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From growing talent internally to strengthening culture across 10 markets, Lidl & Kaufland Asia’s Chief People Officer shares how the organisation is preparing its workforce to adapt to constant change.
Meike MacFarlane’s (pictured above) career in HR has been built on learning across roles, industries, and countries.
She started more than 20 years ago in Germany with General Electric (GE). During her 15 years there, she worked across HR operations, compensation and benefits, talent development, and talent acquisition. This gave her a full view of the employee lifecycle and how HR supports different partss of a business.
She later joined Rosewood Hotel Group, where she helped build HR structures from scratch. This experience shaped how she approaches her current role today.
When she joined Lidl & Kaufland Asia as Head of HR in 2022, it was not the supply chain industry that first attracted her. Instead, it was the chance to lead HR for around 1,000 employees across 10 countries, and to work with a brand she had grown up with in Germany.
Over time, her view changed. The fast pace of the supply chain industry and the need to adapt every day became a key part of what she enjoys about the role.
“I didn’t know that beforehand, and now that I’m four years in the role, I absolutely think it’s one of the best industries you can work in,” she tells Umairah Nasir.
Competing for talent and growing your own
MacFarlane, who took on the role of Chief People Officer in early 2026, notes that many people challenges today are similar across industries. These include the rise of AI, the growing use of data, and more employees looking for purpose in their work.
In Asia, Lidl & Kaufland faces an added challenge. It is not as well-known as some other global companies with a strong presence in the region. This means the company must work harder to attract talent.
At the same time, this has shaped its strategy. The company focuses on growing its own talent through graduate trainee programmes, work-study opportunities, and early-career initiatives. It also continues to hire people from different backgrounds and age groups to build a diverse workforce.
Keeping values consistent across markets
While Lidl & Kaufland Asia operates across different countries, its core values stay the same everywhere, MacFarlane affirms. These include a strong focus on performance and respect, along with clear expectations on compliance.
“It doesn't matter where you are – we expect all our employees to have the same level of respect and to live our values every single day. We have zero tolerance for non-compliance."
These shared values help create consistency across the organisation. At the same time, local cultures are recognised and respected. Teams celebrate local traditions, supported by strong country managers and HR teams.
The company also uses common platforms across all markets. This includes how performance is measured, how goals are set, and how data is recorded. Hiring plays an important role too, with a focus on bringing in people who understand both local markets and company values, and who are willing to speak up when needed.
Building a workforce that can adapt
In the supply chain industry, change happens all the time. For MacFarlane, this means hiring people who are open to learning and growing.
“You need to hire the right talent that are constantly growing and that are open to grow."
Clear communication is also important. The company uses town halls, newsletters, and regular updates to make sure employees understand what is changing and why.
Sustainability is another key focus, and it is built into everyday work. Employees are encouraged to contribute in simple ways, such as daily habits in the workplace, as well as through broader supply chain initiatives. Volunteering also plays a role, giving employees the chance to support the community while contributing to the organisation’s wider sustainability efforts.
These actions are supported by training and engagement activities to ensure everyone can take part, regardless of role.
Developing skills and leadership
As the industry becomes more digital, employees would no doubt require new skills to adapt. To address this, Lidl & Kaufland Asia provides training in areas such as digital tools, data, and sustainability – particularly as work is now more data-driven for many roles, and employees need to be comfortable using technology.
MacFarlane shares that digitalisation is increasingly becoming part of employees’ day-to-day work. For example, employees conducting factory checks now use iPads as part of their operations. To support this shift, the company continues to invest in ongoing training and skill set-based development to help employees adapt and grow.
The company also supports learning through training programmes and sponsored development opportunities.
Leadership development is a key focus here. The company has introduced academies for managers at different levels, along with coaching programmes for senior leaders. This helps ensure a consistent approach to leadership across the organisation, MacFarlane shares.
A lesson in being authentic
With leadership development in mind, the interview shifts to a quick round of reflection on MacFarlane’s own career growth, and the one thing that has stayed with her throughout.
One of the most important lessons she has learned is to be authentic. This was shaped by a mentor early on in her career, whom she described as “very authentic”. While strong in opinion, she never changed for anyone – not a new hire, or the global CEO.
"She had a very strong personality, and she was so sure of finding the right balance between employees and the company – having this right mindset and really fighting for it and always being herself. And this is something I hope people can see in me as well,” MacFarlane shares.
Here, she also reminds us of what employees value most during times of change: "Employees do not expect leaders to have all the answers, but they do expect honesty, clarity, and transparency during times of change."
In that vein, for those starting their HR careers, MacFarlane advises learning the basics first. This includes understanding HR operations, contracts, and local regulations.
“The importance of building strong HR teams that understand the business, while also maintaining the right balance between employer and employee perspectives. Something I feel very fortunate to have within my team today."
Building on this, she also highlights that spending time with operational teams helps HR professionals become better business partners and support the organisation more effectively.
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