Page 8 - Best of 2016 English

Steel summit in Lower Saxony (from left): Prof. Heinz Jörg Fuhrmann; Hartmut Meine, IG Metall; Olaf Lies, Finance Minister of Lower Saxony; Hans Jürgen Kerkho , President of the German Steel Federation; Bernd Lange, EU Parliament member
8 SALZGITTER INSIDE
ness segments will the group be able to continue to grow in the future?
Prof. Fuhrmann: We nd ourselves in a compar- atively good position because we have a healthy balance sheet - this sets us apart from some of our competitors. e group will continue to develop according to the terms of the „Salzgitter AG 2021“ strategy. We are taking a bottom-up approach. e business units initially work this out on their own and then the matter is discussed and decided on by the executive board with the supervisory board.
STIL: What is the focus of „Salzgitter AG 2021“? Prof. Fuhrmann: On the one hand, our DNA un- disputedly lies in steel - rolled steel and tube busi- nesses will remain corporate focus areas. At the same time, it is evident that quantitative growth
is most conceivable in our activities far removed from steel. Quantitative growth in steel is already barred simply due to the known framework. Nev- ertheless, we are also continually investing in the systems and processes in that area, in other words, in qualitative growth. We have no alternative here, because we have very demanding customers.
We shall continue to work towards diversi ca- tion, which we started in 2000, with persistence and sound judgement. e goal is to develop the de facto revenue and value-added portfolio of currently 60% steel to 40% „non-steel“ towards a 50/50 situation. In summary: We will be continu- ing our corporate policy of a steady, yet rm and active hand on our business.
STIL: Are acquisitions being contemplated? Prof. Fuhrmann: Large-scale external growth is not absolutely necessary for the further devel- opment of the business units, but it is certainly
conceivable in order to realign the technology business unit.
STIL: How is the YOUNITED mission statement contributing to the group‘s development? How are you securing progress in the corporate culture? Prof. Fuhrmann: For example, we count on the high, more than gratifying participation of our em- ployees in the value initiatives started in 2014 and derived from YOUNITED. More than 5,000 sug- gestions were submitted as a part of the „Creativity and Innovation“ program. 1,719 teams took part in „Avoid waste“; in this case, some 2,000 suggestions were implemented with total annual savings of 25 million euros. ese facts unmistakably state that our people are fully motivated to make positive contributions. e analysis of the „Impuls“ em- ployee survey also shows that the employees have
“We’re on the right track with our 360° Concept.”
a high level of identi cation with the Salzgitter Group and its companies.
STIL: You have been chairman of our group’s Ex- ecutive Board since February 2011, and your sec- ond term of o ce started on July 1, 2016. Unlike your predecessor, you predominantly had to focus on crisis management during this time. Are there exceptionally positive results from these years that you like to look back on?
Prof. Fuhrmann: Yes, absolutely. We talked about the obvious successes with a view to restoring the group‘s pro tability. at was certainly no picnic. But we also broke new ground in many areas.
Photo: Carsten Brand