Packaging News Power 50 - The Top 10

Tag : blow moulded products

This week, www.packagingnews.co.uk completes its countdown of the50 most influential people in the UK packaging industry, the fullPower 50 is published in the July issue of Packaging News magazine.
10. Jane Bickerstaffe, director, Incpen (11)

Jane Bickerstaffe is a tireless seeker of facts and always spotsdodgy data or unsubstantiated claims, says waste managementresearcher and consultant Maggie Thurgood.

As director of the Industry Council for Packaging and theEnvironment (Incpen), Bickerstaffe has, this year, been advisingthe House of Lords on waste reduction and local authorities onimproving the quantity and quality of household recycling.

Knowledgeable and well-researched, she is impatient with policiesthat are based on knee-jerk reactions rather than evidence, but isjust as tough on bad packaging when she sees it.

When the Green Alliance called for all food packaging to be eitherrecyclable or compostable by 2013, Bickerstaffe was among the firstto stress that this was neither realistic nor environmentallysound. She has also been at the forefront of efforts to ensure thatthe carrier bag debate is based on science rather than speculation.

The packaging industry couldn't ask for a better champion, addsThurgood.
9. Shane Monkman, packaging buyer, Asda (40)

Shane Monkman has rocketed up the Power 50 from 40th place lastyear thanks to the enthusiasm and energy he has displayed inexplaining Asda’s approach to packaging, both to industry andconsumers, and his no-nonsense approach to highlighting the flawsin the UK’s waste infrastructure.

According to one industry source, Monkman is very straightforwardto deal with and very appreciative of the co-operation of thepackaging industry, while Monkman describes himself as astraight-talking Yorkshireman.

Monkman led the packaging procurement team at McCain Foods for sixyears - he says he still constantly relies on the real-world foodmanufacturer and packer experience this role provided - beforejoining Asda in late 2006 to take responsibility for the packagingof more than 12,000 products.

Under his leadership, Asda has distanced itself from otherretailers rushing to introduce compostable and biodegradablepackaging, after deciding the problems with the disposal of thesematerials represented too great a barrier to adoption.

Monkman’s greatest challenge probably still lies ahead,though; adapting the packaging scorecard introduced in the US byAsda’s parent, Wal-Mart, to meet UK circumstances.
8. Mike Arrowsmith, chief executive, Linpac Group (5)

It has been a busy first half of 2008 for Linpac and MikeArrowsmith, as he continues to restructure and streamline thebusiness after recent acquisitions.

In March, the company revealed that it was to close the Bromsgroveand Walsall plants of its materials handling division LinpacAllibert and centralise operations in Winsford, Cheshire.

Then, in April, it announced that it wanted to sell ViscountPlastics, its Australian and New Zealand-based company, to focus onits businesses in the Americas, Asia and Europe.

Viscount, which accounts for 7% of Linpac Group's £1.1bnturnover, makes blow-moulded containers and industrial packaging.Linpac has not yet found a buyer for the company.

Arrowsmith also puts himself in the firing line for food equipmentmanufacturer Enodis, where he sits on the board as a non-executivedirector.

"This guy has staying power, he exudes energy after a long hard daywhen all about him are flagging," says one colleague.
7. David Currie, managing director operations, Europe, Ardagh Glass(7)

Consolidation has been the major trend at Ardagh Glass over thepast year, as the company has sought to introduce consistentbranding to its glass operations across Europe.

None have been more affected by this than David Currie, whose"unrivalled knowledge of the glass packaging industry" has led tohis role being expanded to managing director of operations for thecompany's 22 plants across the continent.

The Irish-owned firm is not, however, resting on its laurels and inJanuary announced a three-year €450m (£335m) investmentplan that includes the reopening of previously closed capacity andshutting down other furnaces, although the firm says there will beno enforced job losses.

Under Currie's leadership, Ardagh has retained its focus on theenvironment, particularly lightweighting, where it has worked withmajor brands such as Coca-Cola and Mars, as well as being involvedin special products like the Carlsberg bottle for the Euro2008football championship.
6 David Hathorn, chief executive, Mondi (New)

Mondi's chief executive was merely a one to watch last year. Butthis year he has shot up the rankings into the top 10 after ahectic year of overseeing Mondi's demerger from Anglo American inJuly 2007 and consequent dual-listing of the company inJohannesburg and London.

