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If we are to remain successful in future as a global milk processor, we will be dependent on entrepreneurial, personal, social, technical and methodological competences at every level and in every business unit. These core competences are essential for survival, and defining them and maintaining or developing the skills required is a core function for HR. It is for this reason that talent and succession planning are essential elements in Emmi’s human resources strategy.

One of the core goals of HR work at Emmi is to maintain the company’s core competences now and secure them for the future. To do this, we have adopted a twin-pronged approach. On the one hand, we work towards conscious organisational development, by ensuring transparency in those functions on which our company’s strategy and success depends. On the other, for us the employee comes first – no matter what business unit they work in or at whatever level. We want to build up the skills of strategic relevance to our business in a structured way through a combination of individual development measures for all employees and development programmes for selected groups.

 

Successful HR work requires professional management

We see managers as having an essential part to play in HR work. That’s why we demand much of them – as early as the recruitment stage, but also and especially in employee development.

We expect our managers to be examples to their staff and to keep a close and careful eye on them. In this they are guided by the Emmi management cycle, which sets out the whole process that Emmi employees live through from the day they are appointed to the day they leave and highlights the duties of management.

 

Identifying and building up talents

Every member of management must be aware of which positions in their business unit are of critical importance – this might be because specific expertise is called for or because the labour market is producing only a few suitable candidates. Far-sighted succession planning for such positions is especially vital, and it’s helpful when considering it to assess your staff’s potential and actual performance and push them towards appropriate development.

If talents are successfully assessed and successions successfully planned, our core competences will be secured both now and for the future. That’s why it’s important to us that the same processes, with the same professionalism, should in future be used for this in all Emmi Group companies. Our first step in establishing this was to discuss fundamental talent and succession planning issues with Group Management. It was in this way that we ensured uniformity of approach. We then ran the first pilot schemes in Switzerland and in selected subsidiaries abroad. We are now rolling it out throughout the Group. More recently, we have been working with the support of a system, our HR Suite, which supports and harmonises our central HR processes in relation, for example, to objective agreements and development measures for our staff, while also ensuring the global uniformity of master data.

One of the fundamental objectives is the integration of all employees into development processes. For example, by 2020 all employees are to have personal development targets.

It is also vital for Emmi’s future success that key positions globally are filled with the best possible talents. Since in-depth knowledge of the company can be crucial, by 2020 half of all vacancies for key positions are to be filled with internal candidates.

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