We talk with Adam Mokrysz, PhD, CEO of the Mokate Group, and Katarzyna Mokrysz, PhD, General Director, about a strategy that combines the strength of multi-generational tradition with a rapid response to the evolving expectations of 21st-century consumers.
Mokate has been shaped by four generations of the Mokrysz family. What advantages come from operating on a global scale while staying true to traditional family values?
Adam Mokrysz, PhD: The family character of Mokate is our greatest strength. It is not a random choice or an artificially created marketing strategy-it's the foundation of our identity. To- day, we achieve annual revenues exceeding 1.5 billion PLN and export products to over 75 countries worldwide, yet we remain guided by the same values that inspired my great-grandfather when he opened his colonial shop in 1900.
Katarzyna Mokrysz, PhD: Vision, courage, and action—this is what allows us to boldly face challenges and achieve increasingly ambitious goals. This philosophy has brought us to where we are today. Of course, none of this would have been possible without the amazing people who help build the Mokate Group. We work with a professional team united by genuine passion and commitment to growth. Thanks to this approach, we create products that meet consumer needs. We adapt quickly to changing market trends, which enables us to consistently strengthen our position in the international FMCG market.
What does it mean in practice for Mokate to be a family business? How does this idea manifest in the daily management of a company with four divisions and over 1,500 employees?
K.M.: Family businesses have many advantages that set them apart from corporations. We think in terms of generations, not quarterly results. This fosters stability and sustainable growth. We also strive to limit formalities to a necessary minimum. We avoid excessive bureaucracy and complicated procedures that could stifle the team's creativity. Instead, we prioritize direct relationships and open communication. This ensures that every employee feels like an important part of the organization and knows their voice matters. It's no coincidence that many of our employees stay with us for gene- rations—often, the children and even grand- children of our original team members work with us. We're also a key employer in our region and actively support local community development, a commitment that has been with us for generations.
A.M.: Being a family business also means simplifying and shortening the decision-making chain. As a result, we can collaborate more effectively with partners-not only in Poland but also in distant countries. Our business model allows us to build close, long-term relation- ships, which enhances our credibility and speeds up subsequent stages of cooperation. This is particularly important in markets where business is based on direct relationships, such as in the Middle Eastern countries.
Speaking of which, Mokate creates brands well-known to Polish consumers, but exports are your biggest strength. What's behind your spectacular international success?
A.M.: Indeed, as much as 80% of our production is destined for export. We are active in nearly 80 countries worldwide, from Europe to far-off markets like South Africa and the Uni- ted Arab Emirates. The recognition and affection of consumers across multiple continents result from effective leadership, strategic thin- king, and a focus on building lasting relation- ships in the business arena.
K.M.: We invest in technology, innovation, expanding our production facilities, and R&D. Our products are competitive in terms of quality and functionality. Each market has its own specifics and unique consumer expectations. That's why we approach every market with openness and attention, seeking the unique "key" to unlock its potential. This isn't always a B2C strategy. We also operate in the B2B sec- tor, where our vending solutions, HoReCa offerings, and raw materials for the food industry are highly valued. Our state-of-the-art production facilities ensure maximum efficiency.
How did Mokate invest in its production facilities in 2024?
K.M.: Modernizing and expanding our production facilities is an ongoing process at Mokate—we understand that only by leveraging the most advanced technological solutions can we stay competitive with global leaders. One of our key investments in 2024 was automating pro- duction processes at our factory in Żory. One internal warehouse was transformed into a modern production hall, with its centerpiece being an innovative blending system that produces unique mixtures. With automation reaching 90%, we shortened order fulfillment times, and the entire upgrade also improved the efficiency of internal logistics.
A.M.: There's also a lot happening in Ustroń. Here, we're building a modern production facility focused on tea manufacturing. This ambitious project not only increases our pro- duction capacity but also marks another step toward reducing our carbon footprint by the end of 2025, when the facility will fully utilize renewable energy, and optimizing automation processes. In short, we're investing with future generations in mind.
The Mokate Group is also visible at key international trade fairs. What does attending such events bring to your company?
K.M.: We aim to be where the "heartbeat" of international business can be felt. Trade fairs are the best opportunity to exchange experiences, build new business relationships, and strengthen existing ones-relationships that often turn into valuable long-term projects. This year, we were present at events like SIAL 2024 in Paris and GULFOOD in Dubai.
A.M.: Next year, we are preparing for more trade fair challenges. In 2025, we plan to participate in six events, including the 50th edition of the Foodex Trade Fair in Japan, the next edition of GULFOOD in Dubai, and the highly important Anuga Trade Fair in Cologne, one of key events for the FMCG industry. It will be an opportunity to showcase Mokate's latest innovations to the world.
