Door Industry Journal - Spring 2021

Also online at: www.dijonline.co.uk THE door industry journal spring 2021 Industry News 8 An alarming increase in the number of confirmed coronavirus cases and fatalities in the UK at the beginning of 2020 triggered a sequence of events which has been unparalleled in our time. We have become used to a ‘new normal’, living and operating our businesses amid a global pandemic. But cast your mind back to the first three months of the year. We observed the initial outbreaks of COVID-19 in the Far East with concern but possibly, a level of detachment. Despite our inter-connectivity and the global nature of supplier networks, the initial outbreaks seemed far away – sufficiently distanced geographically not to be an immediate threat to our way of life. Soon it was closer to home. Heart-breaking footage of European neighbours filled our homes. Those of us in business began to sense an early ripple effect on our supply chains – warning signals that prompted us to think the unthinkable and actively put in place measures to protect our organisations: our employees, production, dispatch, service and customers. The Automatic Door Suppliers Association (ADSA) kept its offices open throughout the first two lockdown periods - deciding that maintaining a level of normality would be good for its team and for its members. Remote working was enabled, and social distancing, natural ventilation and hygiene measures were implemented. “We knew that our member organisations were also trying to continue their operations – maintaining manufacturing, installation and service, and prioritising key customers whose needs were greatest,” says Ken Price, ADSA MD. “As we learned more about the disease, industry leaders responded accordingly, innovating and producing solutions to directly combat the spread of COVID-19 by controlling the movement of people through entrances and ensuring that sanitary measures were undertaken.” Door sensor manufacturer BEA, whose European head office is in Liège, acknowledges that an earlier wake-up call had prompted it to put in place a plan for emergency contingencies. The 2011 Fukushima disaster had cut off its supply chain of microprocessors within a day, prompting it to redesign a full product range within three months to avoid shortage to the automatic door market. Today, the company has three business units across the world: in Asia, Europe, and in the United States. “We managed to anticipate the supply of different components to face the lockdown situation in Belgium” said Mike Vervoort, Head of Sales for Northern Europe. Over the last five years BEA has been “producing locally to preserve local markets” adds Mike. This strategy has provided resilience to the negative effects of globalisation when disaster strikes. Brave New World