Guest Column
By: Javier López-Galiacho Perona
Director of Corporate Social Responsibility at FCC
We design, execute, and manage
services and infrastructures the purpose of
which is to satisfy the requirements and needs
of our customers and to contribute to the
sustainable development of the communities
where we are integrated
The corporate culture
as leverage for improving
results
Summer reading always brings pleasant
surprises, such as the book The Culture
Cycle: How to Shape the Unseen Force
that Transforms Performance, by professor
James L. Heskett of the prestigious Har-
vard Business School (HBS) and the Baker
Foundation.
This Emeritus professor who has dedica-
ted many years to exploring ways to satisfy
employees and customers, shows in this
interesting work how an effective corporate
culture not only helps to improve work per-
formance by 20 to 30%, but how it is also
a critical factor to retain talent. The culture
of an organization, states professor Heskett
“is not a trivial concept; quite the opposite,
it can and should be measured and quan-
tified”.
If, as this management guru assures us, a
properly deployed corporate culture seems
to ensure results or improvements, it is ne-
cessary to ask ourselves what is the culture
that defines FCC and what can be done to
reach that point of pride of belonging or of
earnings returns.
For now, the steps forward that are neces-
sary for this achievement have already been
taken. Between 2010 and 2011, the Cor-
porate Division of Communication and Cor-
porate Responsibility in conjunction with
the Corporate Division of Human Resou-
rces led a process for reviewing the FCC
culture and its results was a renews cultural
framework that encompasses our mission,
vision, principles, attitudes and conducts
that are expected of all of us who work in
this Group.
