ZOLLER | MAGAZINE 2019

57 Z.magazine 2019 DA I LY L I FE “ZOLLER ON TOUR IS TRULY A SUCCESS STORY.” If they are unsatisfied or need changes, we react immediately and correct them as quickly as we can. This is one of ZOLLER’s unique selling principles: Power in development, design and IT, and our ability to use the expertise of our employees to quickly fulfill our customers’ requirements. Are shorter decision-making pathways a part of this? Yes. Short decision-making pathways are very important, of course. I have worked in large companies and often de- cisions might dry up along the way, like a river that dries up before reaching its destination. Here at ZOLLER, the connec- tion we have to management is great. Our boss is open to any suggestion, and has an open ear to every employee. That’s not always the case. And at ZOLLER, you can talk to your colleagues if you have a problem. People outside ZOLLER are now aware that we have a ZOLLER academy. Our academy doesn’t just offer our cus- tomers tailored training – it also provides further education for our own employees in their areas – from Sales to Service and Assembly. We have the expertise in house our academy aims to promote. Not many other companies can say that. It makes our employees valuable. Allowing employees to develop themselves day by day makes us successful – especially with us in Sales. We are selling a capital good with declaratory requirements. You need expertise to do that. Mr. Haas, thank you very much for your time and for this exciting look behind the scenes. We wish you lots of continued success!