UNITED through the crisis - The Official Magazin of the DMK Group
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JULY 2020
The Official Magazin of the DMK Group
UNITED
through the crisis
How we as
a dairy are
sticking
together
EDITORIAL
POLL
ABOUT THE
CORONAVIRUS
It’s Good
That We Are
What has “Us” Oliver Bartelt
Head of Communication DMK Group
changed for you?
The pandemic has affected many aspects of our lives Dear Readers,
but not only in negative ways. We might keep some
of these changes in the future, after the crisis. We have experienced some demanding weeks recently and the crisis is far from over.
But now, at the end of June, we are seeing signs of hope. Now that Germany’s economy is
Tell us what you think – what applies to you? opening up again, restrictions are being lifted and infection rates are falling, we can take
a breath, look back and reflect on that turbulent time.
1. I cook more often and have been The last Milchwelt issue was all about the people at DMK, our employees and farmers –
trying out new recipes. and we are dedicating this issue to them too. Without their commitment, DMK would
not be doing half as well as it is today. We asked them how they are dealing with the
crisis and what they think and feel right now (p. 12). And we also reached out to man-
2. I am discovering some interesting new places in agers who are having to hold their teams together from a distance, and who adapted to
the country where I live. remote working and videoconferencing right away. Chief Human Resources Officer Ines
Krummacker describes how managers can provide stability in these difficult times and
promote a sense of togetherness (p. 26). This is particularly important with international
3. I have come to really teams. Now DVN is part of wheyco, employees in Germany and the Netherlands are ben-
appreciate everything I have. efiting from their new colleagues and their knowledge and experience (p. 40).
We also talked to farmer Detlef Stark about how he responded early and adjusted work
Join in and share
due to the coronavirus. This is just one more of many challenges facing the agricultural
sector (p. 18).
your thoughts This is a time of crisis, but we can also see it as an opportunity. It is more important than
ever that we are growing closer together, becoming “us.” It’s a huge competitive advan-
www.dmk.de/poll tage – particularly in these stormy times.
Enjoy reading – and stay well!
Best regards,
Oliver Bartelt
2 MILCHWELT July 2020 July 2020 MILCHWELT 3
INSIDE INSIDE
12
COVER
TOGETHER THROUGH THE CRISIS
Our employees
How they are over-
20 How our employees are doing, what
TOGETHER
coming everyday Portrait people at DMK are excited about and
challenges to keep the Farmer Detlef how experts see the situation 12 – 31
company afloat amid Stark shares
through the crisis the pandemic. his views on
the pandemic.
NEWS
Uniekaas – the brand expands 34 – 35
How global thinking is powering
our company 36 – 37
Wheyco and DVN become one 40 – 41
28 Continuous Improvement –
a commitment
About Our Brand
42 – 43
46 – 49
A source of strength
Chief Human From The Regions 52
46
Resources Officer
Ines Krummacker on COMPANY
what makes a good
Ever popular manager.
MILRAM is providing The coronavirus and its effects:
even more variety. How employees are handling
the pandemic 12 – 19
Verbraucher und ihr Verhalten:
48
Über den Konsum in Consumption
Founded on trust amid the coronavirus 24 – 25
Humana, Alete The big picture:
and Milasan – Ingo Müller and Frank Claassen 26 – 27
ssa powerful trio. What makes a good manager?
Interview with Ines Krummacker 28 – 29
The Coronavirus Task Force:
Our measures to deal with
the pandemic 30 – 31
Column
Marco Bode on team spirit 33
Combining family and
career at DMK 38 – 39
One Finance:
Making our figures transparent 30
The Bremerland brand
34
is winning fans 50 – 51
FARMING AND AGRICULTURE
42
Uniekaas online
How a brand is
reaching new target
50
A Farmer’s Views 20 – 23
Continuous groups online. DMK’s Biodiversity Project 54 – 55
Improvement
DMK’s
powerful strategy. Bremerland IN EVERY ISSUE
The traditional brand
has made a comeback
and is winning fans.
Contacts to the Editorial Department 56
DMK in the Media 56 – 57
Masthead 57
Contact to Regional Leaders 57
DMK Sweepstakes 58
Recipe 59
4 MILCHWELT Juli 2020 Juli 2020 MILCHWELT 5
FACTS & FIGURES FACTS & FIGURES
100,000
100,000 flowers. Martin Kastenbein from the Edewecht creamery
took this picture of Johanna, his five-year-old daughter. She ran off
into the rapeseed field to play and stood still for a moment among
all the blossoms. Gazing across the endless sea of yellow flowers,
she forgot for a moment that they were on their way to a paddock
6 MILCHWELT July 2020 July 2020 MILCHWELT 7
FACTS & FIGURES FACTS & FIGURES
214
People work at the Strückhausen plant,
including (left to right) Gaby Veith, Gaylord
de Freese and Jan-Christoph Müller from the
weighing department. They are among many
of our employees following even tougher
safety standards than usual these days,
in order to protect themselves and
their colleagues
Jenny Hensel und ihr Mann
Norman, beide bei der wheyco in
Altentreptow beschäftigt,
genießen gemeinsam mit ihrer
Tochter Mathilda das neue
MILRAM Buttermilch-Eis Zitrone
und Erdbeere
8 MILCHWELT July 2020 July 2020 MILCHWELT 9
FACTS & FIGURES FACTS & FIGURES 1 Cutting grass for the first time in 2020, as farmers struggle with drought, night frost and plagues of mice. Yields are down, as growth was limited by the lack of rain. All we can hope for is better weather in the coming months 10 MILCHWELT July 2020 July 2020 MILCHWELT 11
COVER STORY COVER STORY
Keeping a distance but staying optimistic: Alexander
Holzhaus, Marco Rödiger (forwarder), Sven Angermann and
Fabian Lange (from left to right) – in the Zeven plant warehouse.
“W
e are now
steering the
company under
totally different
conditions. It’s still a major challenge
to support people at work, to keep
asking questions, motivate everyone
and go the extra mile. Right now, no
one knows what’s going to happen
next and how the world might look in Heinz Korte, Chairman of the
DMK Group, Bremervörde.
a couple of weeks. But as a company,
we’re totally confident that we are
going to come through this difficult
time in good shape. We have a couple
of major advantages – not only all the
restructuring of the last few years,
but also that each and every one of
us works with a genuine sense of
connectedness and team spirit. Even
if this is a real stress test and we’re
relying far more on phones, email
and video conferencing right now,
our employees are mastering these
challenges in their professional and
personal lives. This crisis is far from
over, but it’s really showing how DMK
Coming
and “WE” are pulling together. It’s the
hour of the cooperative ideal, namely
that “what one man cannot manage
alone can be achieved by the many.”
