ALBERTO expands its management

Good guidance
Different disciplines, but one task – now that the management is split into four managing directors with specialist expertise, ALBERTO has a team of renowned specialists in the company's key positions. These specialists can work on and manage their areas of responsibility as independently as possible, but they are always closely coordinated. The decision to dispense with an administrative superstructure in favour of consistently flat hierarchies underlines the modern working culture and is another important success factor for the Mönchengladbach-based hosiery experts. On the subject of a modern working culture: while the active involvement of employees in key processes is often only considered in theory in many companies, ALBERTO takes its role as a participative company seriously. ‘We bring our employees on board, encourage them to share their ideas and suggestions and take personal responsibility. This welds the team together and boosts identification with the company. As managers, we're aware that we can shape the entire corporate culture with our management style and thus provide important motivational incentives. We're role models, and we know that motivated employees always make the difference in the end and don't just advance themselves, but also the company,’ explains Marco Lanowy. Jürgen Schmiedel emphasises: ‘At all levels and in all processes, we rely on a transparent division of labour within the areas of expertise and an open culture of error and dialogue. I believe this is the only way to propel a company forward today.’

Open company culture
ALBERTO has grown steadily over the last 20 years – from a turnover of 22 million euros back then to over 50 million euros a year today. This healthy growth is based on a healthy, forward-looking corporate culture. 'One of the pivotal points is that we’re still a family business and that the family atmosphere is also very much alive within the company. The decision-making channels are short, and we take the reins ourselves. That creates cohesion. What's more, we rely on compact structures with flat hierarchies. And when it comes to procurement and sustainability, we'll keep focussing on new, intelligent and durable fabrics, high-quality processing standards and innovative production, finishing and recycling processes,’ says Anna Mühlen, explaining the ALBERTO success story.

Competence is king
It's said that tradition brings obligations, and the ALBERTO definition of tradition applies to yesterday as well as today. Yesterday, because values such as quality, craftsmanship and specialism have shaped ALBERTO since the company was founded, and today, because cultivating these skills only makes sense if they continue to have an impact deep into the future. This maxim is consistently pursued by the extended management team. ‘Our aim was and is to create a product that is outstanding at all levels. A product that will endure, even or perhaps, especially in difficult times, and that you can rely on 100 per cent,’ explains Philipp Walendy. This not only includes the self-conception of having the highest quality standards in all departments of the company. These standards are crucial throughout the entire supply chain and beyond. And Marco Lanowy is convinced that this calls for real experts with relevant expertise. 'We're ideally positioned when it comes to comprehensive expertise and experience.' His success has proven him right.


Motif 01: (from left to right) Anna Mühlen, Jürgen Schmiedel, Marco Lanowy, Philipp Walendy
Motif 02: (from left to right) Jürgen Schmiedel, Anna Mühlen, Marco Lanowy, Philipp Walendy