Danucem

Danucem Hungary – Employer Branding: A Global Brand for the Local Market

Danucem Hungary is a construction company that is part of the global CRH Group, with its regional headquarters located in Slovakia. Our task was to increase brand awareness and differentiate the brand from competitors in order to support the recruitment of both white- and blue-collar workers. Additionally, we were responsible for developing the Hungarian employer value proposition (EVP) based on CRH’s global EVP, with the aim of attracting suitable new employees and retaining the existing workforce.

The challenge

Danucem Hungary is a construction company that is part of the global CRH Group, with its regional headquarters located in Slovakia. Our task was to increase brand awareness and differentiate the brand from competitors in order to support the recruitment of both white- and blue-collar workers. Additionally, we were responsible for developing the Hungarian employer value proposition (EVP) based on CRH’s global EVP, with the aim of attracting suitable new employees and retaining the existing workforce.

What we did

  • In the years preceding the project, significant organizational changes had taken place. Most of the senior Hungarian management had been replaced, resulting in general uncertainty and internal resistance among employees.
  • The four subsidiaries within the Danucem group had differing workplace cultures, which led to tensions and dissatisfaction.
  • Many employees had joined the company long ago, during the Holcim era, and Holcim’s corporate culture was markedly different from CRH’s. As a result, most employees had not yet developed a strong emotional connection to the new Danucem brand.
  • Results

    To understand the complex and multi-faceted situation, we recommended a thorough internal research process involving all employee segments (physical and intellectual workers; junior staff, middle and senior managers) across all subsidiaries. Through focus groups and in-depth interviews, we explored employee perceptions and their root causes.

    Our goal was to use the research results to provide realistic and practical recommendations. Danucem’s HR, communications staff, and senior leaders were also involved in a workshop as part of this process.

    The research revealed that parts of the CRH global EVP were either not relevant or could not be credibly applied to the Hungarian organization. As a result, we developed a proposal package that:

    • Provided an interpretation of the global EVP tailored to the local context, making it relevant and credible for the Hungarian organization;
    • Included specific, tangible actions to help make the global EVP a reality at the local level;
    • Contained next steps that required minimal resources but could lead to visible changes in a short time (quick-win actions).
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    City of Budapest