Sophie Streydio

One Family — Not Just a Slogan Some time ago, I wrote about how “One Family” shouldn't just be a slogan on the wall. It should be a way of working, a culture we live by — especially when things get tough. After that post, a few colleagues asked me, “Were you talking about us?” The truth is — I wasn’t. I was speaking from experiences I’ve seen in different organizations, where people were let go suddenly, with little care or respect. It always stayed with me. Dismissals may be necessary, but they don’t have to be cold. I remember one situation when we had to let people go due to major changes in the market. It wasn’t easy. But we tried to do it the right way. We sat with each individual, understood their situation, gave advance notice where possible. For employees with children, we waited until the school year ended. We extended visas, kept health insurance running, and supported their job search. We even hired some of them back later when new opportunities opened. Why? Because people are not numbers. They are fathers, mothers, sons, daughters — and they deserve to be treated with dignity. When you let go of people without care, you don’t just hurt them — you damage your reputation in the market. That trust is hard to earn back. People are connected. And they never forget how you made their colleagues and their families feel. If you truly believe in “One Family,” it should show most clearly when it’s hardest to live by.

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𝗖𝗵𝗮𝗻𝗴𝗲 𝗶𝘀 𝗴𝗿𝗼𝘄𝘁𝗵. 𝗔𝗻𝗱 𝗴𝗿𝗼𝘄𝘁𝗵 𝘀𝘁𝗮𝗿𝘁𝘀 𝘄𝗶𝘁𝗵 𝘀𝗸𝗶𝗹𝗹𝘀. At Danone, we’re proud to bring our bold Social Ambition to life by equipping Danoners with future-proof capabilities. This week, we launched a new series of 𝗦𝗸𝗶𝗹𝗹 𝗖𝗮𝗽𝘀𝘂𝗹𝗲𝘀—bite-sized learning experiences designed to help our people build five critical future skills directly in the flow of work. Each capsule offers practical ways to develop these skills on the job, enriched with expert tips from colleagues who already lead by example. And to support continuous learning, we’ve backed it all with a portfolio of interactive e-learnings. A big thank you to our inspiring 𝗦𝗸𝗶𝗹𝗹 𝗔𝗺𝗯𝗮𝘀𝘀𝗮𝗱𝗼𝗿𝘀 and the incredible team behind this campaign—your commitment is shaping the future of learning in Danone. #danskills #oneplanetonehealth #danone #learning #growth #futureofwork

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Great to see our Chief Human Resources Officer, Armand Sohet, featured on the cover of CHRO Magazine in the Netherlands. Inside, there’s an extensive interview where he explains why simplifying the AkzoNobel operating system is a strategic priority. He also talks about how building a more agile, streamlined organization requires bold decision-making and highlights the importance of transformation that’s not only designed, but embodied – HR must lead by example, not just set the direction. As Armand puts it, quoting Morpheus in The Matrix: “There’s a difference between knowing the path and walking the path.” Read the full article in Dutch here: https://lnkd.in/eXVaJZBa

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Keeping it short For a couple of years now, I've being trying to find the disconnect between what is said and actual impact impact. As an HR community we are masters at building models, frameworks and perspectives. A lot of them may theoretically work. All centered around connecting with the human, inspiring and developing, and growing companies through people. We attend summits, write researches and present models. We 'sometimes' choose a single example from within or in a company in a far away land to prove a point. However, and in my own humble limited non-scholar opinion, the vast global reality is that the majority of workforces are under extreme pressure, and models become useless when faced with growing costs of doing business and shifting economies. How then do we change our approach into less complex, more pragmatic, less jargon, more simple words actions that drive a series of small impacts?

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