Why was Maggi restarted
Former Maggi employee in Singen ponders Maggi numbers
It was not good news for the former Maggi employees at the retirees' Christmas party at the Singen plant: unlike the Nestlé Group, to which Maggi belongs and which, including price increases, could achieve growth of 3.5 percent by the end of the year, this is Maggi brand fell short of expectations. Personnel manager Raphaela Auer reported on the business development on behalf of plant manager Martin Ruepp, who had to cancel unexpectedly. However, from January 1, 2017, there will be a pension increase of one percent from the Nestlé Pension Fund for retirees.
"In order to stop this unsatisfactory trend, many campaigns and projects are also planned for the coming year," said Auer, naming strong investments in competitiveness by using better ingredients and increasing the quality of the packaging. A new Maggi cooking studio will also be opened, which, in addition to the classic content, will also offer digital innovations such as video and film broadcasts. Many things have already started, recipes have been improved, advertising activities have been intensified and major investments have been made in the Maggi works.
"We profited to a great extent from these investments in Singen," said Auer. Over 30 million euros have been invested in the plant and this trend should continue over the next two years. Another 4.5 million euros are planned, which will mainly be used for the plant infrastructure. In the summer, a new sterilizer measuring 20 by five meters was installed and new end packaging was installed. A total of ten million euros have been invested in the so-called wet canning area. Investments are also being made in the packaging department.
The current advertising slogan "The best soup kitchen in Europe" is to be replaced by a new vision after ten years. The workforce was also able to participate and contribute ideas and suggestions.
Works council chairman Alfred Gruber said it was gratifying that investments were made in the Singen location as part of the "New Maggi" renewal program and will continue to do so. Singing plays an important role in increasing competitiveness, he emphasized. Since 2014, 35 million euros have been invested here. Nestlé wanted to expand Singen into a so-called wet center, whereby the new sterilizer could not only process ravioli and stews, but also newer technologies and packaging, admitted Gruber. So far, however, there has been a lack of courage and innovation for the introduction of new products in contemporary packaging.
Nestlé wants to reposition itself as a "health group" and is investing in research and development. "What I miss are new investments for the Maggi brand," says Gruber, who believes that it is urgently necessary to manufacture products that will catch on with consumers and not disappear from the market after a year.
Works council chairman Alfred Gruber justifies the fact that the Maggi plant at the Singen location with its growth figures in the first nine months of this year has fallen short of expectations with the current difficult competitive situation. "Extremely high competitive pressure led to a drop in the price of our products," says Gruber. In addition, the culinary market in Germany is struggling with declining demand. Investing in competitiveness and a new strategy should help. (ros)
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