The authors have examined the case through desk research, relying on extant secondary data.
Since 2017, Holcim has witnessed a series of sustainable transformations after Jan Jenisch took over as chief executive officer. Realizing the enormous carbon emissions related to cement production, Jenisch- a 57-year-old German national- made sustainability the cornerstone of Holcim’s corporate strategy. This fundamental shift led to the articulation of four strategic sustainability pillars – “climate, nature, people, and circular economy” while contributing to improved financial performance. Headquartered in Switzerland, Holcim positioned itself as a sustainable building solutions provider in the building and construction industry. By 2022, the company had attained notable progress across all four pillars and set its sights on reaching its “Strategy 2025” targets. However, maintaining this trajectory required deeper integration of sustainability throughout the organization. The case presents a strategic dilemma: How could Holcim’s leadership address mounting sustainability expectations to enhance the company’s global reputation and stimulate economic performance? It invites students to explore how Holcim could develop a more robust and credible sustainability strategy aligned with global standards while contending with the operational complexities of a carbon-intensive sector.
This case is well suited for courses in business management, especially those focusing on strategic leadership, corporate strategy and sustainable development. It enables students to apply strategic frameworks to contemporary sustainability challenges, making it highly relevant for coursework that bridges ethical and environmental considerations with core business strategy.
