The RENOLIT Group has announced a significant update to its organisational structure with the appointment of Joan Porquera as the new General Manager of the Roof & Water Care Strategic Market Unit, effective 1 July 2026. Porquera succeeds Renaat Demeulemeester, who decided to step down at the end of the year after more than three decades of service. He steps into the role with a decade of experience within the RENOLIT Group, having built an extensive understanding of the operational framework. He joined the organisation in November 2015, serving for nearly ten years as Chief Financial Officer of RENOLIT Ibérica before his promotion to Managing Director of the subsidiary in July 2025.
In this new capacity, Porquera maintains his current responsibilities as Managing Director of RENOLIT Ibérica, S.A., at the Sant Celoni facility, near Barcelona alongside his new role as General Manager of the Market Unit Roof & Water care. This dual responsibility is designed to establish a direct, coordinated link between manufacturing operations and overall market strategy, ensuring leadership continuity and a smooth transition across the division.
“I am incredibly proud to lead the Market Unit during this period of commercial evolution,” comments Joan Porquera, General Manager of the Roof & Water Care Strategic Market Unit. “In line with our Group commitment to innovation and sustainability, our strategy will focus on transforming manufacturing excellence into customer-centric success. By unlocking the vast knowledge within our teams, we will ensure that our global operations remain highly responsive, efficient, and thoroughly prepared for future challenges.”
Enhancing value through a customer-focused approach
The organisational restructuring marks a decisive shift in the business model toward an integrated, customer-centric framework designed to align corporate operations directly with the distinct requirements of diverse market segments. This transition is deeply rooted in a leadership philosophy of active listening and transparency, where the goal is to act as a facilitator of collective talent to deliver real added value.
Under this strategic realignment, the Market Unit is re-engineering its commercial approach to develop a comprehensive portfolio of products and services cut to size for individual customer profiles. By segmenting market demands more precisely, the company intends to optimise its strategic development across both highly competitive commodity sectors and high-value-added solutions.
In line with the “Spark 2030” guiding principle, “Igniting Tomorrow Together,” this evolution empowers the division to move beyond its traditional role as a membrane manufacturer, evolving instead into a strategic partner dedicated to long-term reliability.
This commercial evolution aims to enhance market responsiveness, drive sustainable volume growth, and strengthen long-term corporate partnerships by ensuring that manufacturing capabilities evolve in perfect synchronisation with specific client expectations globally.
Strengthening the foundation: technical expertise and future innovation
To support this customer-centric model, the Market Unit has identified four key development pillars focused on technical and operational transformation. First, the company is substantially strengthening its technical department, increasing on-site assistance and expertise to solidify its position as a proactive strategic partner for clients.
This client-facing advancement is paired with an accelerated commitment to digitalisation and product innovation, leveraging modern tools to streamline internal systems while advancing the technical performance of its polymer solutions.
Driving this operational evolution is the group’s commitment to sustainability, which serves as a core value and the foundational catalyst for long-term growth and eco-responsible development. This environmental commitment shapes the overall engineering focus, prioritising the creation of high-performance, durable solutions designed to minimise environmental impact while fully complying with evolving global regulatory standards.
Finally, these initiatives are anchored by a rigorous focus on Operational Excellence (OpEx), aiming at production optimisation, cost efficiency, and the LEAN Management of manufacturing workflows and plant tools to ensure peak productivity across all facilities.
Maintaining continuity and driving international development
The planned management transition is structured to ensure continuity across all operational and strategic initiatives within the division. To facilitate a seamless handover, Renaat Demeulemeester will provide active support to Joan Porquera until the end of December 2026.
During this transition period, Demeulemeester will focus his extensive experience on the strategic commissioning of the new RENOLIT manufacturing plant in Pune, India. Known internally as the Holi project, this expansion carries significant long-term strategic value for the Group’s global footprint, representing a critical step forward in manufacturing high-performance polymer solutions and extending the brand’s international technical expertise.