Romstal, a company operating in Ukraine and headquartered in Romania runs large-scale humanitarian projects for Ukrainians suffering from the invasion. Roman Ostapovych, the company's sales director and graduate of the MIM-Kyiv wartime pre-MBA program shared his experience of the war year. He learned to tackle problems from different perspectives. His experience proved that communications, mutual support, and understanding promote good results. In his interview, he shared his 2022 experience.

- Did you change your activities because of the full-scale invasion and how?

- We did not change formats. We mostly responded to the current challenges and dynamics. Many of our clients relocated abroad or inside the country. Large construction projects have either stopped or suspended. However, our smaller clients are still working. We added up new services, e.g. delivery. We reduced its price and started to dispatch the orders to the stores and sites. It saves time for our customers. Some prefer to come to the office and have a face-to-face conversation with our managers and other clients. It is a form of socializing. 

This year, we are going to improve our effectiveness, introduce new goods that are in demand now, and launch new humanitarian projects

- How do you run your team in wartime?

- Communication is the cornerstone of mutual understanding. Thus we can solve many problems together. Due to my studies at the MIM, I understood that I should communicate with the team, clients, and employees more. Communication across the organization is very important. We should meet, discuss, do more together, and jointly find new ideas for improving our performance. 

- How can you encourage people to go the extra mile? 

- We decided that every month those who put forward the best ideas receive a bonus. Thus, people are not holding back. We should thank people who offer their ideas. Moreover, good ideas ought to be implemented rather than postponed. It inspires people because they see that the company cares. In my opinion, you should not criticize in such cases. That is how we do things. However, some people are more outgoing than others. When we communicate with people, we can always ask for their opinion about this or that issue that needs to be solved. 

- How would you define your most important takeaway from MIM’s program?

- I can look at a problem from different angles. I also try to see how other people deal with that problem and how it impacts different people. I started paying attention to whether this problem is systemic and how it could be solved. I think I became more positive. When you are concentrated on the wrongs you forget about the good and efforts taken. As a result, people are demotivated. Now, I’d rather focus on solutions and achievements. There are a lot of things that people do well. Highlighting those things and thanking them is very efficient.  

- Your company started helping people after the full-scale invasion. How did your headquarters react?

- Our headquarter cares for us. Enrico Perini, our CEO, is a very empathetic person. He wants to help those who need it. So, he initiated various activities. We delivered 40 trucks of food and medicine, eight fully equipped ambulance cars, and six four-wheel vehicles. We also provide logistics for several humanitarian funds. Romstal-Ukraine provides apparel, sleeping bags, generators, etc. to our employees who joined the Armed Forces. We cannot help everyone, but we try to. Not long ago we provided heating to hospitals. We participated in the recovery of Bucha and Irpin as well. As you see we focus on humanitarian assistance. 

Our headquarters supports the team. They help those who are relocating to Romania and promote the relocation of families. The Moldova office assists us as well.

- What was the most challenging last year and how did you cope with it?

- I think we all faced the same shock. We were boosting people’s morale and making them feel needed and helped. The war is a terrible thing, but it proved us to be strong and kind to each other.