Looking back at your participation in GU- LFOOD 2024 in Dubai the largest FMCG trade fair globally-how would you evaluate the event?
K.M.: We attended GULFOOD once again, this time with the Mokate Ingredients brand. It's the best proof of our strong position in the international market. This year, we presented a wide range of products, from creamers and foaming agents to toppings, bases, and ingredients for the confectionery, bakery, and ice cream industries.
A.M.: Events like GULFOOD also provide valuable cultural insights. They're an opportunity to understand trends and preferences in high- -potential markets—both near and far east. This perspective helps us systematically build Mokate's position as a global FMCG leader.
What were the biggest achievements of Mokate's Export in 2024, and what contributed to such impressive results?
A.M.: 2024 was a year full of success for us on international markets. We gained considerable popularity in the UK, where sales of our key brands saw significant growth. Additionally, Loyd tea experienced an impressive surge, underscoring Mokate's growing potential in this category. Another important milestone was our expansion into new markets, such as Japan and Greece, where our products earned recognition in leading retail chains. All of this was made possible by our ongoing investment in innovation and the strengthening of our global partnerships.
K.M.: However, we never forget that people are the cornerstone of our success. In 2024, we expanded our team by bringing in new professionals who quickly became key players in executing our export strategy. Their fresh perspectives and expertise, combined with the experience of our existing team, create a powerful force driving our growth. Human resources are central to our success in inter- national markets. The dedication and talent of our team enable us to innovate, adapt, and respond to challenges quickly. As we continue to grow, our staff will remain the foundation of our success, helping us navigate new markets and build strong partnerships worldwide.
What challenges does Mokate face in the coming years on foreign markets, and how do you plan to overcome them?
K.M.: Although our results in 2024 are very promising, the FMCG market is full of challenges that require flexibility and the ability to respond quickly. Above all, we need to tailor our strategies to the diverse needs of consumers across different markets. Understanding local trends and preferences is key. That's why, in markets like Japan and Canada, we strive to be as open as possible to specific consumer de- mands and implement innovative solutions.
A.M.: In addition, we face challenges related to the further development of our distribution network. In countries like Romania and Moldova, we need not only to strengthen our position but also to establish partnerships with new collaborators. We know that the key to success will be continued investment in product development and the search for new distribution channels, which will help us maintain and increase our competitiveness on the international market.
Mokate has been shaped by four generations of the Mokrysz family. What advantages come from operating on a global scale while staying true to traditional family values?
Adam Mokrysz, PhD: The family character of Mokate is our greatest strength. It is not a random choice or an artificially created marketing strategy-it's the foundation of our identity. To- day, we achieve annual revenues exceeding 1.5 billion PLN and export products to over 75 countries worldwide, yet we remain guided by the same values that inspired my great-grandfather when he opened his colonial shop in 1900.
Katarzyna Mokrysz, PhD: Vision, courage, and action—this is what allows us to boldly face challenges and achieve increasingly ambitious goals. This philosophy has brought us to where we are today. Of course, none of this would have been possible without the amazing people who help build the Mokate Group. We work with a professional team united by genuine passion and commitment to growth. Thanks to this approach, we create products that meet consumer needs. We adapt quickly to changing market trends, which enables us to consistently strengthen our position in the international FMCG market.
What does it mean in practice for Mokate to be a family business? How does this idea manifest in the daily management of a company with four divisions and over 1,500 employees?
K.M.: Family businesses have many advantages that set them apart from corporations. We think in terms of generations, not quarterly results. This fosters stability and sustainable growth. We also strive to limit formalities to a necessary minimum. We avoid excessive bureaucracy and complicated procedures that could stifle the team's creativity. Instead, we prioritize direct relationships and open communication. This ensures that every employee feels like an important part of the organization and knows their voice matters. It's no coincidence that many of our employees stay with us for gene- rations—often, the children and even grand- children of our original team members work with us. We're also a key employer in our region and actively support local community development, a commitment that has been with us for generations.
A.M.: Being a family business also means simplifying and shortening the decision-making chain. As a result, we can collaborate more effectively with partners-not only in Poland but also in distant countries. Our business model allows us to build close, long-term relation- ships, which enhances our credibility and speeds up subsequent stages of cooperation. This is particularly important in markets where business is based on direct relationships, such as in the Middle Eastern countries.
Speaking of which, Mokate creates brands well-known to Polish consumers, but exports are your biggest strength. What's behind your spectacular international success?
