Translation
Audio 1
Herbert Walter: I was born
here and this is my family home. After thirteen years abroad I simply felt
attracted back to my home town. After the death of my father I rebuilt it in the
way it is now - that is, into our R&D mechanics unit. Mechanical and
electronic design are located here. We invest most of our profits back into R&D.
This makes us the market leader with our products. Our customers know that; and they
respect that.
Heinz
Gauss: The working atmosphere was very good right
from the start. We all came from the surrounding area and knew each other. We
always got on well with our boss. We encouraged team spirit. So after work, we
had many a party. We had a staff outing every year. We had a Christmas do,
where we really got into partying. And we have been able to keep that going
until today, thank God. And we therefore still have a very good atmosphere in
the company, given its size.
Interviewer: How would you describe
your company? What kind of working atmosphere would you like to
create?
Herbert Walter: Well, as
co-operative as possible. And I've managed that. In our plant where the
equipment is being manufactured as well as here in the R&D unit we have a
fantastic working atmosphere.
Audio 2
Gotz Klusman: One of the weaknesses of our
company is without doubt its size. We are a small company. Financially we're
not as strong as big businesses, which can overcome difficult periods without
problems. We must therefore ensure that we work efficiently and profitably.
Gotz Klusman: Our strength is our
flexibility, the short line of command, the ability to decide quickly and to
respond to the wishes of our customers and to solve the problems that our
customers bring to us. We are much more flexible and adaptable than the larger
companies.
Gotz Klusman: The different
roles of myself and Mr Walter could be described like this: I try to be the head of the
company and Mr Walter is the heart. In a good company - in a well run company -
both functions have to be filled. If you have two heads - it's bad. And if you
have two hearts - it's also bad.
Audio 3
Interviewer: Do you think that a
company like yours works better as a state-owned enterprise or a private
business.
Klaus Oschatz: In our sector
as a private business, certainly. A state-owned business means external
funding: external funding means a certain degree of regulation. Regulation always means
some limitations on what's possible. In this sector you really can't afford that.
Interviewer: Mr Boden, what has
changed with the privatisation of your business?
Dr Boden: As a first step
after reunification we had to make massive staffing reductions. That was not
easy and let to a deterioration of the whole working atmosphere.
Interviewer:You used to have
two and a half thousand workers - and today ?
Dr Boden: Today, the same
amount of work is done by 920 people. However, we have invested heavily in
new technologies, much of the work on the production line is now done by
robots.
Interviewer: Are there any
positive aspects, that came about through the privatisation?
Dr Boden: Yes sure, less
regulation, more flexibility. Today we can react much more quickly to the
wishes of our customers. And obtaining capital for future investments is much
easier today.
Interviewer: And what are
the plans for the future of your enterprise?
Dr Boden: Over the next
couple of years we intend to expand production and to open a subsidiary
company in Poland, provided our turnover is as high as over the last two
years.
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