Case study
Inalfa Roof Systems
A unique restructuring and cost reduction programme has put Inalfa on the path to sustainable profit
When automotive roof specialist Inalfa hit profitability problems, it asked PA to help it plan and implement a fundamental restructuring programme in Europe and the USA, focusing on purchasing, new product engineering and operations.
PA turned the company around in just six months. Inalfa simultaneously achieved a rapid return to profitability, improved processes and data flows, and transformed an inward-looking culture, entrenched over 40 years, into one focused on performance and true market needs.
The integrated PA–Inalfa team reconciled the differing needs of three stakeholder groups: shareholders, board and employees. It delivered both short-term returns (required by shareholders)and long-term viability (required by the board). It showed the workforce how to adapt to a totally new way of working while maintaining ‘business as usual’. PA coached Inalfa managers and allowed them rapidly to take over the running of the programme.
In the first six months, the change programme added 0.5% to group-wide EBIT (earnings before interest and tax) in an industry where 7% EBIT is world-class.
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Ton Houben, Group CEO of Inalfa Roof Systems, said:
“Without PA, Inalfa would have struggled to achieve these results so quickly. PA reconciled our objectives – including immediate profitability and long-term product quality – and then coached us to this performance.
“We quickly realised that we were facing reorganisation on an enormous scale, together with huge cultural change, but with PA to help us we decided to push on. And the financial results have confirmed that was the right decision.
“PA didn’t just tell us the theory – they had industry-experienced people who could actually show us how to do a job, at all levels from shop floor to boardroom. PA claimed that they had the knowledge to truly support a company like ours, and based on this programme I’d say that’s true.”
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