Vision, business concept and strategy

Billerud FibreForm® was launched in 2009 and has received several international innovation awards.
With its revolutionary elasticity, the paper can be shaped and replace fossil plastics as a packaging material.

Vision

We set the highest global standards for renewable, protective and attractive packaging solutions.

Business concept

Billerud offers demanding customers packaging material and solutions that promote and protect their products – packaging that is attractive, strong and made of renewable material.

STRATEGY

Billerud aims to lead the development of future packaging with a focus on function, design and sustainability.


2006 saw Billerud embark on its repositioning from a production-focused company to a customer– and solution-driven company with customer-focused development at its heart. This work has resulted in a continuously improving range of products and services that have enabled Billerud to break into new geographical markets and markets that were previously dominated by other packaging materials.

Natural partner

With Billerud repositioning itself in the value chain, the company is increasingly turning directly to end-customers, including brand owners, rather than just packaging manufacturers. Billerud has the packaging expertise to make a natural partner for customers and end-customers.

In order to offer innovative solutions, Billerud has set up several laboratories and development facilities to identify and solve the packaging problems of the future. Billerud continues to have high ambitions for future development. Demand for renewable, functional and attractive packaging is rising, creating large opportunities for Billerud.

Strategy for growth

Billerud’s strategy is based on two cornerstones for generating growth – World-class process efficiency and Customer-focused development.

Billerud works constantly to increase process efficiency in order to ensure lasting competitiveness and to minimise any waste of resources in production.

Billerud’s business development is based on customer insights and sustainability. If Billerud is to lead the development of future packaging, the company needs to understand and anticipate the needs of customers and end-customers at various stages, as well as the trends that dominate the market.

Three focus areas

Billerud sees attractive growth potential in three main areas: Food & Consumer Packaging, Sack Solutions and Fresh Foods.

Food & Consumer Packaging

Customers and consumers prefer packaging made from renewable materials over fossil plastics. Billerud develops and offers renewable materials that are competitive alternatives to fossil plastics in consumer packaging. Page 27

Sack Solutions

Billerud has a leading position in the market for sack paper and is thus well positioned to develop and offer customer-specific sack concepts primarily for the growing global construction industry. Pages 26-27

Fresh Foods

Every day tonnes of fresh produce are transported around the world, with a significant proportion never reaching the end-consumer. Inferior packaging is one cause of this loss. Billerud is helping to improve packaging for fruit and vegetables and so reduce expensive packaging-related wastage. Page 31

World class process efficiency Customer-focused development
  IMPLEMENTED 2010 focus next 5 years

Billerud works systematically to improve process efficiency and cost-efficiency to ensure long-term competitiveness and the ability to generate stable cash flow. Focus on quality at every level and on the development of suppliers of additives and logistics will contribute to the efficiency.

  • New logistics system implemented
  • Introduction of new production monitoring system started
  • New method of preparing and following up investments implemented to ensure efficient use of capital
  • Group-wide code structure for financial reporting drawn up
  • Continued work on improvement programme
  • New production organisation with increased focus on process efficiency introduced
  • New mill managers appointed at all three Swedish mills
  • Measures for more efficient utilisation of capacity at the mills in Skärblacka and Gruvön were identified and decided on
  • Continued energy efficiencies
  • Increased production by identifying and eliminating bottlenecks
  • Modernising chemical recovery at the mill in Skärblacka
  • Continued improvements in delivery reliability
  • Continued quality improvements to the customer offering
  • Improvement and provision of skills