1. Iguña is specialized in the design and execution of specific projects for industries that require clean rooms. What distinguishes them from other companies that work in this field?
After being in the sector for more than 20 years, I am proud to see the level that national pharmaceutical engineering has reached. We are constantly adapting our industry to the market and new regulations.
We are a group of companies that are technically at the forefront of the sector. Knowing this, we take advantage adding value to our services. How? Putting at the center of our decisions the commitment to quality and being close and flexible with our customer.
Also, in 2015, we placed the customer at the heart of all the company’s activity. We did this by creating a customer service department, leaving behind the concept of being with the client only in the project phase, to have complete availability, providing solutions to the daily needs of their clean rooms.
2. Currently the clean room sector is growing. How does this moment of prosperity affect Iguña?
The balance is positive, but the speed with which the demand for the industry grows implies great long-term internal planning, having worked in recent years on three aspects that are already beginning to bear fruit.
First, the demands of the sector made us to increase our team. To do this, we have a plan aimed at fostering the team and attracting talent, collecting policies such as family conciliation and the recruitment and training of young engineers.
Secondly, at a technical level we are committed to investment in infrastructure and innovation. Having adapted our procedures to Industry 4.0. and expanded our facilities, with more than 3,600 m2 of production area, distributed in offices, modular architecture, auxiliary equipment, logistics and warehouses.
Finally, we will shortly present the new corporate image of Iguña Pharmaceutical Technologies, which in addition to offering engineering services will be the mother of the Iguña group, launching two new lines of business. The MCP brand, for the global distribution of modular sanitary architecture and Kirhtech, for the global distribution of protection and containment equipment, as well as process machinery, for clean rooms. Counting each brand with its own identity, website, catalogue, and structure.
3. What competitive value does Iguña provide in the sense of being a manufacturer and installer?
Having business lines for the manufacture of sanitary architecture (MCP) and clean room machinery (Kirhtech) allows us to provide customized solutions for projects and flexibility.
Modular Clean Panel allows us to 100% modulate the execution of the room and be faithful to 3D BIM models, allowing us to optimize execution times while offering an integrated and homogeneous sanitary architecture system.
With Kirhtech, in addition from having standard auxiliary equipment, we can develop comprehensive solutions according to the specific needs of the client providing us with great added value.
4. Iguña has offices in North Africa and South America. What differences are there when working in other areas outside Europe?
Even being in a period of globalization, the arrival in new markets forces us to go through a period of adaptation, during that time we work on empathy and flexibility to neutralize the cultural shock and, in addition, we work on the bureaucratic and legal functioning of the destination country.
The main differences that we have found, and why not, let us call them difficulties, stem from the differences in habits and customs that characterize the people of each place. The first thing that must be clear in an expansion is that it has nothing to do with the way of working or conducting a negotiation in Europe, Africa, or South America.
In conclusion, I believe that the internationalization processes have their difficulties, and, beyond the economic benefits, the greatest benefit is for the company itself, who along with its team win maturity, strength, and empathy.
5. What are the main problems when you design and implement a project for the pharmaceutical industry?
The problem is related to respond quickly to unforeseen challenges and priorities.
I would be lying if I said that in the execution of a project there are no unforeseen events, knowing that we focus on prevention and agility in the solution.
For this we work on three premises; the first, prevention from the engineering phase, the second, maximum communication with the agents involved in the project, the third, devoting efforts to correction from the first indication.
In the end, this responsiveness is what will make the project affected by the minimum of problems and, should any arise, have no major consequences.
6. What are your short-term objectives?
Consolidate ourselves as one of the references pharmaceutical engineering in the national and international market.