A harmonised management culture motivates and yields results

Leadership development is one of the most important and biggest projects at Paulig. The aim of the broad-based project, which was started at the end of 2009, is to create a common leadership framework containing behavioural leadership competencies for the entire Paulig Group.

The cornerstone is performance management through clear benchmarks and objectives. Everyone must know what he or she is aiming for in their job, how the targets are measured, and when they have succeeded. Regular development discussions play an important part in expanding expertise.

Development and performance discussions are in use throughout the Group. The aim is for the discussions to be conducted annually in the agreed timeframe for each employee. In 2012 the target was attained 100% for development discussions. Personal development plans have been drawn up for 80% of the permanent employees.

A step forward in monitoring personnel responsibility is the regular measurement of supervisors’ and management’s expertise with the specially tailored TellUs survey. This will be done for the first time at the turn of the year 2013-2014. Effort will also be deployed in succession planning. Coffee sector specialists have a great deal of expertise and unique functions, the development and continuity of which must be secured in all situations.

In the period 2010-2011, leadership development was a particular focus of attention. The cornerstone of the new leadership framework is performance management through annual objectives. Clear, measurable targets that are appropriate for the role are the best way to guide work. Everyone must know what he or she is aiming for in their job, how the targets are measured, and how well they have succeeded. Regular development discussions play an important part in expanding expertise.

The values are a practical tool that helps everyone to reflect their choices.
- Tanya Strohmayer, HR Director

Shared values guide everyday work

In spring 2012, new values were launched at Paulig throughout the corporate group. In the autumn TellUS survey, over 90% of the respondents said they knew them. Work on linking the values to everyday work and the Paulig way was embarked on immediately. The values are a practical tool that helps everyone to reflect their choices. Teams discussed their significance and drew up promises as to how the team will apply the values in their own work.

The recognition of the values and implementation in everyday work is monitored with TellUs and intranet surveys as well as part of the 3D assessment on the personal level. In addition to achieving the targets, the way they are attained is also important. It is hoped that the effects will be reflected in the Paulig corporate culture and that they will further strengthen it. On the anniversary of the values in the beginning of March, the celebrations will include jointly choosing the individuals whose own way of operating stands for the values.

Mission

The best tastes for enjyoyable moments.

Vision

The attractive European company that inspires you to taste the world.

Strategy

Product category leadership. We are growing in chosen regions in Europe. Our goal is to be the market leader for seasonings, international food and coffee. We assist our retailers, foodservice and B-2-B customers to add value through our strong brands and our private label products. Inspiring innovations are our key factor in expanding our product categories. We uphold uncompromising quality, sustainable working methods and long-term commitment to the profitability of business operations.

Values

  • Stay curious
  • Strive for excellence
  • Grow together

 

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