Returning home to KAEFER Poland

You’ve returned to KAEFER Poland after a few years’ absence. What do you see as the most significant changes and which ones do you think are crucial for KAEFER’s future?

KAEFER Poland has undergone several key changes that have significantly influenced its development and future prospects. Firstly, we have implemented a new organisational structure, which has eliminated regional divisions and empowered individual operational units. This has streamlined the flow of information and decision-making processes. We are planning to expand the scope of our services into new areas such as façade installation, surface protection and passive fire protection.

We’ve also changed our strategy for international cooperation, focusing on strengthening our position in the domestic market and reducing our involvement in exports. This decision is already paying dividends, with our customer base in Poland expanding to include major players in the food industry.

Our market position in Poland is strong, making us one of the two largest contractors in our sector. Regarding successes, the development of our scaffolding services stands out. We’ve established a dedicated division and signed a long-term maintenance framework contract for the EC Rybnik project with Polimex-Mostostal Group. We’re also proud to have won the Polish Championship in Safe Scaffolding Assembly.

In terms of education, our own vocational school in Tarnów continues to perform exceptionally well, with around 60% of graduates finding employment with us. We’ve consistently been on the podium at the FESI European Insulation Championships, coming second last year. Notably, we have already contracted over 80% of our planned production for 2024.

However, challenges remain. Key projects in Poland require considerable commitment and adaptation to high standards. For example, the PLN 42 million (approx. EUR 10 million) HBO project at the Gdansk refinery requires considerable effort. We also need to stabilise foreign markets and tackle high staff turnover. The implementation of our strategic goals for 2025-2026 will be challenging, but essential for strengthening our position within the market.

How would you describe the current market situation in your country? What are the unique characteristics of the market in your country and what opportunities do they open up for you to grow?

The biggest challenge for our clients in the Polish market is to adapt to new European Union regulations to reduce CO2 emissions, which creates the need for energy optimisation and opens up new opportunities such as energy audits and modernisation of installations and insulation.

Energy transition is also a key issue in Poland. The transition from coal to alternative energy sources, such as nuclear power, will require significant investment in new technologies and standards. When choosing a contractor, our customers are increasingly looking at a company’s size, stability and, most importantly, the potential of its workforce. We are one of the two largest insulation companies in Poland, which gives us a competitive advantage.

The issue of available labour potential is also crucial, as the labour market in Poland is difficult, for example due to high turnover and a limited number of skilled workers available on the market.

In addition, many of our Polish EPC partners are looking for support for their projects in other European countries, which may open up opportunities for us to work in foreign markets.

What steps are you taking to support your workforce and build a strong organisational culture? What makes your employees want to continue working for KAEFER?

We prioritise safety, stability and care for our employees by offering good working conditions as a starting point to create a healthy working environment. Our policies on workplace safety culture and ESG (Environmental, Social, and Governance) play a key role in creating a friendly working environment.

We ensure internal communication at all levels, fostering collaboration and a supportive atmosphere. Initiatives such as the Worksmile benefits programme, language courses, medical check-ups and integration events build team morale. Opportunities to work abroad broaden horizons and enable career development.

Our ESG actions include reducing our environmental impact and increasing our social engagement. We’re replacing our vehicle fleet with environmentally friendly options and thermally upgrading our office building in Zabrze. We also organise awareness campaigns such as recycling competitions and tree planting to make our operations sustainable and socially responsible. More than 100 colleagues took part in the KAEFER Venuslauf last year, collecting kilometres and raising money for cancer charities worldwide.

What future do you see for your company and what motivates you as a leader of KAEFER Poland?

I expect KAEFER to further strengthen its market position as a reliable business partner and attractive employer. We want to build a stable team that will stay with the company for many years.

Our goal is to achieve our strategic objectives by 2026 and to continue to develop and create value for our clients and the KAEFER Group. Through effective project execution and the use of LEAN methods, we want to build lasting relationships with our customers and partners. We want KAEFER to be a place where employees feel valued and motivated, and where our customers know they can rely on us.

I returned to KAEFER after a four-year break. I was very well received and the team I found is very good. It is a great pleasure to work in this organisation. Sharing your experience and knowledge and constantly learning from others is very satisfying, especially when you see that it produces measurable results. In such circumstances, all challenges, even the most difficult ones, are met with greater enthusiasm. I want this enthusiasm to be present in our entire team every day. I believe that together we will achieve the results we are looking for.