2 SPECIAL EDITION BACKGROUND PROJECTS TIMING - MELITTA GROUP
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Special edition
2015
➦
Juni
Only for employees of the Melitta Group
a 2 0 2 0
ti t
l
Me
Special edition
Background
Projects
Timing
w w w. r u n d u m - o n l i n e . i n fo
Introduction by the Corporate Management
2
Ladies and gentlemen,
In early May of this year, we in-
formed you and the wider public
that we would be pursuing a strate-
gic repositioning of Melitta Group.
By optimising our portfolio, improv-
ing our organisational structures
and concentrating on markets with
high growth rates, we want to make
Melitta Group more competitive
and increase our company's success.
Melitta 2020 Strategy envisions an
even stronger concentration on the
areas in which we already have suc-
cessful operations and in which we
foresee strong potential for growth.
We will invest in economically profit-
able product areas, develop new
products and expand our presence in
attractive markets. This will generate
many new perspectives and opportu-
nities over the years to come.
However, since we will also be re-
structuring the way we work and our
responsibilities as well as continuing
Volker Stühmeier, Jero Bentz, Dr. Stephan Bentz (f.l.t.r.)
to optimise production processes,
Strategy 2020 will also result in some
positions being made redundant. We more why we consider this strategic ny's repositioning. Our responsibility
are acutely aware of what this means reorientation to be both necessary toward our employees is something
for the employees affected. For this and right, what our strategy for the we feel even more keenly in these
reason, we have taken great effort to future will look like and what impact challenging times. Thus, if you have
discuss the effects of Strategy 2020 these decisions will have on individu- questions or find the information we
frequently and have not made these al business units. We aim to commu- have provided insufficient, please do
decisions lightly. nicate the coming changes to you as not hesitate to discuss these changes
transparently as possible and to en- with your line manger, your manag-
The intent of this special edition of sure that you are always up to date ing directors, the HR department,
“rundum” is to present to you once on the current status of our compa- the Works' Council or with us.
Best regards,
Dr. Stephan Bentz Jero Bentz Volker Stühmeier
rundum Special edition_2015
CURRENT STRUCTURE
3
Changes for Melitta Group
Our current structure
T he Melitta Group currently com-
prises nine business units (in the
chart below the units Melitta Coffee
Earnings position
Melitta Group has laid out an
of our products currently offer large
potential for growth. Moreover, our
production costs are high and our
and Melitta Household Products extraordinarily impressive success structures and processes are often
are shown combined under Melitta story over a considerable period of cumbersome.
Europe) and has operations is the time. However, since the millennium,
business fields of coffee enjoy- growth has slowed considerably and
ment, storage and preparation of sales development has in fact been
foodstuffs, and household cleanli- stagnant since 2011. In recent years
ness. For business customers, we we have frequently failed to achieve
also produce specialist papers and our annual growth and profit targets.
specialist films for industrial ap- The causes underlying this develop-
plications. ment are varied. For one, we have
Business Units of the Melitta Group (Status on 2014-12-31)
Melitta Europe Melitta Brasil Melitta North America Cofresco
Turnover: 632 Mio. € Turnover: 250 Mio. € Turnover: 86 Mio. € Turnover: 131 Mio. €
Employees:1.480 Employees:601 Employees:109 Employees:292
MPCS Wolf PVG NKS ACW-Film
Turnover: 125 Mio. € Turnover: 20 Mio. € Turnover: 41 Mio. € Turnover: 7 Mio. €
Employees:693 Employees:213 Employees:209 Employees:38
The business units each make dif- noticed that conditions on the
ferent contributions to the overall markets in which we are active have
success of the Group. With around tightened considerably. Our com-
49 per cent of total Group sales, the petitors are gaining on us in many of
Melitta Europa unit, which has been our markets. Providers from other
made up of the two units Household countries that can produce their
Products and Coffee since 2012, goods at significantly lower costs are
makes by far largest contribution becoming more and more problem-
to sales. This is followed by Melitta atic. Many of our products have suf-
Brazil (19%), Cofresco (10%), Melitta fered declines in sales and earnings
Professional Coffee Solutions (10%) and some of them are now no longer
and Melitta North America (7%). Neu able to finance their cost of capital.
