Gabby Day, Communications Manager at Pentagon Plastics is reflecting on COVID 19 and what she and Pentagon have learnt as a business.
COVID-19 has seen all businesses and individuals make rapid adaptation to day to day life. Interaction as we knew it on a personal level has changed in an unprecedented way and business have had the shutters pulled down without a minute’s notice leaving loyal staff and owners vulnerable. Business owners have had the power taken out of their hands and the nation now rests in the hands of the Government to guide the country out of this pandemic.
We have all learnt a lot about ourselves as we have navigated COVID as individuals, employees, business owners, families and as a nation and one thing is evident, no one is unaffected.
As a plastic injection moulder and toolmaker, facilitating the production of medical products into the health care system and frontline services we have continued to operate throughout the pandemic. Embracing a new way of working to incorporate social distancing measures and facilitating the shielding of our more vulnerable team members, we have been able to fulfil increased demand for medical moulding production, including ventilation components.
As we begin to see a glimmer of light at the end of the tunnel, what can we learn from COVID-19 which will benefit our business in the future?
1. There is nothing that cannot be changed…
All too often in businesses including our own there can be a resistance to change, for one reason or another many of us do not like change. Maybe due to a fear of the unknown with suggestions for change often be met with ‘No, we can’t change that because…’ when in fact being adaptable and open to change is the very thing that is going to see you through and help you to realise your strength and potential for growth as an organisation. Everything you think you can’t change; it turns out that you can, procedures and processes rapidly adapted to facilitate a safe working environment, shift changes, working remotely and even temporary role changes we have done it all. Having the ability to change and adapt at the drop of a hat has been one of the essential elements that has been installed in our COVID-19 toolbelt.
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How will this help in the future?
We will all be a little less fearful of change, knowing its all for the greater good and will enable the company to continue to perform at to its potential. Change is not permanent…… that is why it is called change.
2. Teamwork is essential…
Pentagon could not have continued to operate through this pandemic if it were not for the dedication, trust, and flexibility of our entire workforce. Our staff have embraced social distancing following government guidelines without question to safeguard in the workplace and facilitated change in shift patterns to help colleagues accommodate individual childcare and family needs. Meeting a high increase in production demand for the medical sector our team has given us everything they have got, and we could not be prouder of each one of them.
What can we take from this for the future?
We are humbled by the efforts of our staff and the commitment they have shown is second to none, this is a culture we want to take forward as we grow in staff numbers. Staff who look out for one another, provide emotional and practical support, and understand the business needs are invaluable.
3. UK Supply Chain…
With an instant rise in demand for the manufacture of ventilation equipment and PPE to help the fight against COVID-19 the UK found that there are some rather large holes in the UK supply chain system. Much of the manufacturing process is undertaken offshore, not because we cannot make it here in the UK but because it can be done at a lower cost or a faster turnaround in other countries. The lack of PPE and massive demand for ventilation saw UK manufacturing come out of the shadows, work collaboratively, and throw everything it has got to offer into supporting the country at the worst time. Many manufacturers adapted their usual production lines including clothing, vacuum, automotive, to name but a few changing their focus to help meet the needs of this national emergency. These combined efforts have humbled us and made us prouder than ever to be a part of this great British industry.
What will this mean for the future?
The key word for manufacturing should be ‘supply’ over cost or time. Bringing manufacturing back to our own shores will give greater control to production supply, consistency in quality requirements and will ensure we always have access to products. This can avoid the need to travel through boarders or be declined for not meeting quality standards whilst also lowering the carbon footprint, a win-win. By keeping manufacturing onshore, we can limit interruptions to the supply chain providing an incredible impact on helping the UK out of any future issues such as unprecedented levels of unemployment! Increased demand in UK manufacturing will in turn deliver greater employment opportunities across the country.
4. No one is alone…
COVID-19 has seen all of us thrown into the very alien situation of Isolation, whether alone or with family or housemates we have been shut off from the world we know and take for granted. Interaction with family, friends, and colleagues on a day to day basis has become something that many of us now pine for. As human’s social interaction is a fundamental part of our personal wellbeing and as an employer, we recognise that this will influence everyone’s mental health one way or another. It has been outstanding to see the UK come together to support and care for family, friends, strangers and neighbours and we can only hope that this level of kindness stays with us as a country in the years to come. Here at Pentagon team spirit and comradery have emanated through the facility, although mindful of physical distancing our four walls have been filled with kindness, understanding and respect as staff and managers support one another in these emotionally challenging times.
What does this mean for the future?
No one is truly alone, even when physically separated there are always ways to reach out and someone to listen. Mental health is not something people leave at home, it goes everywhere with them and is displayed in different ways, it is vital that employers are able to support not just physical wellbeing but also emotional wellbeing of their workforce.
5. Everyone has a different approach to risk…
As individuals and businesses, we all have a different approach to risk, some incredibly fearful of the unknown and others bulldozing ahead not worried about the consequences. Neither of these approaches are wrong, they are just different. In the work place we have seen some of our team needing to shield in accordance with Government advice, some requiring isolated working areas and others, battle on sword in hand ready to take on the virus head on. With these varying approaches to risk the Pentagon team have shown nothing but respect for one another and differing approaches to the risk of COVID-19, not judging nor being dismissive.
What does this mean for the future?
We hope people in general will be a little less judgemental be it to risk, choice, lifestyle, or business decisions.
6. Plastic is good not the bad guy
There is no denying that Plastics has taken a media whipping over the last few years and has been an unrelenting enemy of the world. As a plastic injection moulder, we are only too aware of the negative reputation of single use plastic. Much of it emanating around drink bottles, bags, coffee lids, straws, and other plastic packaging with little thought to the wider use of plastics. The hospital equipment, the PPE, aircraft, freight the very things that we have all relied on to support us throughout this crisis to supply us with food, medicine, and essential equipment. None of the products that we produce here are for the single use market, all products produced are customer owned and of a technical nature serving industries including aviation, medical, construction and security.
What does this mean for the future?
It certainly does not mean that its ok to litter and allow our environment and marine life to deteriorate and suffer. What it does mean though is that in the future we should always look at the bigger picture and have an informed, measured and educated opinion considering all factors before calling out the bad guy. After all, as COVID has shown us all, one day it may be something you come to rely on!
7. No business is untouchable in a crisis…
Even though we have continued to work through the UK’s biggest crisis of modern times it has become wholly evident that no matter what industry you are in, no organisation is untouchable. Although we have seen a sharp rise in our medical production lines, the aviation sector has fallen to an all time low. Aviation makes up approximately 30% of our production and the slowdown is having an impact on the business.
We are fortunate enough not to have closed our doors like many others have in this crisis, therefore the true impact will be drawn out over a longer period. With the re-establishment of travel and hospitality still a relative unknown we have contingency plans in place to manage this drop in demand.
What does this mean looking forward?
We are not too proud to say that this does not cause us a level of concern as we look to the future. However, we are adaptable, resilient, and strong in our business sector. We will continue to support our diverse customer base now and beyond COVID-19.
COVID-19 will be the biggest challenge many of us have and will experience in our lifetime on both a personal level and as businesses, lets hold on to this experience and learn from it as we emerge, reset, and look to the future.
