Evolution, repositioning and “next level EnBW” – all of these themes are reliant on committed employees. Where do you see the biggest challenges in this area?
Dr. Bernhard Beck:
We want to achieve significant leaps forward in every respect. Therefore, it is necessary for us to have competent employees on board in all areas both now and in the future. In this context, we are relying on targeted employee development activities and also on securing additional skills from outside the company. The market for skilled workers is currently very competitive. We are working closely together with the business units to identify suitable candidates for each position and secure them for our company. Continuous cultural change is one of the things that we will need to take us to the “next level”.
Where do you currently stand with respect to this “cultural change” in early 2019?
Dr. Bernhard Beck:
We are making good progress and it will enable us to cooperate on an interdepartmental basis to an even greater extent in the future. How can I help you and how can you help me? How can we achieve things even more quickly? These are the questions that we need to ask ourselves across the company so that together we can successfully position ourselves to tackle new business fields such as electromobility or district development. And whether we are able to identify the opportunities offered by digitalisation is ultimately a question of attitude. After all, cultural change begins in the mind.
Mrs Rückert-Hennen, where are you going to provide impetus as the new member of the Board of Management team?
I am delighted to be able to continue the successful work carried out by Dr. Beck over many years and believe that there are primarily three main tasks: developing expertise that is fit for the future in all of our employees, an unconditional focus on our customers and diversity – and I don’t just mean gender diversity. It will mean that EnBW continues to be the EnBW we all know but also becomes more open at the same time.
You mean viewing diversity as a strength in other words?
Yes! Heterogeneous teams comprising young talent, experienced employees and international colleagues have the potential for great strength – for one, united company.
Dr. Mastiaux, EnBW is preserving its own identity but, at the same time, shaping the energy and infrastructure world of tomorrow – would this be a good description of how things will be in 2025?
Dr. Frank Mastiaux:
Yes, this is the direction in which we are heading. We will still be an energy company in 2025 but we will also be an infrastructure supplier beyond the traditional energy sector. We will be a partner that not only offers purely technical expertise, but that also has a good understanding of the importance of social interaction and people’s needs. In this sense, we will to some extent be returning back to the roots of our company because EnBW was always seen as a “caring company” in the past. In some ways, “back to the future” is an appropriate motto.