The Sofidel Group was established in 1966 and is today one of the world’s leading manufacturers of hygienic and household tissue paper, toilet paper, kitchen paper, napkins, handkerchiefs and tissues. Its best-known brand, and widespread in several countries, is Regina, which joins other important brands. From its headquarters in Porcari (Lucca, Italy), Sofidel coordinates the activities of 16 companies in Europe and the United States, which produce more than 1.4 million tons of paper each year and employ more than 6,600 people worldwide. Sofidel makes sustainability a strategic lever of development and growth, aiming to reduce its impacts on natural capital to facilitate the transition to a low-carbon economy and maximize social benefits for all its stakeholders. Indeed, Sofidel believes that companies are called upon to play a fundamental function not only in terms of the production and distribution of goods and services, but also in ensuring lasting economic, social and environmental benefits for all stakeholders, as a shared value across the entire value creation chain.
The sharing of methodologies and best practices between Italian Heads of the Prevention and Protection Service (RSPPs) and European and U.S. HSE managers prompted Sofidel as early as 2014 to adopt Q-81 HSE.
Managing staff training, near-misses and accidents were the initial goals of the computerization process.
Set performance indicators to be used as predictive rather than preventive elements, useful for improving company procedures and risk assessment.
The Group’s RSPPs and HS managers also needed to streamline their audit procedures, which cover all European and American plants.
Indeed, multi-plant audits represented a huge commitment for those in charge, who had to collect data and then process the reports, often taking advantage of travel time by plane or at the end of the inspection day.
History data retrieval and activation of courses, registration of participants, and determination of the training gap.
Setup of M.A.Ma. mobile app, standardization of checks by plant.
Implementation of benchmark KPIs