Kaliss / Neukölln Spezialpapier, Wolf Our former motors for growth are
PVG and ACW-Film contribute a total today in stagnant or contracting
of five per cent to total sales. market environments. Only a few
rundum Special edition_2015
BACKGROUND
4
The Strategy 2020
The three focus areas of Strategy 2020
O ur analyses have shown that
our weaknesses compared to
our competitors are not of a transi-
• The vacuum cleaner bag business:
responsibility for the worldwide
vacuum cleaner business, includ-
tory nature, but rather are structur- ing brand and private label, will
al. Thus, in the years to come, our in future be taken over by Wolf
sales and profits would continue PVG. As a result, the product area
to stagnate if we did not adjust our for vacuum cleaner bags at the
strategy. In order to make ourselves Melitta Europa Household Prod-
once again fit for the future and ucts Division will be carved out
not lose further market shares, we and integrated into the existing
must concentrate on business areas operations at Wolf PVG. We hope
that offer the promise of growth. to generate numerous synergies in
And we need to become faster, product development and coordi-
more flexible and more economical nation of OEM and branded retail
overall. business under the Swirl brand via
this move.
For precisely these reasons we have
developed the Strategy 2020 over • The bin liner business:
the past months. It envisions three the entire bin liner business
focus areas: specialist papers and industrial films. will in future be operated by
- We want to optimise our portfolio. Currently, the same or similar prod- Cofresco. Cofresco has the neces-
- We want to become more efficient. ucts are in part manufactured and sary expertise for procurement,
- We want to make use of sold in different business units. We development and production as
opportunities for growth are convinced that we will be able to well as extensive experience in
boost our effectiveness if we bundle international marketing.
our areas of expertise, create clear
responsibilities and consolidate We are also taking a close look at the
production and marketing. To do so, coffee capsule business: this busi-
those product groups which have ness, which we see as in future being
until recently been manufactured operated worldwide from an inde-
and sold in various divisions of the pendent unit, is today already being
company will each be concentrated pursued in a number of ways in vari-
in a single division. These include in ous regions. We want to change this
particular the following areas: and consolidate these activities to a
single area of responsibility – so that
we can foster greater effectiveness
by bundling our expertise.
❙ Optimising our portfolio We consider the area of gastronomy
coffee to be an additional important
Our portfolio will in future be carried international growth segment. This
by three main pillars: coffee, coffee area will in future also be managed
preparation and household products. as an independent unit. We aim to
In all these areas, the markets are take this business segment out of
highly attractive and we have prom- stagnation and ensure that it devel-
ising competitive positions in them. ops an independent growth dynamic
The three pillars of coffee, coffee in future. We see this area as a clear
preparation and household products growth segment; we must thus take
together form a highly balanced and our heretofore only German struc-
future-proof portfolio. These com- tures to the next level and consist-
petences are then supplemented by ently pursue internationalisation of
our two industrial business areas of this business field.
➥
rundum Special edition_2015
BACKGROUND
5
of great growth potential. Based on
our analysis of the markets, we see
promising opportunities in the fol-
lowing areas, for instance:
• Further internationalisation of our
coffee range by entering growth
countries and regions Develop-
ing our coffee capsule business
through internationalisation, in
particular in Europe, Latin America
and Asia
• Expanding the instant coffee
business
• Developing coffee capsule filling
business in North America
• Extending gastronomy coffee
business through marketing of
semi-automatic coffee machines
• Enter segment for office coffee
• From August 2016, Cofresco pro- machine solutions
➦ ❙ Improving our duction in Minden will be relocated • Further internationalisation of our
organisational structures to our site in Brodnica (Poland). product range at Cofresco
We are convinced that we will be The relocation is to be concluded • Examine growth options in area of
able to tangibly improve our com- by autumn 2017. coffee enjoyment
petitiveness if we critically examine
our workflows, responsibilities and • We will be closing the Wolf PVG We are currently undertaking a
functions throughout the company site at Vlotho/Exter over the thorough examination of which
and reorganise and optimise them coming months and relocating growth opportunities will unfold
correspondingly. The focus of these its production to our Spenge site. for us in these areas and how we
efforts will be on processes and Capacities at the Spenge site will can best tap this potential.
