AmCham Ukraine is launching the WARTIME RESILIENCE IN UKRAINE project featuring insightful interviews with CEOs who share their companies' unique stories of resilience, unity, and strength during the biggest hardship in modern European history.
The project aims to demonstrate to the global community how businesses operate in Ukraine during Russia's full-scale war, showing that Ukraine is open for business, what companies are doing on Ukraine's path to recovery and victory, what drives resilience, and key wartime learnings.
Citi
"Resilience to me is about continuing to look for solutions despite the situation. I don't know that another country would have operated with the same level of resilience based on my experience. I am honored and humbled to be able to see this and be a part of it", Alex McWhorter, AmCham Ukraine Board of Directors Vice Chair, Citi Ukraine Country Officer.
Watch the full interview and be inspired by the resilience businesses in Ukraine demonstrate daily.
Boeing
"I know that 85 to 90% of companies are operating almost with no disruption since the world started, but the fact is that those companies continue to grow. And the example here at Boeing is that we hired over 100 people since the war started and we managed to promote and to get even more serious, more critical statements of work from the US to Ukraine", Honorata Hencel, Managing Director of Boeing in Poland and Ukraine.
Don’t miss this story of leadership, adaptation, and strength.
American University Kyiv
"Resilience, I believe, is built over time, and the more crises, the more interventions that don't break an individual or an institution, typically make them stronger", said Dan Rice, President of the American University Kyiv.
Check out our latest interview within the Wartime Resilience in Ukraine project and discover how resilience and leadership intertwine in times of war.
Bayer
"Since the very first days of the full-scale invasion, we had to adapt quickly. So resilience means adapting to new and changing circumstances. In our case, it meant that we never stopped working and that we provided medicine to the people who needed it and seeds to the farmers. It means to ensure business continuity and, first of all, the safety of our employees. Hard work is resilient for me, and that is how the team enabled us to succeed", Oliver Gierlichs, General Manager at Bayer.
Tune in to the full interview within our Wartime Resilience in Ukraine project to get more inspiring insights from Oliver and learn how
Bayer Ukraine exemplifies resilience in action.
Mastercard
“Resilience is the Ukrainian superpower. The way the people withstand the war challenges, working together, supporting each other, keeping the economy flowing, never ceases to inspire me”, Inga Andreieva, General Manager, Ukraine & Moldova, Mastercard.
Watch the latest video interview as part of our project – Wartime Resilience in Ukraine – and discover firsthand how resilience serves as a driving force in Ukraine.
Carlsberg
“We decided to restart business and we decided not to focus on threats but constantly focus on opportunities, be strong, and come out from the war even stronger than we got into this war”,
Oleh Khaidakin, Managing Director at Carlsberg Ukraine.
Watch the full interview within the Wartime Resilience in Ukraine project now to witness resilience in action and discover the strength to overcome adversity!
Business Ukraine Magazine
“They say hard times make strong people. And I think Ukraine is the perfect example of that. If you look at the way Ukrainians responded to Russia's invasion, it is clearly a very, very strong nation,”
Peter Dickinson, Publisher, Business Ukraine magazine Editor, Ukraine Alert, Atlantic Council.
Watch the full interview within Wartime Resilience in Ukraine project to explore how resilience and creativity go hand in hand in Ukraine's business landscape.
Unilever
"Firstly, during wartime, I am convinced of the importance of unity. Unity is really crucial for surviving during a crisis. And the second, as well a very important one, is staying focused on the problems and tasks you personally could influence. I follow these principles myself, and we encourage our employees to do the same",
Vasyl Bovdilov, General Manager at Unilever and Board Member of AmCham Ukraine.
Watch the full interview within our Wartime Resilience in Ukraine Project to learn more about the inspiring story of Unilever's determination to rebuild and recover.
InterContinental Kyiv
“Building a safe environment for the team was the key. Because they felt taken care of, and this immediately reflected on our guests. Because many members of our team, especially young ones, came day by day asking me what was going to happen. And I had no answer. I had absolutely no answer and I told it honestly. Honest communication as far as you can, gives you the proper trust in you as a leader. And people follow you, people follow you”,
Artem Prykhodko, General Director at InterContinental Kyiv.
Watch the full interview within our Wartime Resilience in Ukraine Project to learn more about how, despite the challenges, Intercontinental Kyiv continues to serve its guests without stopping for a single day. Artem shared how creating a supportive and positive environment, focusing on small tasks, and caring for employees' well-being played a crucial role in their resilience.
EY Ukraine
“We suspended our work for one week only at the beginning of the war. Since that time, we have continued undisrupted client service. That's how we supported our clients. We proposed new services like restructuring operations, namely, restructuring of the debt, and many other different services that our clients may ask us to do”,
Bogdan Yarmolenko, Country Managing Partner at EY Ukraine Ukraine.
Watch the full interview within the Wartime Resilience in Ukraine project to learn how EY has continued to support their employees, clients, and the broader Ukrainian community throughout the war.
Winner
“The business is still going. So keep the empathy, but come back to the business, come back to the KPIs, come back to the targets, forget about strategic planning. Let's focus on what we have in front of us. We do have customers. There is a car market in Ukraine still. I guess the key learning is the empathy. It's obvious. What's not obvious is to come back to actually running the business against the business parameters and targets the way we did before the war”,
Petro Rondiak, Head of the Management Board at Winner Group Ukraine
Watch the full interview within the Wartime Resilience in Ukraine project to learn more about how Winner Group Ukraine is navigating these unprecedented times and continuing to support its customers. and community.
Ericsson
"When it comes to communication, it's obvious that during this time, telecommunication is a mission-critical infrastructure, and people's lives depend on this. And it's obvious, that we need to be ready for countrywide development and deployment of mission-critical networks that will satisfy requirements related to emergency cases," -
Sergii Tereshchuk, Country Manager of Ericsson Ukraine, Armenia, and Georgia.Watch the full interview within our Wartime Resilience in Ukraine project to learn more about how Ericsson Ukraine is navigating these challenging times, ensuring that millions of people stay connected and contributing to the country's resilience and recovery.
L'Oréal Ukraine
"Resilience for me has transformed these days and moved from projecting confidence to embodying empathy and understanding. It is about leading when you do not have all the answers. It's about accepting that because you must make decisions and move forward. Today, my resilience is my team and everything they did during these two and a half years. The courage, the kindness, the support to each other," Alena Bannitsina, Country General Manager at L'Oreal Ukraine.
Watch the full interview within our Wartime Resilience in Ukraine project to learn more about how L'Oréal Ukraine continues to support its employees and customers, maintaining beauty and morale even in the face of adversity.
