[Interview] ORAS: THREE DECADES OF PRODUCTION IN POLAND

This interview is part of Spondeo’s annual publication Finnish Business & Culture in Poland 2026

Oras has been specializing in high-quality bathroom and kitchen faucets since 1945, becoming well known for their user-friendly, water- and energy-saving technical solutions. The company has a long and successful history in Poland, as the Polish plant director Arkadiusz Bujoczek explained to Weronika Gidel-Asunmaa.

Oras is one of the oldest Finnish production investments in Poland. What is the early history of Oras in Poland and when did you join?

Oras’s presence in Poland started with a clear strategy in 1996. The Group began by acquiring a state-owned factory called Standard Armatura in Olesno – at the time, one of only two producers of sanitary fittings in post-communist Poland. I’ve even seen the old VHS footage from that first visit; the transformation is incredible. By 1997, the Olesno site had officially become Oras. I came on board five years ago. My background isn’t directly in sanitaryware; I’m a mechanical engineer by training, with a strong foundation in manufacturing and, most importantly, in leadership and organization. I was actually connected to Oras through a personal experience. Two decades ago, when equipping my first apartment in Gdynia, I really wanted an Oras thermostat. It was a premium purchase, but that original faucet worked perfectly for 19 years without ever breaking. That commitment to quality is what I see and ensure every day here in Olesno.

How important is the Polish market and the whole CEE region for the Oras Group?Absolutely central to the future plans of the Oras Group. We are one of the two main production sites for the entire Group, employing over 500 people – a significant industrial base. By size and population, Poland, with 37 million people, is our third most important market after Nordics and the German-speaking countries. We are getting ready for a major expansion here. Our presence is increasing. While we aim to be the top choice for professionals – meaning our core business is B2B, serving large construction and public projects – we are heavily focused on new ways to reach customers. In a surprising turn, Poland’s shift toward the consumer, which came from the retail boom after communism, has put us ahead of the trend compared to more traditional markets like Germany, which are only now seeing the same consumer shift. We place our brands at the premium level.

The market is shifting toward water and energy-saving solutions. How do customer expectations in Poland compare to those in the Nordics?

The push for water and energy efficiency is a worldwide demand, and Polish expectations are quickly aligning, especially in the institutional sector. For large organizations, offering truly sustainable, water-saving products is a key factor in securing sales. We see high demand for non-contact systems, which are no longer just for public facilities, but are becoming stylish features in homes and businesses. Beyond sophisticated tech like Bluetooth-controlled public faucets, we see a strong, emotional draw to products that give instant feedback.

"For example, our shower heads have a small turbine that powers an LED light-green for good usage, moving through yellow to red as water consumption rises."

People want this for their homes; it is a simple, effective way to help control consumption, especially with kids.

With Rauma and Olesno both driving production, how do the two sites complement each other? Do they serve distinct purposes or specialize differently, and how much do you adapt product specs to local market expectations?

About five years ago, the Group made a clear decision to divide the focus of technology between the two main manufacturing plants to boost efficiency. Rauma, in Finland, became the expert center for composite materials (plastics) and leads the R&D for various other parts and processes.

"Olesno, in Poland, was chosen as the main production site for everything to do with brass. While the final assembly happens at both locations, this separation ensures each site focuses on its strengths, prevents overlap, and improves each site’s competitive performance."

As for adapting to local markets, yes, it’s essential. A key difference lies in how things are installed. For instance, in Finland, in-wall mounting systems, which are popular in Poland and Western Europe, are often restricted or not used. Instead, we see surface-mounted pipes, sometimes with attractive, visible metalwork – a clear “Nordic design” choice. Our product lines must reflect these deep-seated regional preferences.

How do you blend Finnish efficiency with the Polish entrepreneurial spirit? Which leadership values help you build a unified, cross-border culture?

I believe we work incredibly well together. The combination of Finnish honesty and stability with the energetic and sometimes impulsive Polish business spirit is a major competitive asset. The most important element of our shared, international culture is an uncompromising culture of openness. Unlike many companies, where values only exist on paper, here at Oras they are truly lived out every day, starting with the owners and the Board.

"This openness, combined with the significant freedom I have at Olesno, allows us to act fast and with flexibility. In Poland, we can quickly start projects and investment changes, showing fast results. This rapid progress, in turn, builds more trust with our Finnish partners, helping us secure more investment for the future."

The deep respect for people is also a key Finnish trait that I see practiced here, and that many other international companies operating in Poland could truly benefit from learning.

And what advice would you give to Polish CEOs considering expansion to Finland?

The most important advice would be to properly grasp Finnish culture before even planning the expansion. Finland consistently ranks as one of the happiest and, crucially, one of the most honest nations in the world. This high level of trust is not an idea; it is a real, everyday reality. Polish CEOs need to understand that this calm, high-trust culture means decisions are often made more deliberately, with less impulsive speed than we might be used to in Poland. A leader who is “too eager” might find it challenging at first. To succeed in Finland requires patience, integrity, and a willingness to work within this framework of quiet, careful trust.

We crossed paths at the NBF 25. Does personal development fuel your leadership style? Will you be attending next year? Do you have any Polish recommendations for good events in our market?

Absolutely. The chance to attend events like the Nordic Business Forum is a great source of new ideas and different viewpoints that directly support my leadership. Leadership is a constant journey of learning and I certainly plan to attend next year. As for Polish suggestions, I would suggest looking at the Europejski Kongres Gospodarczy (European Economic Congress) in Katowice, or some of the top management conferences run by Polish business publications. They are excellent places for networking and grasping the core strategic trends in our region.

Do you have a favorite Finnish joke, music or food? ;)

I’ll stick to the food! After spending time in Rauma, I’ve come to enjoy Karjalanpiirakka (Karelian pasties). It is a simple, comforting rye crust filled with rice porridge!

His interview is part of Spondeo’s annual publication Finnish Business & Culture in Poland 2026

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