structures in Europe. The intention be expanded correspondingly, in
is to streamline decision-making particular through the construction
structures and reduce overheads. of a new production hall
As the years have passed, numerous
redundant functions and inefficient ➨ As announced at the all-staff
structures have developed in the meetings, comprehensive
units and at the headquarters, and packages will be offered for
we aim optimise these. the employees affected by
these measures. How these
We will take a systematic and thor- will be implemented specifi-
ough approach to examining and cally is currently being negoti-
redesigning our organisational struc- ated with the Works' Council.
tures. Together with our own experts
from the respective business units,
the consultancy McKinsey will be ❙ Leveraging opportunities
analysing our organisational struc- for growth
tures, developing improvements and
proposing these to the Management In addition to our work optimising
Board. our portfolio and our workflows,
we also want to concentrate more
Two decisions in this regard have strongly on attractive growth mar-
already been made and are being kets in future. To do so, we will be
discussed in detail with the Works' developing new products that meet
Council to determine their exact consumers' current and future de-
implementation. mands and which offer the promise
rundum Special edition_2015
interviews
6
Statements from
Managing Directors
proven or novel approaches, quickly hood will not always be able to meet
and with as much forethought as all requirements. And eventually
possible. the consultants leave and we are
still here. We should create this new
Which aspect (optimise portfolio, Melitta ourselves, with confidence
increase efficiency, tap new and with a good eye. Management
growth areas) do you think will will now face the challenging task
make the largest contribution of keeping morale and motivation
toward enhancing Melitta Group's up in our teams even during these
competitiveness? times of change. What is especially
important? The people, of course.
Dr. Strege: Of profitable growth! It is people who develop the strate-
It is important to remember that gic measures, and it is people who
Melitta Group is made up of a ensure their success. It is clear that
variety of business units, which are many employees are currently great-
each faced with highly varied chal- ly concerned with one very justified
lenges, both internally and in their question: what does all this mean
respective markets. Competitive- for me personally? We should put all
ness needs to be safeguarded in all our efforts into making sure that this
areas of business: some segments absolutely understandable question
are under considerable sales, cost or is answered as quickly as possible.
profit pressure, others are growing It goes without saying that my own
successfully and need to concentrate door is open to everyone as well.
Dr. Frank Strege, Managing Director ME-K
their resources on expanding opera-
tions. Depending on the situation, What did you feel the sentiment
differing focus areas need to be cho- at the international management
Dr. Frank Strege: sen so as to support the individual conference was like?
business strategy. Thus, individual
How do you see Strategy 2020 aspects of the strategy will receive Dr. Strege: On the first day people
in relation to the future success a different weighting depending on expressed very serious interest in
of Melitta Group? the planning unit and the business receiving more information about
segment, which will in turn result Melitta 2020. On the second day –
Dr. Strege: The strategic decisions in a differing degree of impact. which had a stronger involvement on
reached are the logical and under- the part of the external consultants
standable reaction to the long-term In your opinion, what will be – the varying perspectives and expec-
sales trend, including the changes particularly important when it tations of management personnel
that relate to production sites. The comes to implementing Strategy were expressed, not always without
areas for action defined offer great 2020? discord. I found this surprising: after
opportunities and at the same time all, this is all about a common goal
considerable challenges. The Dr. Strege: “Focus” is the keyword and a bright future – growth, future
key will be to determine the here. Focus on successful brands, competitiveness and success for
structures, and thus respon- on the greatest profitable growth Melitta. The majority of employees
sibilities and authorities areas and on the most critical prob- are glad to work for our company,
to lead these areas lem areas identified will be crucial and most also like to be successful.
successfully with to making significant progress. That can be a lot of fun!
