With this new newsletter, we aim to give you regular updates regarding Maguin and Promill strategies and activities. We are aware that the close relationship we have with our stakeholders is a vital prerequisite towards serving them to the best of our abilities.
We look forward to any comments you may have on the form and content of this new exchange medium, and we hope you enjoy reading this first issue.
The Maguin & Promill teams
The Moret Industries group consolidates its ambitions
By aiming to be a pioneer in the industrial ecological transition, Moret Industries is adding a new chapter to its history. We have the unique skills and operational resources required to help global industries preserve our planet’s natural capital, while helping to meet the challenges to build a better future all together.
To this end, we refocus on our manufacturing expertise to help our customers make better use of bio-resources, decrease their consumption of energy, water and reduce their pollution level. We organise ourselves into two divisions, one focused on the development of bio-resources and industrial ecological transition, and the other on fluid transfers in a highly constrained environment.
Maguin and Promill are the driving forces behind the first cluster. Their merger aims to optimise their operations in all fields, to serve their customers. Their strategy, which John Lloyd and Stéphane Bonnardin detail in this newsletter, is fully supported by the Moret Industries group.
I am convinced that their teams’ passion for their work, their capacity for innovation and their outstanding industrial resources enable Maguin and Promill to meet your expectations and constraints with the expected level of quality.
In this interview, Maguin’s CEO John Lloyd and Deputy CEO Stéphane Bonnardin detail Maguin and Promill’s new strategy.
The major change in recent months concerns the merger between Maguin and Promill. May you tell us what you aim to achieve and how you intend to do so? Stéphane Bonnardin – As with everything we do, our approach is based on our customers’ requirements and constraints. After the crisis triggered by the Covid-19 pandemic, we witness a significant recovery in the markets in which our customers operate. They are recovering the investment capacities required to develop their industrial resources. We support them in this new phase not only by meeting their needs in terms of after-sales service and spare parts, but also by offering them innovative solutions that match their wish to optimise their energy and environmental footprint. Whether they are dealing with sugar, fertiliser, waste incineration, offshore wind power, or the drying or pelletising of wood and other plant-based materials, our customers are very sensitive to the challenges raised by decarbonisation, both in terms of cost and societal commitment. John Lloyd – The scale of the challenges that this entails in the current global context prompted us to carry out an in-depth review with our teams and Olivier Dambricourt on the makeup of the Moret Industries group and its constituent parts. It was clear that a merger between Maguin and Promill allow us to better leverage our strengths to serve our customers by pooling complementary skills and resources. We aim to conduct this merger in an agile and non-dogmatic manner. This is why we are preserving both brands, Maguin and Promill, each of which possesses valuable experience and know-how. Maintaining these two identities also reflects our desire to continue to serve the respective customers of both companies as closely as possible. To do so to the best of our abilities, we have decided that our executive management and management team will be common to both companies.
What are the main lines of your strategy? John Lloyd – First of all, it should be stressed that we are committed to a development strategy. We are ambitious for ourselves and for the added value we can help our customers to generate. To achieve this, we have devised a clearly defined roadmap.
Our first line of action is operational. This involves restructuring Promill to give it cutting-edge industrial capacities: in so doing, we have reorganised the company and are now in the process of moving its workshops, mainly to a new site and partly to the Maguin site. Stéphane Bonnardin – The second line of action concerns innovation: we are pooling Maguin’s and Promill’s engineering and process activities to better anticipate innovations and product developments. We aim to renew our range of products over the next five years.
Our goal in terms of development also reflects the recruitment of new staff in our process, production and commercial departments.
Has this plan produced any initial results? John Lloyd – Yes, we have already secured contracts in our core markets, namely sugar, fertiliser, waste incineration, offshore wind power, and the drying and pelletising of wood and other plant materials. We are therefore ideally positioned and well equipped, subsequent to our initial transformation phase, to help our customers further optimise their operational efficiency and thereby contribute to preserving the environment. This is our twofold objective for the years to come.