We seem to have internalized that,
and I’m very proud of that.”
through the crisis together
“F
rom our farmers in the fields to employees in the dairies and
administrative workers, all are affected by the coronavirus,
professionally and on a personal level too. So far, we have
been spared any major outbreaks of illness at DMK, thanks to
The pandemic has changed everything. How is it affecting a great deal of effort. As a food producer, we know all about hygiene and
a company like DMK – and how are we handling the crisis? we are adding on extra measures as well. And as we process the top-quality
milk that our farmers produce, we are happy to have them by our side. Our
Employees and farmers share their experiences, describing what farmers are experts at what they do and we owe them a special thanks.
has changed for them. We also report on the Coronavirus Task After all, without all their careful work, supermarket shelves would be
empty. Germany’s Agriculture Minister Klöckner says time and again that
Force and the measures it’s taking, how consumer behavior is “the food sector is of systemic importance.” We see this both as a challenge
changing – and the strategies that are keeping DMK on track and as an opportunity.”
Ingo Müller, CEO,
DMK Group, Bremen.
12 MILCHWELT July 2020 July 2020 MILCHWELT 13
COVER STORY COVER STORY
“F “W
eed suppliers, milk collec- ho would have thought that a virus would turn our
tors, service technicians, lives upside down like this? I was really upset at
vets and hoof trimmers, first. But then I started to think more pragmatically,
they all come to our farm and looked around my house for an inspiring place
and work as hard as they did before the to work over the next few weeks. I took a few things from my desk at
coronavirus, they just keep a distance for Humana to try and recreate the working atmosphere from there. Now,
safety’s sake. But things have changed I sit down, work out my goals and list my tasks for the day. And I feel
since the pandemic broke out. Right now good when I tick off all I’ve achieved with a colored pen!
I’m finishing training as an agricultural Over the past few weeks, I’ve become more aware of lots of things,
business manager and the teaching is starting with the fact that emails can’t really convey the depth of mean-
“I feel hopeful mainly online. After my exams I’m going ing or context of communication that you have in meetings in real life. Alberta Bruno, National Account
Manager, Humana, Italy
when I think
to join my parents’ farm. It’s a small oper- Luckily we also have video conferences where we can ask if we don’t
ation, we have 150 cows, but I enjoy farm- understand something, for example. It’s also really calming and nice to
about the ing and I feel hopeful when I think about
the future. This crisis has helped improve
meet colleagues this way at least, even if digital communication can never replace interacting with people face to
face. I do feel very lucky to be able to work from home, as there are so many people out there right now risking their
future” how people think about agriculture, after health for us. I’d like to say a special thanks to all the wonderful people working in the health sector and to all the
Luisa Wagner all, with import and export restrictions, other key workers out there.”
people appreciate and value regional food Luisa Wagner, Farmer,
and domestic production more. I think in Ringgau-Datterode.
the long term, it’s important not to blame
consumers for everything and to try and
Lena Heptner, Quality Management
give them a sense of the positive side of agriculture. As farmers, we have to
Customer Service, Bremen, shown here
talk more about what we do and why, and why that matters. That’s the only with her husband Kai Heptner, Head of
way we can hope society will understand us better. I’d like farming to have Department at QM Knowledge and
a better image and reputation, maybe politicians can help with that. And Analysis, and their children Till and Fero.
I hope people aren’t afraid to ask questions, and that they’ll talk with us
personally about their worries.”
take the kids to day care in the mornings, drive
to work in Bremen and then be back for supper.
I usually work three days a week at DMK, and
do another day from home. Now that day care
is closed, I share child-care duties with my hus-
band. I get up at dawn and work from 5 until 10,
then my husband gets down to work. That works
fine for me, I can take care of everything in that
time, while Kai has to be available through the
day. As head of the QM department, it’s harder
“I
to coordinate all the employees, allocate tasks
work with 140 colleagues producing milk, butter and pass on information. Even though people
“O
and cottage cheese. I take milk powder samples and worked working remotely before, we still miss
examine them using an infrared machine. I check ur children have gotten used to the more spontaneous office chats to share infor-
their pH values and analyze their purity, among the fact that their parents are mation and get a sense of what’s going on. That’s
other things. It’s a strange time, with the coronavirus, but the here, even if they aren’t available a lot harder online. But there are advantages,
measures we take are necessary and we follow social distanc- all the time. They do like com- too – having a lot more time with my sons means
ing guidelines. We’re all a bit sad that we can’t have a summer ing into the office to see what we’re up to. And I’m much more involved in their development.
party this year, but we’ll make up for it another time.” that’s fine with us, especially when they come The little one is learning a lot from the older one
with chocolate. We’re trying hard to keep to our right now, like how to cut with a pair of scissors
normal daily rhythms in these strange times, we or how to hold cutlery properly... Making lunch
Kristina Sturm, Laboratory don’t want every day to feel like the weekend. is pretty tough though! I know the kids have a
Technician, Hohenwestedt. Our daily routines have changed a lot though. more balanced diet at day care than we’re man-
Before the coronavirus, my husband used to aging at home right now.”
14 MILCHWELT July 2020 July 2020 MILCHWELT 15
COVER STORY COVER STORY
“I “I
t’s an extraordinary situation we’re ’ve got an individual workstation in
“A
Dennis Schierenbeck, in. Even after four months, it still feels systems operations, so the coronavirus
fter finishing IT Systems Specialist, Seckenhausen. strange for my colleagues in Recruit- hasn’t changed very much for me. I don’t
work – I’m a ma- ing to bring an applicant into a really have as much contact with my colleagues
chine operator – large room, to greet them at a distance and sit as before, though. And my whole working area is
I often sit with my two meters away from them. At DMK, we’re disinfected after each shift. Otherwise, though, I’m
sister at home and sew masks for much closer than that usually, we’re not usually working as usual to keep our systems running, and
my colleagues. I only wanted to so distanced, so social distancing regulations doing occasional repairs.”
make protective face coverings make work feel a lot less personal. But I notice
for my own team at first, but that each and every one of us, and all the ap-
everyone liked them so much plicants, are very understanding about these
and more and more colleagues requirements. Right now, we’re mainly work-
Sascha Meier,
Quality Assurance, Zeven.
