YouSaid · the spoken record

Albert Baehny

lines on the record: 56
first: 2022-12-07
most recent: 2022-12-07
sittings or episodes: 1
sources: podcast

Every line below is reproduced as it was said and linked to the record it came from. Nothing here is summarised or generated. Directory · Search · Corrections

“Thank you very much for the invitation, Nikolai, and I am also looking forward to a nice dinner with you and further conversation. Thank you very much.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Learn from the best, be courageous, leave your comfort zone as often as necessary, not as often as possible, but as often as necessary. When you are reaching a crossroad, don't follow the same direction all the time. Take the right direction at the crossroads, again, to learn, to learn something, to do something different, and to develop yourself. And learning and learning and learning from the others is key. And be humble. If you are not humble, you will not learn. Humility and learn from the best and leave your comfort zone as often as necessary.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“To be an arrogant, but to facilitate the discussion and hopefully to help them. I don't want to be arrogant, I want to help, to share.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“To be concise, to be honest, to find the right words, and to be humble, to recognize the mistakes that didn't go well. I share that with my dear colleagues from time to time. Lessons learned, I share it.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Or through weekends, of course. Normally on Sunday late afternoon at a one hour for me, two hours and I reflect. This is my discipline every week.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“A lot to be a reflect, Nikolai. This is not the same, I know But I certainly spent at least two or three hours a week reflecting about the week. One went well and why, one went wrong and why my own reflection, and I have every week a one page note about my reflection. I write it.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Old kind of biographies, successful people Be music in the politics, in sports, in the business. In arts, all kinds of geographies I learned how to become a better leader, how to become a better manager, how to be successful, how to become in the top. So I love biographies.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Read all kind of books, less and less business books. I like to read biographies and I like to read books about adventures.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Impatient deciding too fast, not delegating enough, believing that I should do it myself and not trusting the others. I think this is the main mistakes I made. Too fast, lack of trust, and lack of delegation.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Yes, because I learned a lot, I made big mistakes, and if I'm reflecting, if I don't reflect about my mistakes and my successes as well, I don't improve. But I think this is what we should be doing from time to time reflecting about that. So yes, I suspect I'm becoming a better leader.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“There is one name for one specific reason Eisenhower. If you recall, and this is one lesson from my father, he told me one day in march nineteen forty, during the Second World War, Eisenhower was together with his commanding general, and the topic on the agenda was only one how to beat the Nazis. No team, no committees, no help on a piece of paper he said three things. Protect these countries. We attack Japan and we defeat the Germans in France. And they said to the general, Now this is your task. This is leadership. Clarity, direction, simplicity, everybody understood it. This is clear leadership. And I think we are missing today this clarity, this courage, this simplicity. In a very complex environment. Three action points during the Second World War. Most complex environment. Fantastic. This is leadership.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Good question. So good question. I suspect I could lead a lot, yes, but if it is everything I don't know. But by the way, Nikolai, the basic principles of leadership don't change. They were the same 200 years ago, 300 years ago. We make it complicated. We talk about leadership during COVID, leadership after COVID, leadership during the war. Bullshit, sorry, Nikolai. The leadership's principles are the same. This direction, this courage, this inspiration, this delegation, this trust and taking care of the people, sharing.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“We are missing leaders. We are missing leaders in the business. We are missing leaders in the politics. We are missing leaders in the society, clearly.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I think a remarkable leader does a few things extremely well. First of all, it's clear the direction why should I follow you, Nikolai, if you don't know your direction, if you change the direction every quarter, I will not follow you. Direction is key and must be crystal clear. It is not the Himalayas, it is the K2, and this is the Italian brute. Secondly, you have to build up a team around this direction, motivate the team, trust the team, delegate the kitas to this team. Then you must be a role model. People are observing you. If you are the leader, they will observe you. You have to take care of your people. Taking care of your people means helping when they have problem, when they are in difficulties, and have to take care of myself. A leader must be fit, a leader must be engaged, a leader must be inspiring. So I must help the others, but I have to help myself as well and to protect myself. This is how we define...”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I don't know, Nikolai, I have no clue. I suspect we can handle the inflation. I suspect we can handle the energy over time. But they have no clue what will be the further implication of the war in Ukraine. I don't know. And on the climate, I mean, we are doing just too little. I mean, it's last minute, and we do very little.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“We are on a storm. We have a basket of significant Its combination of inflation, a pandemic still not yet resolved, whether war, with interest rates going up, and we have not resolved at all or the health of our planet Earth, climate. So it's a storm in the same basket.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“You must be courageous, you must take risks in business as well, but you must have a team with you. You don't go on your own. You have to motivate the team. You have to have a group of people sharing this ambition, sharing the potential risks, and then you go together on this key objectives. But you have to take some risks from time to time.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“The most difficult situation is when the weather is suddenly changing rapidly. Are facing a storm, you are badly equipped because you thought of a quick and a fast climb, and then you face a storm, so you have to biwack without having the equipment. And again, here if you don't stay calm, you may die because what I said to myself, shit, sorry, it will be a cold night, but I am not going to die. What other people will say I'm going to die? And Major was to say, it will be a cold night, very uncomfortable, but I will survive. So again, this is the attitude at the end. Your mental attitude in face of the situation. So, this was a difficult situation. It was in the source face of the Montblanc.