Last November Heidelberg started reinventing itself for the digital age. Actually that isn’t quite right. Last November was a turning point because Heidelberg Druckmaschinen’s digital reinvention began earlier. The most visible indicator of that process was the company’s much vaunted relationship with Fujifilm to sell a rebadged version of the JetPress 720s sheet fed digital press. Heidelberg was also doing its best to build online subscription models for customer service and support.
Now that we are all getting comfortable with using online video software, there are certain do’s and don’t’s that we really should all be following. Online you can find dozens of Zoom etiquette guidelines. They’re couched in earnest helpful tones; they tell you stuff that’s basically obvious, common sense so they’re sort of useful. But if the earnest common sense annoys you, here are some less obvious gender, race, age and ethnicity nonspecific tips for getting the most out of your time in Zoom meetings. Our fourteen pointers start with what not to do. Why fourteen and not five or ten? Well because fourteen is four more than ten and four more than five is nine and nine is my lucky number.
This is a massive topic and one that extends far beyond the realms of a humble blog. But it is something we should be thinking about, especially as digital printing system developers are pushing on demand textile production pretty hard these days.
Flint Group has set up a Sustainability Task Force made up of thirteen staff at various locations around the globe. They’re involved in all levels of the Flint Group’s packaging business and are charged with a very special responsibility to support Flint’s future. Flint Group Packaging Inks, one of the company’s numerous divisions amongst which is Xeikon, is a massive provider of packaging printing inks and is actively investigating how to support a circular economy for its business. The commitment to sustainability and supporting reduced environmental impacts is much welcomed.
Improving the carbon footprint of a company is always a work in progress, no matter the size of the business. It’s the same for people. And its the same for supply chains, but that perhaps is the hardest work-in-progress of all because it involves so many vested interests and habits, patterns of work that are hard to reshape.