kept asking me if I could make ing from home, using work laptops. It takes
them one too. It’s great, I can some getting used to, but there are advantages,
“O
help people be safe and have fun too: a lot of meetings are held on the phone or
at work as well. At a creamery, ver the last few weeks, we’ve made sure up to through video conferencing which is working
social distancing is not always so 1,200 employees are up and running, working out well! And we’re using this time to improve
easy. We have to be pragmatic. remotely from home using DMK’s IT systems. our digital communication and raise DMK’s
It’s pretty loud there, because Setting each person up with their own work profile on career websites. We’re noticing that
of the machines and that makes station from home was a major challenge for us at corporate we can work efficiently from home and that will
talking much trickier. Right now, IT. Not only did it mean procuring the right hardware but also make us more flexible in the future. We miss
we write out our handovers customizing and configuring the central systems. We’re still everyday work at the office though. Usually we
between shifts so the different optimizing the process to make sure everyone can communi- all sit together in one office and we can talk
teams don’t come into contact cate internally and externally from home as smoothly as possi- things over or make a joke. We do miss that but
with each other – we leave notes ble. Right now, I’m setting up the technical prerequisites so we we are so grateful to be able to keep working.”
next to each machine for the in- can use Microsoft Teams, a practical collaboration tool. Aside
coming shift. That really helps us from configuring all the IT systems, that’s involving a lot
all a lot! After a production shift, of coordination, too. And all this is working out thanks
when I leave the plant, I feel like to my family, too, who helpfully give me plenty of coffee.
we’re doing everything right.” I do miss the social side of work but I’m enjoying the
chance to be supportive professionally and at home, too.
I hope these new working structures mean many employ-
ees can enjoy a better work-life balance in the future.”
Joana Franke, Team Coordinator,
HR Service Recruiting, Zeven.
“M
y wife and I
are sharing
“H
taking care
of our two and washing Andreas Trull,
children and it’s working out is becoming a Container Manager, Zeven.
“I
Jessica Gardewin, pretty well. Once we had to full-time job!
Machine Operator, Edewecht. adjust the shift plan but we Seriously, we’re ’m in charge of container
worked it out together at the all social distancing and we shipments and I troubleshoot
department, it wasn’t a prob- follow the hygiene regulations. for the automated facilities.
Nico Pemsel (l), Dairy
“I
Specialist, Erfurt. lem. We’ve had plenty to do We do that anyway though – Right now, we’re loading
’m really glad to have the same daily rou- though, what with the corona- after all, we are working with some things ourselves, because of the
tine and to be able to keep going to work Tobias Büchner (r), virus and Easter, we were pro- food. I’m in the goods receiving coronavirus. As colleagues, usually, we
as usual. My personal life means I have an Control Room, Erfurt. ducing 40 % more UHT milk department, troubleshooting shake hands but we’ve stopped doing
easier time of it than some people – I’m in March. We all managed it in the high-bay warehouse and that for now! It’s only when I’m home
single and I don’t have any kids to take care of. For me, the big difference is well though. Particularly as inspecting outbound goods. It’s that I realize all the things we can’t do
dealing with truck drivers – before they enter the premises, they each have a parent, I’m really glad my all a bit more complicated than right now. We all have to take precau-
to report to the guard and say whether or not they’ve been in an area that’s colleagues and my employer usual but we’re managing it all tions, that’s for sure!”
designated high risk. Inside the plant, we all keep a distance from each are being so understanding very well!”
Malte Huff, Receiving Department, Zeven.
other, of course. My biggest wish right now is to be able to visit my parents and flexible in this situation.”
again soon, in Brandenburg.”
16 MILCHWELT July 2020 July 2020 MILCHWELT 17
COVER STORY COVER STORY
“A “J
ust before the pandemic broke out, I sold my house and was
ndrà tutto looking for a new place. But then the coronavirus came along, so I tem-
bene – porarily moved in with my parents on their farm. It’s quite a big place
everything’s and my sister, my brother-in-law and my two nephews all live here
going to be too. Unfortunately, my nephew has a heart defect, so he’s vulnerable, as are
alright. In Italian, those my parents. So I set up a completely separate working area to reduce the risk
three words stand for hope of infection, and that’s working out. It’s easier, of course, to communicate with
and you can see them up colleagues directly and I miss our spontaneous exchanges. On the other hand,
and down the country, on I was less distracted and could concentrate on work better. I have to get used
colorful banners in peo- to how video conferences work – at meetings, we often all talk over each other,
ple’s windows or as giant whereas now we have to be a lot more structured, so I take notes on everything.
“Andrà newspaper headlines. This Right now I’m back in the office two days a week and that’s so good! I’ve also
tutto bene –
sentence is on my screen, managed to buy a house but I’m glad I was able to live with my parents while
too. Right now, though, the restrictions were in place. It was anything but boring. Once everything is
Everything’s I’m not in the office but
sitting at the kitchen table
back to normal, ideally I’d work from home one day a week. Maybe that’s what
we learned during this period of remote working, that we can do things like that
Hanneke Ensink, System Controller,
DOC Kaas, the Netherlands.
going to be with my work laptop and Marianna Betta, Senior more easily. I should add that all the information from DOC Kaas and all the
alright.” my two-year-old daughter is sitting next to me, gazing
up at me with her big round blue eyes. I also have a son
Manager of Quality Assurance
& Regulatory Affairs
measures taken were really good and just right. We even received a bunch of flowers,
sent to our homes, as a thank you for all our efforts. That was really heart-warming, and
Marianna Betta
who’s school age, and we do his homework together. at Humana, Italy. great for the flower industry too!”
I’ve had to adapt pretty fast to this new situation, like
most parents. The coronavirus turned my daily routine
completely upside down. I’ve become a real multi-tasker
“I
in record time to handle work and family life at the same
time. Luckily, I can work well from home. What I miss, organize and document con-
though, is interacting with my colleagues. I do hope that tainer loading, and I prepare
after the pandemic, we can find ways to live better. We the tours in the UHT ware-
really need to take social responsibility seriously and work house. That’s all going just as
together with other people. Let’s learn from this crisis and smoothly as ever. When we’re loading,
appreciate the relationships we have even more.” we make sure we keep a distance to the
drivers and other colleagues.”