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“The direction, the responsibility, the intensity, the courage, and no panic I've been facing many difficult situations if you start panicking you are out, so I learn to stay calm in very difficult situation environment.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I think it brings me a lot. First of all, the direction You have to select where do I go next weekend. Do I go to the Alps? Do I go to the Dolomites? Do I go to the Himalayas? Secondly, preparation if I want to go to the Himalayas. I need different preparation than going to the Alps. Then it is a question for responsibility because we are a team of maybe two or four, but you feel responsible for the others and you take the responsibility if there is an accident. This is this constant learning if you have been able to make that north face, next one will be a bit more difficult, so you are always looking for a new improvement, a new development and next steps.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Champion is a talent with an above average quality. And if you can hire these talents and these champions, you immediately increase the average of your organization. It could be in sales, it could be in research, it could be in finance, and these people are elevating the scaling up the quality of the organization is while looking at this. And Talent is a motivator. Talent is courage. A talent is going looking ahead. He's never tired. He's a good example for the rest of the organization.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“When people are not respecting the rules, When the motivation is lagging, where I don't get the transparency, and when people start playing with the truth, then it's time to be differently.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Talking to the people, being transparent, recognizing mistakes, Considering everybody at the same level, I know the name of the people cleaning my office in the evening. I know the birth of date of the lady. I bring flowers, and the people talk about that. I treat everybody the same. I am nice to everybody, but also I know when I should stop being too nice as well. It's important.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Do the same as the employees. For example, at Geberit in 2008, we introduce the fact that we travel all economy, including overseas. I remember I was in Shanghai and I met two employees from Gebarit and they said, oh, Albert the big bus will be in business class. Where did I sit close to the toilets in the economy? If you do it, you don't need to talk about culture. People talk about that. The bus respect the rules. It's not only for us, it's also for him. You must be the best example.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“First of all, you can't buy it. You are Sedich, you have to create it, you have to create it from the top, you need ambassadors in the organization, and you must be the role model. The top of the organization must be the role model and with no exceptions.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Is a very strong culture which is established, Lonza is in the process on the journey to create to have access to this kind of culture as well.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“A culture is a set of values shared by the whole organization. Once you achieve that, you have a complete alignment of the organization together. So the culture for me is the most successful criteria to be a good company. And I am convinced that at Gebar Rit, we have a fantastic culture with no internal politics. Everybody knows what the values are, and they are respected and we are all aligned to what the direction, the goal, the objectives of the organization. And this is because of the culture.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“You see it in the flexibility, in the openness, in the transparency, in the humility. We realize that we are so small that we need the rest of the world. And in the way we communicate, we have to be flexible, we have to be agile to be able to serve North Africa as well as Singapore and Thailand. Flexibility and openness in learning and learning and learning.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Because we have no local market. The local market is so small, we all have to export, we have to discover the world, we have to bring our product to the world, so we have to adapt to be humble and to learn. I think the main thing maybe in Switzerland, you have to learn every day to become a worldwide citizen and a worldwide company.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Some extent and without arrogance, Nikolai means to be a little bit privileged. We have stability in the country, we have excellent companies, we have good jobs, we have excellent salaries, and we have a stable political system. So we are privileged. At the same time, it means we have a certain responsibility because we have to share with the rest of the world part of our wealth. And this has been the tradition of Switzerland as well with the International Red Cross. So we have this responsibility. And the next one I would say, when you are Swiss in the industry, one of your main objective is to stay ahead of the competition, to stay very innovative.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Have to talk to the people, to the executive committee, they have to meet the executive committee, they have to visit manufacturing sites, they have to visit R&D. Be interested in the company.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“No, I think it depends on the persons. You have a person who tends maybe to abuse of this dual role. I'd never abuse. First of all, Nikolai, the Saris stayed the same. I had no salar increase because I became chairman in Sioux at the same time. I refused, by the way. The board was willing to give me some more money and I refused. And now this is... My So, no additional salary. It depends, Nikolai, from the circumstances.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I've been during a few years chairman and CEO. I've been heavily criticized, but at the end of these three or four years phase, most of the shareholders, including the Anaris and the Proxy said, Albert Mr Benny, well done. You did not abuse, you did not overdo it, and the company benefited from this dual role. It depends on the person”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I think it's very important that somebody from the organization should become the next CEO. So you have to develop them. I try to hire talents. In the second step, the talents normally are arrogant people and they are lazy. They believe they know everything. So I put these talents into a new job, uncomfortable job. This is the second step. The third step, I put these people in a very demanding job where they have to take decisions without having all the information, they don't have the time to analyze everything. And finally, if they have been able to move up the scale from the talent to the student to the barrier, they become a leader. And then it makes”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Integrity, honesty, transparency, courage, no eye is working for the company and not for himself, so humility, team building, transparency in the communication. And I said it before, so you need some courage. You have to take decisions.