for customers . But ultimately , once you have an agreement with a customer they all want what they have ordered in time .”
“ We have improved our delivery massively . We had moments where we had a very low-score percentage on deliveries , due to all these disruptions . Non-availability of raw material . Nonavailability of labour , due to COVID . Shifts that we had to shut down . Transportation that wasn ’ t available . Energy prices that were crazy .
“ This is why we had to rethink . And now we can say we are a very reliable partner again for our customers . And that ’ s at the end of the day what counts .”
But amid all the changes , the biggest challenge was taking its people along with it on the transformation journey – something for which Oremovic was uniquely qualified .
“ I came with 20 years ’ experience of people and culture , particularly on leadership and integration work ,” she explains . “ This was the reason I was hired . I joined at a time when RHI and Magnesita merged – the numbers one and two in the market . They brought me in because of my people-management experience .”
She adds : “ as well as people management , supply chain is a big part of my job . Some might say supply chain is very different to a people-and-culture job but I don ’ t think so , particularly when you get to executive level . You need a vision , you need to inspire , and to give guidance and clarity . You also need the right people with the right mindset and skills .”
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