“I
’m responsible for Facility Management, including cleaning
and managing our stocks of disinfectants, disposable jack-
Tobias von Holten, Transportation,
ets and soap. Working from home took some getting used Zeven Central Warehouse.
to. I have a laptop, my work phone transfers calls to my own
“I
phone and everything is working out perfectly. But we have two kids,
age three and five, who couldn’t go to school or day care. At that age, coordinate the
you can’t just say, “go off and play,” so my husband and I take turns commissioning and
taking care of them. Of course, the phone rings when I’m downstairs shipment of fresh
with the children, and sometimes one of the kids cries while I’m talk- products. Hygiene is
ing. Everyone has been very understanding, though, because that’s obviously always really impor-
just how it is sometimes. Luckily I can work tant to us. These days, we’re dis-
remotely and manage everything within my infecting our working areas even
working hours, and get all my tasks done.” Nienke Beverdam, Facility more often than usual and we’re Horst Böckmann, Commissioning,
Management, DOC Kaas, The Netherlands. Zeven Central Warehouse.
keeping a distance from each
other. Otherwise, everything’s
working as usual.”
18 MILCHWELT July 2020 July 2020 MILCHWELT 19TOP TOPIC TOP TOPIC
Agriculture amid the crisis
Detlef Stark,
manager of
I need a
cool head
Anklamer Agrar
in Mecklenburg
Western Pomerania
Farmer Detlef Stark started preparing early for the coronavirus
crisis – one of many other challenges. But he is confident, as
he has steered his farm through many other difficult periods
T
here’s a lot going on right now: we’re in the mid- meal, soy meal and minerals, we produce all our feed by our-
dle of a pandemic, the fertilizer regulation has selves. We process manure in our biogas facilities to make
come into force and we’re looking at a summer organic fertilizer for the fields. Our revenues are higher
drought. Only a third of the grass has grown back thanks to this mass production – not all farmers are so lucky.
and feed stores are all used up. If all that wasn’t bad enough, It breaks my heart to see how lovingly-managed family farms
we optimistically invested in a new calf barn, a slurry tank are having to sell up after generations.
and a farm drainage system, for around €2.5 million, as it I don’t have a perfect solution for our situation. Farm-
looked like the milk price would rise. No wonder I’m having ers have very different operations and systems, and I don’t
sleepless nights. have an answer that would be right for everyone. I do think
The pandemic is a challenge for us farmers, but it’s only about it a lot though. To me, it seems clear that the condi-
part of the problem. Here in Mecklenburg Western Pomera- tions and relationship between dairies, farmers and retail-
nia, we’ve avoided infections thanks to better hygiene meas- ers is going to have to be much fairer and more cooperative
ures and a complicated shift rotation system. The lockdown in the future.
has played into our hands so far, as has the fact that we work Sometimes, I need time out to think clearly, in order to
together so well as a team. keep motivating my team. I force myself to get on my racing
We’re a pretty big operation, with 1,350 dairy cows and bike and ride through the Peene lowlands across to Usedom.
1,100 young cattle, and I need a cool head just to be able to These bike rides help me to find ways to cope and solve
manage that. Dwelling on my fears doesn’t help, thinking problems that I couldn’t have worked out if I was sitting in an
about the global economy in crisis and sales falling in China office. Maybe it’s because I feel so at home here, this is where
and Southern Europe, and what that means for the dairy my roots are.
market. It also doesn’t help to feel angry with food retailers I grew up in this area. My father was chairman of the
who keep reducing the price of butter, cheese and meat. And agricultural production cooperative and my mother was an
I don’t feel much better knowing politicians aren’t likely to accountant. Farming is the only way of life I know – at home,
help with food prices, given they’re trying to handle rising we had chickens, pigs and cattle. My father loved his job and
unemployment. I grew up seeing him managing a large business even when
Even though things look rough, I know I’m pretty lucky. times were tough. It wasn’t easy – that was in former East
My farm is so big because it used to be an agricultural Germany and he didn’t feel he could decide things freely for
production cooperative. We supplied 34,355 kilos of milk to himself, as the regime and the party dominated all areas of
Deutsche Milchkontor each day in 2019. Aside from rapeseed life. He was frustrated by having to manage amid scarcity
20 MILCHWELT July 2020 July 2020 MILCHWELT 21TOP TOPIC TOP TOPIC
Last year’s corn harvest. Safety
measures have protected the farm
and its people so far. Farmer Stark
is more worried about the likelihood
of another dry summer
So times are pretty tough but I have Even with the crisis right now,
to say it’s not as bad as the restruc- I still think that being a farmer is
turing in the past, or building up the one of the best and most interesting
company, and all the sleepless nights professions around. Harvest time is
I had back then. I don’t need to fire stressful but in a positive way and I
masses of people, or pay off old debts feel great when the harvest is good
– we did that over the last 30 years. – there are lean years but there are
We’ve been through several crises – better ones, too. I’m developing my
also the financial crisis in 2007 / 2008. business, expanding the stables, and
All that has made us tougher and more shaping the landscape through how
resistant. I don’t get as rattled as I did the farmland is laid out. But what
in the past. I do know, though, that I’m matters even more than that, what’s
“We’re grappling very lucky because I benefit from my
farm’s structure, it can’t be compared
most important to me, is that what-
ever I do or don’t do, I can decide for
with falling milk directly with other farms. myself.”
prices and we
need liquidity
and we need to
be able to plan
ahead.” Some of the 36 employees on Detlef
Stark’s farm. They are the heart of the
business and they carry it, particularly
in times of crisis.
and was very happy when the Wall cooperative who were leaving. We had
came down. to let people go, too – of the original
One of the positive things about life 500 employees, there were only 60
in the GDR, though, was there was a left at the end. Those were the hardest
real sense of team spirit and family co- conversations in my whole life. It’s ter-
hesion, I feel. That really helped me af- rible to fire someone who has helped
ter the fall of the Wall. In the East, we to build a company. Some people in
experienced total economic collapse, the village didn’t speak to me again
and without that community support, for years. The thing is, without these
it would have been even worse. measures, I know the operation
After that, agricultural production wouldn’t have survived.
cooperatives were turned into farm- With the coronavirus right now, this
ing cooperatives and I managed the is a difficult time. We’re grappling with
merger of Anklam plant production falling milk prices, we need liquidity
and Anklam milk production, which and we need to be able to plan ahead
had 300 and 170 workers respectively. – and it’s a real tightrope act trying to
We had to take on loans to han- make sure no one comes down with
dle property disputes with mem- the virus. That would be disastrous for
bers of the agricultural production production on a farm like this.
