Shaping the future with clever interplay

In the last part of our series on Strategy ’26, we get to the heart of the matter: what the core area “Excellent in what we do” stands for and what the four value drivers achieve in everyday life.

Our environment is constantly changing: everything seems to be getting faster and faster, and more and more complex. Never has it been more important than now to find smart solutions to current challenges such as supply bottlenecks, cost pressure or shortages of skilled workers.

Excellence is more than pure cost management

To remain successful in the long term, we must seize our opportunities and help shape Emmi’s transformation with flexibility and agility. “Excellent in what we do” stands above all for excellent, cross-divisional action and leadership, but also for cost-conscious implementation of core business processes. We want to take the lead in four selected topics and initiate development impulses. We call these topics “value drivers” – they ensure that we are at the forefront in terms of employees, resources and processes.

The four value drivers: a portrait

Winning Teams

“Winning Teams is our way of fostering an engaged work culture. In this way, we ensure that the focus is kept on employees and their prospects,” says Natalie Rüedi, Chief Human Resources Officer.

To the point: It is talented people who choose their employers, not the other way around. We are creating a modern, diverse organisation in which we collaborate across departmental and national borders, learn from each other and lead in a contemporary way. Each and every one contributes to a positive employee experience.

For example: “Keep exploring” – We are continually developing

Exciting career paths and further training serve as inspiration and encouragement for your own path. Fabienne Mafli, an employee at the Suhr laboratory, is a good example of this: from production to the laboratory, change of location and now also a practical trainer.

Generating Profitable Growth

“Generating Profitable Growth is about securing sustainable and profitable organic growth. The interplay between marketing, sales and research and development is critical,” says Marc Heim, Executive Vice President Switzerland.

To the point: Consumer demands are constantly changing – we are at the forefront of shaping them. Getting a new product to the shelves requires firstclass collaboration, from development to sales. In this way, we offer our consumers an extensive and innovative product portfolio.

For example: New vegan cheese alternative from beleaf

The vegan cheese is a prime example of good coordination: oat dairy alternative from Bischofszell, tests in the laboratory and production in Langnau, packaging in Kirchberg, and then off to the supermarket. Nicole Gredig and Moritz Streiff from the project management in Langnau, Switzerland, emphasise: “This is just step one; more innovations will follow.”

Funding the Journey

“Funding the Journey stands for excellent leadership and execution of our core business processes. We achieve this through continuous improvements and digitalisation,” says Kai Könecke, Chief Supply Chain Officer.

To the point: We secure our scope for investment – this is how we finance Emmi’s future. That’s why we continuously scrutinise existing core processes and assess optimisation and savings potential, without losing sight of quality.

For example: Emmi Operational Excellence – living improvement together

Erick Hernandez and Ian Bergman inspire with the EOE mindset at Love & Quiches (EDUSA). After three “gemba sprints”, the team was able to achieve impressive progress in planning, production flow and logistics. This significantly reduced truck loading times and freed up valuable frozen storage space.

Business steering

“With good business steering, we strengthen our ability to execute, anticipate and respond in an uncertain, ever-changing environment,” says Oliver Wasem, Chief Financial Officer a.i.

To the point: A good interplay of strategy, financial management and culture – this is our recipe for success.

Important prerequisites include long-term, stable goals, constant improvement as well as flexible resource allocation.

For example: Capital Management – ensuring the best dairy moments

The CHF 50 million construction of a new cheese dairy in Emmen is one of the most significant investment projects in Emmi’s history. Andreas Pfisterer, Head of Investment Controlling, and Patrick Vielle, Head of Group Engineering, add: “With solid capital management, we ensure that critical success factors, such as a stable financial basis, a precise roadmap and consistent and continuous coordination of all involved business units are in place for such a mega project.”

Funding the Journey : Gemba Sprints have enabled Emmi Dessert USA to make amazing progress in the area of operational excellence.