PRESS KIT ARAYMOND TM, 150 YEARS OF AN INDUSTRIAL HISTORY

Transcription

1 VER PRESS KIT ARAYMOND TM, 150 YEARS OF AN INDUSTRIAL HISTORY

2 ARAYMOND, 150 YEARS OF AN INDUSTRIAL HISTORY CONTENTS FOREWORD...3 PART I La Belle Histoire (The Beautiful Story) : 150 years of industrial and human evolution...4 Generation 1: Albert-Pierre Raymond, Inventor and Entrepreneur ( )...4 Generation 2: Achille Raymond, Captain of Industry ( )...5 Generation 3: Albert-Victor Raymond, the Fighter ( )...5 Generation 4: Alain Raymond, the Reformer ( )...6 Generation 5: Antoine Raymond and the Collaborative Enterprise (1999-Present)...6 ARaymond, a few key dates...7 Sharing the legacy, inside and outside the company walls: The Museum PART II When collaborative enterprise solves the competitiveness equation...8 Context...8 Building a common, cross-cultural spirit: a new challenge for industry...9 Involving employees, entrusting them with future successes and the keys to competitiveness...10 Today, what works? Is a collaborative industrial enterprise possible?...11 PART III Entrepreneurs from around the world support a shared vision of innovation...12 Innovation at the crossroads of cultures and territories: the Expertise Center...13 PART IV Diversification: 150 years of entrepreneurship...14 Capitalizing on experience and daring to think outside the box...14 Trades: from the snap to the closure for sterile bottles:...15 Diversifying to ensure continuity...17 PART V Know-how: Key products...18 The company s flagship products in its various different markets...18 PART VI Appendices...20 Your contacts:...20

3 FOREWORD 150 years. 150 years of history of an extraordinary company, launched by one man, and continued by four generations of entrepreneurs, to build one of the world leaders in the field of fastenings for the automotive market. The company is now operated by 5,500 employees worldwide and is entering new markets such as industry, energy, or health care. At a time when the future of French industry is a subject of debate, raising uncertainty and questions, ARaymond* looks back on its history and explains its present, opening the door to its future. For its leaders and teams: «Our desire today to share our story, our philosophy, and our expertise may perhaps be part of a positive collaborative approach with other players in the industry: that of an industry that is innovative, seeks to push technological and geographical boundaries, and relies on the entrepreneurial spirit to do so.» 3 Yesterday, the inventor of the press-stud, today, a leading supplier to equipment manufacturers and auto manufacturers around the world, technological partner with demanding players in emerging markets, ARaymond shares a unique view of industry «Made In France.» Through a series of events at its historic headquarters in Grenoble, and at each of its companies worldwide, the ARaymond Network plans to illustrate its identity, vision, culture, and all its skills in I have realized in my time that a company is only as good as the people who make it up. Alain Raymond Interview with Antoine Raymond on the occasion of 150 year anniversary:

4 PART I LA BELLE HISTOIRE (THE BEAUTIFUL STORY) : 150 YEARS OF INDUSTRIAL AND HUMAN EVOLUTION La Belle Histoire (The Beautiful Story) is the title of a book published by Glénat in This book recounts the epic tale of the ARaymond enterprise, born in 1865 out of an idea by Albert-Pierre Raymond, and whose legacy has been cultivated by four successive generations. When we reflect on the ARaymond story, we realize that as far back as the 19 th century and the first industrial revolution, France was home to what we now call startups, capable of transforming invention and innovation into a business model in its own right, depending on boldness, vision, and men and women dedicated to the company s performance. The challenge met by ARaymond is that of a legacy that is maintained and cultivated, but constantly adapted to the ever-changing world, and the desire to meet the needs of its customers. Wars, recessions, globalization, societal changes, new uses: ARaymond has adapted its business model to make it through history successfully. Each of the five successive generations left its own mark on the company, inspired by the context of its times. 4 To explore The Beautiful Story in a different way: Read: La Belle Histoire - By Alain Raymond with Elsa Olu Glénat Generation 1: Albert-Pierre Raymond, Inventor and Entrepreneur ( ) Even back then, company founder Albert-Pierre Raymond had already had that particular vision of innovation based on technology in the service of usage. By seeking to improve usability, the glove button would eventually evolve into the snap. The small helical part at the heart of this very innovative closure would inspire a new special tooling, which he then sold to customers along with his snap. This principle is still at work today: the network sells its customers complete solutions, combining research, product, and a matching tooling/process. He knew how to rely on skilled men and women, in order to achieve excellence, both in modernizing production tooling and in extending the range of products. If we compare the current approach to innovation with the approach of the business in those days, we can see that it s still there. 150 years later.