More-or-less standardised recom-
mendations, for example from
➥
external consultants, are perhaps
part of the solution, but in all likeli-
rundum Special edition_2015
interviews
7
Pieter van Halewijn:
➦ How do you see Strategy 2020 After that, we will be in a position
in relation to the future success to grow. It bears remembering
of Melitta Group? though that there are differences
from unit to unit that will require
van Halewijn: I see Melitta 2020 differentiated implementation
as a crucial factor for our success. timing.
Rethinking our positioning and our
portfolio is a step long overdue. In your opinion, what will be
As I see it, focus will play a key role particularly important when it
here. We should also make better comes to implementing Strategy
use of our existing competences 2020?
and structures, especially outside
of Germany, to support our inter- van Halewijn: Decisiveness,
national expansion. The planned accountability and an ability to
Melitta 2020 Strategy addresses get things done. The commitment
these issues. and dedication of the entire staff is
essential if we want to achieve our
Which aspect (optimise portfolio, goal. After all, we want to achieve
increase efficiency, tap new a transformation of the whole, not
growth areas) do you think will just of a select few.
make the largest contribution
toward enhancing Melitta Group's What did you feel the sentiment Pieter van Halewijn, Managing Director Cofresco
competitiveness? at the international management
conference was like?
van Halewijn: As a first step, we
should optimise our portfolio and van Halewijn: Fundamentally posi-
boost our efficiency. In my opin- tive and constructive, though there
ion, decisions and implementation are naturally differing points of view.
should not be a drawn out process.
rundum Special edition_2015
INDIVIDUAL STEPS
8
Projects within the scope
of Strategy 2020
O ver the course of the past business year, manage-
ment already initiated several projects and took
a number of decisions to improve processes in Melitta
in Cofresco, the renaming of Melitta SystemService
to Melitta Professional Coffee Solutions, the merging
of Melitta USA and Melitta Canada, and the launch of
Group and to give the Group a clearer positioning. the Melitta Administrative Excellence programme.
This includes in particular the assumption of shares
Cofresco: 100 per cent owned by Melitta
As of the end of June 2014, Melitta Group is the sole SC Johnson and thus to become sole shareholder of
owner of Cofresco. Founded in 1996, the company was Cofresco. The step was undertaken in order to be able
a joint venture between Melitta and DowBrands (today: to better integrate Cofresco into the Group and to
SC Johnson). Last year, company management decided optimise both its product portfolio and its structures
to acquire the remaining 35 per cent of the shares from and processes.
Melitta Professional Coffee Solutions: the name says it all
More than half of sales generated
by the Melitta SystemService unit in
2014 originated from countries other
than Germany. Since the name often
caused confusion abroad, in early
July 2014 Melitta SystemService was
renamed to Melitta Professional
Coffee Solutions. The new name will
support the further internationalisa-
tion of the company's activities and
makes it quickly apparent what the
unit's portfolio for business custom-
ers comprises.
Melitta North America: bundling of competence areas
Melitta has developed very positively in the USA in and Melitta Canada. This move aims to condense
recent years. Due to numerous product innovations, innovation power, coordinate production and sales
it has been possible to continually gain market shares activities and foster synergies. Through its Melitta North
and achieve high increases in sales. In the booming America unit Melitta now offers coffee, filter papers
single-cup preparation segment in particular Melitta and products for coffee preparation in the USA, Canada,
products have become best-sellers. In 2014, Manage- Mexico, the Caribbean and Central America.
ment Board decided to merge the units Melitta USA ➥
rundum Special edition_2015
INDIVIDUAL STEPS
9
Good progress made in Melitta Administrative Excellence programme
➦ Optimised structures and processes throughout the
„Procurement Excellence“
Group – that is the goal of the Melitta Administrative
Excellence programme, initiated exactly one year ago. The structures and processes in pro-
The strategy programme initiated by the Management curement are being analysed by the
Board is to review company-wide processes in the areas sub-project Procurement Excellence.
