Freudenberg Group’s Post

Back to the roots, environmental business! At Carboreal, the focus is on opening new markets and building strategic partnerships. The US and UK markets offer significant growth potential. #sustainability #reforesting #us The RSA (The royal society for arts, manufactures and commerce) #rootsintheground EarthX #NetZero #CarbonMarkets #ClimateAction #rotary Rotary International Carboreal Plc https://lnkd.in/e_ChcxFf

Daniel Rachmanis What a strong reflection. The transition from operator to advisor is a major shift, and it’s clear you’re approaching it with intention and perspective.

Kuehne+Nagel is featured in the latest edition of the #SchweizerJournalist:in as part of its series on #CorporateNewsrooms. What began years ago as a practical need to coordinate content across regions, business units, and platforms has gradually evolved into what we internally call the “Editorial Panel”. Not a newsroom in the classic sense. Not a large, high-tech room with screens. More of a global coordination point for communication in a company that operates across time zones, markets, and increasingly through disruption. 🌎 In global logistics, communication often starts long before a message is written. It starts with understanding how developments are perceived locally, what they could mean operationally, and where different realities need to be aligned before communication even begins. Because externally, it still becomes one company perception. And that requires coordination long before publication. The article also touches on something that became particularly visible over the last years: Logistics moved from being largely invisible infrastructure into public discussion. Suddenly, supply chains were front-page news. And with that came a very different expectation towards communication. ⚠️ Not louder, but more contextualised. In the interview with Young-Sim Song, Dominique Nadelhofer and I speak about: ▶️ Why the Editorial Panel emerged without a formal mandate, simply out of operational necessity. ▶️ How the consolidation of global social media channels became an early blueprint for coordination. ▶️ Why communication today requires much closer alignment across geographies and functions. And last but not least, the article reflects the people behind this collaboration: A multicultural #CorporateCommunications Team with diverse backgrounds and a shared passion for their work, collaborating across #Switzerland, France, Singapore, China, and Chile. Because none of this works through structure alone. It works through people who continuously share information, challenge perspectives, coordinate under pressure, and build alignment across very different realities.

Global logistics moved from background noise to breaking news almost overnight — and communication structures in most organisations simply weren’t built for that. Getting alignment before publication isn’t bureaucracy, it’s the only way to stay credible across borders.

Can you guess what they do for work today? Here’s a hint: These are some of the people who bring digitalization to life at EGGER. 💻 Across borders and departments, colleagues collaborate, learn, and improve continuously using digital solutions. Digitalization at EGGER is a team effort. These are some of the people contributing to our digital journey by using and shaping digital solutions. 💡 🤝 Interested in digitalization at EGGER? Feel free to connect and reach out to Franz Emsenhuber and Eva Tappeiner for further insights. #Digitalization #WorkingTogether #FutureOfWork #DigitalSolutions

What a launch to kick off Corporate Culture Community (CCC) Culture Community in Munich. Let me ask you three questions: Who likes food? Who likes their job being made easier? Who likes making their colleagues’ workdays better? Exactly. This sits right at the heart of Workplace, Office and HR, but it also goes beyond that. It shapes how a company feels. The energy, the atmosphere… whether people actually want to be there or are just showing up because they have to. Huge credit to Deniz Can Sebik from Corporate Culture Community for bringing this together, and to Christine Schneider for hosting us at Celonis. The room was full of people all trying to solve the same challenge… how do we actually make work better in 2026 and beyond? We had an interactive session from Franziska Meyer from People O, and it was great to be there alongside Adrian Beissel and Eberhard Harnoncourt at ReDrink GmbH, and Bruno Burghgraeve at Plantclub supporting the event. And now with return to office becoming more of a thing again… Bringing people back is one thing. Creating something they actually want to come back to is something else. That’s where the small, everyday things start to matter way more than most companies think. Food, shared moments, making the day just that bit easier. Niccolò Lapini and the rest of us here at Bella&Bona See it every day. So yeah, the real question is: what are you doing to bring people back together, not just back into the office? #WorkplaceCulture #FutureOfWork #EmployeeExperience #ReturnToOffice #officelunch

🌍 Wittur International Holding is relocating to Munich We are moving our holding to one of Europe’s most dynamic business hubs, while our trading office continues to operate seamlessly from Wiedenzhausen. This move is about more than a change of address. Munich places us at the center of a globally connected ecosystem, closer to our international customers, key partners, and a world‑class talent market. 🌐 It reflects our strategic priorities: to be lean, efficient, and customer‑focused, and our commitment to invest where it matters most — our people, our products, and our customer relationships. 👥 Business continuity remains fully intact. Same Wittur. Sharper position. 💪 #WitturGroup #Munich #BusinessGrowth #StrategicMove #GlobalPresence #CustomerFirst 

The role of #Chief_Reputation_Officer is establishing itself as a strategic leadership function in German companies In Germany, the issue of reputation is becoming increasingly important from a strategic perspective, even though the role of Chief Reputation Officer (CRO) has so far only been formalised in a few isolated cases. In terms of content, however, the associated responsibilities can already be identified in many companies today, usually spread across communications, corporate strategy, sustainability and corporate governance. At its core, this marks a fundamental shift in the understanding of corporate governance. Whilst marketing primarily targets market attention and demand, and corporate communications shapes public narratives, a higher-level governance dimension is coming to the fore: the systematic building, safeguarding and further development of corporate credibility and trust. This is increasingly being achieved not through campaigns, but through consistent, verifiable action across all areas of the business, for example in leadership culture, crisis management or ESG-related decisions. This development is particularly evident in internationally exposed corporations in both the US and Germany. In the US, companies such as Nike, Meta and Walmart are under constant public scrutiny. In Germany, the same applies to the Volkswagen Group, Deutsche Bank and Siemens. In both markets, digital public discourse and global connectivity mean that reputation-related events have an almost immediate impact and exert a direct influence on market confidence, corporate value and employer attractiveness. Against this backdrop, reputation is increasingly evolving into a distinct dimension of leadership. The role of the Chief Reputation Officer symbolises an integrated management perspective that transcends traditional functional boundaries and more closely interlinks communication, strategy and corporate governance. The aim is to view reputation not as the result of individual measures, but as an asset of corporate stability and competitiveness that requires continuous management. t3n Magazin #Chief_Reputation_Officer #Reputation #VW #DeutscheBank #Siemens #DaimlerBenz #Hochschulen #Weiterbildung #Karriere #Steinbeis

At Dr. Oetker, we believe empowering people starts with creating an environment where everyone feels respected, safe, and able to bring their authentic selves to work. Martin Hellesen, Managing Director for the Nordic & Baltic markets, shares how he brings this to life in his region. Leading several country organizations, Martin sees every day how important it is to listen, be transparent, and build trust so teams can work confidently across borders. During the recent office move in Copenhagen, transparency became the guiding principle, with decisions openly shared, colleagues involved early, and spaces designed to help people connect. The result? Faster collaboration, more meaningful dialogue, and a workplace where diverse perspectives genuinely shape how we work. Because inclusion isn’t a project. It’s something we build, moment by moment, through the actions we take every day.

What does it mean to lead a company before turning 30?   Our CEO, Mattia Sparacino, shares his perspective in an interview with GQ Magazine, drawing from his experience and how he lives this role every day.   From our side, it’s something we strongly relate to: we work in a very direct way, in constant dialogue where ideas change and take shape together.   It’s a fairly spontaneous way of working, where communication is open and keeps things moving, never letting us stand still. Read the Italian interview via the link in the first comment.