Nordzucker Post 02/2021 - 28 May 2021
Transformation at Nordzucker – the basis for success
In recent years, the Nordzucker Group has faced one of the greatest challenges in its history: Making savings of 65 million euros and creating a new organizational structure with a stronger focus on local responsibility; furthermore, an increased focus on process optimization, margin orientation, consequence and transparency.
This strenuous effort required a clearly managed and streamlined change process in which all stakeholders were actively involved at the same time. Nordzucker deliberately avoided external consulting. The specially established Transformation Office, staffed by colleagues from various functions, was given the task of providing impetus for the change process and supporting colleagues in the implementation.
Accompanying these changes “from the inside” caused everyone – the Executive Board, top managers and the Transformation Office – to embark on the path of change together.
In the first step, the definition of the implementation measures as well as the communication of the contents to the employees was in responsibility of the respective top manager. The Transformation Office was able to respond flexibly to the needs of those involved through many individual discussions with top managers and employees. The speed of the change process was adjusted to the needs in an agile manner. Impulses for change and operational measures interlocked to form a common path.
Platforms for dialog, feedback and collaboration
In addition to the traditional information channels such as the resort meetings of the Executive Board members and regular communications from each top manager, a direct communication channel was established between the Executive Board and all employees. In digital live events, the Executive Board regularly informs all employees about the company’s financial status, successes and challenges.
As well, a wide range of content is offered to all employees in digital “Let’s talk!” events on a roughly weekly basis: from strategy discussions with the Executive Board to explanations of major projects and IT training.
Transparency, appreciation and team spirit
The numerous digital meetings in recent months have changed the way we collaborate and communicate. They enable participation at eye level. The local independence of digital meetings additionally helps us to come together in larger, international circles, even at short notice. Today, we feel well equipped for what will probably be a never-ending transformation process. The next steps, in particular the even greater involvement of our colleagues in the plants, are already planned.
