Dynamic Hybrid Work Adapts to the Times

“That's where the idea came up about the creation of the CCC, where all the employees can collaborate. They can enhance engagement with each other through processes that we have put together via a virtual & in-person hybrid work structure.

The end goal was for us to make sure we created a safe environment where people can visit work (at CCC) and how best we can deliver innovative solutions to our partners and valued customers,” explained Shah. “I am extremely proud of Acme-Hardesty’s quick and considerate response during the pandemic.”

When initial concepts were being drawn up, the main goal of whatever work environment created, was one of an increase in communication. This began in our principal platform of communication, Microsoft Teams (commonly referred to as MS Teams).

Employees were engaged in a naming competition for the newly remodeled office location. This allowed for collaboration and idea generation across business units while cluing our Senior Leadership Team into what their employees expected from this new office. And so, the Culture and Collaboration Center was born. The Culture and Collaboration Center was fitted without offices, without traditional furniture, and without closed doors shutting us in. In the CCC you can find open doors, constant changes in seating and meeting locations, and of course, giant-sized games.

Furthermore, “Our IT team came up with a solution of creating an app-based service where employees can go into their apps and reserve a spot. Now we are able to reserve a space, such as a cube space, that we have, or one of the conference rooms as well. It's very intuitive, it's fun.” Rishabh Shah elaborated. Shah continued about the Center saying, “When you talk about collaboration, you want to make sure that employees can work with other employees. Teams can get together, work upon building that camaraderie and communication.” Lastly, the new CCC was fitted with two Research and Innovation Centers totaling over 800 square feet!

More details about these new R&D capabilities began on page 68. Acme-Hardesty is proud that the CCC has already become a must-use function for many of its employees. It will continue to be a useful way to work together, even while miles apart.

Rishabh Shah perfectly captures the CCC’s ultimate mission stating, “As of today, Acme-Hardesty supports more than 80 plus families directly and many more. We [Acme-Hardesty] are a partner in collaboration as well. For us, supporting our mission by supporting families is of the utmost importance. That's one of the reasons why we have created the CCC.” Acme-Hardesty prides itself as a company that embraces change and always adapts to the times. The calculated shift to a hybrid workforce is a prime example of the company investing in its people and resources. We are proud to have the Culture and Collaboration Center at the heart of our business, created out of necessity but sustained through Key Metrics and Cultural Beliefs.

1942 1955 1970s 1980s

1991 2014 2018 2022

Acme-Hardesty’s inception, the start of a dynamic story.

Originally solely manufacturing glycerine, journeyed into selling fatty acids in response to the drop in demand of glycerine.

Phil Bernstein becomes President of Acme-Hardesty. We expanded and built a continuous fractionation and distillation facility, key to the current manufacturing business model in the 1970s.

A new era begins in distribution. Acme-Hardesty played to its strengths, moving out of manufacturing. We were no longer a producer, but instead a sustainable supplier in the USA and sourcing from Malaysia began.

A pivotable year in our history as it was the year we started bulk shipments to Newark, NJ. Today, Acme-Hardesty still has bulk warehousing in Newark, NJ.

Acme-Hardesty receives our RSPO Company Certification advancing our sustainability journey.

Acme-Hardesty began its movement into specialties and further specialized its business units to support its sustainable profitable growth strategy.

Our future is driven by our people and sustained through our Cultural Beliefs and Key Metrics.