Testimonial
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As operations manager since 2025, Andreas Müller has been responsible for the day-to-day management of the Kaufland logistics center in Geisenfeld. He oversees approximately 550 of the 850 employees at the site, who work in three shifts. Labor law issues are therefore part of his daily routine. After serving as branch manager for Kaufland in Slovakia for a year and a half, he wanted to refresh his knowledge of German labor law.
In the interview, he talks about his own experiences in his day-to-day work, fresh perspectives—and why, for him, it wasn’t a single “aha” moment at the “ training ” that made the difference, but rather the sum of the practical cases discussed.
Images courtesy of Kaufland Logistik
Andreas, what made you decide to take part in the " training " course on "Labor Law for Executives"?
I had headed up regional logistics in Slovakia for a year and a half and, upon my return, wanted an update: What is the legal framework like in Germany, what pitfalls do I need to be aware of, and what changes have taken place? I had some knowledge of labor law from my studies. In my new role as a position in Germany, however, I am now confronted with labor law decisions much more frequently than before. That’s why my main goal was to brush up on my knowledge.
What made the " training " particularly valuable to you?
The instructor did a great job of bridging the gap between theory and practice. I found it particularly helpful that he alternated between highlighting the employer’s perspective and the employee’s perspective. The examples were so vivid that it was easy to compare them with what we experience in our own daily work lives. It wasn’t just dry theory. The discussion with participants from other industries also broadened my horizons. You step outside your own bubble and realize: The circumstances may differ, but ultimately, everyone works with people and faces similar challenges.
Which real-life case stands out most in your memory?
At our company, we had a situation where an employee in the warehouse opened a package of croissants and ate some of them. The incident even ended up in court later on. We briefly discussed the case in the “ training .” The key question was: What must a shift supervisor document so that even an outside third party can understand what happened months later? For me, this case once again highlighted exactly how thoroughly meeting minutes and facts must be documented.
Has your day-to-day management routine changed since the " training "?
Not really (laughs). The way I conduct conversations hasn’t changed fundamentally. But my reflective thinking has evolved. Before I enter a situation, I try to briefly think it through in terms of potential labor law issues and consequences. My foundational knowledge is now more closely linked to real-world examples. This allows me to better assess situations and know where I need to take a closer look.
Why does a manager need this knowledge if they have support from HR?
Of course, our Human Resources department supports me. Still, I need a basic understanding to be able to assess risks in day-to-day business. I have to determine whether I need to take immediate action in a given situation or whether a more long-term review is possible. This applies, for example, to theft or time-sheet fraud. I also need to know what needs to be investigated and what questions to ask our specialists or attorneys.
Who would you recommend the " training " to?
Managers who deal with labor law issues in their day-to-day work. My advice would be: Go, listen, and compare the new insights with what you already know. If you bring your own cases, you can discuss them in a confidential setting and more easily apply what you’ve learned to your day-to-day work. Because, in my view, as a manager, you find yourself—consciously or unconsciously—in situations every day where labor law implications are at stake.
About the " training": Labor Law for Executives
Labor law issues are part of Andreas’s day-to-day work. The“ training”courseon labor law for executivesgave him the refresher he needed for Germany after his return from Slovakia, preparing him for his day-to-day responsibilities as a manager.
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