Page 18 - Annual report 2020

In this context, what I would like to add or rather advise Business Unit Managers is: “Dare more”. You live a moment of daily, weekly and monthly goals to achieve. Every now and then allow yourself a space for reflection, leave a portion to your sensitivity and interpretation to think outside the box, put aside the urgent goal and use that part of you that opens up to inventiveness and allows you to dare, because it is often irrationality that allows rationality to be winning.
Giovanni Laviosa
President&CEO
Focusing on your reference sector but also with a broader view of the business, what role does the “human factor” play for the further development of the Group? Do you believe that the market is currently offering adequately prepared resources to meet international challenges?
The “Youngs” who are collaborating with us and those we have met are certainly people who are prepared and motivated to accept the challenges that the world of work requires today.
What we must do, for our part, is to make ourselves “interesting” to them, providing a vision of development in the medium term and proposing, basing on attitudes and results, growth paths that are not only of an economic nature, but also and above all
of professional growth and responsibility. At the same time, we must pay attention to our human resources which has already been consolidated, because it is the experience and skills of these colleagues that must guarantee enthusiasm and support for the years to come.
Elena Menicagli
BU Industrial Additives
Human Capital is a fundamental miles stone to continue to support business development, both in a general sense and for the Business Unit that I have the honor to represent. I would like to say that, locally, both in Italy and in India, we have been able to build heterogeneous, transversal and effective working groups. Our mission, therefore, must be aimed at the continuous offer of paths of growth and development both collective and individual in order not to lose, indeed progressively increase, the level of know-how and specialization. I would also like to focus on the fact that, in any case, the human and professional factor within the company represents only a percentage of the resources and skills necessary to achieve the objectives.
Given the various fields of applications, the different technologies necessary to maintain high levels of product quality and customer service, the use of suitable resources even outside the company, becomes a key and strategic factor, to be monitored continuously.
Umberto Laviosa
BU Construction Technologies
“Human factor” is the key to a company’s success and it is not a platitude. The company is made up of people: working in teams,
knowing how to question the status quo, being brave. Skills are acquired over time and are transformed into professionalism. The professionalism is increasingly hyper specialized. However, I believe it is essential never to lose the overall vision and always know how to contextualize. The great challenge of a company and a manager is to be able to tell a “corporate life project” that knows how to motivate people, “bring them on board”, and believe in a certain development, because in harmony with their own value set and personal ambitions. You can’t give your best if you don’t find a meaning in what you do.
Olimpia Laviosa
BU Pet Care
I would conclude by saying that the most important challenge and the most difficult job for the modern Manager is to be able to choose people with passion and adequate management style who, with their skills, help him to achieve the goals. So a Manager is good if he can find and motivate people and consider a great fortune that some of his/her collaborators are potentially, even better than him/herself. The challenge is there and at that moment, talents must be valued and put in a position (also) to change the way of thinking in the company. This, let me say, is difficult to implement but it is the real secret of a company’s success and a Manager should always keep that in mind. We have a great attention to people management also because we strongly need to have a very dynamic management, the context changes, the company develops, some people change so there is no universally valid algorithm, in the sense that you have to approach people in functions of different moments of business life and also of personal life.
Giovanni Laviosa
President&CEO
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