What has this changed for you in the value creation process?In other words, digitization is the big issue for you, primarily with regard to Big Data.
https://www.vol.at/vorarlberg-philipp-lehner-rueckt-in-alpla-vorstand-auf/6063916 How much of this, we call it, purposeful improvisational spirit is still in the company today and how does it manifest itself?Today Alpla is a prospering multinational company - with over 20,000 employees in 46 countries and 178 production sites and a turnover of around €4 billion. The Company designs and develops wide range of packaging products for beverages, food, milk, dairy, beauty and home care, oil, lubricants, and pharmaceutical industries. Thank God we can point to very good apprenticeship training, which we have pushed forward without interruption over the last thirty years. Features ALPLA at a glance. There was an expectation that I was the oldest of the second generation. Managing Director is Günther Lehner.The company’s headquarters are located in Hard in the Austrian province of Vorarlberg. When I joined the company in 1992/2006, there were of course other challenges: Alplas growth and internationalisation. We started the first recycling plant in Mexico in 2005, and we started in Wöllersdorf in 2010. How can we exchange information even more efficiently? Further information: Our company was founded in 1955, Alplamat came a little later. Intensiv beschäftigt sich Günther Lehner mit dem Thema Ressourcenknappheit. Is it conceivable for you that Alpla's business model will shift significantly from production to recycling in the coming decades?What do you think is the biggest challenge for Alpla in the future?We use cookies to make our website as user-friendly as possible for you to use and analyze. ALPLA, otherwise ALPLA-Werke Alwin Lehner GmbH & Co KG is an Austrian, international acting plastics manufacturer headquartered in Hard, specialising in blow-moulded bottles and caps, injection-moulded parts, preforms and tubes.It is the largest producer of packaging in Europe, with a total of 178 production plants in over 46 countries worldwide, approx. If you continue, we assume that you agree to the use of cookies on our website. The responsible regional managers are very close to the respective market and report important decision bases directly to me.
You currently operate four plants. We filled it with young Chinese employees who completed their apprenticeship with us according to the Austrian model – including the apprenticeship certificate! Young talent must be promoted, of course. I think there’s still a lot of potential there. Alpla builds factories close to its customers worldwide, or even on their premises (so-called “in-house factories”), in order to keep transport costs for the hollow bodies as low as possible. Günther Lehner, CEO. The exchange of data must go beyond our customers and must also include their customers. And we have complete production chains where several plants are linked to each other. They invented the famous Alplamat, which was still in use until the 90s.
Anyway, I soon saw in which direction it would go.Yes, there are. Or did you have other plans for the future at times?And is there already a plan forwhat your succession could look like?Your father was not only a far-sighted entrepreneur, but also a gifted inventor. How do you make decisions? We are pushing this circular economy.
to the product. Alpla Werke Alwin Lehner GmbH & Co KG is located in Hard, Vorarlberg, Austria and is part of the Converted Paper Products Manufacturing Industry. Wherever we could automate, where we could replace work steps with sensible paybacks with machines, we have always done that. They invented the famous Alplamat, which was still in use until the 90s. When I joined the company in 1992/2006, there were of course other challenges: Alplas growth and internationalisation. Since the beginning of this year, he has been back and part of our new, expanded, management team. That’s a great thing. Who do you involve in major challenges - such as technical-strategic realignments or international takeovers?In other words, there are internal participative processes for decision-making - but also external ones?Is it a question of developing new ideas and strategies, or rather of implementing them?Keyword: Digitization. 6 min „Die Expansion geht weiter.
This enabled us to establish our own production facilities from Argentina to China.
Who do you involve in major challenges - such as technical-strategic realignments or international takeovers?In other words, there are internal participative processes for decision-making - but also external ones?Is it a question of developing new ideas and strategies, or rather of implementing them?Keyword: Digitization.
This contributes dramatically to an improvement in the fight against climate change. I think the connection to the customer will be decisive.
Then we built a new plant in Poland and now we have a joint venture in Germany. Then we gladly take Syngroup teams on board in order to make connections transparent and to have valid bases for decision-making.We started this process at a very early stage in order to prepare our information in a meaningful way. We run our own academy and programme, where the new recruits can develop further. If you continue, we assume that you agree to the use of cookies on our website.