Each brand has a well-defined identity, with a specific values which are reflected in the product offering, features and design, as well as in appropriate communication mechanics.
We remain convinced that our balanced business model, combining profitable growth and a resolutely responsible approach, creates value for all and plays a full part in our contribution to better living in households around the world.
Groupe SEB's industrial policy aims to best serve the markets by continuously improving standards on competitiveness and quality as part of a long-term vision.
With our long-standing roots in a strong industrial culture, we are asserting our status as a manufacturer in opposition to a competitive model largely based on outsourced production. We produce nearly 70% of the articles that we sell and possess 40 industrial sites worldwide. Only 30% of our products are purchased from suppliers.
The Group rolls out its worldwide production base to meet the specific needs of markets:
Production in Europe primarily intended for mature markets. The French and European plants manufacture products for which the Group holds leadership positions. The Group also draws on technological barriers in terms of product design and processes;
Production in emerging countries for the needs of these markets but also, for mature markets, products for which the Group seeks to keep specific technological characteristics in-house (products and processes); competitive international multi-product sites, close to local markets, manufacturing products sold locally;
The Supor Shaoxing site in China is the Group's largest small electrical appliance production site. Manufacturing kettles, electric pressure cookers, induction hobs, deep fryers, food processors, soya milk extractors and coffee machines, the Shaoxing site has topped the mark of 25 million items produced.
Where it judges necessary, the Group uses sourcing for standard products or products for which the Group does not hold a strong leadership position or as part of partnerships.
To maximize the competitiveness of its production base, the Group continuously adapts its plants while taking into account the economic reality of markets: adjustment of production volumes, industrial reorganization of sites in South America, strict control of production costs, refocus of production, use of sourcing consistent with needs. To that end, it relies on two complementary sources:
Initiated in 2011, OPS (short for "Opération Performance SEB") has now reached maturity, with strong buy-in on the part of teams at industrial sites. The projects and workshops organized in 2016 resulted in further progress and substantial savings.
Since 2013, the Group has led a project called PCO (short for "Product Cost Optimization") aimed at reducing the cost price of today's products, optimizing the future range and boosting perceived value. The policy consists in implementing a methodology for analyzing products and listening to customers with the involvement of experts (in R&D, marketing, design, industry, etc.) as part of pluridisciplinary groups meeting at workshops to call existing solutions into question and invent new ones.
These improvement projects are systematically accompanied by a health and safety approach and the Group strives to continuously improve the safety of employees at work. Consistent with this approach, a three-year plan has been introduced with a view to pursuing the continuous and regular reduction of the number of work accidents. By the end of the plan, the Group will have halved the number of work accidents per year.
This adaptation and flexibility also apply to the Group's structures (sales, administrative, logistics, IT, etc.) with the objective of lasting improvement. The cooperation of teams, the sharing of knowledge and the systematic implementation of best practices, as well as the early integration of a demanding quality policy and the introduction of multi-country support services, enable the Group to best serve its target markets under maximized competitiveness conditions.