Thinking globally, implementing locally
The local BRTs are empowered to implement the measures in a way that is relevant for their needs and compliant with local regulations. Resilience happens on the ground, where the business operates, taking into account local conditions.
This decentralized approach makes sense for a global company whose business is truly local. It’s especially valuable in fighting a pandemic that unfolds at different times over the roughly seventy countries in which the company operates – each with its own context and health care system.
As of mid-April, 2020, LafargeHolcim has a very limited number of cases of coronavirus infection among its employees.
Credit for this success goes to the local teams. They’ve worked tirelessly on top of their day jobs to protect our colleagues and our communities.
Data drives decision-making
The BRT network continues to make decisions as information comes in on the status of Covid-19 cases, country-level preparedness, medical data and security information. The network also considers the wider economic and political context, as well as emerging trends such as contact tracing, equipment shortages and more.
Importance of strong leadership
While construction is generally more resilient than other sectors, LafargeHolcim is now experiencing significant disruptions in operations in various countries.
The BRT sends regular updates to CEO Jan Jenisch and the executive team, who urge all employees to focus on mitigating the impact of this unprecedented health crisis and to support their local communities.
On March 27, the CEO communicated the industry’s first comprehensive action plan for business resilience to respond to these disruptions by reducing capex expenditures, fixed costs and third-party services, while realizing savings from lower energy prices and bringing Net Working Capital in line with the current level of activity.
Jenisch and the global leadership team receive updates from the BRT at least once per week, integrating those insights into the Health, Cost and Cash resilience plan and connecting the dots so that local leaders can make good decisions. As China sees a return to business, for example, this produces a flow of vital information and lessons that others can follow.
More than two-hundred senior leaders of the company hear from the CEO on a weekly COVID-related call. Through regular emails and a VC open to all employees, the CEO provides update to all employees around the world.