Maguin and Promill: promising prospects for 2023
More than half of the business volume set out in Maguin and Promill’s 2023 strategic development plan is already covered.
This dynamic stems in particular from the needs expressed by Maguin and Promill’s customers in the fields of energy consumption and decarbonisation within the scope of their industrial ecological transition policy.
This is why, for example, we are currently carrying out a project on pulsed electric fields (see related article below in this newsletter) and, in Eastern Europe in particular, programmes for the installation of tower diffusers with mixers aimed at optimising the overall energy footprint of sugar juice extraction processes.
Promill upgrades its industrial resources
The Promill factory will soon be moving from its current location in Serville (Eure-et-Loir) to a building in Parc de la Radio in Dreux, ten kilometres from the present site. The new facilities in Dreux will be more modern and better suited to Promill’s activities. This move is a vital part of Promill’s transformation plan aimed at better serving its customers.
The new site will enable Promill to optimise its industrial efficiency to provide its customers with shorter and more reliable lead times, while ensuring significantly improved working conditions for its employees.
Work is currently underway at the site in Dreux to accommodate Promill’s activities in the best possible conditions. Once this work is done, the machines will be moved from Serville to Dreux from the beginning of March onwards. The new site is expected to be operational by April.
All the spare parts previously manufactured in Serville will now be produced in Dreux. In addition to the machine shop and warehouse, Promill’s support functions (the design office, pre-project and project process departments, scheduling and sales and after-sales departments) will also be transferred to the new Dreux site. At the same time, some of Promill’s administrative activities have been relocated to the administrative departments of its parent company, Maguin. Furthermore, Promill’s test station has been transferred to a specially equipped site at Maguin’s headquarters in Charmes (Aisne), as has the mechanical assembly activity of Promill machines.
A new chapter has therefore begun for Promill, which has been based in Serville for 55 years.
Electric fields propel our customers into the future
Customers are now committed to achieving their industrial ecological transition, and Maguin has a head start in helping them to achieve their objectives in this field.
For over ten years, the company has been working on the development of a pulsed electric fields (PEF) application. This technology uses cell membrane electroporation to naturally extract the plant’s juice. This cold extraction method requires very little energy, and no water or external chemical processes.
Maguin boasts several patents in this sector, thus allowing its customers to optimise their energy efficiency, and to deploy high added value production, for a flexible and profitable business model.
Having carried out several industrial pilot projects, Maguin has secured a first contract for the construction of a new industrial unit for one of its customers. This unit will process 2,000 tonnes of raw material per day. It is due to begin production this year and is an integral part of the company’s energy plan.
Enhanced washing and reduced consumption
Maguin is currently carrying out two washing projects for a Polish customer.
These are based on a change in the approach to washing technologies: after having implemented technologies that used substantial quantities of water and power, this customer is turning to the advanced technologies provided by Maguin to improve its energy footprint and the efficiency of its processes.
These solutions are based on optimised equipment designed to reduce water consumption while increasing the efficiency of the installation. Maguin’s solution, based on its strong engineering and processing skills, differs in this respect from other technologies available on the market.
Diffusion installations: Maguin excels again
Maguin recently launched a new beet diffusion plant in Poland with a capacity of 6,000 tonnes per day.
This is the second such installation to be commissioned for one of this customer’s site in two years. The first had a capacity of 10,000 tonnes of beet per day.
Maguin excels in this technology and has installed more than fifteen diffusion plants in the last ten years worldwide.
For the benefit of all industries, at all times
Thanks to its background and experience in various fields of activity, and in line with its diversification strategy, Maguin continues to work for the benefit of all industries. As a result, the company was recently selected to replace a rotary kiln in an incineration plant, a fertiliser dryer and to produce access subassemblies for the offshore wind energy sector.
A very productive year with plenty of diversity therefore lies ahead for all its teams.