Brief summary of the case
Through the targeted and effective management of critical projects and the development and implementation of strategic initiatives, the GOiNTERIM manager was able to make a significant contribution to further development. The successful implementation of the measures and the positive response from the Executive Board underline the importance of proactive and competent interim management in times of growth and change. The close cooperation with the Management Board and other executives as well as the continuous adaptation to dynamic requirements have helped to achieve the company’s strategic goals and secure a sustainable future.
Client description
Our client is the world’s leading company in the construction industry. With a strong global presence and operations in over 20 countries, the company serves a variety of markets including construction, mining and industrial applications. As the world’s largest company in the industry, it has a turnover of €1 billion with over 3,000 employees.
Initial situation/challenge of the interim project
The company was in a phase of intensive growth. To support the CEO, two new positions were created for Corporate Development Managers who were to report directly to the Executive Board as staff functions. These positions needed to be filled at short notice to manage critical projects and strategic initiatives while suitable full-time staff were recruited. Our interim manager took on this role, with a focus on rapid induction into the corporate culture, setting up end-to-end project management across the group and managing key projects.
Objectives/tasks of the project
The main objective was to successfully manage time-critical projects of the Management Board and to moderate strategy workshops. The specific tasks included:
- Implementation and achievement of the company’s strategic goals.
- Management of strategic corporate development projects and key initiatives.
- Further development of PMO expertise and methodology within the Group.
- Moderation of strategy workshops for top management.
- Development of an international ESG strategy.
Measures and implementation steps
In addition to the general development and structuring of project management and the establishment of corporate development functions, the operational management of the following projects was assumed and implemented:
A) CSRD compliance:
- Double materiality analysis: Conducting the impact and financial materiality analysis in accordance with ESRS to identify the most important ESG risks and opportunities.
- CO2 accounting: Recording and analysis of CO2 emissions according to Scope 1, 2 and 3 in accordance with the GHG Protocol in order to create a sound basis for reducing emissions.
- ESG legislation: Continuous updating and adaptation to the dynamic requirements of ESG legislation to ensure compliance.
- Development of the ESG strategy: Creation of a comprehensive and focused ESG strategy for the Group that defines long-term sustainability goals.
B) Supply Chain Due Diligence Act (LkSG):
- Software selection: Implementation of a suitable software solution for monitoring and compliance with the requirements of the LkSG.
- Compliance measures: Expansion of the whistleblower system for reporting violations, creation of a code of conduct and implementation of a comprehensive supplier risk analysis to minimize risks in the supply chain.
C) Carve-out of a new technology:
- Structural development: Establishment of more than five new legal entities to effectively position the new technology on the market.
- Stakeholder management: Effective management of the expectations and interests of various internal and external stakeholders to ensure a smooth transition and operation of the new units.
D) Strategy workshops for top management:
- Planning and moderation: preparation, implementation and follow-up of workshops focusing on strategy, portfolio management and governance.
- Strategy development: Focus on defining a small number of clear strategic goals, translating them into specific projects with clear responsibilities and consistently pursuing their implementation.
- Performance reviews/business reviews: Preparation and monitoring of individual business areas to review strategy implementation.
Successes and results
- Successful project management: All projects taken on were completed on time and to the complete satisfaction of the client. The handover to internal managers went smoothly, ensuring continuity and sustainability of the initiatives.
- ESG strategy: A focused ESG strategy was successfully developed for the entire Group, defining long-term sustainability targets and specific measures to improve ESG performance.
- CSRD compliance: The double materiality analysis in accordance with ESRS was successfully carried out and confirmed by the Executive Board, creating a solid basis for future ESG reporting and strategies.
- Carve-out project: The new companies were duly registered and the necessary processes were put in place so that the new managing director could start work seamlessly. This ensures the long-term market positioning of the new technology and enables further growth.
Would you like more information or do you have similar challenges? Talk to us, we will be happy to help you!
Dr. Martin Ludwig Mayr, Managing Director
martin.mayr@gointerim.com
+49 89 20 500 8695
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