22 MILCHWELT July 2020 July 2020 MILCHWELT 23TOP TOPIC
“Many TOP TOPIC
people are
T realizing
he crisis unleashed by the coronavirus hit consum- – consumers also bought different products. brands rose more than private label revenues
How the
ers in two distinct phases. Firstly, people rushed to The measures adopted by the government from March 22 onwards. As people weren’t
take action, while in the second phase, they adopted
purchasing patterns familiar from the past.
restricted people’s contacts and also meant
restaurants and schools were closed for
that things eating at restaurants and were generally saving
money that they might have otherwise spent
As the novel coronavirus spread throughout Europe in Febru- months, including canteens and dining halls. cannot con- during their free time, they spent more on
virus is tinue as
ary, GfK, a market research institute, noticed a significant Many companies, meanwhile, asked their food, despite the crisis unleashed by the virus
change in shoppers’ behavior. “People panicked in the three employees to work from home. “All that and its economic consequences for households.
weeks before the lockdown was introduced in mid-March,” meant people were almost only cooking in they were “The demand for quality and sustainably-pro-
reshaping
says retail expert Robert Kecskes. “That was when people their kitchens at home. Grocery shopping duced products that rose due to the pandemic
started stockpiling, buying products like pasta, flour and toilet increased significantly, we noticed. Some before.” isn’t going to fall again,” says Kecskes.
paper in much larger quantities than usual.” People started to categories typically consumed outside the
worry much more that they would become infected with the home gradually were bought more often too,” says Kecskes. Sense of solidarity
our shop-
virus soared, and suddenly saw supermarkets as places where Dairy producers were among the food producers to profit This presents food retailers with a major opportunity,
they might catch it. At the same time, however, shoppers wor- from this trend. he says. While the pandemic led to fear, it has also created
ried that some products might run out, Kecskes says. a strong sense of solidarity. That applies across the board,
ping habits
Spoiling ourselves from the friends people were unable to see for long peri-
Return of the weekly shop In some areas, revenues shot up by a double-digit per- ods of time, to their personal environment. “In the crisis,
However, these fears did not lead people to shop less fre- centage compared to last year, as consumers chose to treat people really noticed that consumer behavior had come to
quently at the beginning of the crisis at least. “Many people themselves during the pandemic. GfK’s research be defined only in terms of amounts. That created signifi-
stocked up so they suddenly went shopping more often. Panic shows revenues for more expensive cant uncertainty,” says Kecskes. He says people have
buying meant some products simply were no longer available. woken up. “Many people are now more
So shoppers headed to other supermarkets to try and get them, aware that things cannot go on as
The pandemic is changing the meaning in quantitative terms, they were shopping more they had before.
frequently,” Kecskes says. This phase ended on March 22, GfK’s More and more and more,
way we consume, with people data shows, when the German government imposed contact and ever cheaper – this
responding to the crisis in two restrictions as part of measures to prevent the virus from logic of increase is
spreading. being replaced by a
distinct ways. Interestingly, some That radically changed people’s daily routines, logic of discovery,
shopping habits are back that many and their shopping behavior changed too, in two as people asked
ways. “People were then shopping less frequently how can I sup-
thought were gone for good than before the outbreak, but they were bulk port the com-
buying, in a move that resembled the classic weekly munities that
shop,” says Kecskes. The pandemic unleashed help me be
a trip back in time, as this way of shopping is stronger and
really anachronistic. We’ve noticed the oppo- more resist-
Dr. Robert Kecskes site trend over the past few years, namely that ant to such
is a retail expert people shop more often but buy fewer items crises? That
at GfK, a market each time. clearly in-
research organiza- cludes buy-
tion in Nuremberg.
Rediscovering home cooking ing more
He has also written
In April, people were called on to wear pro- regional
many studies on
shopping habits and tective face masks while shopping in Germany, products
consumer behavior. leading to another psychological turning point. even if these
Wearing face masks made it much clearer that are slightly
going to supermarkets was risky, even though the Less frequently, but larger quantities: more expen-
number of new infections had fallen significantly Contact restrictions led to the return sive than what
by then. For shoppers, what mattered was to buy the of the weekly shop for many people people usually
basics. Amid the outbreak, stores dramatically scaled buy.” In the fu-
LINK back marketing measures such as special offers and ture, when they go
displays. “The overall shopping experience has suffered shopping, consumers
You can find the whole interview
as a result,” says Kecskes. are going to pay more
“Many
here: www.dmk.de/en/what-excites-
us/news-about-corona/ The frequency that people shopped attention to regionalism
was not the only thing to change and quality.”
people
stockpiled.”
24 MILCHWELT Juli 2020 Juli 2020 MILCHWELT 25TOP TOPIC TOP TOPIC
You can find more information about the
2019 financial year and the current situation
in the annual report at www.dmk.de/
en/who-we-are/integrated-annual-report-2019
“I was impressed by
how everyone is
pulling together”
“A stress
CFO DR. FRANK CLAASSEN
“We are all learning
test for us all”
a great deal in a short
time right now”
CEO INGO MÜLLER
Ingo Müller and Dr. Frank Claassen on DMK and the
coronavirus, the international outlook amid border
closures and empty supermarket shelves
Mr. Müller, Dr. Claassen, how have them after only a brief interruption. Dr. Claassen: The German Chancel- within a short period of time. That was a What does that mean for inter- only made it more so. That means we
the last few weeks been for you? lor and the Agriculture Ministry invited huge production and logistical challenge. nationalizing our business? have to be agile too, and recognize and
Müller: When we decided on new struc- Many consumers only realized retailers and farmers to Berlin and called Our customers saw how valuable that is Müller: We are continuing to press manage changes. And that’s an addi-
tures for the DMK Group, we were aware how serious things were when on retailers not to offer food for the lowest and realized what an extremely reliable ahead with our activities abroad. That tional task for our managers who have
that we were putting huge changes into they saw the empty shelves in prices possible. Food is valuable! supplier we are. We owe thanks to each applies to core markets in the Neth- to motivate our employees and keep
motion, so we decided to talk with lots the supermarkets — is this a Müller: There are some contradictions and every employee for this achievement. erlands, Russia and China (see pages them up to date while remaining open
of farmers, employees, customers and good time for food retailers? in terms of what’s happened since then. I would like to express my special thanks 36 – 37). What counts here is that we see for feedback and criticism. We are see-
politicians. We knew that we were mak- Müller: If only! But we have to take a Consider the advertising campaigns that to every single one of our workers! these countries as their own separate ing that the coronavirus pandemic
ing major demands of everyone involved. closer look at the market. Restaurants, retailers ran at the height of the crisis. markets that we want to serve individu- is by no means over – quite the oppo-
In the last few weeks, what we’ve experi- canteens, all the areas that our Food They mainly directed their thanks towards That was not the only ally from those locations. We’re work- site. We have all learned a great deal
enced amid the coronavirus is a whole Service unit handles saw business shut their own employees. That’s definitely challenge though ... ing to create closer and better con- in the past few months. In the future,
new level I couldn’t have imagined. It’s a down completely for several weeks. We well-earned, but it would have also been Dr. Claassen: No. DMK’s Service nections between the different sites so we will go on, armed with this knowl-
stress test for us all. But let me say right can partly balance that out because we appropriate to mention farmers and the area also had to react quickly. We everyone can learn from each other and edge and taking appropriate care.
