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Cascades was founded in 1964 by the Lemaire family and has carved out an enviable place in the production, conversion and marketing of packaging and tissue paper. Since day one, the company has been known for an environmentally friendly approach that sets it apart. It now ranks as one of the five largest players in the development and production of recycled products. Its management philosophy, based on respect for people, delegation of responsibility and teamwork, has also set a fine example. We met with Alain Lemaire, who is President and Chief Executive Officer of Cascades and the youngest of three brothers behind the success of a jewel of Québec’s economy.
A few words about Cascades
Cascades, which was founded in 1964, produces, converts and markets packaging and tissue products made mainly from recycled fibre. The company employs almost 11,000 men and women at more than 100 operating units in North America and Europe. Its management philosophy, its more than 45 years of experience in recycling and its continued efforts in research and development are strengths that enable Cascades to create innovative products for its customers.
Your family had a recycling company before it began manufacturing products from recycled fibre. Where does this interest in sustainable development come from?
My father lost his job back in the 1950s. When he couldn’t find another one, he began sorting waste and recovering paper, glass and metal. There was a market of sorts for such materials even in those days. In 1957, he founded Drummond Pulp & Fibre, a household and industrial waste-recovery company. Recycling has always been one of our family’s values. My father always said, “Waste nothing, create nothing, but convert everything!” It’s a principle that has taken us a long way.
Cascades was born a few years later. How was the company created?
In 1964, my father learned that a paper mill was about to close in Kingsey Falls. He managed to get financing from the Caisse populaire by mortgaging everything he had built up with his company. That’s how my family was able to buy the mill. My brother Bernard reopened the mill with the workers a few months later. Then my brothers and I moved to Kingsey Falls, which became our adopted home. The first Cascades mill began making a profit in its third year of operation.
Did you always know you would go into the family business and did that create special challenges?
I never really asked myself that question. From a very young age, my brothers and I were involved in the family project. My father instilled in us the desire to rise to a challenge and he taught us how to work together. Since I was very interested in the recovery of paper, I studied at the Institut des pâtes et papiers in Trois-Rivières. Then I joined my brothers at the Kingsey Falls mill in 1967. I started out on the technical side, in the lab, where we were doing research to produce better-quality paper.
Of course, being the youngest brother could have been a challenge. Bernard and Laurent have an age difference of only three years, but I’m eight years younger than the younger of them. I could have been pushed aside. But that didn't happen. I must say we have complementary talents. Each of us has been able to thrive within the company by developing his particular strengths and his full potential.
How has Cascades succeeded in creating an enviable place in its industry?
It definitely wasn’t easy at the start. We were a marginal paper company in Québec. Paper made from recycled fibre was considered inferior. Even so, we expanded rapidly, partly by successfully reopening mothballed mills, and we managed to establish our credibility. Our competitors began taking us seriously and looking at our way of doing things, since we were able to make a profit when other facilities were on the verge of closing. We were recognized as managers of a different stripe.
What exactly are the factors that make Cascades different?
I think all the factors come under the broad concept that our methods are based on, namely respect. This includes respect for the environment, an area where we were a leader long before it became trendy. Most likely because of our family history, recovery and recycling have been integral to our operations since the beginning, and we constantly strive to improve our practices in that area. Today, not only are 75% of our products made from recycled material, but we also recover 64% of our waste.
We also have a great deal of respect for our employees. We rely on their commitment and accountability. In a sense we’re partial to self-management. In return, we give them 10% of our profits. They know that the more they invest in Cascades’ success, the more they’ll receive in return. It’s our way of thanking them for their efforts.
You’ve always been passionate about your work. Do you have a hobby that allows you to relax?
A few years ago, my wife asked me to build a garage for our house and I decided to do it the old-fashioned way. At the same time I developed a passion for antiques. I collect metal objects above all. It’s a pastime that fits nicely into the recovery theme.
Family is central to your life. Will you pass down control of Cascades?
The sustainability of Cascades is vital for us. We founded this company with the idea that that its name and operations will outlive us. We want Cascades to continue providing quality jobs for generations to come. Our priority is not that Cascades always be managed by the Lemaire family; it’s that it continue to flourish. To that end, we’ve opted for decentralization. Our groups are managed by people who take Cascades’ long-term success to heart. We call them cascadeurs [French for stuntmen] – and they have green blood flowing through their veins too! Recently we created the position of Chief Operating Officer and appointed one of our talented managers to it. One day he’ll step into our executive shoes. We’ve always surrounded ourselves with the right people and shared our power. We believe it’s the best way to ensure a bright future for Cascades.
