People at ALPLA: Interview with Lothar Helbock

Hello Lothar, thank you for taking the time. Can you tell us about your career as Production Manager at ALPLA in Hard?

As a young man, I was friends with Heinrich Lehner. That’s how I first came into contact with ALPLA. He asked me several times to join, and eventually I agreed. From one day to the next I earned a lot more—but I also worked twice as much.

I was hired as Production Manager in Hard. But before stepping into that role, I wanted to experience the work hands-on. So in 1968 I first spent three months at the newly opened plant in Steinabrückl, where I worked directly on the machines. After that I started in Hard, still at the old production site in Lohbachstraße.

For more than 30 years as Production Manager I was, in a way, always working on a construction site: we were growing rapidly, constantly expanding, introducing faster machines, and adopting new technologies. After Lohbachstraße, we built the plant in Mockenstraße, and before I retired, I was also involved in setting up the site in Fußach.

My task was never just to implement technical changes, but to bring people along as well. Communication was the key for me. I tried to involve everyone, share knowledge, and make sure we advanced together. Many senior managers and plant directors started in my production department: good people were recruited from my team and went on to take over and build plants all over the world.

What was your philosophy as a Production Manager?

I always ran the plant as if it were my own. I was present on site every day and always there when a problem came up. The same was true for Alwin Lehner—he walked through production every single morning.

I always believed: those who work well should also earn well. And it is crucial to invest in the people who actually generate the income—the people in production. I’m convinced: performance has to pay off.

Above all, good people are what matter most. I made it a point to know every employee by name. And I felt it was just as important to give praise as it was to give criticism. I treated my people the way I wanted to be treated.

Sometimes employees wanted to resign—other companies offered more money. I often refused to let them go and instead helped them build a career at ALPLA. But only the real talents (laughs).

After your retirement, things didn’t really stop. You became a troubleshooter for ALPLA worldwide. Tell us about that.

That’s true. I thought I was finished in 2002. But just a few months later I got a call asking me to take a look at a plant that was struggling. And somehow it never stopped after that. So ever since, I’ve been working part-time for ALPLA, now more than 50 years with the company.

Over the years I’ve visited plants in Europe, the USA, Mexico, Brazil, Russia, the Middle East, and Thailand. On my visits I examined the condition of the machines, the cleanliness of the halls, and many technical details. Failures in business could almost always be traced back to one thing: at the base—in production—the staff weren’t properly trained. That’s where my experience helped, and I gave concrete suggestions. I also looked closely at the leadership, because most problems are human in nature. If the plant manager doesn’t have the right mindset, it affects everything.

I think many were nervous when I showed up. But to this day I often hear from colleagues who were glad we solved the problems together—and whose plants are now running very successfully. After all, we all want joy and pride in our work, and that’s the result of a well-functioning plant. 

ALPLA is celebrating its 70th anniversary this year. What do you wish for the company?

That things continue as they have over the past 70 years. That we hold on to the ALPLA spirit that has made the company so successful. 

What advice would you give to new employees?

To do good work, you have to understand the work. So after a thorough introduction and workplace training, don’t hesitate to ask questions if something is unclear. In my experience, the best employees are those who are willing to ask questions so they can do their job well. And when I think of today’s many managers who once worked for me, they all had the drive to learn new things, to ask, and to push forward. We have many examples showing that great careers at ALPLA can grow from any position.

The modern world of work has changed a lot. How do you see developments like working from home?

I believe you need to be on site. In production there’s no other way, and for managers in particular, it’s essential. On a typical workday I walked up to 10 kilometers through the plant: if something was on fire, I was there. I still think that’s very important today.

What’s your favorite place in the world?

I liked Spain the most. We successfully set up a plant there, and the human connection worked out very well too. I also think back fondly to Turkey. People there were enthusiastic about their work and eager to learn, which really impressed me.

What do you do when you’re not on the road for ALPLA?

Lots of sports: I used to sail, ski, cross-country ski, play golf and tennis. Today I stick to skiing, cross-country skiing, cycling, and tennis. 

Plastic is often criticized. What do you say when people bring that up?

I explain how important plastic packaging is, and that packaging only makes up a small share of the total volume. Our products serve many vital functions and are fully recyclable. The real problem is when people simply throw them away instead of disposing of them properly—we want the material back. In my circle of friends, people understand that once I explain it. 

Can you describe ALPLA in three words?

Innovative, creative, and family-oriented. 

And finally, what will remain of Lothar Helbock at ALPLA?

When I meet colleagues from abroad in Hard, they come up to me with a big smile. That means I helped them, and after my visit they found success. So I know I’ve made a difference.