In our interview, he shares insights on joining the management board, the board-level significance of his responsibilities, and his goals for 2024.

Hi Stefan, you've been with Hellmann for almost 18 years. How does it feel to be on the Management Board now?

It almost seems a bit unreal when reflecting on my journey with Hellmann - from my beginnings as an intern and Master's graduate in IT, through various positions in Germany and abroad, to my position on the Management Board. Above all, I feel honored and very grateful for the trust placed in me and the fantastic challenge I have been given. Of course, being a member of the Management Board adds a broad spectrum of activities and responsibilities that you have to grow into step by step - which is why I have a lot of respect for the task.  Fortunately, my colleagues on the Board have given me an excellent welcome and are always on hand with help and advice.  

Overall, I have a very positive feeling, I'm really enjoying my tasks so far and I'm sure that we can achieve a lot with our employees, especially in the areas of IT & Digital, innovation and sustainability. In recent years, we have repeatedly shown how much power and collaboration there is in us Hellmann men and women, and I'm confident that these qualities will continue to propel us forward!

Digitalization, sustainability and innovation - why have these areas of responsibility been moved to Management Board level at Hellmann?

The areas of digitalization, sustainability, and innovation are no longer just supporting functions; they're crucial for our competitiveness now and in the future. Digital products are a key part of our services and will be vital for efficiency and growth going forward. Sustainability has become increasingly important and will play a central role in both our current offerings and future business models. Innovation helps us constantly improve and expand our services. It's also essential for keeping up with market changes and technological advances, allowing us to take bold steps and shape new business models in logistics.

In summary, achieving our vision of 'For the Better. Together.' depends on excelling in these three topics. That's why it makes sense to prioritize them at the Management Board level.

What goals have you set yourself for this year?

My main goal is, of course,  to successfully join the Management Board, learn a lot, and make a strong start in my new role. In the IT & Digital division, we aim to keep driving the transformation we've started. Beyond our HEAT program, there are many initiatives to tackle, such as our SHARK program for cybersecurity, implementing Workday through RISE, and pursuing our ambitious goals in our Digital Customer Experience units.

In terms of innovation, establishing the Innovation Hub has been our first step. For 2024, our focus is on quickly starting projects, experimenting, learning, and refining our innovation processes. A great achievement for me would be if we could scale two to three innovations with a reasonable return-on-invest this year, and strengthen our innovation ecosystem.

In terms of sustainability, we've established a strong base with our strategic positioning and gained momentum with our Sustainability Working Group. This year, we're focusing on three main areas. First, we aim to intensify our sustainability efforts, making a significant impact not only globally but also in cooperation with our regions. Second, it's crucial to evaluate our current position and bravely set clear goals, including specific climate targets beyond the mandatory ones. Finally, we can then set the focus based on the targets, refine our roadmap and commit to the first major milestones.

Personally, I'm keen on enhancing collaboration and networking across different corporate divisions. 'For The Better' signifies making an impact, which we achieve by aligning our efforts across divisions, rowing in the same direction at the same pace - "Together".