away that I am really positively sur- supply food retailers where demand has industry that’s making sure shelves stay had to introduce Microsoft Teams to unify and simplify processes. That’s
prised how well our company and our increased enormously. But many rivals well-stocked. We did see some of that but more quickly in order to be able to what our MAXIMA project is about in Looking back at the last
community is managing this situation. who only supply the catering trade are relatively little in comparison. Because organize video conferences faster. the Netherlands, that’s what we’re doing few weeks, what made the
Dr. Claassen: What impressed me now trying to break into the retail mar- without them and without us, cashiers For employees working from home, as we expand our business in Russia, biggest impression on you?
the most is how everyone is pulling ket with products at cut-throat prices. wouldn’t have had any products to scan. that was a relief, meaning we could and also in our activities in China. Dr. Claassen: I am really impressed by
together. We had to adapt to completely That’s normal competition, though. continue working together even if our employees’ flexibility and creativity.
new working conditions within just a Nonetheless, consumers still felt we didn’t meet at the office. The One When will life at DMK Müller: We talk a lot about our com-
few days — remote working, additional At the beginning of the crisis, poli- as though there could be short- Finance project (see p. 52) shows go back to normal? pany values. I really feel that we are
hygiene and social distancing require- ticians called on shoppers to be ages of some products and started we barely lost any momentum. Müller: When someone asked me when actually living them, too, when I
ments in production and logistics. I sensible and at the same time told stockpiling UHT milk and pasta ... things will calm down, I said: Probably look back at the past few weeks.
have enormous respect for the fact that retailers to look to local agricul- Müller: We didn’t have any supply short- Borders were closed for months and never. We are in an extremely dynamic Entrepreneurial, fair
we are managing to keep so many pro- tural producers as a guarantee, to ages. On the contrary: We increased our some still haven’t been re-opened. environment and the coronavirus has and innovative.
jects on track and kept working on avoid shelves becoming empty... supplies of particular products by 30 %
26 MILCHWELT July 2020 July 2020 MILCHWELT 27TOP TOPIC TOP TOPIC
What makes
a good manager?
would also have led to short-time junior employees are aware right from measures managers are using and
Listening, communicating, taking action – in the crisis, there’s great demand for working, and insecure jobs. the start whether a company’s executives whether they are achieving the desired
management qualities. This is no time for hierarchies, says Ines Krummacker, You’ve worked for DMK for
respect them and let them get involved. results. It also shows where things may
be difficult so that managers can address
Chief Human Resources Officer DMK 34 years and you’ve also Managers have to be trusting ... particular issues. And there’s a new
experienced a And that’s why even at interview measure to help us evaluate executives’
Managers have to be strong for their scared of their boss. Nowadays, the oppo- and listen, particularly in tough different stage, we look at whether managerial skills and competencies:
employees right now. What kind site is true: employees who are afraid to times. Our colleagues are not only potential managers suit the Human Capital Index. If this is low,
of challenges are they facing? contribute – and occasionally make mis- separated from each other in spa- our company culture. the manager clearly has to develop new
They are having to draw on their lead- takes! – are only working by the book. tial terms, they are also experi- We make very clear measures and work more on their lead-
ership qualities in order to keep their At DMK, people can make mistakes and encing uncertainty in their per- demands of our ership, ideally together with their team.
teams together even from afar. They share their knowledge and ideas – those sonal lives. How can I help them? leadership and
have to work out whether everyone has are the values we live and breathe. That’s the question to ask – man- when we ana- Who do you see as
the right tools to be able to work effec- agers who are putting additional lyze manag- a good manager?
tively – whether the tools are in place for You can often see from a distance pressure on people will find their ers’ poten- Someone who knows their own weak-
people to be able to work together, or if whether or not a change process is teams perform worse in the end. tial, we nesses and isn’t afraid to name them.
some issues should become a higher or working out. How is agile working learn a No one is perfect and when people
lower priority. Communication is the going, and are remote working and What would have happened if lot about accept that, they can show their team
most important thing, to work out the collaboration tools working out? we hadn’t introduced possi- their per- that they aren’t infallible. That helps
mood in the team and to respond appro- They’re going very well, even if some are bilities such as remote work- sonali- employees lose their own fear of fail-
priately. That’s not easy. It’s much easier still struggling with them. Most people are ing before the pandemic? ties – even ure. I think mistakes are part of the
to sense conflict, undercurrents or sen- realizing that new ways of working are Clearly, our administrative teams before process of improving. That helps man-
sitivities in person, when you’re around possible. That’s partly because before the would not have been able to work they come agers to be less distant and be some-
or having a direct conversation. pandemic, we introduced the MOVE pro- and that would not only have “A good on board. one that people are able to identify
Does anything become more obvi-
ject, optimizing all our working processes
in order to create much more efficient ways
constrained or stopped our
operational capa-
manager gives How do
with. A manager should be techni-
cally competent, of course, but it’s no
ous when you’re having to com- of doing things. That includes working bilities, it their team the you find out good if they have never learned how
municate from a distance?
It shows which managers are really cut out
remotely and also a culture of feedback.
We realize that employees need communi-
stage” about their
personalities?
to deal with difficulties and obstacles.
for new ways of working. Many managers cation, need to be valued and need We don’t go into the
lead agile teams who work almost inde- structure. That means I need details so much as gain
pendently on projects. Employees need to take an inter- a broad overview by asking
support and the knowledge that they can est in them what’s important to that person, what
contribute their ideas and communicate kind they are concerned about, and what has
as equals. A good manager gives their of leader- shaped their lives. We ask them about
team the stage – there’s no longer ship culture. Why the challenges they’ve faced in their lives,
any room for the kinds of was change needed? and what they want to pass on to their
hierarchies where At the start of my career, managers – like children. We look at their resume and
people are in many other companies – symbolized ask questions we think are suitable. We
better, cleverer people who had a higher can tell from their answers what kind
status. Employees were clearly subor- of framework of values the person has.
dinate to managers. As a young adult
at the company – at the time it was Bot- Can employees also
In Person:
terbloom Milch + Eiscrem eG – I would judge their managers?
