A changing Hydro

Rolled
Products
has been
defined
a “core
business”
in Hydro.
What does
that mean
to you?
Markus Baier,
Controller,
Germany
Hans-Erik Vatne,
Plant Manager,
Norway
Miguel Lizarraga,
Production
Manager,
Spain
Monika Schucht,
Procurement
& Logistics,
Germany
Rolf Schencking,
Plant manager,
Malaysia
The uncertainty of
the past years has
changed. Since quite
some people left, we
must keep competent
colleagues. For this,
the message was
important. I do not
see us going hunting
for additional capacities,
but within our
frame we will work to
improve our market
position.
There is no doubt that
the prolonged strategy
process in Hydro has
created much uncertainty
in the Holmestrand
rolling mill. We
have lost a couple of
key persons in this
period. It is therefore
very well received. This
enables our complete
organization to focus
100 percent on the improvements
in quality
and productivity that
are required in order to
increase our profitability
to a satisfactory level.
For us, the situation
remains unclear. Since
2000, we have had no
major investment. We
need to revamp the
cold mill. It would cost
twice our annual profit.
But by doing this and
by focusing – narrowing,
concentrating –
our product portfolio,
we could add much
more to the benefit we
genuinely create with
the short lead-time of
our continuous-casting
process.
When I attended a
leadership course four
years back, we forecast
this way forward for
Hydro. Now that the
split will come, we need
to solidify our position
in the market for the
coming years. I hope a
new drive will come to
inspire our organization.
This calms down worries
in Rolled Products,
as we now can expect
more stability for our
employees. But as a
core business, we must
answer the question,
How we will grow? Still,
we are well positioned
as a supplier into Asian
markets. But within five
years, this will be seriously
threatened unless
we take measures.
hi 55
Print: Kampen Grafisk, Oslo