Hathorn joined Anglo American in 1989 as a divisional financemanager before moving to Mondi in 1991 where he served as both afinance director and then general manager of Mondi Europe. In 2000,he was appointed chief executive officer of Mondi Group.

In February, the Mondi Group reported it had increased pre-taxprofit by 71% to €382m (£305m) in 2007, on sales up 9%at €6.3bn (£5bn), despite increases in raw materialprices.

It is believed that Hathorn is spending increased amounts of histime in South Africa, where the company is also listed. Oneindustry spokesperson suggested that Peter Oswald, chief executiveof the Europe & International division of Mondi is "the moverand shaker in Europe". Time will tell where the balance of powerlies in Europe.
5. Liz Goodwin, chief executive, Waste & Resources ActionProgramme (NEW)

Liz Goodwin has been described as "a welcome breath of fresh air"since taking up the reins at the Waste & Resources ActionProgramme, bringing about a "positive change of direction" in theorganisation.

In a year of mixed fortunes for Wrap, highlights include theproduction of a report into food waste, a voluntary agreement oncarrier bags and work on mixed plastics recycling. But it has alsohad to face up to a 30% budget cut, resulting in job losses.

In Goodwin, though, Wrap seems to have the right person in charge.One colleague says her "passion, deep understanding of the issuesand ability to motivate staff make her a formidable leader".

A chemist by background, Goodwin joined Wrap in late 2001, afterworking for ICI and Zeneca. Having worked on Wrap's materialsprogrammes and in its construction and manufacturing departments,she succeeded Jennie Price in March 2007.

More softly spoken than her predecessor, Goodwin says herexperience stands her in good stead to "see all the technicalissues without having them pointed out".

One industry figure says: "Liz sounds quiet at first, but thinksthings through very carefully. Certainly whenever she responds tosomething it's full of a lot of thought.
She's the quiet, cool intellect the organisation needed."

Her personality will hopefully stand her in good stead to convincethe packaging industry of the merits of its business plan for thenext three years, announced last month, which maintains a focus onpackaging and quality of recyclate.
4. Dick Searle, chief executive, Packaging Federation (6)

It’s hard to imagine that Dick Searle was totally preparedfor the anti-packaging maelstrom he was about to enter when heagreed to come out of semi-retirement to take over as PackagingFederation chief in January 2007.

After three years chairing his family property business, Searleimmediately had to draw on all the knowledge gained in his 30-plusyears in packaging to fight the industry’s cause when hereturned to the federation, which he helped to found.

Searle is a very different character from Ian Dent, his predecessoras Packaging Federation chief; indeed, it would be hard to imagineDent managing a speedway team, as Searle did with the CanterburyCrusaders.

However, Searle’s pugnacious style, as one colleaguedescribes it, has been just what the industry required at a timewhen it has come under unprecedented public scrutiny.

Although he was a touch embarrassed to be described in a FinancialTimes article this year as a self-styled Mr Packaging, it’simportant to remember that Searle truly is the PackagingFederation, representing the industry from a serviced office inLondon.

John Monks, one of the Pack Fed committee members who appointedSearle to the role, says he has punched his weight and a bit morein his 18 months in the job.

Searle, who also enjoys skiing and is a former Class 1 footballreferee, has a reputation for straight-talking, but he has also hadto call on diplomatic skills to forge links with governmentministers, senior civil servants, retailers and brands.
3. Ron Marsh – chief executive, RPC Group (1)

It's been a tough year for RPC Group since its chief executive cametop of the previous Packaging News Power 50, but Ron Marsh'scommitment to the company is as strong as it was when he led amanagement buyout 17 years ago.

The sustained rise in oil prices affecting both energy and polymercosts have hit the company hard, and despite successfully pushingthrough price increases the firm had to take the difficult decisionto close two plants in the second half of 2007.

RPC has, however, remained active in the acquisitions market– last autumn it bought Dutch injection-moulding firm Raytecand French blow-moulder Mob – which is testament to Marsh'slack of complacency towards the firm's development.

An industry colleague says of Marsh: "Ron's not afraid to explorenew ideas and is proactive and enthusiastic about what heundertakes.