Ines Krummacker, 50, Chief Human
also make canapes for my boss’ birth- Yes, absolutely! We have tried to assess
Resources Officer, has worked for
day party at home, or run out and buy a how far our leadership culture is being DMK for 34 years. After completing
present for his niece. Crazy, isn’t it, how lived in everyday life in several employee her training at the company, she has
times have changed? That was normal opinion surveys over the past two years. held all human resources posts be-
back then. You wouldn’t catch younger The “ChangeTracker” is anonymous fore becoming a member of DMK’s
workers doing that these days, they’d but it can be broken down by teams. management board in 2015 for the
think it was very strange. These days, The instrument shows which tools and personnel sector.
28 MILCHWELT July 2020 July 2020 MILCHWELT 29TOP TOPIC TOP TOPIC
Crisis Manager
Hermann
“The Coronavirus Task Force” Köster realized
Taking the right
early on that
the pandemic
would mean
a demanding
track through
time for DMK.
They had to keep heading to work to on suppliers and service providers our lives in the future. What you need
keep the business running. The last to follow special health regulations, to do is stay focused, keep a clear head
four months have really been a learning and reduced external visits to plants and not get careless, even if there
the crisis
experience in terms of team spirit and a to an absolute minimum. The list of were times we all had to take a deep
sense of “us” across the whole com- recommended measures, developed in breath.” By June, as infection numbers
pany, he says. line with recommendations from the fell and hopes arose that normality
health authorities and the Robert Koch might return, the German government
The logistics
“The key
Institute, Germany’s eased some of its restrictions. The cri-
department, too, had disease control cent- sis manager started to relax a little too.
thing is to
to adapt to the virus. er, went even further.
The crisis team steered DMK through the ”We were focusing They also addressed But it was also clear that the crisis is not
pandemic, under Hermann Köster’s leadership. on the virus non-
stop,” says Logistics stay calm washroom cleaning
cycles, determined
a sprint, and is far from over.
This is more like a marathon,
His main feeling? Gratitude Director Hartmut
Buck. and don‘t get where hand sanitizer
should be placed,
demanding stamina, awareness and
caution.
Keep
a distance
“We were working
on finding ware-
careless.” where partitions
were needed if social
“We are working and living amid a
pandemic and that’s challenging for
housing space for distancing was not all of us. The situation, and what we
finished goods, packaging and empty possible and determined the allocation know, is constantly changing. That
First things first. containers. And at the same time, as of protective face masks.In short, their means we have to be dynamic too,
The Task Force, which encompasses international borders were closed and extensive planning addressed every while at the same time staying calm
Köster, DMK management and members goods were moving more slowly, we last possible detail. and clear, without going into overdrive
I
of DMK’s crisis team, started to tell em- also had to keep an eye on our supply and rushing into things,” says Köster
t was February when ployees about initial preventative health chains, to ensure we could maintain Each employee received a leaflet ex- as he reflects on one of the most turbu-
the management team measures in early March, through regu- 1,500 people,” says Köster. This was a supplies to our domestic and interna- plaining the main guidance on health lent periods in his career. “For us, even
began to realize that they lar emails, posters and signs that called critical step, definitely worth taking, tional customers. In this peak phase, and behavior in order to help everyone if the situation is a bit more relaxed
were looking at a poten- on people to wash their hands more and is still working well today. we could really sense the company’s get used to the new daily routines. right now, we have to stay alert and
tially very serious situation. The DMK often, keep a distance from each other “I had my doubts at the beginning, team spirit.“ And together, all these keep a careful eye on how things are
Group’s crisis manager was following and, most importantly of all, to stay at but now that several months have While many desk-based
Hygiene measures help prepare the developing. If we keep being sensible
the news coming out of China with home if they showed any symptoms of gone by, I have to say that working via employees could work from company for a return to the and behaving with foresight,
growing concern, reading about the illness. This focus paid off, as so far, the telephone and video conferencing has home and quickly got “new normal.” Remote we will come through this
novel lung disease that was spread- DMK Group has seen very few cases of become an integral part of our daily up to speed with new working is now in place crisis in good shape as a
ing rapidly out of Wuhan and raging the coronavirus. processes,” says CHRO Ines Krum- processes and ways for employees on a vol- company, and perhaps
through Italy. And while Covid-19 had The group talks every day and is macker. “Teams in some areas have of working, Köster untary basis, initially even emerge stronger than
become a familiar term for virologists, in constant exchange about what to even managed to set up video coffee and his task force until the end of Au- before.”
Germany’s Bundesliga was still playing watch out for, what could happen next breaks each day so everyone can keep were already on gust. Personnel stores
soccer games in packed stadiums and and which preventive measures to in touch.” the next step. They will also remain closed It’s thanks to the good sense and
thousands of people were gathering to take, in order to protect the company The pandemic has affected every asked themselves how until then. Meetings are willingness of all farmers and employ-
celebrate Carneval. Hermann Köster and its workers. It was clear from the part of the company and every single a “new normal” might only to be held if they ees that DMK has come through the
and other crisis managers outset that DMK was one of Germany’s employee. Alongside farmers on their look amid the coronavirus, take place in line with the pandemic so successfully so far – as well
moved to set up the DMK key food businesses and of systemic farms, employees in the production what form would daily work current social distancing and as thanks to the painstaking work of
Group’s coronavirus task importance. sites have also played a critical role in might take and how would produc- hygiene regulations, if they need to be the Coronavirus Task Force. Or, as CEO
force. Germany saw infections surge in ensuring the company was able to func- tion work with the pandemic? Fur- held in person at all. Evening events Ingo Müller puts it, “it makes me proud
That group of experts now mid-March, a time when decisiveness tion and keep the populace supplied thermore, they wondered, how could are banned for the time being. to see how we as a company have han-
includes more than 30 was needed. The Task Force informed with food. the company prepare for a potential dled this stress test so far. Times
members. They all made all executives on March 13 that any “I owe my thanks to everyone for second wave of infections? In the Will the crisis be over after that? like this show what we as a
sure that so far, DMK, its desk-based employees should work their tireless work,” says Köster. “And course of the outbreak, the task force That’s unlikely. community are capable
employees and farmers, have remotely if possible. “I am so pleased I mean everyone: From the farmers to developed detailed operating proce- Looking back, Köster says of achieving, and what
come through the crisis relatively at how quickly our company was able the milk collectors, the internal sales dures to protect employees’ health and one thing was clear to him WE means!“
unscathed, thanks to their swift deci- to work together with IT to roll this out team through to the employees in the secure production and supply chains. right from the start. “No one
sion-making and foresight in setting up for around factories and warehouses. And, of They canceled work trips, suggest- could and can say exactly
safety measures. course, the administrative teams. ing digital meetings instead, called how the pandemic will affect
Stay home if
you are ill
30 MILCHWELT July 2020 July 2020 MILCHWELT 31COMPANY COLUMN
One Finance
undergoing a core refurbishment, Marco Bode,
and in 2021 we will expand the at- head of the SV Werder Bremen
tic,” is how Mahlstedt describes it. Supervisory Board and European
Transparency provides clarity football champion
One Finance also aims to make
The focus is on steering the numbers the department gen-
erates more relevant. “By establish-
ing the Business Units three years
ago, we adapted the organizational
DMK is modernizing its finance department to make the structure to meet the demands of
the market. But there are sever-
figures more transparent and working processes more al levels of value creation in one
efficient
The secret
business unit, from production to
sales, so the current figures often
of success
don’t tell us enough.” To gain a
clearer picture in the future, plant
and sales will be viewed separate-
is trust
ly as of the summer. This greater
Dirk Mahlstedt, Head of Planning& transparency will let management
Reporting and Projects take much more targeted action.
