Saint goban12/17/2023 We have a very broad business so people can move a lot. I want to make the world a better home.” So, the first thing with talent is that we find we have to really lean into our purpose because it helps attract and retain our talent. Now it’s about, “I want to be part of a business that is decarbonizing the construction industry. We see a few things: Employees now want to be part of a company that has a great purpose and resonates with them at a personal level-which is different than my generation, when you came into a job and wanted to learn accounting or sales and you went forward. We haven’t seen it really settle down yet. We look at all the areas that could be disruptors in the business, that could be fluxes up or down, and we constantly are planning around, "What do we do if it goes here? What do we do if it goes there?" What are you seeing in the labor market? Are things settling down? And that’s what we did in the past years. For me, that’s an opportunity to outperform the other markets by being at resolving that issue. ![]() 2, we live in the most volatile supply chain/raw material/transportation environment that I’ve ever had in my business. We have a great team-it’s what delivered these great results we shared-so maintaining the vitality of that team, the diversity of that team and their energy and making sure, in this strange environment, we have the right work environment where they want to stay and grow with us. When you look at the transformation the three-year journey, it’s not only divestitures and investments but it’s been about getting the right teams in places across the different regions and businesses. 1 thing we have to get right is our people. ![]() With the way the world has been the last few years, I don’t like the predict very far into the future anymore. As you look to this year and beyond-with as much visibility as you can have these days- what are the things you’re paying attention to most? construction market and what he has learned about leading today. On the heels of Saint-Gobain’s earnings report, IndustryWeek had a chance to chat with Rayfield, who has led the company’s North American division since late 2019, about his team’s investment plans – Rayfield announced late last year the company will spend $400 million to grow its plasterboard, roofing and insulation operations-as well as the state of the U.S. In addition, the team led by Rayfield managed to avoid the worst of the past year’s supply chain stresses while also being able to raise prices. The strong growth is thanks in part to the $1.4 billion purchase two years ago of Continental Building Products, which boosted Saint-Gobain’s plasterboard presence and, officials said, has opened new sales channels for the company’s other brands such as CertainTeed. (That 22% number doesn’t include the North American portion of Saint-Gobain’s High Performance Solutions group.) North America outpaced that number and finished 2021 up nearly 22% from 2019. Like-for-like sales from the Paris-based company’s operations in 75 countries were up 18% from 2020 (and about 14% from 2019) as leaders rolled out their three-year Grow & Impact strategic plan. 24 reported recurring net income, which excludes the impact of divestitures and various one-time items, of more than $3.2 billion on record sales of $50.2 billion. A strengthening homebuilding market should give the North American operations of global construction and industrial materials manufacturer Saint-Gobain the chance to add to its growth run of recent years, North American CEO Mark Rayfield said recently.
0 Comments
Leave a Reply.AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |