Special reconstruction. Llanos Micó, HR Director: "We have managed to get everyone pulling in the same direction, with a common goal."
As an expert in Human Resources, Llanos Micó understands better than anyone the importance of team cohesion. That's why she knew that, after the disaster, the company faced a colossal challenge: rebuilding the facilities and restoring normality to hundreds of people.
"The DANA was a shock, something no one is prepared for," he says. However, he believes it was an opportunity to reinforce a sense of belonging that is now stronger than ever.
Suddenly, given the gravity of the situation, hierarchies and labels became blurred. Offices, production, logistics, and maintenance worked side by side on tasks as basic as cleaning mud. "If you have to drive a forklift, you have to find someone who knows how. But when it comes to cleaning mud, we all know the same thing, we all do the same thing, and we all learn as we go."
These tasks allowed the team to get to know each other better, establish synergies, and "find like-minded people among people you hadn't spoken to before." And, as if that weren't enough, family members, friends, and acquaintances joined in.
There were unforgettable moments: the first gathering of everyone at the plant, the brief but inspiring words from the management team, the group photo taken from the crane, and the unanimous applause when a group of colleagues managed to pull out a vehicle that had become stuck in the middle of the factory.
Micó's role was initially to ensure that communication flowed smoothly. With connections down, he improvised a system of daily communications via WhatsApp, linking up with existing informal groups. Through these, he kept everyone informed of progress, shifts, and needs. For three months, every night he summarized what had been achieved during the day. "It was an exercise in transparency and closeness that strengthened internal ties at one of the most difficult times in the company's history."
Then we had to coordinate administrative procedures, manage the temporary layoff plan, and ensure the well-being of our staff. Some groups did not rest a single day from the beginning; others returned after months of pause. Today, despite the fatigue, the satisfaction with what we have achieved is immense.
Llanos proudly sums up the process: "We have managed to get everyone rowing in the same direction, with a common goal. That is something to be very proud of."
And he says it with the serenity of someone who knows that, in the midst of the mud, something stronger blossomed: unity.