5 Generation 2: Achille Raymond, Captain of Industry ( ) Achilles Raymond wanted to continue the company s success. He enabled the company to get through the war by preserving it as much as possible. The period of , while a slower time for technological innovation, enabled him to adapt the company s production machinery to handling large volumes. The First World War and the economic and social crises of the era encouraged Achilles Raymond to seek out new markets, particularly military equipment. Achilles Raymond was, in the history of the company, the one who enabled it to survive during some devastating years for the economy on both the national and global levels. This ability to weather crises while keeping innovation and diversification in mind would stay with ARaymond forever after. Generation 3: Albert-Victor Raymond, the Fighter ( ) Albert-Victor Raymond took the helm of the company in Despite the German occupation, he did not give up his ideals for the company. Throughout those years, he was able to help employees weather the inevitable tensions and conflicts, and maintain a balance between Grenoble, located within the occupied zone, and the factory in Lörrach, Germany. After the war, everything needed to be rebuilt: Germany focused on the reemerging automotive market. For its part, Grenoble gradually resumed its production in textiles and leather. This configuration, where two different industries complement one another for the benefit of the whole network, would foreshadow ARaymond s current diversification model, and its international model. In terms of innovation, Albert- Victor Raymond would bring the company into a new era, with the purchase of the first plastic injection molding presses, which enabled ARaymond to quickly position itself among the leaders in this emerging field. 5 Cohesion in the terrible time of war. Account by Alain Raymond My father was a hunter and had a veritable arsenal of guns. In 1943, when the free zone was occupied, the government had arranged for the collection of weapons, and my father would not give up his guns. He gave them one or two disused old pop-guns, and put the rest in a wooden box that looked like a coffin lined with a sheet of brass, and the whole thing was sealed into a cellar wall of his house adjoining the factory. Someone made the case, someone crafted the brass cube, someone dug out the wall, someone walled the case in: the company s staff. On the day of the Liberation, my father was walking with Free French armband through the streets of Grenoble; since he spoke German had been mobilized to help interrogate German prisoners. He was called to by workers of the company who were, like him, wearing FFI and FTP armbands, and they said: So Mr. Raymond, are you going to show them your guns? The whole factory had known about them, which goes to show that nobody tried to hurt him. I see this as proof that he managed, during this extremely difficult time, to maintain social cohesion within the company. From La Belle Histoire, Glénat p. 96/97

6 Generation 4: Alain Raymond, the Reformer ( ) Alain Raymond was only 26 when he joined the company alongside his father. He was a reformer, a lover of modernity and progress. IT, cost accounting, creating design offices in France and Germany, he brought the company into a modern era, and promoted the use of the latest technologies of the day. He strengthened the company s ability to pair its tradition and existing expertise with the integration of major technological advances. He oversaw the autonomy of the German structure, expanded the company s business from fasteners to assembly, in order to open up new industrial opportunities. Global competition would mark the end of production of the famous ARaymond snap in 1999, but this did not result in any layoffs. Generation 5: Antoine Raymond and the Collaborative Enterprise (1999-Present) 6 Antoine Raymond is the current CEO of the ARaymond Network. He too continues to push the limits, based on the principles that have driven the company for 150 years. He feels that collaborative work is the key to success, both internally and externally. Creating strategic and technological partnerships with other companies, to offer a comprehensive range of products and services, this is the development focus initiated by Antoine Raymond. ARaymond s influence in the world today, is: 5,500 employees in 18 countries, 11 design offices and 23 production sites, in order to be ever closer to customers. Video: Interview with Antoine Raymond Raydiall Raydiall is a joint venture between A Raymond and Radiall, one of the world leaders in the field of connectors. The two companies have joined forces to offer the best connectivity solutions, and to develop solutions for their customers together. By combining Radiall s industrial and technological expertise in the field of connectors and ARaymond s automotive market knowledge, Raydiall generates real value added for market participants with advanced components for the vehicles of the future. Find out more about Raydiall:

7 ARaymond, a few key dates Founding of Raymond, Allègre, and Guttin Invention of the press-stud Establishment of the first international subsidiary in Lörrach (Germany) Invention of the VITEX zipper, in production for 40 years First patent for a hardened steel clip, for use in automobiles Start of plastic injection molding, France and Germany Launch of the first gripping connectors for fuel systems Invention of the ARaymond Quick Connectors Development of Techbond structural adhesive Creation of the joint venture Facil, partnered with Kamax, to offer a global FSP (Full Service Provider) service to the automotive industry ( Start of new activities: Industrial, Truck, Energy, Agriculture, Life Acquisition of Tinnerman, a specialist in metal fastening components in North America Creation of the joint venture Raydiall, in partnership with Radiall, a specialist in automotive coaxial connectors ( Sharing the legacy, inside and outside the company walls: The Museum In the heart of Grenoble, located in the Saint-Bruno neighborhood, where the historic headquarters of the ARaymond Network still stand, the ARaymond Museum houses the account of the company s evolution since its inception. Open to the public and schools in the city, this little museum s rooms tell the story of how the company was able to move from textile accessories to high-precision parts, in highly varied business fields. This is the first private museum dedicated to the industry. All employees, regardless of their country of origin can, come to this place and discover the history of their business, and the keys to its success. Tours are led by retired volunteers from the company. This way, the tour quickly transforms into a living book between pictures, documents, products, machinery, and anecdotes. ARhome (Musée ARaymond de la Fixation et de l Innovation) 113, Cours Berriat Grenoble Hours and Tours:

8 PART II WHEN COLLABORATIVE ENTERPRISE SOLVES THE COMPETITIVENESS EQUATION Context The ARaymond network is built on an entrepreneurial dynamic, and it brings together highly autonomous entities around the world and in different markets. To deal with a more complex world and global issues, a strong belief is that the company s future will be a collaborative enterprise: it appears necessary and even vital to strengthen the synergies between the different entities of the Network. Antoine Raymond is convinced that the company of tomorrow will not be competitive unless it carries out a real mission of pooling its resources, talents, and skills. With its multicultural and multi-trades dimension, the ARaymond Network is committed to a general collaborative viewpoint, from the human organization to identifying potential new markets. 8 In order for this network organization to function, the collaboration between points within the network must be effective. To react quickly and adapt to change, we must be willing to work with each other, and work together openly. For this, people need to have trust. The management style has to evolve to approach real collaborative work: management based on the servant leadership philosophy makes sense because it frees talent through innovation and encourages this collaboration. Servant leadership paves the way for a new managerial humanism that can reconcile the imperatives of economic efficiency and employees well-being at work. This leadership style indeed proposes other human management practices that have the merit of being ethical, receptive to the people who contribute to mobilizing the organization s human potential.

9 Building a common, cross-cultural spirit: a new challenge for industry The prerequisite for any collaborative enterprise is the sharing of a common spirit in the service of the company s performance. Changing from a local vision to a global vision, all while respecting local conditions, may seem complex for a company that brings together extremely diverse cultures, between America, Asia, and Europe. Yet the ARaymond Network s experience on the subject shows that the change in mindset is possible, even if this change takes time. As Geraldine Eyraud, Director of Human Resources points out: We wanted to support the leaders toward a humanistic management style, receptive to the people, in an approach based on respect, support, and collaboration. The idea is to challenge the traditional top down management styles and position the leader firmly in the service of his or her team. This way, the dedication of each person becomes the engine behind the company s success. 9

10 Involving employees, entrusting them with future successes and the keys to competitiveness In 2012, the Human Resources Department created a customized leadership program to support the network s leaders in the Servant Leader approach. The project s first initiative was focused on 270 leaders (out of a total workforce of 5,500 worldwide). A pilot group of 10 volunteer leaders from different positions, countries, team sizes, generations, and hierarchical levels was created to develop this program and thus ensure being in line with the values of ARaymond and the expectations of its managers. It was a real collaborative effort, with rich discussions that resulted in a program that is coherent and co-constructed. Participants, identified by the directors of subsidiaries and local HR departments, are brought to Grenoble in groups of 10 people. Diversity, in terms of position, country, team size, generation, and hierarchical level yields a wealth of exchanges and a powerful sharing of experiences. The decision was to carry out this program at the ARaymond headquarters, the company s birthplace. Management is particularly involved in the process and interacts directly with the participants, in order to share in the benefits and challenges of this approach. The 6 pillars of management that the leaders attempt to apply daily and share with their team are: listening, trust, dialog, being there to support their team, encouraging, and delegating. 10 These concepts are applied in line with the company s values: n Respect n Collaboration n Innovation n Entrepreneurial Spirit n Value Creation n Pleasure

