Hennecke: New brand identity and clearly structured business units
The German company Hennecke GmbH with headquarters in Sankt Augustin announced the new umbrella brand Hennecke Group for all product portfolios. The continuous growth of the Hennecke brand, the acquisition of Hennecke-OMS S.p.A in Italy and the related development of a joint international sales and service network made it necessary to create a unified brand identity.
According to the company, in the course of the realignment, the complex international Hennecke organisation will also be streamlined and become more effective. From September 2019, in place of a group of different companies, a network of clearly structured business units will provide for new synergy effects. Under the name “Hennecke 2.0”, Thomas Wildt, the new CEO of the Hennecke Group, is driving the transformation of the polyurethane specialists towards a highly effective organisational structure, both internally and externally.
The new brand identity of the Hennecke Group comprises two fundamental aspects: a combination of the three independent product portfolios of the brands Hennecke Polyurethane Technology, Hennecke-OMS and Hennecke Roll Forming Technology and the global network of production sites and sales and service offices who supply the local markets with products and services from more than one brand of the group portfolio. “The core brands and the branding of the individual products and services are of course remaining and continue to be clearly identifiable”, said Wildt. Consequently, the organisational units that are responsible for the product portfolio of one individual brand in the group will continue their operations with this brand only.
“As part of the Hennecke 2.0 project, we will reorganise Hennecke and transform the company to be more effective in the future”, said Wildt. The decisive factor here is that the central corporate processes will now be organised decentrally. Divided into four Centres of Excellence, each site of the new Hennecke Group will concentrate on its core strengths. The advantages for customers are: shorter delivery times for standardised products, individual metering machines and complex complete systems for polyurethane processing – all from one source.
“Hennecke is decentralising its organisational complexity. This includes the closure of two sites that up to now had taken on services for the system business of the core brands”, said Wildt. “What was previously planned and built at several sites in parallel will now be produced at only one centre of excellence. This will make the entire corporate group more competitive. We are taking an important step forwards with the Hennecke Group and concentrating on the things that have made us so successful in the past. This includes our excellent individual metering machines and extensive services. We will also integrate the individual companies more substantially into the Hennecke network”, said Wildt.
Development, planning and manufacture of all high and low-pressure polyurethane machines and all available mixhead systems will be concentrated at the German headquarters in Sankt Augustin. The centrepiece of the entire portfolio as well as thousands of processing plants worldwide will thus continue to be “made in Germany.” The site in Milan, Italy, is concentrating on the business with comprehensive system solutions for the continuous production of sandwich panels. The site in Pittsburgh, USA, will be responsible for tank farm technologies for the entire systems business of the Hennecke Group. The group companies in Jiaxing and Shanghai, China, are specialising even further in the development and production of the “dry parts” for the whole Hennecke Group. By dividing itself into different centres of excellence, the group can – as one of the few PU systems manufacturers on the market – now offer its customers entire systems from one source, said Hennecke. “We are regionally very diverse with Europe, the NAFTA region and Asia, and also in terms of the industry sectors of our customers,” said Wildt.
According to the company, through the reorganisation with Hennecke 2.0, the group will be characterised in global markets by greater efficiency and professionalism. The Hennecke Group will not enter into any high risk business: “The process orientation allows us to recognise potential technical and commercial risks at an early stage, to analyse these risks and to mitigate them together with our customers,” said Wildt.