Keeping Prysmian’s people safe and connected during virus lockdown and re-opening
Transparency, speed and flexibility have been key goals for the HR function as it shaped a response to the crisis guided by caution, protecting the health of staff, adapting to local circumstances, and meeting new workplace challenges.
“People First is a reality you apply every day”
For Prysmian Group Chief HR Officer Fabrizio Rutschmann, Covid-19 has been a sort of “stress test” that proved the company’s resiliency in adapting quickly to new scenarios, and has already generated some lessons and positive outcomes.
“This experience has shown everyone that ‘People First’ is a reality you have to apply every day – not just every so often, or because it is in fashion,” says Rutschmann. “Putting people first is important always, in all circumstances. This is what the virus has brought home to our entire leadership.”
The guiding principles for Rutschmann and the HR staff during the lockdown and going forward towards gradual reopening in “Phase 2” remain the same: caution, protecting the health of staff, adapting to local circumstances, and meeting new workplace challenges.
On February 24, Prysmian Group ordered staff at its Milan headquarters to work remotely -- two weeks ahead of the lockdown across Lombardy announced March 8. When hospitals in northern Italy were became overwhelmed in early March, HR dug in for a crisis that was going to be far more serious than anyone had imagined. Fabrizio and three other executives formed a working group the week of March 9 and informed CEO Valerio Battista that the company needed “100% protection” to shield as many people as it could from contagion.
Once Milan headquarters was secured, and protocols were developed to protect workers and staff according to conditions around the world, the HR function focused on three priorities.
First, transparent weekly communications were set up, to build trust and confidence by explaining reasons that decisions were made.
Secondly, there was a focus on decision-making speed. Quick decision-making important not just for business units. At HR, speed was vital to reassure and protect staff. For some countries, like Brazil and the US, Prysmian’s lockdown went into effect before the virus became a local emergency. This rigorous approach means that so far, only 30 people have contracted the virus out of 29,000 employees.
Lastly, the priority has been adopting a flexible approach wherever possible, to give families the opportunities they need to get organized.
Secondly, there was a focus on decision-making speed. Quick decision-making important not just for business units. At HR, speed was vital to reassure and protect staff. For some countries, like Brazil and the US, Prysmian’s lockdown went into effect before the virus became a local emergency. This rigorous approach means that so far, only 30 people have contracted the virus out of 29,000 employees.
Lastly, the priority has been adopting a flexible approach wherever possible, to give families the opportunities they need to get organized.
“We also confirmed out international rotations for our global programs because cultural integration, international experience and inclusion continue to be a priority and a distinctive feature for Prysmian.”
Fabrizio Rutschmann
Prysmian Group Chief HR Officer