“Our strategy is based on the service provided to customers”

How is rising energy prices affecting the plastics and rubber industry?

Jean-Pierre Ventura: The lack of visibility on energy supply is one of the main unknowns affecting the sector today. To the point that some of our suppliers are considering temporarily closing their factories, as they cannot afford to pay for energy at current costs.

What strategy does Biesterfeld France apply?

Christophe Cario: It is based on the service provided to customers. In this unstable world, they must be able to have a strong visibility of the products dedicated to them. Today, some processors place orders urgently, in quantities greater than their current needs, because they fear interruptions in supply. Therefore, our strategy is based on constant proximity to our customers, in particular through our logistics platforms.

JP.V: The current crisis means that we have gone from a short market to a long market. In this context, Biesterfeld has chosen to show agility both towards our suppliers and towards our clients who know that they can count on us in times of adversity.

How are sustainability requirements transforming the plastics and rubber industry?

CC: In the French market, the use of single-use parts is completely disappearing. If we take the example of glasses, cardboard has replaced plastic. In general, this affects all convenience products. As for technical products, two recycling channels have emerged. Thus, market heavyweights such as Veolia or Suez have set up their own mechanical plants for recycling products that are crushed to form aggregates. These will serve as the basis for the creation of new plastic parts, which the automotive industry in particular consumes. At the same time, there are pilot chemical recycling zones in the Seine estuary powered by the zero carbon emissions sector, thanks to the use of nuclear energy. This is the big trend of the moment.

JP.V: To this we must add the generalization of ecological labels. Our suppliers are in the process of launching “green” or “eco” ranges, so they commit to replacing synthetic materials with plant-based materials to reduce their carbon footprint.

How do you integrate these issues within your company?

cc : On a global scale, Biesterfeld ranks 14/15 among the largest distributors of chemical products with a turnover of 1.4 billion euros. Today, we integrate these sustainable development issues in the choice of our partners, who must have implemented a CSR policy. It is an absolute obligation. Another example of our commitment: our company is a member of the Clean Sweep association that fights against the release of pellets into the environment.

JP.V: We refused to work with certain Chinese suppliers who refused to respect certain CSR rules.

How do you see the year 2023?

CC: We must remain positive, even if we risk suffering in terms of volume and profitability. The year 2023 will go well thanks to the closeness with our clients and the fact that we support them day by day. We will have to adapt to their needs while still satisfying our suppliers. With this in mind, we have helped some of our clients build their budget in this difficult economic environment.

JP.V: Biesterfeld is a German family business with more than 100 years that is not subject to the ups and downs of the stock market. His strategy is long term. We are here to last.

This content was produced with SCRIBEO. The BFMBUSINESS editorial team was not involved in the production of this content.