Heraeus_GB15_Magazin_EN_RZ_29_04_lowRes - CONSISTENTLY GEARED TOWARDS SUCCESS

32 C lear communication and structures as well as accountability – these are the principles that Wolfgang Stang considers essential to good leadership. He expects them of himself and also of his management team: “Employees want a clear picture of where the journey is taking them. We must provide that orientation,” says Stang, whose field is engineering and business economics. In 2014, the Heraeus Noblelight business unit fell short of its profit targets for the third year in a row. Revenue growth merely reflected an acquisition. At first glance, the business segment seemed in need of restructuring. Wolfgang Stang did not see it that way. “As an outside observer, I was certain that the segment could be quickly restored to profitability,” he recalls. Wolfgang Stang has experience with turnarounds: Since joining Heraeus in 2000, first as division manager and then as sales director, he helped reorganize Heraeus Quarzglas and build it into one of the Group’s most successful business segments. Wolfgang Stang took the helm of Heraeus Noblelight in fall 2014. From the beginning, he focused on communication. On his first day, he spoke with his direct reports – one on one. “I wanted to hear their thoughts on the situation and where they saw starting points for improvement.” By the end of the day, he had held 17 conversations. They fleshed out the image that he had previously seen only from the outside. Employees ask questions … On his second day, he met with all the Heraeus Noblelight employees. In two meetings at the production facilities in Germany, he introduced himself – and also was probing questions. “Of course, the employees want to know what my goals are. But it was too soon for me to really answer them,” Wolfgang Stang recalls. Nevertheless, he promised to outline a clear strategy for the future by the end of the year. And then he went to work. Next, Wolfgang Stang turned his attention to the organiza- tional structure. Although some managers were let go, he refrained from a major wave of layoffs. Rather, he did away with redundant structures that had developed over time, trimming the number of managers reporting directly to him by half. Four divisions were converted to three business lines. In addition, he reorganized production and develop- ment according to functional criteria. CONSISTENTLY GEARED TOWARD SUCCESS Within a single year, he increased Heraeus Noblelight revenues by about 15 percent, leading the segment into the black. Global Business Unit President Wolfgang Stang shares how the segment turned itself around.

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