In a company’s operations, change is not decreed, it is built , experienced and measured every day . This was the central idea addressed in the panel ” Enhancing Change from Operations” , organized by NUMAN Industrial Headhunting , where specialists agreed that transformation begins with purpose, security and close leadership.

In the case of Talma Perú , an airport services company, the COVID-19 pandemic forced it to rethink its corporate purpose.

“The first time, we did it from the top management, but it didn’t catch on. We decided to involve everyone: operations, administration, and management,” said Rosa Alburqueque , central talent manager at Talma.

The process took six months and spanned the company’s 19 stations, with fun workshops, trained leaders, and commitment murals, where each employee expressed how, in their role, they would contribute to the purpose.

But the most complex challenge came later with the accident rate , as the arrival of young talent and the high pressure of airport operations—noise, fatigue, long distances and tight schedules—incidents increased.

“That’s when we realized that it wasn’t enough to supervise; we had to work together,” the manager said.

The response was multidisciplinary working groups, integrating human talent, security, finance, and business units.  They went “on the field” to experience the operation, identify urgent problems, and prioritize solutions with clear timelines and metrics.

“This raises awareness and moves the needle. Today, it’s a model we’re replicating in other projects, such as staff rotation,” he said.

For Leandro Corino , Director of Operations at Aptar Latam, the key is being close to front-line leaders, not only to make decisions, but also to accompany them, provide support, and help them navigate conflicts within a company.

In their case, transforming town halls into interactive gatherings, with games, recognition, and thanks, has significantly improved the work environment.

The executive also defended the importance of combining hard indicators with a careful reading of workplace climate surveys.

“Sometimes an operator gives you, in a single sentence, the key to the problem that you don’t see in the KPIs (performance indicators),” he emphasized.

From a strategic perspective, Daniel Razo , founding partner of Supply Chain Cracks , a professional development platform in logistics, noted that every company needs a master plan across operations.

In that sense, when it comes time to implement significant changes, he recommended three steps : assemble multidisciplinary teams that contribute diverse perspectives, scale complex projects through pilot projects, and celebrate each milestone achieved.

“The celebration provides feedback and keeps the commitment alive,” Razo said.

The common thread running through all of these experiences is sustainable operational change that doesn’t rely solely on manuals or technology; it requires a shared purpose, genuine collaboration across departments, leaders prepared to listen and act , and the conviction that well-crafted communication is as important as any financial indicator.

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Vladimir Muñoz, CEO of Talma Mexico, stated that with this new four-thousand-square-meter (m2) infrastructure, the company will double its installed capacity in the country.

“This investment is in addition to the $2.3 million invested in 2024 to improve and expand our warehouses. At the regional level, Talma is promoting a progressive investment strategy that includes Mexico, reaffirming its commitment to business continuity and expansion, as well as to our consolidation in key markets,” he stated.

In a statement, it specified that the total investment for 2025 will be allocated to infrastructure and equipment to expand its operational capacity in the markets of Peru, Colombia, and Ecuador .

Among the initiatives is the construction of new maintenance workshops to optimize the management of ground support equipment (GSE), which is essential for airport operations in Peru, especially at the new Jorge Chávez Airport.

Also, the acquisition of specialized, state-of-the-art equipment for the recently opened Specialized Center at El Dorado Airport in Colombia.

With 15 years of operations in Mexico, Talma has established itself as a key player in the country’s air cargo sector, operating in three strategic airportsand handling more than 202,000 tons annually by 2024.

Founded in Peru as part of the Sandoval Group, it is today the leading airport services operator in the region, with a presence in nearly 50 airports in Colombia, Mexico, Peru, and Ecuador.

Furthermore, as part of its expansion strategy, it is planning to enter Argentina and is currently in the process of providing airport services, a market that is recovering and opening up opportunities for various private players.

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El cargo Talma will build its second warehouse at the AIFA (African Institute of Technology); it will invest $9 million. apareció primero en T21.