Our Strategy

The metals industry will always face new challenges and opportunities. Today, globalised business, shifting metal prices, international legislation, substitution pressures and emerging technologies are just a few of the factors that affect the value chain at every stage – from the mine to the end consumer.

Our customers have asked us to go beyond just supplying metal products and become more of a business partner; to use our capabilities and experience to create more value in their businesses. So, Luvata’s strategy has opened a new era of opportunity by creating stronger partnerships throughout the value chains in which we operate. We call this strategy ‘Partnership Beyond Metals’.

There are three pillars which support this strategy:

• Consolidation by acquisitions, partnerships and mergers will make us a stronger partner for our customers, enabling us to offer a better value proposition in our markets.
• Forward integration will bring our solutions and services into more of our customers’ businesses, providing them with the flexibility to be more successful in their core businesses.
• Progressive diversification into other metals will make us a more complete supplier, enabling us to extend our partnership offering and unique expertise to a broader range of customers.

To deliver on our strategy, Luvata needs to be fit and strong on the inside. We are improving our operational excellence through the Luvata Production System (LPS), where we are bringing new levels of efficiency and minimising waste throughout our operations. We are also upgrading our performance in sourcing, sales, market insight and technology development.

With this level of self-improvement, and our traditions of delivering results, honouring our promises and staying open-minded, we can unlock a new world of opportunities to the industry. These opportunities come from “Partnerships Beyond Metals”.

We do not judge ourselves on our products and services, but on the impact they have on our customers’ businesses.

All over the world, our customers are facing increasing expectations from their customers. Demands for better functionality, higher performance, greater sustainability and improved value for money are the norm. We use our ‘Partnerships Beyond Metals’ philosophy to actively help our customers address three primary business goals:

Improve Operational Efficiency

We help our customers gain more value from their materials and manufacturing processes. This may include any number of different improvements, such as minimising yield losses, improving productivity, up-time and quality or optimising material and scrap handling.

Improve Products

We work to optimise performance and differentiation in our customers’ products. This can be by improving design and performance, optimising material selection and usage, or enabling new product development opportunities.

Reduce Tied-up Capital

We help our customers release capital throughout the value chain. Ways that we do this include streamlining interaction with customers and suppliers, optimising production flow or optimising machine utilisation and use of space.

This is what we see - what we aim for in everything we do:

• To be the solution provider of choice for our customers
• To be the employer of choice for our staff
• And to be as good as we can to everyone and everything else.

If we can do that, we've succeeded.