His personal touch and inclusive attitude to management have alsobeen key to Marsh's success – there are those who "like themanagement style so much they can't retire", says the colleague.

"Unlike many competitors, RPC's image and ongoing financial successhave been maintained in the face of the most challenging conditionsever. Perhaps this is because Ron's financial rewards are soclosely aligned with shareholder interests."

A depressed performance on the stock market has, however, led Marshand his team to start a strategic review of the company "tomaximise shareholder value", which could potentially lead to thebusiness being sold, although the outcome was still unclear asPackaging News went to press.
2. Leslie Van de Walle, chief executive, Rexam (8)

Earlier this year, the Paris-born chief of Rexam predicted at leastanother two years of high input costs, which suggests he has achallenge ahead of him. In little over a year, Van de Walle, whotook control of the consumer packaging group in February 2007, hashad to contend with both a weak dollar and sky-rocketing oil pricesthat are now well above the previously sacred $100-a-barrelbarrier. Consequently, Rexam’s pre-tax profits fell by 3% in2007 to £260m.

Van de Walle cuts an imposing figure at over 6ft tall, but he israrely found without a smile on his face. This is not to say thathe isn't serious. One colleague says that he only has positiveviews of Van de Walle, a former chief executive of United Biscuitsand executive vice-president of global retail at Royal Dutch Shell.

"Leslie is a great leader and he is determined to continue todevelop Rexam and add value to the company," he says. "We have manychallenges in Europe and I'm sure he will support us."

Despite challenges, Rexam has continued to expand. The most recentaddition to the beverage can division is a new can plant inArgayash, Russia, which will add another 700 million cans a year incapacity to the burgeoning Russian market. This follows theacquisition of Russian beverage can maker Rostar in January thisyear.

‘Senior-friendly’ packaging has been Van de Walle'sfocus in the plastics market. He placed this high on his agendaafter passing his 50th birthday a couple of years ago. "Things weretoo small for my big fingers," he admitted to Packaging News backin April.
1. Tony Thorne, chief executive, DS Smith Group (last year’sposition: 2)

Its third time lucky for Tony Thorne. After twice occupying thenumber two slot, no one will take umbrage at the DS Smith Groupchief executive’s elevation to outright leader of the pack inthis year’s rankings – except perhaps the notoriouslypublicity-averse Kiwi himself, who always prefers to stress thepart played by colleagues in charting the relentless upwards growthof the UK based paper and packaging group.
Overall group sales are up by around10% and year-end profits haveincreased by nearly 50%. We were pretty far down before; whatwe’re getting back to is more reasonable returns on thecapital invested and the effort put behind the business, saysThorne. Even so, it’s an impressive result achieved against abackdrop of challenging trading conditions, and rather beliesThorne’s self-deprecating description of himself and his teamas cautious, steady Eddie kind of guys.
Onward prospects look even better. With the £60m Kemsley millacquisition from M-real giving it a stake in the lighter weightcorrugated market to the tune of 260,000 tonnes of corrugated casematerial both at home and in Europe, and its reach along the supplychain strengthened by the purchase of Multigraphics, the£11m-turnover point-of-sale company, Thorne appears to havesealed up any peripheral chinks in the group’s armour andpaved the way for a raft of new opportunities. With corrugatedlaying claims to being the eco-lobby’s darling, there’sclearly going to be a lot more exposure to DS Smith’s offerwithin the retail sector over the next 12 months.
While escalating energy prices still remain a problem –although, alleviated to some extent now that these are in partbeing passed on to customers – DS Smith has made plenty ofinvestment in combined heat and power and waste to energy systems.Likewise, the success of the Severnside Recycling operation intransforming collected waste back into on-shelf retail-readypackaging within 14 days.
2008 is already proving to be a very good year for Thorne, the onlyfly in the ointment being the less than impressive results achievedby some of his countrymen with bat and ball. A close colleaguesays: He works long hours, thinks hard about the business and itsissues, and likes to get into the detail of the operations as wellas getting ‘up in the helicopter’ [one of his favouritephrases] to see the bigger picture. He’s very at home in afactory, is a great enthusiast and has a refreshing impatience withmanagement jargon.