Q: Could you outline how Aqua/Aero Dynamics looks to differentiate itself from others in the market?
A: Our organisation follows a fairly simple approach. Every company can manufacture a good product but it takes an exceptional organisation to deliver a superior product along with customised and personalised service.

Aqua/Aero Dynamics prefers to remain differentiated from other players in the industry in which it operates. The company aspires to build and maintain close relationships with all customers as it extends uninterrupted service on a daily basis.

Positioned as the world’s leading action sports manufacturer, the organisation seeks to retain a formidable market across the globe.

A major factor that contributes to a company’s image is its response time to inquiries. In the case of Aqua/Aero Dynamics, we believe that our teams are geared to provide immediate and effective solutions whenever the need arises.

The belief that superior customer satisfaction directly correlates with the manner in which the organisation interacts with stakeholders helps us to operate a customer centric business.

Q: What is your organisation’s interpretation of a ‘great place to work’?
A: Establishing a safe and secure workplace culture that provides employees with a sense of satisfaction that they’re a part of a wholesome family is the first step organisations should look to achieve.

Furthermore, corporates should compensate their workforce generously based on performance. A major contributor to higher employee turnover in organisations is the contempt that builds up due to the allocation of excessive workloads for salaries that are barely sufficient to sustain people’s lifestyles.

We believe that offering lucrative salaries, as well as other employee benefits and entitlements, entices workers to contribute beyond what is outlined in their job descriptions.

The thin line between what employees can demand for work they have completed and the effort that companies can expect in relation to the pay offered should be clearly defined and properly understood by both parties.

This understanding will certainly eradicate friction between staff members from higher and lower levels.

Q: In your view, what measures should senior management implement to contribute to promoting an open and engaging organisational culture?
A: Empowerment and gender equality should ensue in every department. Everyone deserves to have an equal footing and voice in an organisation.

The organisational hierarchy should be kept as flat as permitted by the circumstances in which a business operates. Senior management should encourage each individual representing any department or level to suggest ideas, recommendations, and even voice their discomfort and complaints while ensuring that he or she does not face the burden of unnecessary restrictions.

An open door policy that enables employees to approach any member of the senior management should be established if the organisation aspires to build loyalty among its workforce.

Senior management should look to specify clear avenues for career progression.

For example, the in-house training segment of Aqua/Aero Dynamics is committed to granting new recruits opportunities to master the techniques of sewing, bobbing and needlework. Excelling in these basic skills enables them to perform better in their production lines.

Supervisors closely monitor their subordinates’ growth as effective and efficient staff members. Team leaders recognise their employees’ skills, and are committed to constantly encouraging them to further develop and refine their mastery as a means to progress to the next stage of their employment.

Q: Do you believe that a culture of trust and transparency can improve an organisation?
A: We believe that an organisation should own up to all its activities regardless of the context.

Admitting the truth wherever it is feasible and offering assurance that similar instances will not occur in the future, positions the business as a responsible and accountable corporate entity.

It is prudent to initiate an immediate open dialogue across every level of the organisation in the wake of an unforeseen crisis. The outcomes of these discussions should be relayed to end consumers.

Conveying these intricate messages provides customers with a sense of relief that their inquiries do not fall on deaf ears. This level of engagement leads to a vastly improved relationship between businesses and their stakeholders.

Q: How can a great workplace culture contribute to organisational performance?
A: A great workplace culture is the key to success for any organisation.

Mutual respect and understanding should radiate throughout every department to establish a hospitable workplace culture. The voice of every staff member – regardless of his or her designation or status – needs to be understood and taken seriously.

We believe that an organisation is a well oiled and sophisticated machine; it cannot operate without all its cogs and gears functioning.

Similarly, the role of each individual – especially what most would deem to be mundane and insignificant – contributes to an organisation’s eventual success. This understanding automatically leads to the creation of a great place to work.

INTERVIEWEE DETAILS
Frank Ulmer
Managing Director
Lalindra Fernando
General Manager
COMPANY DETAILS
Telephone:5553500
Email:info@aquadynamics.eu
Website:www.aquadynamics.eu