So it was clear to us that we would not achieve a satisfactory goal with conventional systems. That’s why we went back to the drawing board. After intensive deliberations and extensive prototyping, we identified a solution that would stand up to all requirements. Since this new solution had to meet the highest safety standards, we had extensive and cost-intensive structural calculations performed for the prototype. In the process, every single element – from adhesives to the material of the fasteners – was closely scrutinized and tested until we were sure that everything had been planned perfectly.

Easy come, easy go

A hidden champion who performs worldwide.

“Exciting, technology-driven, somewhat stubborn in the most positive sense and very familiar – a “hidden” champion who enjoys innovation and values that are lived.” With these words, Mr. Gamper describes the technology company with no bullshit policy. Here, instead of pretending a lot, things are done simply and customers are seen as partners at eye level. Moreover, it remains a family business, even though more than 800 employees worldwide now develop and market high-end systems.

Durst was founded in 1929 by the Durst brothers. In the 1930s, they were still repairing photographic equipment – in the years that followed, they specialized in machines for producing picture postcards, before Durst made a name for itself as a pioneer in photographic technology.

We’re also in textile print industry, as you know. An industry that is mostly built up on synthetic fibers. The issue: these PVC materials are not biodegradable. They don’t decompose. And that’s why the pressure to switch to alternative materials is growing. Recycled materials, for example. Sustainable fibres and cloth that reduce our ecological footprint.

But such materials aren’t easy to develop. Due to their different composition, they’ve got different properties – and consequently, they’ve got to be processed differently as well. This necessitates a lot of testing, and testing is expensive. Textile manufacturers won’t invest in it just because we demand it. Our sector is in the range of a few thousandths – the majority of textiles are produced for the clothing industry. It’s them who’ll have to drive innovation. Only then, manufacturing will change.

Now it’s time to wait a little. The special adhesive needs to dry. Nezwal uses the time to speak about the beginnings of the process: “Originally there was one of these typical foliations on the track. First of all, we needed to get rid of that.” With a hot air blower, the adhesive was released bit by bit, until the foliation could simply be peeled off. And created the room for something new. Time and again. With a flexible system that turns the track into a convertible advertising channel.

What were the biggest challenges you had to overcome as a company?

The suddenness of the crisis made it essential to act quickly – to react to the changed circumstances in a way that both reduced costs and kept the company going. It was clear to us from the beginning that we couldn’t just save expenses wherever possible. The entrepreneurial spirit had to be carried on, we still needed to be active to be seen and heard. Otherwise we wouldn’t be able to minimise the inevitable financial losses. And of course, this also needed to be communicated to the staff. It was important to radiate a certain sense of security, to show that you’ve got a plan. And I’m pleased to say that our crisis plan worked pretty well.

You’ve mentioned entrepreneurial spirit – something quite difficult to keep in mind while tackling with a massive economic slump. How did you manage to deal with this crisis in a more active way?

In an unpredictable situation like this, a situation that is new to everyone, it’s key to think flexibly – not to continue with business-as-usual but to look for alternative ways. All the new products that were suddenly made necessary through the crisis opened up a whole new trade margin. But for us it was important to find something that we couldn’t just trade in – we were looking for something that we could actually produce. And that’s how the idea for the production of masks emerged. This was still in the early stage of the crisis, when most enterprises were struggling to find a supply of masks. But we were already able to produce them, imprint them, personalize them, for example with our clients’ logos. In the first months, this helped us to save expenses and reduce financial losses to a considerable extent.