An interview with Paul Wagner - Director of Operations at Aerosol Service.

What events and successes have distinguished the past year at Aerosol Service?

The past year was characterized by significant operational and financial growth, to put it simply, it was a record year in every respect. Importantly, we have maintained a stable growth trend for many years now, which strengthens our position in the industry and shows that we have taken the course correctly. However, in addition to the favorable numbers, we also had important infrastructure projects completed, one of the key ones being the replacement of all the pavement on the maneuvering yards, along with the installation of rainwater systems. This was done without affecting current production. It was a busy and challenging year, the success of which we all worked for. 

What are the company's investment plans for the coming year?

In fact, next year is the beginning of broader changes in the area of strategic technological investments, spanning 2025-2027. As part of the European Funds for a Modern Economy (FENG) program for 2021-2027, we are starting with the implementation of a fully automated production line, which will not only improve the efficiency of the processes offered, but, above all, make them significantly reduce primary energy consumption. Energy, which we will increasingly obtain from renewable sources as part of the construction of the photovoltaic farm. The year 2025 will also see a number of other pro-environmental investments that we are undertaking at FENG, including replacement of compressor stations, installation of a heat pump system covering heating and cooling of process water. This is a year of change to further reduce our carbon footprint.

What does the infrastructure modernization plan look like?

The priority is to increase operational efficiency by modernizing the production infrastructure. We have begun work to increase the plant's capacity to 150 million units per year. This year, we exceeded 65 million products. 

What steps is the company taking toward automation?

We are practically undergoing a revolution in every field of operation, starting with communications, manufacturing processes, logistics and analytics. The goal is to create processes that are agile, flexible, unmanned and capable of adapting quickly to changing market needs. In all of the aforementioned activities there is one common point: robotics, automation and artificial intelligence conjugated by all cases. 

In addition to investing in machinery, does the company also invest in employee development?

Employee competence development is an indispensable part of our strategy. We are investing in advanced specialized training, including robotics and automation for engineering departments, but also in soft skills training as part of career path support for employees. In the coming year, we are planning to expand office space for employees in the peripheral manufacturing departments, along with upgrading sanitary and welfare facilities . The new spaces will allow tasks to be carried out in even more comfortable conditions. 

What are the long-term development plans?

Our 3-year plans can make many managers dizzy, while they are already crystallized and entering the implementation phase, which of course does not mean that we will rest on our laurels. We are currently working and developing a strategy for 2027-2030, but this, let me tell you, is still a secret. One thing is certain, we see ourselves in the future more clearly than ever. 

How do you use artificial intelligence in the company?

Artificial intelligence is playing an increasingly important role in our processes, supporting customer service automation and records management. We plan to further implement it in system and analytical areas. 

What makes a company successful in the market?

People, experience, diversification, foresight, innovation and, as is usually the case, a little luck. We are a young team, eager for challenges and success, which sees no obstacles, only opportunities.