Cooperation in all aspects – from procurement, through development and production, to sales and distribution – is a basic requirement for Thule’s success. Thule pursues three strategies to ensure efficiency and profitability in its production process:

• continuously developing and introducing new products, which are increasingly optimised from a raw materials perspective; existing products are refined in the same way
• streamlining production to eliminate all sources of waste in terms of materials, time and work
• continuously evaluating and increasing the number of suppliers and working with them to reduce raw material costs

Creating smart solutions means putting a lot of effort into research and development. Thule strives to protect each new design with a patent. At present Thule holds 416 current patents, a portfolio that expands by around a dozen or so every year. As Thule establishes itself on new markets, the company is also extending its patent protection to encompass new geographical areas.

One of the cornerstones of the Thule Group’s product strategy is safety. Adapting products to the city crash norm is an important part of our safety-oriented approach to car accessories. The norm requires that loads on car roofs can withstand a collision at 16 km/hour.

Thule has no operations with a direct impact on the environment. This was clearly shown by the external environmental audit carried out in connection with the buy-out of the Thule Group through Candover in late 2004. The factories are well-run and the environmental management systems work well. Thule’s single largest environmental impact relates to transport, because the company sells its products virtually worldwide. The company is working to reduce transport mileage. A study is currently being carried out into the number of warehouses in Europe and what form distribution from warehouse to consumers should take.