Among the management team and the Board was a full agreement that a total restructuring process was needed imminently.
For economic reasons, 10% or about 100 jobs should be cut immediately. A complete reshuffle of the existing management team should strengthen the position of the company.
The initial approach and strategy required splitting the mining and industrial parts into two legal entities. Subsequently, the task was about building new companies around them.
Across the two business newly formed, there were five common values identified to be implemented:
- zero tolerance on quality
- no compromise on safety
- no compromise on transparent and active communication
- Sales force expansion – literally close to double of what it was previously
- Main focus on contribution and margins (profitability)