Creating engaged employees is one of the most important success factors for any thriving organization. Thomas Concrete Group, a Swedish family-owned company with over 70 years of history and operations across Europe and the United States, has built a strong culture and leadership model that unites a geographically dispersed organization.
So strong, in fact, that the company recently received the winner’s trophy in the “Construction, Manufacturing & Industry” category at the Brilliant Awards 2025 —a recognition of its long-term commitment to employee engagement and leadership excellence.
Since 2015, Thomas Concrete Group has continuously worked with Brilliant’s employee surveys as part of its long-term strategy. Angela Holecek, HR Director for the Swedish operations, shares insights into the company’s approach.
Angela Holecek is the HR Manager for Thomas Concrete Group’s Swedish operations.
Global Reach – Local Presence
Thomas Concrete Group’s largest operations are in the U.S., representing nearly 70 percent of the business, while Sweden, Poland, and Germany make up the rest. Angela explains:
“Even though we’re spread across so many locations, we operate as one family. Each concrete plant, no matter the size, is like its own small unit where employees work closely together and with their local markets. That requires present and attentive leadership.”
The company’s strategic platform, “All About Us,” summarizes its family-owned roots, position as The Concrete Specialists, and direction for the future through its mission and vision. It also defines the company culture—what they call Team Thomas. The name itself reminds employees that their work directly impacts customers and the entire company. Everyday efforts in plants and offices contribute directly to customer satisfaction and overall business results.
A Culture That Lives Every Day
A key part of Thomas Concrete Group’s success lies in its long-term family-owned mindset and the Team Thomas culture. Angela says:
“We live this every day. Every employee knows what Team Thomas means in practice.”
To keep the culture alive, the leadership team regularly visits plants and discusses themes such as vision, mission, and Team Thomas—year after year. These discussions always connect to concrete actions, ensuring the values aren’t just words on paper but something that truly shapes the organization.
Communication and Leadership
Clear communication is essential, especially when employees are spread across multiple countries and work sites. Data from Brilliant’s employee surveys show that blue-collar employees value clear instructions and practical guidance, while white-collar employees focus more on career opportunities and overall engagement.
Angela explains:
“Our managers are out in the plants talking to employees—their presence builds engagement and trust. Communication happens through emails, digital screens, posters, online meetings, and our intranet. Each team finds what works best for them, but we also have common channels like an intranet and an internal magazine that connect us across the group.”
Managing Economic Fluctuations
Operating globally also helps the company balance economic downturns. When the Swedish market slows, operations in the U.S. often remain strong—allowing for long-term decision-making.
“When Sweden experiences a downturn, our U.S. business continues to perform well. That gives us room to think long-term and find solutions without making hasty decisions,” says Angela.
Transparency is also key: employees are informed about the company’s situation and involved in solutions, which strengthens both engagement and accountability.
Local Adaptation and Team Ownership
Each team within Thomas Concrete Group is encouraged to adapt how they work with survey results based on local needs. The focus is on outcomes—creating effective teams and developing people—rather than following one strict method.
“The important thing is that everyone gets to contribute their views. That builds both engagement and responsibility,” says Angela.
Leadership Development
Continuous leadership development is another success factor. In Sweden, managers meet twice a year to align on the current situation and future direction, combined with various leadership training initiatives.
“We want our managers to reflect on their roles and understand their impact on their teams. When we reach our managers, they in turn reach every employee.”
Programs for new managers and leaders create continuity and knowledge sharing across units and countries.
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Positive Reinforcement and Customer Focus
Thomas Concrete Group actively highlights strengths and best practices.
“We celebrate what works and share good examples internally. That way, every small unit feels part of something bigger and gains strength to keep going—even when things get tough,” Angela says.
Keys to Success
Thomas Concrete Group’s success rests on clear principles: a shared culture and direction, present leadership, positive reinforcement, transparent communication, and continuous leadership development.
“The key is presence, clear direction, and local adaptation. That combination makes people feel involved and motivated—even in challenging times,” Angela concludes.
Through these principles, Thomas Concrete Group has built an organization where employees feel seen, involved, and motivated—strengthening both customer satisfaction and long-term success. A true recipe for success that has taken them all the way to becoming winners of the Brilliant Awards 2025.