, as key axes, innovation, automation, finishing in all its forms and, of course, improving the supply chain. In this regard, this year we will be completing the implementation of our ERP system launched in 2008 and which will coordinate all our activities, from procurement to production, including sales."

Investments that also have to do with environment, a concern involving two full-time engineers at Pochet. "Efforts who resulted, among other things, in the awarding of ’3 peonies’ (out of four possible) which were granted by the Cosmetic Valley for our site in Guimerville. The main selection criteria were the reduction in the environmental impact of products and processes, an offer taking into account environmentally friendly and eco-responsible values, a continuous improvement approach and, finally, a social approach of eco-responsibility," emphasised the President of the Glassmaking Pole.

Beyond technical and industrial investments, the Pochet Group has also striven to rely on human skills. By maintaining and enhancing the ones acquired internally, while also seeking to acquire new ones at company levels. Hence the importance of creating a Human Resources Department at the Group level. "The purpose is also to create a common culture, where initially co-existed two yet very independent Poles, while continuing to develop talents within the Group, through recruitment, training and mobility," adds Alain Mauriès, who is in charge of this mission.

A global group for global issues

With currently fifteen manufacturing sites on four continents, 500 million euros in sales expected this year, the glassmaker originating from the Bresle Valley, will have managed in fifteen years to meet its major global customers’ marketing and sales ever changing requirements.

"There were some strong growth opportunities in plastic, metal and decoration. The Group not only succeeded in seizing these opportunities, but also managed to transform them into value creation for its customers," explained Pierre Marand, President of Qualipac. The results of the Plastic/Metal Pole which speak for themselves, confirm the relevance of these choices.

"Concerning glassmaking, explains Hubert Varlet, I really believe that we were quite pragmatic about concentrating our industrial efforts on our three French sites while nonetheless being present on the U.S territory for decoration. Overall, the Group’s strategy has enabled us to withstand the crisis of 2009 and to get going again in 2010 and 2011. Our customers do not necessarily expect volume. They want service, flexibility and, of course, quality. In our business where sophistication and constant creation come fully into play, the Group is currently equipped to continue its development and to always better serve its customers."