THE SHOW MUST GO ON

Despite the difficult and anxious times we are living in, the Covid-19 pandemic has allowed the Haulotte Group to again demonstrate its ability to adapt.

With ad hoc rearrangements but everyone keeping to our standards and still within the scope of the company, we have been able to adapt our business to serve our customers.

We take a look at the group to see how each region has responded to this worldwide crisis that has united us all to face a number of problems: order deliveries, working from home while keeping a team spirit alive, the gradual return of teams to work, administrative management in times of lockdown, etc.

The spare parts business has continued running during this unprecedented period thanks to the foresight on how the health crisis would change customer needs.

Franck Lhermet and Bertrand Demard are responsible for the operational management of the Lorette hub. For them and their colleagues, work never ceased. They told us that, from the beginning of the lockdown, the teams showed a genuine commitment and a daily motivation to prepare orders, and receive and dispatch parts. “We’d foreseen the purchase of masks, aqueous alcohol solutions and disinfectant wipes, and a safety protocol was already in place. Unfortunately, a team member became infected, which led to a completely customized organization (with work spaces disinfected, etc.) and an enhanced safety protocol being deployed so that work could continue while ensuring the safety of employees who would then work in smaller teams and on a voluntary basis. A team of 6 people was set up to perform the work with confidence.
These past few months of work have been marked by several phases: at the start, reception was tightened to limit the number of external personnel entering the site. Deliveries recommenced with a small team and paced rotations. As the days went by, the rest of the team could confidently return: “some said it felt good to get out of the house and back into the work environment!”

“Today, we’re working differently: materials are labeled with a person’s initials, masks are changed every four hours, there are cleaning wipes on all machines, printers, computers and scanners. It is inconvenient but useful all the same. So, everybody plays their part.
In very little time, we have a new routine for everyone’s own good.”

The teams have greatly appreciated the support from management: information is shared through daily calls, on-site visits to suggest organizational ideas without imposing them. All these have been key factors in us successfully keeping our business moving forward.

Claire Emery (Lorette Hub Manager) summarized this period as a testament to her teams’ level of commitment: “everyone has been working together (staff and management), a team of volunteers was trained in under five minutes, temp workers have turned up on short notice… In short, we have a wonderful team spirit focused on working safely and pleasantly.”

Armelle Perrot (HR Director Europe), who joined Haulotte three years ago, confided that: “I’m extremely proud of working for a company that has values and applies them even in the most difficult of times.”

We have all been affected personally and professionally by this unparalleled crisis caused by the Covid-19 pandemic. The strong collaboration between the Executive and Industrial Committees and the HR teams has been embodied by the daily remote meetings to discuss problems and possible responses.

Two objectives have driven each of our decisions:

Employee safety.
Business continuity.

In France, a great number of a legal, fiscal and social texts has been frequently issued. For those in HR, this means quickly reacting and constantly adapting.

In Europe, situations have diverged because each country has its own legislation. Cooperating with branch managers has been crucial in establishing the proper organizations for the local area.

On the ground, human resources has a double role. Firstly, HR forms the link with employees by informing and explaining to them the measures taken. Next, it supports site managers in the daily adaptations by collaborating with the safety coordinators.

The frankness of exchanges with our social partners should also be highlighted. In moments of crisis, Haulotte has demonstrated solidarity and collaboration. This has enabled us to take quick, effective decisions.

Today in France, while the health situation has broadly improved, there are still risks. Our safety protocol has been adapted and relaxed but it still has to be strictly followed. In this regard, we urge everyone to act responsibly.

Mary Gan (Finance and HR Director APAC) spoke to us about the many challenges facing Singapore during the pandemic.

Firstly, we have had to ensure the safety of teams, by informing them and keeping an eye on their physical and mental well-being.

Working from home required us to sustain the commitment and motivation of employees, especially in the case of difficult situations, for example where children had to be cared for.

We have been able to adapt our responses by actively listening to feedback: for example the adjustment of working hours to allow a better balance between professional and family tasks, daily remote meetings to keep everyone on the same page, a survey on the well-being of teams and how Covid-19 has been affecting them psychologically.

“Team-building activities performed remotely are possible! We have shown this with the use of Teams. We’ve managed to create informal connections conducive to exchanges and support.”

The office-return phase has been characterized by the enactment of social distancing measures and the supply of masks and safety equipment. According to Mary, “following this shared experience, we’re now working in good spirits under these new arrangements.”

Amber Raisbeck (Haulotte Australia HR) explained how being proactive has been the name of the game in Australia.

“My task was to reassure and instill a climate of calm during this very unusual period. Management showed flexibility in the handling of particular cases and this facilitated my work. This crisis has demonstrated how working from home can benefit everyone.”

The establishment of new routines and new ways to work have been the hallmarks for our subsidiary in the Pacific region:

Regular communications and the introduction of an FAQ in relation to concerns such as the continuity of our business and of our customers’ businesses.
Frequent meetings by phone and video in a relaxed mood.
A clarification of roles and tasks for everyone (a genuine positive from this crisis).
Five-minute meetings every morning that instilled a strong group dynamic.
Flexibility and comprehension for employees who had to take care of children during working hours.
Encouragement to plan holidays during the subdued business period. (On this point, thanks to all teams for playing ball).
Various media explaining Covid-19 to the children of employees.
A Covid-19 emergency plan comprising a checklist (compulsory protocol in the event of an outbreak at our sites).
Distribution of toll-free telephone numbers for psychological support.

Chris Delcastillo (Americas Zone HR Administrator) described the American subsidiary’s ability to adapt when unfolding and restrictive situations forced the teams to reorganize.

The use of remote work tools has been one of the crucial factors to this adaptation. Employees have been able to continue collaborating and responding to customers.

This new form of communication has also facilitated informal exchanges that have sustained a positive team spirit.

For Elisabeth Dickson (HR Director Americas), the shared experience of such a crisis has allowed us to know one other better because working from home did anything but isolate the different departments.

Once the majority of teams in the Americas came under lockdown, conversations through Teams or over the phone became the norm.

Everyone’s contribution was essential for the smooth progress in daily operations.

Our goal was to continue supporting our customers so they could, in turn, maintain their own business. This was all the more crucial since our machines were potentially going to be part of building the necessary infrastructure in fighting the virus.

“In hindsight, I think this experience, as difficult as it has been, has strengthened us as a group. We know one another better, we understand more the challenges faced by everyone, and we succeeded together in finding the appropriate solutions to ensure the company remained operational.”

THE SHOW MUST GO ON

Despite the difficult and anxious times we are living in, the Covid-19 pandemic has allowed the Haulotte Group to again demonstrate its ability to adapt.

Armelle Perrot (HR Director Europe), who joined Haulotte three years ago, confided that: “I’m extremely proud of working for a company that has values and applies them even in the most difficult of times.”

Mary Gan (Finance and HR Director APAC) spoke to us about the many challenges facing Singapore during the pandemic.

For Elisabeth Dickson (HR Director Americas), the shared experience of such a crisis has allowed us to know one other better because working from home did anything but isolate the different departments.

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