of IT, procurement and administration and will formu- Since the third quarter of 2014, a pro-
late ideas for improving the structures and take corre- ject team led by Christian Bonk (Head
sponding measures to implement these. The focus will of Procurement, ME-H) and Alexander
always be on the question: how can we become better Wesemann (Z-U) has been apprais-
in these functions and how must we be positioned in ing how the organisation of materials
order to remain competitive in the future? procurement and the purchasing of ex- Christian Bonk
ternal services can be improved. In the
As the requirements for the three areas differ markedly, meantime, the majority of all materials
three projects have been initiated within the programme, and services purchased by the company
entitled IT Excellence, Procurement Excellence and Ad- have been reviewed and subjected
ministrative Support Excellence. The progress achieved to a needs analysis. The analysis has
over the past twelve months is impressive: the majority concluded that a bundling of purchas-
of the analyses have not only already been concluded, ing volumes generates considerable
but have given rise to numerous ideas for how we can synergy effects and cost savings while
work together even more effectively and efficiently. also leading to in part more efficient
Many of these ideas are already in the process of being purchasing processes. The focus here is
implemented. not only on achieving cost savings, but
Dr. Alexander Wesemann
also on the availability of materials and
„IT-Excellence“ a greater integration of suppliers and
their expertise in order to be able to offer even better products and
In the IT area, from May through services. Supplier management (selection, assessment, develop-
August 2014 the existing IT struc- ment and integration of suppliers) will in future play a key role.
tures of the entire Group were
examined under the supervision
„Administrative Support Excellence“
of Mike Böhm (Head of Corpo-
rate IT, Headquarters). Moreo- Under the management of Katja Möller
ver, since last September, the (Head of Business Development and
project team has been explor- Controlling, Headquarters), the Admin-
Mike Böhm ing the ideas, prioritising and istrative Support Excellence project,
implementing them. The focus which is made up of six sub-projects, is
of the changes is on the formation of a new IT organisa- concerned with improving administra-
tion for Melitta Group. This is made up of a small team tive support services. The individual
in the headquarters as well as three competence areas projects are lead by the business units
(Enterprise Resource Planning, Infrastructure, Commu- themselves and only in part implement-
nication & Collaboration) that deal with Group-wide IT ed by the corporate divisions. The team
issues, in addition to IT teams in the individual business is currently looking into the possibility Katja Möller
units, which are integrated into these virtual competence of verifying incoming invoices accord-
centres with worldwide activities. The aim is to create a ing to a standardised, automated procedure, preparing electronic
basis on which IT experts throughout the Group can work invoices and more strongly coordinating internal and external book-
together more intensively, to define uniform IT standards, keeping. They are also analysing whether a company-wide manage-
to reduce the amount of variation in software and hard- ment information system can be implemented, whether payroll can
ware, and to enhance the quality of IT infrastructure as be centralised and whether personnel files can be digitised.
well as reduce costs. Similar structures have also been set The many good ideas generated from the Melitta Administrative
up for the Digital and the Business Intelligence compe- Excellence programme are impressive evidence of how prudent
tence centres. The primary difference to the IT compe- it was to initiate this project. It is making a significant contribu-
tence centres is that these teams comprise members tion to ensuring that the individual Melitta business units do not
from Controlling and Marketing. simply work alongside one another loosely related, but rather work
toward common goals in close, dedicated cooperation. Although
this project will bring additional tasks for all those involved, those
participating are saying again and again how helpful it is to discuss
with each other similar or even the same problem areas.
rundum Special edition_2015
PERSPECTIVE
10
Realisation of
Strategy 2020
Key steps taken so far
• Autumn 2014 to spring 2015: development of Strategy 2020
• Presentation of Strategy 2020 to Melitta Group Advisory Board
in first quarter
• Presentation of Strategy 2020 to Managing Directors
• Internal and external informational events
Transformation management
To implement Strategy 2020, a Trans- The Transformation Office
formation Office is being formed. supports this body and
A central decision-making body will the business units in their
be managing the implementation work introducing and im-
of Strategy 2020 and ensuring that plementing Strategy 2020.
targets and timelines are deter- The Office ensures all steps
mined. The body is made up of the are communicated accord-
Management Board, the Heads of ingly, sets up the strategy
the corporate divisions Corporate projects and supervises
Development, Legal Affairs and realisation of the meas-
Human Resources, Finance and the ures. The members of the
Corporate Public Relations Office as Transformation Office are
well as the Managing Directors of Dr Stefan Scholle (Head),
the respective business units. Katharina Roehrig, Dirk
Marek, Katja Möller and
Dr Alexander Wesemann.