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“When I left the Sero Role at Gabarit, everybody said the seo, the new sea will have a tough job. It will be very difficult because Albert will be in the business every day. I did the following. During four months, I didn't show up at the headquarter. And decided no office in the headquarter, no parking slot, no key, no badges, nothing. I disappeared for four months. And then I realized, no, the new busy, the new CEO is not Albert. The signals sometimes are more important than words and documents. So I wanted to give the signal I am the chairman now, so I don't need to be every day in the office. I did for four months.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Before No, you have to realize and respect their respective roles. My role is not execution. My role is not the daily business. My role is to help, to support, to guide. And this is how I see the main role of our chairman. But you must be visible as well. And you must understand the business. So you have to spend time with the organization, but not decide for the organization on the daily business, but decide with the executive committee on the long-term path of the business.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“The chaperson is often viewed as being the controller and I disagree. The main role of a chairman for his inspiring the organization, inspiring the executive committee, but also inspiring the rest of the organization. This is the key role. Looking forward, bringing ideas, asking the right questions, motivating the people, and when needed going into the details, scratching the organization, but the main role again is to be a true leader, giving the direction, delegating the strategy to the executive committee, trusting the people, and making sure that the whole organization is aligned and there are no politics in the organization.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“The pandemic was remarkable for Lonza, not necessary from a point of view of business and margin, but we developed together with Moderna one of the first vaccines against the pandemic. And we did it within six months, which was a revolution in the pharmaceutical industry. And we gained visibility. So the visibility we gained was very important. And the second most important factor was the proudness of our organization. We were the first to produce a vaccine to help the society.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Be the larger pharmaceutical company. You have it in Basel with Novartis, with Roche, with Pfizer, with Johnson& Johnson, with Sanofi, and with hundreds of small startups around the world.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“The company is helping the pharmaceutical industry, including startups and large pharmaceutical companies, to produce their drug substance and their medicines. This is the basic principle. We are a partner from the development of a medicine to the final step of a medicine, which means the commercial production. We are the facilitator, the manufacturing facilitator for these companies.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“They are so good, first of all, because we have the technology since many, many years. We own the IP rights. And we apply to the Charotolet the same principle as in all of products, quality first. And we test and test and test before we introduce a product into the market. So quality first, and this is what we have been doing with Chautore as well.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“First of all, I remember very well a pistol for the shareholders because during 10 years I said to the shareholders, we will never enter the ceramic business. And after 10 years, we did what we always said we will never do. That this combination of ceramic and behind the wall is the best combination for innovation. We're combining the know-how behind the world with the ceramic business, and we can accelerate and be even more innovative. Secondly, we have created a kind of fortress combining the best brand get buried behind the world with the largest brand, Sanitec in front of the world, and this combination is not replicable. You can combine everyone with everyone you want in Europe. You can replicate it. So we are the strongest position in the market with this combination.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“Not to the extent we do it. We are training, I suspect, around 40 to 50,000 plumbers a year. So in every market we have training centers, we invite them on a daily basis and our training sessions are full. You can only have access to these plumbers if your training is quality. And if they are talking to each other and saying you have to go to this training at Cabert, you learn a lot.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“I don't pay it because at the end you will pay everything. So let's select the right products, the quality, the ease of insulation, and also the support they are receiving from our organization when they have technical problem on a construction site.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“And if a plumber goes to wholesaler A, B, or C, doesn't matter for us as long as he's ordering the Gabarid brand. So we train, we brainwash to some extent the plumbers to our brand.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“We have a fantastic business model which is working extremely well, very simple. We are selling exclusively to the wholesalers, dedicated wholesalers. Who are reselling to the plumbers and finding the plumbers is reselling our system or products to you and store them into your house. In this process we are dealing with only a few direct customers, the wholesalers, who are dealings on their side with thousands of plumbers with daily deliveries even twice a day deliveries of our products. So we are avoiding this capillary distribution and we focus on the development, the marketing of these products. We push them into the wholesalers, but we train thousands of plumbers every year to our brand.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“So, the importance of the busroom is increasing. And I remember one day one person telling me, while you're leaving my beautiful company, this is Vakakemi and you joined a cheat business. I was laughing because at that time I was already aware about the P&L of Gabari, the balance sheet, and from a sheet business we are delivering fantastic value to our customers and also to our shareholders.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“A good bathroom because we are supplying not only one product, we are supplying a system for the bathroom, people underestimate that the bathroom and the water system in the house is the blood system of the house, so it's very important. Secondly, a bathroom is becoming more and more well-ness area.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source
“This is correct, and this is a big mistake. You have to learn first, you have to ask questions first, then you have to make the synthesis and develop your own direction and your own transformation. But to enter into a new job, new company and saying, I know everything better than you, and you are basically rushing into the decisions is wrong.”
2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source