Client: Interholco AG
Industry: Sustainable forestry & wood manufacturing
Footprint: Switzerland, Belgium, Cameroon, Republic of Congo
Scale: 1.1 million ha forest concession | 1,200 staff | FSC-certified operations

Turning HR into a Strategic Lever Across Four Countries

Context

Interholco AG is a leading player in the global forestry industry. Headquartered in Switzerland, with operational entities in 4 countries, the group is FSC-certified. As such, they responsibly and sustainably manage one of the largest forests in Central Africa.

Yet like many traditional, operationally intensive industries, the company faced critical talent and organizational challenges:

  • How to retain skilled professionals in a competitive market

  • How to eliminate fragmentation in HR systems and practices

  • How to reduce hiring inefficiencies and costs

  • How to strengthen alignment between headquarters and field operations

  • How to attract younger sustainability leaders

The question was not simply how to “improve HR,” but how to make the people strategy a driver of performance.

Our role

From isolated initiatives to a coherent institutional strategy

Covering the four entities across Europe and Central Africa, our role required:

  • Close collaboration with the C-suite in Switzerland

  • Extended field missions in Africa, working directly with local leaders

  • Bridging strategic headquarters vision with operational realities on the ground

This involvement required executive alignment, cross-cultural leadership, and hands-on implementation in demanding environments.

From administrative HR to strategic transformation

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    1. Structuring Talent Attraction & Employer Branding

    For the first time in its history, IHC positioned itself proactively in front of university talent pools.

    We:

    - Developed the company’s employer branding strategy

    - Represented IHC at leading higher education institutions

    - Designed structured recruitment tools

    - Modernized recruitment processes

    Results:

    - Recruitment costs drastically reduced

    - Time-to-fill reduced

    - Improved quality and alignment of new hires

    The organization shifted from reactive hiring to structured talent acquisition.

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    2. Designing a High-Impact Onboarding & Retention System

    We designed and implemented the company’s first-ever structured onboarding program, incl:

    - A comprehensive onboarding kit

    - Standardized integration processes

    - Clear early-stage performance alignment

    - Structured training feedback tools

    The result was improved talent retention and stronger early engagement.

    Internal communications around new hires generated visible employee enthusiasm and pride — reinforcing cohesion within a geographically dispersed workforce.

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    3. Modernizing the Workforce

    Through strategic recruitment efforts, the workforce profile evolved significantly:

    - Majority of new hires around 30 years old

    - Increased presence of women in a traditionally male-dominated sector

    This rejuvenation strengthened the company’s long-term sustainability and operational adaptability.

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    4. Strengthening Governance & Organizational Systems

    Beyond attracting and retaining talent, Olive People strengthened the institutional backbone of the organization by:

    - Updating and future-proofing several policies and mechanisms

    - Designing tools for employee training evaluation

    - Delivering custom productivity training programs for plant directors and operational managers

    These actions increased managerial effectiveness and reinforced governance standards aligned with the company’s sustainability positioning.

Measurable impact

 The transformation delivered concrete performance gains:

Most importantly, the HR function evolved from a support role into a strategic lever aligned with business performance and long-term sustainability.

This case illustrates how a structured, systems-level approach to people and organization can:

  • Reduce operational inefficiencies

  • Increase competitiveness

  • Strengthen employer reputation

  • Enhance sustainability performance

  • Future-proof the workforce

In complex, multi-country environments, HR is not an administrative function. It is a performance driver.

What this case demonstrates