11 Today, what works? Is a collaborative industrial enterprise possible? Halfway through the program, the changes are visible. As Geraldine Eyraud notes: We are seeing real changes, for example in the conduct of meetings: the attitude of the participants is geared more toward active listening, respecting each other s ideas, taking initiative. The result is a stronger commitment to the decisions made. This home-grown program is stimulating and supporting a real cultural change in the Network. The approach has been well received and followed in America, Asia, and Europe, although initially it raised some questions. Such a leadership style encourages regular challenging, constant adaptability, and a real collective commitment. Taking part in this program is a source of pride for the leaders. They in turn are convinced of the value and benefits brought by this new approach. The HR team is also particularly proud of contributing to this project to support the change that is coming at a turning point in the life of the Network. 11

12 PART III ENTREPRENEURS FROM AROUND THE WORLD SUPPORT A SHARED VISION OF INNOVATION Even if the first ARaymond branch was opened in 1898, with the Lörrach factory in Germany, internationalization intensified in the 70s, driven by a desire to be closer to its customers and its markets. The specificity of the ARaymond Network is to capitalize both on local entrepreneurs at each of its new locations, and also to ensure that the business plan and vision of its future remain shared. Grenoble is still the Network s home port, but throughout its evolution and its internationalization, the passion for fasteners conquered the world, keeping pace with the company s new locations. Discover the ARaymond Network throughout the world: Discover the ARaymond internationalization strategy: North America Europe 12 Rochester Hillsls Michigan USA Logansport Indiana USA Monterrey MEXICO Hamilton Ontario CANADA Brunswick Ohio USA Flemingsburg Kentucky USA Product Design& Marketing Sales Offices Industrial partners London UNITED KINGDOM Saint-Louis FRANCE Grenoble FRANCE Bremgarten GERMANY Weil/Rh & Lörrach GERMANY Carisio ITALY Sant-Frui tos-de-bageses SPAIN POLAND Jablonec CZECH REPUBLIC SLOVAKIA HUNGARY SLOVENIA CROATI A ROMANIA BU LGARIA Kocaeli TURKEY Nijni Novgorod RUSSIA Monterrey ey MEXICO Mohammedia MOROCCO Bizerte TUNISIA Pune INDIAIA Bangkok THAILANDAND Zhenjiang CHINA Seoul SOUTH K Kanagawa JAPAN São Paulo BRAZIL

13 Innovation at the crossroads of cultures and territories: the Expertise Center ARaymond has set up its own Expertise Center, based in France, in the Alsatian city of Saint-Louis. The geographical choice was guided by several requirements: its proximity to the Basel-Mulhouse airport and to Germany make the center both very accessible to international visitors and staff, and close to the two major countries, France and Germany. It is the heart of innovation for the ARaymond Network. The teams are multicultural, composed of permanent engineers and R&D specialists from the Network. The Center regularly welcomes customers, who come to submit their needs and problems, and entrust the co-development of solutions to ARaymond. The projects conducted here help to develop the company s offering and improve existing skills. Remember, overall, some 300 people work in R&D. The ARaymond Network has reinjected 6% of its revenue into this strategic part of its business. Japan: Patience, or the key to success After Europe, the US, and South America, ARaymond logically decided in the 90 s to conquer the Asian market by attacking the Japanese giant, a leader of the automotive world. Alain Raymond, who was leading the company at the time, was convinced of ARaymond s potential in this active market. The Japanese venture was risky, but Alain Raymond s determination would pay off. The challenge was twofold in this country with its unique culture: to be patient and be persistent in order to demonstrate your fortitude, being able to offer the Japanese products they do not own, protected by industrial property rights, that specifically address their needs. Alain Raymond was persistent and blazed a trail in this Japanese adventure. After ten years of painstaking efforts, a significant investment, and the support of CCI Grenoble, GREX and the Franco-Japanese Tokyo ICC represented by Mr. Takenaka, ARaymond eventually succeeded in arranging a test series for Toyota, a flagship Japanese manufacturer, then an order for custom fittings, a real confidence builder for its French supplier. Manufacturers and equipment makers from Japan (Honda, Mazda) and South Korea (Daewoo, Hyundai) would soon call upon ARaymond. The last step was the most difficult to accomplish, with the implementation of a manufacturing site and the transfer of knowledge between teams from Grenoble and Japan. Confident, Alain Raymond believed in it, and he was right. ARaymond Japan amortized ten years of investment in just two years, and has one of the best productivity rates among companies in its Network. After opening the ARaymond Japanese corporate culture and supporting its adventure, Yasuki Takenaka became the director of ARaymond Japan Co Ltd, in line with the company philosophy, which has always relied on local entrepreneurs to grow Internationally. 13