Concrete imple-
mentation of
strategic deci-
Imprint - Publication details sions will then
be the remit of
Special edition for employees of the following divisions managers and
Melitta Europe - Household Products Division -,
Melitta Professional Coffee Solutions, Cafina, Melitta experts in the
Europe - Coffee Division -, Cofresco Freshkeeping Products
Europe, Wolf PVG, Neu Kaliss Spezialpapier, Neukölln various business Dr. Stefan Scholle, Geschäfts-
Spezialpapier, ACW sowie der Melitta Zentralgesellschaft and/or planning units. führer und Leiter Zentralbereich
Unternehmensentwicklung
Publisher: Editor in Chief:
They are appointed by
Melitta Zentralgesellschaft mbH & Co. KG, Heinz-Udo Bredemeier their business unit and are
Marienstr. 88 (hub/0571 - 86 1407)
32425 Minden Editor:
responsible for implement- analyse structures and processes at
Postbox 1126, 32371 Minden
Telephone 0571 - 4046-0
Monika Meyer ing the projects defined. Melitta Group, these specialists will
(hub/0571 - 86 1408) deputy
Author of this edition: Design/technical production:
They will be supported by be taking a look at the business units
Katharina Roehrig,
Head of Public Relations
Advertising agency W. Böttger e.K. staff from a management over the coming weeks and may ap-
Telephone 0 57 31 - 75 60 22
consultancy. In order to proach you for information or figures.
Reprinting or online use, in whole or in part,
only with our written permission.
© 2015 Public Relations Department of the Melitta Group, Internal
➥
Information and Communication.
rundum@melitta.de rundum Special edition_2015PERSPECTIVE
11
The next steps
➦ The Transformation Office is current- In 2015 and 2016, the focus will The implementation of Strategy
ly in the process of drawing up time- be on optimisation of the existing 2020 will without a doubt bring
lines and developing corresponding Melitta portfolio. Organisational with it more work for all involved.
planning elements so as to be able structures will be analysed con- We will, however, take a successive
to coordinate the transformation currently and realigned once a approach to this process and will
process efficiently. These include comprehensive concept has been not be implementing all steps all at
schedules of measures, appointment developed. The strategy project will once. Naturally, we want to proceed
of responsibilities, determining of re- concentrate on taking advantage quickly with Strategy 2020, but it is
porting structures and the initiation of opportunities for growth. These also important to us that the indi-
of regular coordination meetings. include the ongoing internationalisa- vidual steps be carried out with care
tion of our portfolio as well as the and prudence.
development of new products.
We will keep you
up to date
I mplementing Strategy 2020 suc-
cessfully is of critical importance
for our future competitiveness.
This applies in particular to those
employees who will be affected
by job cuts as a result of Strategy
We have prepared an extensive pack-
age of measures to support those of
you who are affected by the planned
Thus, we set great store by inform- 2020. Exactly how many jobs and job cuts at the two sites. These
ing all our employees as frequently which ones has currently not yet include early retirement, expanded
and as extensively as possible been finalised. We want to first take part-time opportunities, simplified
about ongoing developments in this a careful look at our processes and changing of position within the
project. structures and then decide together Group and a transfer company.
with the Works' Council what shape
At the same time, we ask that you the future structure of our organisa- Please speak with your line man-
to actively inform yourself about tion should take. We thus ask for ager, the HR department, the Works'
the changes in our Group and to your understanding that we will not Council, management or the Man-
participate in this process. Please be able to answer all of your ques- agement Board if should you have
let us know if you feel inadequately tions today. questions.
informed – we want to make this a
joint journey.
rundum Special edition_2015You can also read
