Welcome to ANDRITZ Nonwoven & Textile in Turkey

Ibrahim, you joined ANDRITZ last year as Head of Service for the Turkish market. What was your first impression when get into the Service Organisation of ANDRITZ Nonwoven & Textile?

Ibrahim: "When I first joined ANDRITZ Nonwoven & Textile, I was immediately struck by the depth of technical expertise and the strong commitment to customer satisfaction within the Service Organization. The team demonstrated a high level of professionalism and a proactive approach to solving customer challenges. I also noticed a strong culture of collaboration—not just within the service team, but across departments—which is essential for delivering integrated solutions in such a complex industry.

Another standout was the digitalization efforts already underway. From predictive maintenance tools to remote support capabilities, it was clear that ANDRITZ was not just keeping up with industry trends but actively shaping them. This gave me a lot of confidence that we could continue to grow our service offerings in Turkey and provide even more value to our customers."

What do you think are the biggest challenges regarding Service in Turkey for the next years?

Ibrahim: "Looking ahead, I see several significant challenges for the Service business in Turkey:

1. Skilled Workforce Availability
   The demand for highly skilled service technicians and engineers is growing, but the talent pool is limited. Attracting, training, and retaining qualified personnel will be crucial to maintaining high service standards.
2. Customer Expectations and Speed
   Customers increasingly expect faster response times and more proactive service. Meeting these expectations requires not only local presence but also digital tools for remote diagnostics and predictive maintenance.
3. Digital Transformation
   While digitalization offers great opportunities, implementing and integrating new technologies into existing customer operations can be complex. Ensuring that both our team and our customers are ready for this shift is a key challenge.
4. Economic Volatility
   The Turkish market is dynamic, but also subject to economic fluctuations and currency instability. This can impact investment decisions and service budgets, requiring us to be flexible and offer cost-effective solutions.
5. Sustainability and Energy Efficiency
   As environmental regulations tighten and customers seek more sustainable operations, we must support them with services that improve energy efficiency and reduce waste—without compromising performance.

Despite these challenges, I believe they also present opportunities for innovation, closer customer relationships, and long-term growth."

ANDRITZ Nonwoven & Textile technology, for disposables and durables, and Turkish customers, have traditionally a long history. Would you say, that turkish customer for nonwovens technology have special demands compared to other customers in other country markets.

Ibrahim: "Yes, I would say that Turkish customers in the nonwovens sector do have some unique characteristics and demands compared to other markets. Turkey has a long-standing tradition in textiles and nonwovens, and many of our customers are highly experienced, technically knowledgeable, and very entrepreneurial. This creates a few distinct expectations:

1. High Customization and Flexibility
   Turkish customers often seek tailored solutions that fit their specific production needs. They value flexibility in machine configurations and service packages, and they are not afraid to challenge the status quo.
2. Strong Focus on ROI and Efficiency
   Investment decisions are made with a sharp eye on return and operational efficiency. Customers expect technology that delivers high productivity, low energy consumption, and minimal downtime.
3. Speed and Responsiveness
   The market is fast-moving, and customers expect quick delivery, fast installation, and immediate service support. This puts pressure on us to be agile and responsive at all times.
4. Innovation with Practicality
   While Turkish customers are open to innovation, they also expect proven, reliable solutions. They are pragmatic and want to see clear benefits before adopting new technologies.
5. Long-Term Partnerships
   Relationships matter. Trust, transparency, and long-term collaboration are highly valued. Many of our customers have been working with ANDRITZ for decades, and they expect continuity and commitment.

In short, the Turkish market is dynamic, demanding, and full of potential. Meeting these expectations requires not only strong technology but also a deep understanding of the local business culture."

Ibrahim, can you tell us in some short words, in your position as the head of service, what are the most important service activities you plan for the next months and years?

Ibrahim: "In the short and long term, our focus in Service will be on six main areas:

1. Strengthening Local Support
   We aim to expand our local service team and capabilities in Turkey to ensure faster response times and closer customer relationships.

1. Enhancing Predictive Maintenance
   We’re investing in digital tools and data analytics to move from reactive to predictive service, helping customers avoid unplanned downtime.
2. Upgrades and Modernizations
   Many customers are looking to extend the life and performance of their existing lines. We’ll offer tailored upgrade packages to meet these needs.
3. Training and Knowledge Transfer
   We plan to increase training programs—both on-site and digital—to empower our customers’ teams and ensure safe, efficient operations.
4. Sustainability-Focused Services
   We’re developing service solutions that help reduce energy consumption, waste, and environmental impact—aligned with our customers’ sustainability goals.
5. Fast Service for Spare Parts

The exchange rate difference in Turkey and the excess supply in nonwoven production make it very difficult for our customers to have spare parts. For this reason, nonwoven manufacturers can go to different suppliers, especially for wearing parts. Bringing the spare parts determined to the Izmir warehouse (HTR) until the end of 2025 will be very beneficial for our customers and the whole of Turkey will see that we are waving the Andritz flag in this new service structure.

These initiatives are all about creating more value for our customers and building long-term partnerships."

Thank you. Finally, how would you describe yourself as a Head of Service for Turkey? What kind of leadership guy you are and what can the service organisation can expect from you?

Ibrahim: "I see myself as a hands-on, people-focused leader who believes in building strong teams and empowering individuals. My leadership style is based on three key principles:

1. Trust and Transparency
   I believe in open communication and mutual respect. I want my team to feel heard, supported, and confident in their roles.
2. Customer-Centric Mindset
   Everything we do should create value for our customers. I lead with a strong focus on service excellence, responsiveness, and long-term partnerships.
3. Continuous Improvement
   I encourage innovation and learning. Whether it’s adopting new technologies or improving internal processes, I push for progress and adaptability.

The service organization can expect from me a clear vision, strong support, and a commitment to developing both our people and our capabilities. I’m here to lead by example, stay close to the field, and ensure we grow together—with our customers and as a team."