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NKG Holding “who is who”: Introducing NG Coaching
NKG Holding “who is who”: Introducing NG Coaching
Nicolaus describes the job of a coach at NKG as a mediating role: “Maintaining the individuality of the group companies and at the same time working together with the respective management to implement the goals of NKG – that is the function of coaching. Our decentralized structure as a group allows the companies to work creatively and with a lot of initiative. In doing so, we at NG Coaching ensure that this happens in line with the strategic direction and goals of NKG.”
The Coaches accompany and develop the business plans together with the companies, which are approved by the Coaches at the end of the process. These plans define goals and projects for the business year. They are based on the self-imposed goals of the group companies and aligned with the strategic direction of the NKG, which is set by the Board of Management. Following this planning, the main task of NG Coaching is to continue consulting the companies for the rest of the year.
The Coaches from left to right: Konrad Gürtler, Tiago Amaral Oliveira, Philippe Canadas, Urs Kindler, Nicolas Rueda (Laptop), Jens Janecki, Bernard Cremieux, Nicolaus Fallmeier, Anna Fath
Nicolaus Fallmeier talked to us about the functions of NG Coaching.
Nicolaus describes the collaboration as very individual: “What exactly our guidance looks like is based on the management of the individual companies. After all, we have a very diverse group of different characters and levels of experience – there are some who have been in the business for a very long time and others who have only held the position for a short time and would appreciate a little more support.” On the other hand, Coaching is also a voice and representation of the companies to the holding company. For example, when many different issues are brought to the companies from the holding, NG Coaching provides back-up and can help with categorization and prioritization and, if necessary, talk to the involved department in the holding. “It is very important to us to represent both the holding and the companies to each other and thus ensuring mutual understanding,” explains Nicolaus. “Our proximity to the companies – in most cases we are also personally on site at least once a year – gives us the opportunity to shape the cooperation in the best possible way for everyone involved,” he adds.
A lot has happened in recent years, and the changes continue: Since the end of 2022, the members of the Board of Management are no longer responsible for the companies as Coaches. “This is a major innovation that, for example, also changes the level at which we as Coaches speak to the companies,” reports Nicolaus, “we can be even more open, are more independent and thus take on a more neutral mediating role between the holding or the Board and the group companies.” In addition, two Junior Coach positions have been created, which also bring in completely new perspectives. The concept is new and is currently being brought to life by the first two Junior Coaches, Konrad Gürtler and Anna Fath. They will initially accompany the experienced Coaches, but will also take on their own topics in order to create a basis of trust for future cooperation with those responsible at the group companies. “Trust is our most important currency,” Nicolaus is convinced. It is not just about trust between the respective Coaches and the group companies, but also trust between the Board of Management and the Coaches. Ultimately, it is the Coaches who pass on the Board’s guidelines to the companies and represent the Holding to the group companies.
Even though the tasks of the individual Coaches are very clearly delineated, the NG Coaching department is currently in a development phase. Especially the assignment to Ruben Scholz as the new COO, who is now responsible for the department, emphasizes the operational focus of Coaching. There will be a workshop with him in which the department’s orientation will once again be intensively discussed and reflected upon. What will definitely not change: The Coaches will remain the first ones to contact for the companies and also continue to support the other departments of the Holding if they wish to approach the companies with group-wide topics.
Gökhan Kücük became part of NKG a little more than a year ago as a Senior Controller at Neumann Gruppe Hamburg. Coffee for him was not really a “love at first sip”, but the strong Turkish Mocca Gökhan tried from his parents nevertheless initiated his passion for our product. Here at NKG, he especially likes the supportive environment and the openness from all colleagues around him.
The Neumann Kaffee Gruppe Partnership to Advance Coffee Equity has officially entered its second year. As the class of 2024 Partners find their new routines and shake off any early-days nervousness, an overriding theme is becoming clear. While the program has been meticulously planned – it has an updated and more comprehensive curriculum, as well as set lecture and Speaker Series schedules, and bi-weekly calibrations and check-ins – it is, perhaps exactly because of its sturdy foundation, wonderfully adaptable.
As he bids farewell to NKG in April, Thomas Weiske looks back on an incredible 31 years with the Neumann Gruppe Vietnam. Two farewell events were held for him, one with all employees and another with business contacts, friends and family, as well as Group CEO David M. Neumann as the host, colleagues from Singapore and the management team from Vietnam. At the same time, his successor Edward Helmond received a warm welcome in his new position. For Thomas, his time with the Neumann Gruppe Vietnam was characterized by highlights, the love for our product and great teamwork. Before he leaves, we were allowed to ask a few quick questions and gain some insight into his thoughts on the festivities. Thanks again, Thomas, and all the best for the future!
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