INSIGHT 2|2019

6 | Prysmian Group I N S I G H T FOCUS ON WHAT IMPROVEMENTSHAVE BEENMADE SOFAR INYOUR REGIONFROMTHE INTEGRATIONWITH GENERAL CABLE?WHAT ARE THE STRENGTHS? The improvements are twofold: physical improvements and human improvements. Physical improvements involve the increase in our product range, customer base, manufacturing footprint, shared IT systems, increased innovation know how, etc. The second, but most important, are the human improvements. We’ve noticed a stronger team spirit across the region, enabling us to be faster, to capture plenty of opportunities and overcome many issues. Without this strong team spirit, we would not have made so much progress. Not only do we have strong assets, but the mindset of our people has been extremely powerful. Our shared passion and spirit of cooperation have ensured we all move forward, together, towards our common objectives. WHAT CHALLENGESDOYOU FACE, SUCHAS EMPLOYEE RETENTION? A steady state of natural attrition is common in North America and we are in line with industry averages. Nonetheless, we are always focused on retention and building a shared culture where employees can build long term careers. One of our focus areas is communication between managers and their employees to gauge whether they’re happy. The new size and global scale of our company allows us to provide our people other roles or areas to work within the organization, ensuring the best fit for all. HOW IMPORTANT IS THE ROLEOF LEADERSHIP DURINGAN INTEGRATION LIKE THIS? A strong leadership role is definitely key to keeping the integration on track. The alignment of the NA leadership team, their cooperative approach and focus on common objectives have made the difference and helped the entire NA organization progress quickly through the integration. It is important that our leaders share the same goals and set positive examples within the organization. This is essential and has a direct impact on all those they interact with, whether a direct or indirect member of their team. HOWDOYOU SEE THE FUTURE OF THE COMBINEDCOMPANY INYOUR REGION? Once we get past Q3 or Q4 of this year, synergy benefits will fade away and our future will be based on our ability to grow revenue. Our teams have spent considerable time generating new ideas that drive growth through cross selling, product differentiation, innovation and new services. It’s up to us. We have the best manufacturing footprint and a strong supply chain with distribution centers. We have the best and widest product range in North America. We have competent and highly knowledgeable people. We are now a powerful machine able to capture all these opportunities. It is important that our leaders share the same goals and set positive examples within the organization . This is essential and has a direct impact on all those they interact with , whether a direct or indirect member of their team.