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Ambition 2025: Financial Department gives more than its two cents

Ambition 2025: Financial Department gives more than its two cents

Building action plans together

Since Ambition 2025 was launched, a wave of activities has been carried out to ensure 2,000 employees understand and work together on the strategic challenges and focuses of the Group. It is with this context that the teams at the Financial Department met up to define how they might be able to contribute to the strategic plan.

“For it to have meaning, each person needs to be able to see themselves as part of that ambition and feel like a part of the Group through their contributions. For this reason, we adapted the plan within the various departments,” Sébastien Martineau, Chief Financial Officer, explained.

Goals built together

The new strategy is a result of the Executive Committee’s reflection on what they want Haulotte to be by 2025. The plan rests on a dozen strategic priorities that are currently being presented to all employees of the Group.

“For it to have meaning, each person needs to be able to see themselves as part of that ambition and feel like a component of the Group through their contributions. For this reason, we adapted the plan within the various departments,” Sébastien Martineau, Chief Financial Officer, explained.

Sébastien Martineau set out the twelve strategic priorities to his direct subordinates who, in turn, presented them to their teams. “At the same time, we reflected on our role as a whole: how could we make these priorities tangible? How could we contribute to them in our jobs? And how could we help the Group achieve its goals?”

The Financial Department conducted this work through a YOG (Yello Operation Goal), giving each person the opportunity to express themselves and propose ideas. The team determined the strategic priorities that they would work on before building together their own ambitions for 2025:

  • Work more effectively on our processes.
  • Digitize our key processes.
  • Become a genuine Business Partner.
  • Help our employees grow professionally.

Employees volunteered to be project leaders. And when they called on the Group’s financial employees for help, the response was a resounding “Of course!”

“There is a huge difference between imposing objectives from the top down and building them together. When you rely on discussions and volunteers, there is more effort. People understand what those ambitions mean, why they should get involved and how they can get past challenges, like the language barrier or time differences,” Sébastien Martineau concluded.

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