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Despite the extraordinary circumstances that accompany the global pandemic, the Activlab brand remains fully operational, with new, strictly observed precautions. We have implemented additional safety procedures to be able to fulfill 100% of our obligations and support our partners. We have intensified our online activities to the maximum, using the digital tools and communication channels at our disposal. In an interview with the company's CEO, Bogusław Achinger, we talk about how a large organization can quickly adapt to new, difficult conditions and the future of the dietary supplements and food industry after the crisis.
Customer needs are of paramount importance to every business.
Today they ask the question: Are we able to operate normally in the current epidemiological situation, fulfilling the company's mission and providing customers with what they need?
We are operating at full speed and completing orders on time. Since the beginning of the epidemic, we have been closely monitoring the situation in Poland and around the world, so that we can take appropriate actions step by step, anticipating official announcements and recommendations. First of all, we took care of the health of our employees, introducing special procedures to ensure the safety of staff and the smooth operation of production.
In order to cope with a demanding situation, production and its continuity must be properly planned. It is a matter of a carefully arranged schedule and flexibility. Our supply chain functions despite external difficulties. I think that the right choice of carriers is key here - we cooperate with the proven and largest ones on the market. Under special agreements, our orders are treated as a priority. As long-term partners, we can enjoy great security in this regard.
Partnership, and especially long-term business relationships, are invaluable to a company. Is Regis, despite the current crisis, able to maintain current projects and – possibly – undertake new ones?
We are doing our best to maintain production at a normal level and, so far, we have been doing very well. We are supplied with most of the raw materials, as we stocked up at the turn of the year.
When it comes to new projects, we are able to respond to customer needs on an ongoing basis. The market currently demands vitamin products – our R&D department has already prepared new proposals, such as soluble vitamin C with added zinc.
I must admit that this flexibility in action and focus on continuity of production comes from the employees themselves. Thanks to their determination and patience in this extraordinary situation in which we all find ourselves, the company operates without a hitch.
Regis is a large, dynamic company with a long tradition. Were we well prepared for the crisis situation?
Both financially and technologically and organizationally, we managed to introduce the necessary safety measures in advance. Indeed, it is probably a matter of experience, because we have practiced many procedures even in the most difficult conditions.
Years ago, the Raba River flooded near our plant. Despite the considerable difficulties, having provided the factory with independent power supply, we maintained the smooth execution of orders. We have many production veterans, and we also have experts in its proper planning. You can never be fully prepared for crisis situations, but with each new one, both people and the organization learn to be flexible.
We produce food and dietary supplements. This industry requires special precautions. What restrictions have we introduced during the pandemic in the laboratory and production area, as well as in the entire company building?
Masks, protective gowns, and gloves are standard equipment for workers in production and laboratory spaces, as are strict hygiene and safety procedures.
Additional activities in the production and warehouse-logistics sections include a mandatory minimum distance of two meters between workstations, as well as a two-team organization of shifts. Two independent teams of specialists work separately to minimize the number of contacts between employees and ensure smooth production. Working in independent teams also applies to quality control. What's more, we have introduced mandatory temperature measurement for all employees starting a shift. Currently, no one is allowed to enter the production rooms, except for quality control. The ban also applies to management.
The office part, which is adjacent to the production hall, is staffed with minimal staff – only IT specialists, who cannot work remotely. 95% of our office workers perform their tasks completely remotely. We monitor the health of our staff and make every effort to function normally, despite the extraordinary conditions. As a manufacturer of dietary supplements and vitamins, we considered it obvious to provide our employees with sets of vitamins that boost the body's immunity, including vitamin C, zinc and acerola.
Unfortunately, not all activities can be transferred to the virtual world. Doesn't this raise the fear that something won't be completed on time, or that the inability to contact the customer directly will hinder development?
Modern online communication methods make remote business possible and it is happening right before our eyes, all over the world. Our salespeople have constant, virtual contact with the customer. The management is constantly talking to the management of the largest partners, informing about the continuity of supplies.
Of course, nothing can replace personal contact, whether with customers or between employees, but our partners are currently just as cautious and prudent as we are. We all care about health and slowing down the spread of this dangerous virus.
For the time being, we can all forget about trade fairs and various industry events - this fact applies to the entire industry, and in fact to all sectors. We are currently working on the maximum use of digital promotion channels.
Is remote work in home office mode possible for those employees who care about communication with individual clients?
Remote work works very well and we meet with great understanding. Home office mode is absolutely possible. Many of our employees even let us know that they are working more efficiently than usual. Is mandatory remote work pleasant and sustainable in the long run?
This is something that should be asked above all of those of our employees who are parents of small children and who today combine professional, caregiving and educational responsibilities throughout the working week and – often – in a small space. I will repeat once again: it is thanks to their perseverance and ability to adapt to unfavourable conditions that we are able to operate as a company.
If we're talking about online channels, what's the current interest of individual customers online? Are they more likely to use e-commerce now?
We have all moved to the Internet, and especially to mobile channels – including our customers. We have seen an increase in online sales of vitamin and nutritional products, as this is the only sales channel currently available. Customers are also now more willing to choose this form of shopping for their own safety.
Will the broadly understood market of dietary supplements for active people feel the effects of the crisis?
There is no denying that we are all feeling the effects of the crisis, one way or another. Uncertain times are undoubtedly not conducive to increased shopping, and consumers, having satisfied their basic needs, are now less inclined to buy "extra" products. What's more, the restrictions imposed from above mean that we cannot all spend our time as actively as we like. Gyms, fitness clubs, swimming pools and even parks are currently closed.
I expect that once the situation normalizes, we will all want to compensate for this time of incredible restrictions. Consumers will return to their habits and passions, individual product categories will return to the top of shopping lists, and the sector will regain vitality.
I think that moments of crisis stimulate creativity and we can expect new forms of promoting products and services. If it is not possible to organize events and fairs in real life, maybe we can come up with an interesting alternative? Broadband Internet access, powerful processors and good software can work wonders. We have to prove that we deserve the title of "digital citizens"!
What about the food industry? Can the entire sector learn something from the pandemic?
I think that regardless of the industry – and time – the same issues will always be valued. Customer trust is built over the years and a strong business is based on this trust, and this applies to the entire chain of dependencies. Having strong, long-term partnerships makes it easier to endure crises and get out of an impasse faster. Another thing is transparency. Sometimes difficult decisions are necessary – every company faces them sooner or later. If we maintain transparent communication in business relations, we gain a chance to understand and maintain cooperation, despite unfavourable conditions.
One more thing: I believe that the behavior of companies during crisis situations will be remembered. That is why you cannot act nervously and without feeling, regardless of the time pressure.
Will the pandemic teach us anything? Openness to change, ingenuity, perseverance and flexibility in action. I am impressed by our Activlab Pharma department, which almost overnight met the most urgent needs of our customers and adapted the offer to their needs. Finally, I leave the importance of valuable relationships, both with business partners and within the company. You can always rely on strong relationships.
Unipro production plant / photo: editorial staff