“Many of the results of this pro-
ject are going to be integrated The more a team expected goals and effectiveness. The
into a new management report- players are given all this information
decision-making. That makes One Fi- year, employees in finance had to up- ing scheme, ready for use right knows about a in team meetings, video analysis or
nance an important part of the CFO’s date the plan several times.” Strategic away.” In the long term, all this individual apps. The goal behind all
agenda, preparing the department for finance planning means in the future, information will be processed in company’s strategy this is to make sure that the players
the future. For the project team, that there will be a ten-year horizon, me- a new foundation that will reflect are as well-prepared as possible for
means digging deep into different pro- dium-term plans that look at the next the coming project results.” and tactics, the better the next game! Transparency also
cesses and systems. “We’re addressing three years and provide more detail, plays an increasingly important role
D
almost everything,” says Mahlstedt. and also a concrete plan for the year One Finance also shapes it can perform for companies.
W
r. Dirk Mahlstedt, Project “Settlement models, reporting, plan- ahead. This is only drawn up once, in company culture One exciting tool is scoreboard
Manager of One Finance, ning and the finance organization.” the second half of the year. Mahlstedt and his team have not e already know how management, a way of visualizing
is a happy man. He’s been This system will not only be more lost sight of the employees and crucial it is for a foot- key company figures or the progress
leading the restructuring Focus on the milk price consistent, as CFO Dr. Frank Claassen stakeholders in all the business ball team that every- made on a particular project. That
and modernization of finance at the This may sound abstract but it will sees it. In the future, managers will units, even as they focus on pro- one on the pitch has helps employees or the team involved
Group since Decem- have very real conse- also be assessed according to whether cesses, tools and figures. After all, the same tactics in mind, rather than see the current score, and bear the
ber 2019, following an “Our quences. One of the first or not they are meeting their short, it is the people in the company who every player pursuing their own goal. shared goals in mind! The tool can
initiative by Finance big goals is establishing medium and longer term goals. have to help implement all these Effective communication is needed help support smaller goals, such as
Board Member Dr. Frank
project an ambitious target milk changes. One Finance is a driver to about targets, strategies and tactics making meetings more effective, or a
Claassen. is an invest- price to meet farmers’ „Like a building site“ establish one single way of working, for this to work out. continuing project,
The core 20-strong team ment like legitimate expectations “Our project is an investment not only in the finance division but Another key prereq-
„Transparency until a company’s
working under Dirk Mahl- any other real for a competitive price like any other real investment. It’s beyond, too. That’s why Change uisite is preparing to
also plays an
financial figures
stedt, Claudia Parman, for their milk. This just that we are not buying a ma- Management is also an important meet your rival and become wholly
investment”
Werner Krieger, Frank
Keßling and Florian
target price is orient-
ed towards what is
chine or a building, but investing
in processes and systems,” says
part of the project, to persuade
employees of the value of all these
that’s becoming in-
creasingly important.
increasingly transparent.
This approach
Haberland are reorganizing process- known as the 11-point average that Mahlstedt. Planning began in au- innovations and to win acceptance One standard part of important requires managers
es and steps to make the company’s
figures more meaningful and reliable.
key rivals pay farmers. Management
reporting now makes it easy to see
tumn 2019 and the modernization
of finance as a function is due to
for this new shared way of working,
and anchor it in daily life.
match preparation, as
practiced by our man-
role for to place a lot of trust
in their employ-
Where needed, they call in experts whether the Business Units are be complete at the end of 2021. In This is working well within the ager Florian Kohfeldt, companies.“ ees. If the process
from other departments including meeting this target or where there 2020, the focus is on the four milk team already, as the crisis triggered is making sure there’s works, it offers major
personnel, Global Business Services, are gaps that need to be closed. Business Units, extending to encom- by the coronavirus has shown. Just maximum transparency when it opportunities, because if everyone
Production, Sales and of course IT. pass the Group as a whole in 2021. two months after the start of the comes to all the relevant informa- in a company is armed with plen-
A vision for the future One Finance is building on the project, the team members had to tion. Collectively and individually, ty of knowledge and clarity about
Part of the CFO’s Agenda For the first time, One Finance is results of previous projects that are start working remotely. Nonethe- the team is prepared to meet its next goals, challenges, problems and also
Finance, like the rest of DMK, is introducing strategic financial plan- now being integrated into a single less, they kept working together ef- opponent. This includes analysis, per- successes, that can power employee
working to become faster and more ning. In the future, the department coherent system. Right now, the fectively, says Mahlstedt. “The con- formance data and statistics from past motivation and company culture! In
efficient, aiming to make the fig- will look further ahead, while needing finance division is in a transition ceptual work was tough at first, at games about the team we’re playing a game of football, after all, every
ures that the department generates fewer resources. “Up until now, we year, amid all the changes associated least. Overall, though, I’m amazed against, concerning mileage (distance player can look at the scoreboard at
more reliable and transparent to planned for the following year and with One Finance. “Ultimately, we’re at the results you can achieve while and sprints), the players’ strength in any point during the game to see the
give management a sound basis for updated it,” says Mahlstedt. “Each like a building site: this year, we’re working virtually.” duels, passes completed, packing or state of play!
32 MILCHWELT July 2020 July 2020 MILCHWELT 33You can also read