14 PART IV DIVERSIFICATION: 150 YEARS OF ENTREPRENEURSHIP From the press-stud to automotive fasteners, then solar panel fasteners, the ARaymond story is the story of a family and a team of entrepreneurs. Finding new markets where its expertise and innovation potential make sense has been the common thread of development for network activities to date. Since successfully making the switch from the textile accessories to automotive fasteners, ARaymond s teams have continued the initial approach of the company founders, consisting of creating a joint project run by people who find meaning in working together on the most varied subjects. The heart of the company s business is the fastener, and ARaymond relies on 150 years of experience in this field to conquer new markets and develop new applications, since the usage value is immense. Capitalizing on experience and daring to think outside the box 14 The mission of the New Business department is that of an agitator of ideas faithful to the values that have led the ARaymond Network to its current position in the field of assembly. The problems caused by a defective fastener are inversely proportional to its price. This company saying, inherited from its founder, still guides the team of ARaymond General Manager François Raymond, in its mission to pioneer new potentials. As he explains it himself: We usually start with an issue submitted by one of our customers. We listen to their everyday life, we analyze it, we stimulate the identification of a problem, and we study how the company s expertise can provide a competitive and sustainable solution. We learned this habit of listening and observation in the automotive industry, and it applies to all fields. The idea arises from the problem. The solutions developed are then submitted to management, who then decide whether or not to create a new activity based on its estimated potential. Evaluating how a market matches up with the strengths, expertise, and limitations of the company, promoting the necessary adaptation of the company to new commercial and industrial issues, that is the New Business Department s approach.

15 Trades: from the snap to the closure for sterile bottles: ARaymond s main skills are: n n Engineering and services near its customers: designing custom solutions, prototyping, digital simulation, 3D printing. Metal processing: cutting, bending, stamping and bending metal with the control of the entire process up to heat treatment and surface treatment. n Plastic injection with complete injection molding solutions for over 300 materials. The sites are equipped with press that can go up to 1000 T and can produce up to 80 million pieces per year for a given catalog reference. n n Production of adhesives & providing a complete solution for manual and automatic adhesive application (application onto glass, composite). Automatic, high-speed assembly of parts made of metal, plastic or combinations of these two materials. AUTOMOTIVE Armed with decades of experience and proven technological expertise, ARaymond is a world leader in assembly solutions for the automotive industry. The core business of the ARaymond Network, clip fasteners, meets the expectations of a particularly demanding automotive industry. 15 The solutions and services provided by the Network round out the assembly operations of auto manufacturers. Constant innovation, analysis of the assembly line, development of specific processes and increasing automation are part of the comprehensive approach for improving productivity. Discover ARaymond Automotive: TRUCK Introduction of new environmental standards requiring the reduction of pollutant emission, manufacturer concentrations and mergers, increasing internationalization, etc The market for industrial vehicles is experiencing profound changes. It is now faced with the same problems as those faced by automakers 20 years earlier. Among the top leaders in the automotive market, the ARaymond Network is positioned as a leading partner to support manufacturers of commercial vehicles, engine makers, and equipment manufacturers in these major changes. Discover ARaymond Truck:

16 INDUSTRIAL The industrial market covers various segments such as home appliances, electronics, machinery manufacturing, lighting, construction machinery, and railway equipment. ARaymond focuses on two main areas: n n The standard offering: a catalog of products covering standard needs, and sold through specialized distributors. The custom offering: the ability to meet the specific needs of manufacturers to improve their assembly processes. Engineers then work on the client s project starting from the design phase. Discover ARaymond Industrial: ENERGIES The technology developed in its fastening systems makes it possible to reduce Balance of System costs (BOS) and be competitive in the field of solar energy. Focused on research and innovation, the ARaymond Network s approach is based on a simplification of the installation process, reduced assembly time, and part standardization. Discover ARaymond Energies: 16 AGRICULTURE Thanks to its expertise in the manufacture of fastening systems and in plastic injection molding, ARaymond Agriculture has developed a range of innovative products and value added for the agricultural sector. These fastening solutions include clips and hooks for growing fruits and vegetables, and cable-tie clips for trellising vines. ARaymond systems also simplify the assembly of the greenhouse structures. Discover ARaymond Agriculture: LIFE ARaymondlife is a pharmaceutical industry player expert in the injection, bi-injection and integration of active ingredients into a polymer structure. This expertise has enabled it to develop innovative solutions for pharmaceutical companies. Three market segments: n Packaging items n Medical devices n Delivery of active ingredients Discover ARaymond Life:

17 Diversifying to ensure continuity Our diversification into new markets will enable the ARaymond Network, whose main market is the automotive industry, to ensure its stability despite the economic uncertainties that may affect an industry or a country. Throughout its history, the company has been promoting the development of patents and adapting them to new needs. For François Raymond: Many solutions that potentially meet the challenges of these new customers are already with us. The challenge is to adapt or extrapolate based on this, in order to provide the best proposal, taking into account the data from a different market. We entrust this approach to specialists who represent the voice of the customer as much as that of the company. These entrepreneurs drive the development of these markets in dedicated operational structures, which make maximum use of the expertise, the international presence of the network, R&D, and the mastery of materials and industrialization. Many automotive colleagues are interested, and get involved and help, both globally and locally. Our strength also comes from this. ARaymond can thus capitalize on a significant patent bank, covering different fields Focus on the Saint-Louis site, incubator for the ARaymond Network: With the issues related to reducing CO 2 emissions, automobile manufacturers have focused on reducing vehicle weight, which greatly influences the amount of emissions. The use of composite materials has therefore emerged. But these materials cannot be drilled. After study, ARaymond s technical teams and engineers have cooperated with the teams of automobile manufacturers to develop an adhesive-based fastening system and involve new industrial processes. Responding to customer needs has led the company to diversify at the same time the automotive industry is focusing on the same issue. The challenge identified has been to develop the right product at the right time, without inertia in sales.

18 PART V KNOW-HOW: KEY PRODUCTS A quality fastener contributes to the longevity and reliability of the final product. Since its inception, ARaymond has transposed innovation into highly-varied fastening, then assembly systems. Who could imagine that most vehicles worldwide contain an average of 400 ARaymond parts? That the fasteners in some washing machine drums, and solar panels, also come from ARaymond factories? Since the ARaymond Network remains discreet, its products are often not directly visible, but it s the relevance and quality of the solutions proposed, and the reliability of its products which have built its success. The company s flagship products in its various different markets n Quick Connector (fluid connectors) This ARaymond Quick Connector is a fluid connector that enables the proper functioning of the SCR (Selective Catalytic Reduction) system, regardless of the ambient temperature. It was designed to allow manufacturers to upgrade to compliance with the new emissions legislation n Airbag Clip This clip is used in airbag systems. With a pulling effort over 100 times greater than the insertion force, the Airbag clip is a safety item that meets the highest standards while providing great ease of use: easy manual installation, with disassembly and reassembly possible, variable thickness. n Self-adjustable stop On a vehicle, door adjustment is an essential element of perceived quality. In one operation, this solution makes it possible to adjust the height of the stop and maximize door closure, ensuring sealing, and improving the sound environment.

19 n Under-body tube support Attached underneath the vehicle, this solution allows for easy installation and removal, while locking the fuel and brake line systems. When working on the vehicle, it will be possible to work on these components, without causing any damage. They can thus be replaced easily, ensuring optimum safety. n Grounding clip These clips are used for grounding electrical devices such as household appliances and HVAC (Heating, Ventilation & Air Conditioning) systems. Installing the product on the edge of panels ensures conductivity between the metal panel and the electrical cable, using a connection lug. n PowAR Snap 90B (Fastening solar panels) PowAR Snap 90B is a fastening system for framed and steel-structured solar panels. PowAR Snap 90B vidéo n Ergo Clip Ergonomic plastic clips for greenhouse farming (tomatoes etc.). These products, for intensive greenhouse cultivation of fruits and vegetables, let growers simplify the growing process, and minimize labor costs. n RayDyLyo Innovative closure devices for sterile bottles used in the pharmaceutical industry. A complete range is available to pharmaceutical companies and provides an innovative alternative to the aluminum capsule.

20 Press contact: Claire-Marie Signouret Agence PLUS2SENS Tel: cm@plus2sens.com Twitter: CMSignouret 20