A.M.: Indeed, as much as 80% of our production is destined for export. We are active in nearly 80 countries worldwide, from Europe to far-off markets like South Africa and the Uni- ted Arab Emirates. The recognition and affection of consumers across multiple continents result from effective leadership, strategic thin- king, and a focus on building lasting relation- ships in the business arena.
K.M.: We invest in technology, innovation, expanding our production facilities, and R&D. Our products are competitive in terms of quality and functionality. Each market has its own specifics and unique consumer expectations. That's why we approach every market with openness and attention, seeking the unique "key" to unlock its potential. This isn't always a B2C strategy. We also operate in the B2B sec- tor, where our vending solutions, HoReCa offerings, and raw materials for the food industry are highly valued. Our state-of-the-art production facilities ensure maximum efficiency.
How did Mokate invest in its production facilities in 2024?
K.M.: Modernizing and expanding our production facilities is an ongoing process at Mokate—we understand that only by leveraging the most advanced technological solutions can we stay competitive with global leaders. One of our key investments in 2024 was automating pro- duction processes at our factory in Żory. One internal warehouse was transformed into a modern production hall, with its centerpiece being an innovative blending system that produces unique mixtures. With automation reaching 90%, we shortened order fulfillment times, and the entire upgrade also improved the efficiency of internal logistics.
A.M.: There's also a lot happening in Ustroń. Here, we're building a modern production facility focused on tea manufacturing. This ambitious project not only increases our pro- duction capacity but also marks another step toward reducing our carbon footprint by the end of 2025, when the facility will fully utilize renewable energy, and optimizing automation processes. In short, we're investing with future generations in mind.
The Mokate Group is also visible at key international trade fairs. What does attending such events bring to your company?
K.M.: We aim to be where the "heartbeat" of international business can be felt. Trade fairs are the best opportunity to exchange experiences, build new business relationships, and strengthen existing ones-relationships that often turn into valuable long-term projects. This year, we were present at events like SIAL 2024 in Paris and GULFOOD in Dubai.
A.M.: Next year, we are preparing for more trade fair challenges. In 2025, we plan to participate in six events, including the 50th edition of the Foodex Trade Fair in Japan, the next edition of GULFOOD in Dubai, and the highly important Anuga Trade Fair in Cologne, one of key events for the FMCG industry. It will be an opportunity to showcase Mokate's latest innovations to the world.
Looking back at your participation in GU- LFOOD 2024 in Dubai the largest FMCG trade fair globally-how would you evaluate the event?
K.M.: We attended GULFOOD once again, this time with the Mokate Ingredients brand. It's the best proof of our strong position in the international market. This year, we presented a wide range of products, from creamers and foaming agents to toppings, bases, and ingredients for the confectionery, bakery, and ice cream industries.
A.M.: Events like GULFOOD also provide valuable cultural insights. They're an opportunity to understand trends and preferences in high- -potential markets—both near and far east. This perspective helps us systematically build Mokate's position as a global FMCG leader.
What were the biggest achievements of Mokate's Export in 2024, and what contributed to such impressive results?
A.M.: 2024 was a year full of success for us on international markets. We gained considerable popularity in the UK, where sales of our key brands saw significant growth. Additionally, Loyd tea experienced an impressive surge, underscoring Mokate's growing potential in this category. Another important milestone was our expansion into new markets, such as Japan and Greece, where our products earned recognition in leading retail chains. All of this was made possible by our ongoing investment in innovation and the strengthening of our global partnerships.
K.M.: However, we never forget that people are the cornerstone of our success. In 2024, we expanded our team by bringing in new professionals who quickly became key players in executing our export strategy. Their fresh perspectives and expertise, combined with the experience of our existing team, create a powerful force driving our growth. Human resources are central to our success in inter- national markets. The dedication and talent of our team enable us to innovate, adapt, and respond to challenges quickly. As we continue to grow, our staff will remain the foundation of our success, helping us navigate new markets and build strong partnerships worldwide.
What challenges does Mokate face in the coming years on foreign markets, and how do you plan to overcome them?
K.M.: Although our results in 2024 are very promising, the FMCG market is full of challenges that require flexibility and the ability to respond quickly. Above all, we need to tailor our strategies to the diverse needs of consumers across different markets. Understanding local trends and preferences is key. That's why, in markets like Japan and Canada, we strive to be as open as possible to specific consumer de- mands and implement innovative solutions.
A.M.: In addition, we face challenges related to the further development of our distribution network. In countries like Romania and Moldova, we need not only to strengthen our position but also to establish partnerships with new collaborators. We know that the key to success will be continued investment in product development and the search for new distribution channels, which will help us maintain and increase our competitiveness on the international market.
