Thus, it’s difficult to name the most challenging thing, as a whole list comes up; I would rather say the big challenge was to do most of the activities in a completely new way and find this new way to adapt in a very short time.
As any business services company, OMV Petrom Global Solutions had as priority the safety of the employees, as well as stable efficient operations and reliable support for our customers. In addition, we are a service center dedicated to the oil and gas industry, industry that was highly impacted last year, and which is a critical sector for the economy. In this context, all our business units contributed heavily to deliver in the new reality and, for our entire OPGS team, all solutions meant higher effort than in a regular period: IT ensuring the infrastructure and tools for thousands of colleagues to work safely, for example almost overnight IT had to expand Citrix licenses up to some thousands or to virtualize applications so that the employees in the group get their work done remotely. In Finance or Employee Services the month-end closing activities and payroll were performed fully remote and we turned a difficult moment into an opportunity for digitization adopting paperless solutions at an accelerated peace impossible to imagine at the beginning of 2020. As for the Facility and Asset Management, the teams made huge efforts to ensure the necessary protective materials arrived fast and safely around the country where OMV Petrom has employees, to identify the best transport conditions or accommodation to those commuting to work or to adapt the workplaces in the offices to the new safety needs.
Without any doubt, 2020 was a tough year with highs and lows along the way, that challenged us in so many ways, privately or professionally. Managing its many complexities demanded not only a hard work but also commitment, resilience, creativity and teamwork.
And I am grateful that we have such a strong and committed team in OPGS that proved once again to be a trustworthy partner for its customers; and equally I am grateful that we are part of a strong Group: in difficult moments like these it’s like an anchor that keeps you grounded.
In the same time we need to acknowledge that everything that we succeeded to do in 2020 required higher effort, as we were all taken out of the comfort zone and had to react to numerous changes. In 2021, the leaders have to stay alert to protect the mental energy of their teams. I heard the concept of mental energy from Gartner, and it comprises three areas: be positive, manage stress and avoid burnout. So, when it comes to people, I see a couple of new priorities such as keeping an eye and providing full support to the teams in these three areas, together with managing remote teams and speeding up the digital dexterity adoption.
As a conclusion on looking back to 2020 while stepping in 2021, my message is that behind any success and difficulty overcome are always the people. And collaboration between people makes strong teams, that find a way to perform together and stay close, even when physically apart.
Comments are closed.
March 2023 February 2023 January 2023 December 2022 November 2022 August 2022 July 2022 May 2022 February 2022 January 2022 December 2021 October 2021 August 2021 July 2021 June 2021 May 2021 April 2021 March 2021 February 2021 January 2021 December 2020 November 2020 October 2020 August 2020 July 2020 May 2020 April 2020 March 2020 February 2020 January 2020 December 2019 October 2019 September 2019 August 2019 July 2019 June 2019 May 2019 March 2019 December 2018 November 2018 October 2018 September 2018 August 2018 March 2018 January 2018 December 2017 November 2017 October 2017 September 2017
11th annual CEE Business Services Awards
Build it or Buy It?: Outsourcing in Poland and Central Eastern Europe
BSC Directors VIP WineTastings, June-September 2023
BSC Charity Beach Volleyball Tournaments - June and August 2023