What have we achieved so far? What are the current challenges and obstacles?

Joachim Moeser: The greatest success of the last few months was the intensive dialogue with local colleagues about Customer Centricity and the start of its implementation. Most countries are making good progress in filling new triangle positions or have already filled them. Many colleagues are in the process of settling into their new teams and structures – a lot will become clearer as we get more and more into work mode. Our next step is to conduct a detailed examination of each market, analyzing the potential for selling products from different crops in terms of clientèle and developing a customized go-to-market strategy for each country. That also includes reviewing the structures of our Sales and Product Management teams, as well as customer service and logistics. These need to be tailored to our different customers from dealers to farmers.

The biggest challenges we face? We have to handle our day-to-day business and keep everyone involved, informed and engaged during this time of transformation. We continue the discussion and communication with our colleagues to ensure that I would invite you to speak to your manager if you have any questions or doubts. We’re here for you, we’re ready to lend an ear and we’ll give guidance where needed. We hope that everyone sees we’re monitoring the process stringently – and that they trust in it.

What are the main tasks of the Heads of Region? How do they support the process?

Bas Blijdorp: The hiring process is one of our key tasks. Now that the job profiles for the Heads of Country have been defined, it’s important for us to hire colleagues with leadership qualities and relevant expertise for the respective market. Our priority is to find a suitable place for our existing employees within the current structure. As Heads of Region, we have to lead the respective country teams and represent our Business Unit – in my case, Sugarbeet. We coordinate closely as part of that.

We also set targets for the current year, as well as medium-term and strategic objectives. And we need to provide information quickly so that the country teams have the right means to be successful in the market.

Communication is vital in this process. We want to be as clear and specific as possible. However, since some of the plans are still being developed, we may not have all the answers yet. We intend to keep all our colleagues as well informed as possible through regular updates using a variety of channels.