BBJ: You’ve had a remarkable career trajectory, starting as a translator and moving into executive roles. What critical factors contributed to your successful career progression at Continental Nyíregyháza?
Zoltán Adorján: Even though a translator position is not high in a company hierarchy, it gave me a lot of insights into various areas such as operations, finance, HR, strategy, and so on, and helped me understand how a multinational company works. It also gave me the drive and ambition to become an active member of the organization as a leader instead of a passive contributor.
My endeavors were observed and appreciated. I got my first assignment as a material disponent [buyer], and then I was fortunate that a mid-level manager position became vacant, and I was selected at the age of 27. That was followed by different assignments and positions with increasing complexity and responsibility in the coming years in areas like purchasing, logistics and, finally, as deputy managing director.
I believe that the key was that my talent and ambition were supported from the first day by my mentor, the former managing director, who systematically coached me and supported my career with all the possible training, guidance and networking during my 20 years in Nyíregyháza. One of these Continental high-level management training programs gave me the chance to meet and then receive an opportunity from my next mentor, the former managing director of another Continental plant of a significantly bigger size and with a different profile: automotive sensors rather than technical rubber products. I attribute my subsequent development stage to the move to a new management role at this location, which took me out of my comfort zone and pushed me to learn and develop into an executive role step by step.
BBJ: Having joined Continental over two decades ago, how would you describe the most significant changes in the company and the industry since you started?
ZA: We live and work in an ever faster-changing social and industry environment, which is perfectly reflected in a company’s life and development. I remember times with overhead projectors and fax machines, and now we have task planners reachable by cell phones, PowerBIs [data analytics] and AI-supported processes. Times are changing, and so are the requirements in terms of reaction speed, flexibility and demands from all stakeholders, including customers, suppliers and top management. Success is now based on how we can efficiently manage the new requirements.
BBJ: Back in the present day, what do you see as the most significant challenges for Continental Nyíregyháza, and how are you preparing the company to overcome them?
ZA: Our business area is working for Europe, and this continent has an economic outlook challenged by an aging society, slow growth, political and immigration issues and less global business due to regionalization, which will definitely have a negative impact on our markets. Consequently, our target is to remain a benchmark among other Conti plants in the region, as organic growth in the coming period seems very limited.
BBJ: With technology rapidly evolving, how is Continental Nyíregyháza leveraging new technologies to stay competitive and deliver value to its customers?
ZA: We started to industrialize new products requiring new technologies in rubber and plastic injection three years ago; these are less labor-dependent and more automated. Next year, we will invest significantly in upgrading some of our technologies related to air spring production to reach even higher competitiveness and tackle the problems of the challenging labor market.
BBJ: Given the growing importance of sustainability, what steps is Continental Nyíregyháza taking to ensure its operations are environmentally responsible?
ZA: Sustainability is critical; we are making continuous efforts and investments to lower specific energy consumption and increase the recycling rate within production. In line with the requirements, we are running environmental and energy management systems at the plant level certified according to ISO 14001 and ISO 50001, respectively. On top of that, we are fostering a company culture supporting our targets through regular awareness workshops and training.
BBJ: Where do you see Continental Nyíregyháza in the next five years, and what are your primary goals for the company during this period?
ZA: We have a clear plan, Vision 2030, which positions our company as a leading benchmark operation within the region, thus contributing more added value to the ContiTech Industry EMEA business area. The foundations for the future and the essentials to realize are available: An experienced and motivated team, technological know-how, cost competency and further potential to grow in multiple areas. We are looking forward to the following years with optimism.
This article was first published in the Budapest Business Journal print issue of October 18, 2024.
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