This company is a European development supplier of special dyed and technical yarns. The story of yarn production dates back to 1970. Today company employs more than 120 people and is among the largest employers in Dolenjska. The company is building on years of tradition and knowledge. Every day the yarn is shipped from the small town to all around the world. All processes are done in house. Everything starts with the choice of the best materials available on the market. They are constantly improving their processes to reduce water and energy consumption. As they know: The future is green. Lean. Innovative.

Top quality

The company’s yarn is designed and tested for outstanding results. Quality is controlled at every step, and they handle every bobbin with maximum care.

Top service

Their team excels in customer support and service. Every individual in the company is carefully trained to become an expert at her or his work.

Sustainability now

They reduced CO2 emissions by 30% in the last 5 years and production waste is 100% recycled. They also build long-lasting partnerships with customers, suppliers, the local community, industry and other stakeholders.

In the company, they consider any employee who turns 50 to be an older worker. From this point of view, a different approach is needed for older employees who work in management and in the morning hours and who generally retire older than those who work in production and will need to find a different job until retirement and who generally retire younger.

From the point of view of the aging of the workforce and the search for suitable succession and the transfer of knowledge, it is important to consider that among the managers the company´s average age of managers is 52.5 years. In this case, they have demanding jobs where the introduction and transfer of knowledge take longer than in other jobs.

In the company, they have already created an internal collection of knowledge (e.g. they already have a textile manual, and carry out internal education for the transfer of textile skills). They will also strive to acquire new colleagues with a textile education, for which they will promote the company among young people as a good employer and the textile profession as an opportunity to work in the region.

With the transformation of a company from a typical labour-intensive company into an advanced, innovative, and sustainable company, the need for new competencies and the need for new personnel has also arisen. In terms of content, in the coming years, they will pay a lot of attention to training for digital competencies, sales staff training for the marketing of new sustainable products, and manager training for agile management of employees and processes.

They have already introduced the competency model, and they first focused on defining sustainable competencies. At the company level, they have defined the necessary competencies to achieve the set goals of sustainable transformation. For individual departments, together with the heads of departments, they have defined the competencies necessary to achieve the goals of the departments and the common goals of the company. Competencies have been classified by necessity into mandatory, necessary, and desired competencies. They also carried out the next step, namely the assessment of the achieved level of competence of each employee. The assessment is based on a questionnaire completed by the assessee, his supervisor, and a colleague. The obtained evaluations/analysis of competencies will also be the basis for the quality selection of personnel, planning of training and education to raise mandatory and necessary competencies, and for establishing clearer criteria for work performance and thus rewards.

The introduction of systematic planning of education enables the acquisition of strategically important knowledge, more efficient work and the successful achievement of goals, supports the personal development of the individual, has a long-term effect on the commitment of employees and greater belonging to the organization, which in turn affects the lower turnover of experts.

The company achieves this by:

– planned personal and professional development,

– planned training of employees, according to the educational needs of the company and the individual.

The 5 key goals and activities:

– strengthening of personnel;

– strengthening sales – maintaining market shares in traditional markets, entering new markets;

– lean production;

– investments, including the areas of digitization, automation, and energy efficiency;

– development of new innovative sustainable products.

innovativeness, responsibility, partnership, flexibility, durability, bold and ambitious