At the end of February 2021, your company took over Swiss Prime Pack AG, a longstanding client of Otto Hofstetter AG. What “synergetic forces,” as you described them in an interview, have developed since then?
It has only been a few months since the takeover, which is why I can’t make any concrete statements about synergies yet. We are currently in the process of examining various possibilities in depth. Of course, many synergies are already evident. Both companies work with thermoplastics, both are very active in similar markets and both use comparable technologies. And both companies are intensively engaged with the topic of sustainability in packaging. In addition, our proximity to one another offers an immediate synergy, granting us more flexibility in how we use our resources and know-how.
How would you describe säntis packaging ag today?
säntis packaging ag itself employs 90 people, and together with Swiss Prime Pack we have a total of 220 employees. Säntis focuses on barrier packaging and coffee capsules, 95 percent of which are exported. For Swiss Prime Pack, the relationship is precisely the opposite. Its products mainly go to the domestic Swiss market. säntis’s strength in export markets and Swiss Prime Pack’s strong domestic market position made joining forces very attractive for both companies.
What would you call your flagship products?
At säntis, coffee capsules are clearly our premier product. We’ve been involved in the production of capsules since the 1990s. Our first client was Migros, one of the biggest retailers in Switzerland. The large German coffee and consumer goods retailer Tchibo joined the list later, along with suppliers for Lidl and other retailers. Today, säntis is one of the top players in Europe in coffee capsule production. With Swiss Prime Pack, we’ve now added a strong injection moulder for food packaging to the family.
You joined your uncle's company in 1995. What were your ambitions when you started back then?
I originally studied communications and specialised in marketing. This was my role when I joined the team at my uncle’s company over 25 years ago. He was a traditional company boss in the classic sense and recommended that I not only familiarise myself with the products but that I also learn how the machines worked. The technology quickly fascinated me and its appeal has continued since then.
Which area are you more interested in today, technology or marketing?
The technology, of course! There are probably only a few trade fairs each year that I miss, and I closely follow developments in machine design through all available channels. I am convinced that my uncle would not have entrusted the future of his company to me if he had not felt that I could develop it further. And in this business, this requires constantly dealing with technology. In addition, as a woman, I knew I would have a hard time in the man’s world of the plastics industry if I couldn’t demonstrate a high degree of technical competence.
In 2019 you received the Rheintaler Wirtschaft Prize, a prestigious business award in a region with many renowned, innovative companies. What do such awards mean to you?
The award came as a complete surprise to me. But of course I was happy about it. The recognition goes to everyone in the company, all those who contribute to säntis’s success every day with their work. Nothing like this happens without great employees. The prize is both a motivation and a reward. And it also helped our company to become better known locally, which is also a great thing.
Your company’s roots go back to 1922, when Säntis J. Göldi AG was founded. What does the history of the company mean to you today?
First and foremost, the company is and was a family business, and tradition means a lot to us. We are now on the way to the fourth generation as we face an era of extreme change and unprecedented challenges. Completely new issues need to be addressed, and today the pressure on plastic as a material is very high. Our family and our history with the company form a stable foundation and that sends a strong message to our clients of stability.
How important is Switzerland as a home base for you?
Our small country offers many advantages. We often hear the opinion that the financial possibilities are better in other countries, but we think the tax and labour law frameworks are in fact often less favourable abroad. As a native Austrian and as something of an expert on Germany, I can also state that the mentality of Swiss workers is unbeatable. They are flexible, committed and empathetic. All in all, I am convinced that we can continue to excel in Switzerland.
Why do customers choose your company?
First and foremost, our pioneering work in the plastics industry is a convincing door-opener. Säntis was the first manufacturer to work with plastics in the 1940s and thus gained a head start in the market. Today, our Swiss roots, with the associated attributes of reliability, innovation and quality, make a sound argument for working with us.
In an interview with the Rheintaler Bote newspaper you said that the most important thing is to find out what the customer and the market need. How do you do that?
This is actually our secret. No, seriously. On the one hand, one of the tasks of the marketing department is to track how needs change, which trends are growing and in what direction a market is developing. But the most important thing is being close to the customer. A partnership-like relationship helps to keep your finger on the pulse, as does information from trade magazines, trade fairs and seminars. One thing is certain: these days our industry is being forced to open up a lot.
Looking at the development of coffee capsules, you seem to have succeeded brilliantly here. The division has grown by 30 percent in the last 10 years. Was the decision to enter this product sector 30 years ago based on what you called intuition earlier?
