Pioneers don’t just deliver. They generate impact. That is exactly what we do at Haltermann Carless. That is exactly what our new brand identity shows: Pioneers in hydrocarbons. We want to bring this attitude to life and make it visible. That's why we interviewed all six members of the Executive Board on the topic of pioneering spirit. They shed light on the topic of pioneering spirit in their respective areas of the company – authentically, approachably and inspiringly. Today with Florenz Treschau, Chief Operational Officer.
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Florenz Treschau – Chief Operational Officer (COO) Florenz Treschau joined the company twelve years ago as Supply Chain Manager for production planning. He has been a member of the Haltermann Carless Executive Board for the past year and is responsible for the Production & Technology, Supply Chain Management, Indirect Purchasing and Occupational Safety, Health, Environment and Quality Management (SHEQ) departments. With around 280 employees, this is the largest division in the company, spread across Europe and the USA. Florenz Treschau finds it particularly inspiring to be able to set the strategic course for the further development of the operational business – and to translate this into concrete, effective measures. It is important to him that decisions do not remain abstract, but are reflected in measurable improvements in the teams' day-to-day work – always with a deep understanding of the reality at the sites. |
For me, pioneering spirit means continuously developing yourself. It's about stepping out of your comfort zone, questioning routine processes, thinking about issues differently and looking for new ways to do things better. That's the only way we can move forward.
Pioneering spirit is evident in many areas of our work. A good example is a plant expansion at our production site in Stanlow, Great Britain. The original project was handed over to us with instructions to simply implement it. But instead of just adopting the ready-made plan and executing it, we questioned it and ultimately developed a better solution that is both faster and more cost-effective.
Another example can be found at our plant in Speyer, where we operate a distillation column that has been running in the same way for years. An employee who is very familiar with this process wondered whether there might be a way to optimise it. Although this was initially dismissed as too costly, I gave her the freedom to look into it. Her analysis showed that a small adjustment would enable us to work much more efficiently and save six-figure costs.
I would also like to mention the Asset Reliability project. We have set up a group-wide project to categorise all plant components in all production facilities. As you can imagine, we are talking about more than 4,000 components and a lot of work. The aim of the project is to establish structured, data-based and predictive maintenance planning so that our plants always run safely and reliably. Digitalisation is helping us enormously in this regard.
We have also made great strides in terms of collaboration within our organisation. In the past, work in many areas was highly siloed, which made exchange and collaboration difficult. Today, I actively encourage dialogue between employees across departments and national borders. I am already seeing great progress in collaboration, especially on group-wide projects. This makes me optimistic, and I also notice that my colleagues find this exchange positive and enriching.
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The pioneering spirit helps us to constantly question what we do and what generates real added value. It's not about being satisfied with the status quo or simply optimising processes, but about achieving the greatest possible value with every change and innovation. The focus is on impact – on how our decisions and actions benefit the company in the long term.
I want to ensure that we take a step forward technologically. That we don't just react to market demands in the production area, but can take an active and forward-looking role. This means, on the one hand, giving the teams the time and capacity they need to rethink their strategies and initiate innovative projects. And on the other hand, making good examples visible. According to the motto: Do good and talk about it.
My goal is for employees to understand that they can really make a difference. In the coming months, I would therefore like to continue bringing the teams together – not just across screens, but deliberately in direct exchange at joint events. Such personal encounters create space for genuine collaboration, new ideas and creative solutions.
Stay tuned: In our series of interviews, all six members of the Haltermann Carless Executive Board have their say. It becomes clear that pioneering spirit has many faces. Every perspective is different - and it is precisely this diversity in the management team that makes our pioneering spirit possible.
Do you have any questions? We look forward to hearing from you.