Lipton Teas and Infusions recently completed one of the largest carve-out transactions in the FMCG industry. Could you describe the company's current position in the global market and outline its development priorities?

Lipton Teas and Infusions is the world's largest tea company, present in over 100 countries with a portfolio of brands that have enjoyed consumer trust for generations. Following the carve-out, our focus is on further professionalising the organisation, improving profitability and accelerating innovation, particularly in the green and functional infusions segments. Our overarching priority is consumer-driven growth: more modern, healthier and closer to the needs of the new generation.

How do you assess the role of the financial investor, CVC Capital Partners, in the company's development and support for its global transformation?

CVC Capital Partners has been pivotal in facilitating Lipton's carve-out and establishing its independence. As a demanding yet ambitious investor, their drive and support have enabled us to invest boldly in transformation and growth, providing a robust foundation for creating long-term value.

What is the significance of Poland in Lipton's structure?

Poland serves a dual purpose as both a vital consumer market and a key operational hub for Europe. With our cutting-edge factory in Katowice, a shared services centre in Warsaw, and our regional management role from Warsaw, Poland has emerged as a cornerstone of Lipton's global strategy, demonstrating the global significance of Central European expertise.

What added value do these assets in Poland generate for the entire company?

The Katowice factory, among the world’s most advanced tea production centres, exports to numerous countries, while the Warsaw shared services centre streamlines financial and operational processes across Europe, delivering efficiency and exceptional quality. Together, these facilities showcase Poland’s integral role within Lipton’s global framework.

You were recently appointed to the global Executive Committee as head of the European region. What challenges and opportunities do you see in managing such a broad and diverse market?

Europe’s diversity, encompassing mature markets like Germany and Scandinavia alongside dynamic ones like Eastern Europe, presents challenges in navigating consumer and economic variations. However, this diversity offers opportunities to leverage best practices and scale innovation across the region, with my role focused on building a team that balances local execution with regional and global perspectives.

The Polish branch of Lipton was often held up as a model of transformation and growth within the global group. What was the key to this success?

The success of the Polish branch stems from bold decision-making, steadfast plan execution, and a team deeply committed to transformation. By achieving the carve-out while sustaining business growth and improving margins, Poland has become a benchmark for other markets within the group.

And what role does Polish management play in building the competitiveness of the European region at Lipton Teas and Infusions?

Polish management is a driving force in enhancing competitiveness, with our leaders spearheading both local and international teams. Their strategic expertise and ability to navigate complex structures strengthen Lipton’s position across Europe.

In recent years, we have also seen an increasing number of Poles in senior positions in international corporations. What factors do you think are paving the way for Polish managers on the global stage?

Polish managers excel due to their resilience, adaptability, and ability to thrive in challenging environments, honed by Poland’s economic transformation. These qualities, highly valued in global corporations, explain the rising presence of Polish leaders at senior levels.

What are your personal ambitions as a leader from Poland in an international organisation?

My ambitions are clear: to position Europe at the core of Lipton’s transformation and to establish Poland as a source of global leadership. I aim to inspire the next generation of managers, showing that one can rise from Poland to shape decisions on a global stage.

As a global company, Lipton has ambitious goals in terms of sustainable development and social responsibility. How are these priorities being implemented in Poland and Europe?

Lipton is dedicated to achieving 100% sustainable supply chains, reducing CO₂ emissions, and ensuring full transparency in raw material quality. In Poland and Europe, we collaborate with certified tea suppliers and invest in environmental initiatives, recognising that responsibility for people and the planet is the future of the tea industry.

What are the main consumer trends in the tea and herbal tea category that will shape the industry's development in the coming years?

Three key trends are shaping the tea and herbal tea market: a shift towards green, herbal, and functional infusions; growing demand for natural, sustainably sourced products; and the increasing digitalisation of shopping through e-commerce. Lipton is responding by tailoring offerings to younger consumers and expanding online channels.