Interview: Pioneering spirit in the culture of Haltermann Carless

Pioneers don’t just imagine the future. They create it. 

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 is why we conducted an interview on the topic of pioneering spirit with all six members of the Executive Board. They shed light on the topic of pioneering spirit in their respective areas of the company – authentically, approachably and inspiringly. Today with Vinny Chauhan, Senior Vice President People & Culture.

What does pioneering spirit mean to you personally?

For me, pioneering spirit means above all trying things out and having the courage to venture into new territory. The goal is to be successful and be willing to learn from mistakes. Your inner attitude is crucial. If you are open-minded, you can think more creatively, recognise new paths and break out of familiar patterns. So pioneering spirit begins in the mind.

Does everyone in the team really have to be forward-thinking and open to new ideas?  

I am convinced that everyone in our company is a pioneer in their own way – and always has been. At the same time, however, there needs to be a healthy balance within the team. Not everyone has to think the same way – diversity is a real asset here. It is enough if everyone is open to new ideas or changes to some extent. Some more, some less – what is important is a fundamental willingness to think or do things differently. Different approaches, cultural influences and life situations are not obstacles, but important aspects that make us human and future-proof as a team. 

Change is often difficult – how do you get people on board? 

That is indeed a challenge. If you start with the message ‘everything has to change’, it can be very overwhelming. It can be more successful to approach change gradually – in small, comprehensible steps. 

Besides, we are constantly changing anyway – often without even noticing it. If you ask people whether anything has changed, many will say, ‘Not really.’ But if you look back five years, it suddenly becomes clear how much has changed – both professionally and privately. A good example is the smartphone: who would have thought a few years ago that we would have our bank account, taxi app and supermarket in our pockets at all times? Change is part of our everyday lives – we just need to make it visible and accompany it in a way that is understandable. 

Where do you and your team experience pioneering spirit in your everyday work?

Pioneering spirit often manifests itself in small details – for example, in the way we question existing processes. One example is the introduction of new digital workflows. We recently implemented two simple but effective workflows in the HR system – for approving business trips and training courses. Automation like this makes us faster and more efficient. Larger steps are also part of this, such as the introduction of a completely new HR information system two years ago.

Pioneering spirit is also evident when you look at the development of the entire HR function: 30 years ago, our department was called ‘Personnel Management’, then it became ‘Human Resources’, and today we talk about ‘People & Culture’. This development is more than just a change in language – it reflects a changed view of people. While ‘personnel management’ tended to view people as an administered resource, ‘People & Culture’ focuses on the individual and the corporate culture. Today, it is no longer just about administration, but about shaping working environments, relationships and framework conditions that meet different needs and reflect the realities of life. This also includes taking individual life phases into account – for example, through flexible models that make it easier to combine work and family life. After all, people who have room for personal development are also more courageous in trying new things.

Your North Star is ‘Value x2’. How does your pioneering spirit help you and your team generate more value for your company?

Many of the changes we initiate serve precisely this goal: better performance, leaner processes, greater efficiency. When we negotiate with our external providers, for example, we do so not only to reduce costs, but also to achieve tangible improvements for our teams.

One example: in the area of employee benefits, we regularly review whether what we offer as an employer, is what our employees value. Instead of simply continuing them unchanged year after year, we question their usefulness and expand them to include other services and provisions.  

What next steps would you like to take with your team to further advance the pioneering spirit?  

A simple but effective concept that I already share with my team is called ‘Stop – Start – Continue.’ It involves regularly reflecting on what we can stop doing because it is no longer relevant. What should we start doing in order to respond to changing requirements. And what we should continue doing, as it has proven itself and should be retained. This reflection helps us to anchor the pioneering spirit in our everyday work. Because only by continuously questioning our tasks can we ensure that what we do today, will still be meaningful and effective tomorrow. 

Thanks for the interview. 

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.