______________________________________________________________________________________________ WHS
Plastics
with its clients.“ We very much operate on the basis that our word is our bond; we say what we do and we are very self-critical. Before any customer criticizes us, we criticize ourselves, and we believe that embracing this approach is what builds trust among our customers. By putting ourselves under the greatest scrutiny, we know we will not let down any of our clients,” Mike comments.
Paul adds:“ I think it is important to say that across the four board members, we believe our personal credibility and personal reputation are the most important things we can bring to this business and our people. We need to develop trust across our workforce, just as we need to build it across our customer base. The interests of the two do not always align; employees naturally seek greater reward, while customers seek greater value for money. Nonetheless, we believe that personal credibility and reputation are our Unique Selling Point( USP), and that is what we build this business around.”
What WHS demonstrates is that scale and ethos are not mutually exclusive. In an industry increasingly shaped by geopolitical uncertainty, supply chain pressures and consolidation, the company has grown from a single-site toolmaker into a £ 300 million operation, all without losing sight of the values it was founded upon. The Polytec acquisition may have increased its UK scope and revenue overnight, but the harder work has been ensuring that the resulting growth does not dilute what makes WHS stand out: a strong family ethos and steadfast dedication to fostering enduring relationships with suppliers and clients alike. With a clear strategy, an expanded physical footprint and that founding ethos still intact, the company is well positioned for further growth on its own terms. ■
www. whs-plastics. com
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