1. How did you find your way to the Cooperative?
Why did you choose to work at OST Gromada?As with most people, by accident. For 4 years, I worked at United Industrial Construction, where I was responsible for production planning. After the liquidation of the United, a friend of mine who was already working at OST Gromada,encouraged me to come for an interview at the Cooperative. Initially, I interviewed for the position of a supply clerk. The director of the Investment Office, Henryk Skoczylas (later vice president of OST Gromada), welcomed me at the Cooperative's headquarters. Thanks to the experience I gained while working at United, as well as the knowledge about building materials I acquired, the conversation went swimmingly and I was hired on the spot.
To be honest, I didn't fully realize what was waiting for me. As it turned out after many years, it was a creative job that required independent action. It was also full of challenges. However, the challenges I faced often gave tangible results and satisfaction when they were successfully overcome.
2. What jobs did you hold at OST Gromada?
I started working at Gromada in October 1972 as a supplies clerk. After 2 years, I was promoted to the position of Deputy Head of the Supply Department, and after another 4 years I took over the role of Hotel and Catering Team Manager. In 1988, I was promoted to the position of Deputy Director of the Office for Tourism and Hospitality.
At that time, Gromada was building hotels and modernizing its own resorts. These were huge undertakings, some of the locations had been agreed upon but construction hadn't started, some were past the design phase, while others were already under construction. My tasks at that time were not clearly defined. They involved addressing problems as they arose, organizing meetings, and collaborating with various people on a diverse range of different matters. I spent a considerable amount of time acquiring materials for construction workers - materials that were not readily available at the time, but were essential for completing or continuing construction. I traveled all over the country visiting manufacturing plants.
Back then, almost every material was controlled. With or without an assignment, I reported to the director of the plant with a request to issue a sales decision, and then to the sales manager, so that the delivery period would not be too long. For example, acquiring polyurethane foam for insulating a building in Międzyzdroje required a trip to Gliwice to Izokor, and buying a large amount of bathroom ceramics required many trips to Kolo.I found making contacts easy and from almost every trip I returned with what I wanted to buy.
3. What was the most difficult during the period you experience while working at OST Gromada? What were the biggest challenges at that time?
We did everything from scratch. So we have a built hotel. What now? What needs to be done for a hotel to start operating and providing services? The first step was to come up with a budget for the first equipment. I did this based on the design by planning the scope of services. I also used some good old fashioned common sense. First, I started with an inventory of the quantity and type of equipment: furniture, bedding, curtains, drapes, catering appliances and equipment, ending with doormats. Then a total valuation of the entirety. The budget was later the basis for purchases, any changes, and agreements.
At that time, we were appointing the management of a hotel under construction. That is, the Director and part of the crew who, after the opening the hotel, constituted its staff. They were wonderful people - committed and hardworking. Without them, we wouldn't have been able to open several hotels. They were the ones who organized work on site, continued equipping, trained the crew, and prepared the hotel to be operational. I was friends with many of these people and we kept in touch for a long time.
A totally separate topic was shopping for equipment. At that time, it was quite an art. In the socialist economy there was a shortage of everything. It was necessary to travel around Poland to find factories that produced, for example, porcelain and glass for gastronomy, fabric for bedding, cutlery, machines and equipment for the kitchen. To my surprise, I discovered that "the impossible becomes possible", and in Poland we produce many very good products. However, distribution and sales organization were far from efficient. Over time, after establishing cooperation with a plant, further cooperation became easier thanks to the relationships built with the management of the plants. Supplementary supply agreements lasted for years.There were quite a few comical situations. At the Kormoran Hotel, a member of a Japanese delegation complained about a television that, in her opinion, had lost its color. Of course, the television was working, but it was black and white, as at that time there were difficulties in acquiring color receivers. With every word, the situation became clearer and clearer. Later, we established contact with the Japanese delegation and as a result, we purchased 20 new color Japanese televisions. This was one of my personal successes! Another time, I personally bribed a policeman with a feather pillow, transported from Wroclaw in a small car. I had been pulled over for overloading and poor visibility. The communist era rural cooperatives were a big help. In those times they were well stocked and eager to cooperate with Gromada. Over the course of 15 years, Gromada built and put into operation several hotels. This undeniable success of Gromada was a result of the hard work of the director of the Investment Office, later the long-term vice president - Henryk Skoczylas. His contacts in political and economic spheres ensured that Gromada was able to secure prime locations for hotel construction in many cities in Poland. He was able to convince many decision-makers that these investments have a future. He was an initiator, an innovator, and he could create the (Polish) proverbial "something out of nothing." He was also able to select the right people to achieve these goals. In a relatively short time, Polish hotels were established in Łomża, Białystok, Toruń, Piła, Zakopane, Cedzyna, Busko, etc.
In line with the trends in hospitality at the time, we came up with the idea to name the Gromada hotels the OST Gromada Hotel Chain, in hopes of extending the chain and giving it a specific character. In collaboration with fellow directors, I developed extensive materials entitled "Gromada Hotel Chain Standards".
4. What gave you the most satisfaction, what was your biggest success?
I had the satisfaction that my work was producing tangible results. Moreover, this job gave me motivation and the need for personal development. I started as a clerk and ended up with a diploma from the International School of Management. I still hold a license as a foreign tour guide, as well as the qualifications to manage a catering business. It was a great honor to be appointed and participate in the work of the Polish Hotel Classification Commission.
My work was appreciated. I was awarded the Gold Cross of Merit and other decorations. I owe all this success to Gromada.
I was lucky with bosses as well. First, it was Vice President Henryk Skoczylas, a very accomplished man, whom I mentioned earlier. Later, my direct supervisor was Vice President Adam Zaborowski, who was able to discuss problems, share experiences, and provide advice. I fondly recall those years of working at Gromada, when we formed a well-coordinated team of people both on the clock and after we finished work.
5. What would you like to wish OST Gromada on the occasion of its 85th Anniversary?
Adding more links to the chain. Strengthening our position in the tourism and hotel industry by focusing on new interesting ideas and while making the best of our long 85-year tradition.