The decision to commit to this product was based on a mixture of factors. Some factors were known to us, plus a bit of courage and, yes, we listened to our gut feeling. All this was in the mix. If all three ingredients are right, the chances of success are good. It can be dangerous for a company to lose its entrepreneurial spirit. I remember well when I kept suggesting new products to my uncle. He told me to sell things we were already making. In times of great change this attitude can be problematic. If it doesn’t venture into new areas, a company runs the risk of no longer being competitive. For me, the urge to push the envelope, acting on facts, with courage and an informed intuition are the best recipe for keeping säntis on the road to success.
Around ten percent of your workforce are young people in training. Why are you so involved in vocational training?
The main reason for our engagement is the current shortage of the kinds of skilled workers we need. Companies are being called upon to train their new employees themselves. I see a second reason, too: to expose young people during their training to the values that we uphold at säntis. Unfortunately, a strong emphasis on transferring values to young people is often lacking in vocational training, in my opinion.
Last spring, six 10-year-olds spent two days with you to soak up the atmosphere of working at säntis. At that age they are still far too young to choose a career. Why did you invite them for this visit?
Within the regional employers’ association, where I am a board member, we are concerned with the shortage of skilled workers. We have seen that young people often choose the profession of their father or their uncle. In addition to this familial factor, gender also influences their career choices. In order to reduce the influence of these two factors, we offered the trial days to very young boys and girls. The primary goal, however, was not about choosing a career, but about putting them in touch with the fascination of technology at an early age. The project seems to have been successful. None of the six young people intended to study mechanics before visiting us. After the visit, half of them want to.
In addition to your commitment to the next generation, you run many activities and programmes related to sustainability, for example, your 4Green Strategy. Can you tell us about the latter?
The 4Green Strategy comprises our sustainability strategy, which we are currently working on. For us, “Design for Recycling”, for example, means that before a product comes onto the market, we endeavour to think about how it can be recycled. And further up the production chain, we are working on how production waste can remain within the cycle, and so on. It is also about sustainability among employees and our commitment to trainees. The 4Green Strategy covers all areas of our company.
Your company is also a member of the Swiss Energy Agency. What effects does this voluntary commitment to climate protection have on your production?
As a member of the Swiss Energy Agency, a company undertakes to invest in sustainability every year according to a defined plan. In return, considerable sums flow back if you have fulfilled your obligations. Reducing energy consumption and emissions are of great economic interest. In the meantime, we save a lot of energy and use waste heat to heat our premises. I can only recommend every Swiss company become a partner of the Energy Agency.
To what extent will digitalisation, automation and artificial intelligence change your company’s production and ways of working in the next few years?
Sustainability is a first priority in our production. Then comes digitalisation. It is no longer a catchphrase, but something that is also crucial when it comes to securing our future viability in a tough market. Digitalisation will enable us to better analyse and document and optimise our use of resources in every respect, all along the production chain. The key is to familiarise employees with these tools.
säntis packaging ag has been working with injection molds from Otto Hofstetter AG for two years now. Why do you rely on the mould manufacturer from Uznach?
Otto Hofstetter AG was of course well known to us. We also knew that it had many years of experience with moulds with a large number of cavities and that it enjoyed a good reputation. Two years ago, when we came up with a project that required a mould with a large number of cavities, I recommended my team to talk to the people in Uznach, and we know the result. One mould led to a second one. We are happy to have chosen Otto Hofstetter AG.
To what extent do you expect your mould partner to support you in your efforts for resource-efficient production?
Assuming that sustainability is also an issue at Otto Hofstetter AG, I of course welcome any innovation in this direction. For example, optimal cooling with low energy consumption, or other improvements to the machine would be very welcome. In order to achieve the best solution, it’s best to work closely together early in a project. In addition, I would appreciate being regularly informed about new developments in and around the moulds.
Where do you see room for improvement for Otto Hofstetter AG?
The interfaces between partners on a project are a constant issue. Different partners are involved in the details of a project and unfortunately all too often they tend not to think outside their own narrow box. If a problem arises, the buck is passed around. That creates an uncomfortable situation for us, because the problem still remains unresolved. As I said, I would like everyone involved to work together early on in the project.
Thank you very much for this frank conversation, Dr Fleisch. We wish you continued success with säntis packaging and Swiss Prime Pack.
