Tuesday 2023-12-19

​​Mr Favre, the day is approaching when you will no longer come to HELLA in Lippstadt in the morning. Have you already planned something for the day?

​I'm going to take it easy and enjoy the Christmas holidays. We then planned our first trips in January. We will be skiing in the French Alps - first with my son, then with my daughter and her family. Anyone who knows me knows: My family is very important to me and I'm really looking forward to being able to spend more time with them again. I also need to improve my skiing skills. I've been training for 40 years and you know, my wife is very good, so I have to keep up (laughs).

​You have initiated some important changes for the company and also for the Lippstadt site. What was always important to you as CEO?

​In my view, as CEO it is important to set the right direction for the future. This is not always easy, because what is to be achieved in the medium and long term must not jeopardize the short-term goals. What does that mean? We need to be profitable as a company and invest in our future. For example, it was important to us as Management Board to secure investments into research and development and for certain projects again and again. Because they decide the future of our company. At the same time, however, we must also satisfy our shareholders. This balance has to be re-established every year and that is the task of the Management Board. We also need to initiate the right strategic projects.

​Can you give us a few examples of this?

​For me, one of the most important projects was the new headquarters here in Lippstadt. We have to give our employees a home that reflects the aspirations of our company, symbolizes our innovation leadership and - this is important to me - offers all employees an attractive working environment. I am now delighted to be able to hand over such a wonderful topic to my successor Bernard Schäferbarthold. I really hope that he will invite me to the opening ceremony (laughs). Another strategically important project for me is the introduction of SAP S/4 HANA. After all, we must continuously work on further digitalizing, simplifying, and accelerating our business processes.

​What else would you like to have implemented?

​I would have liked to accompany the FORVIA journey, the growing together of HELLA and Faurecia for a little longer. The two companies have different histories and different cultures, but in my view, they are not that far apart and are increasingly changing. HELLA and Faurecia can learn so much from each other - and in many cases have already done so. I am convinced that we have achieved great success in our cooperation within a very short period of time. I would have liked to have accompanied and helped shape this process for longer.

​In one sentence: How do you want the employees at HELLA to remember you?

​It's hard to say, but I hope that the employees working on the masterplan, the CELLS project, will remember me. For me, this is a key building block in the transformation of this company. Anyway, I will definitely have very fond memories of the HELLA colleagues.

​What about the We CARE project? Many employees associate this project directly with you.

​For me, We CARE is not a project in that sense. We CARE is an attitude, a corporate culture. We must continue to invest in our employees, in the HELLA family. After all, the motivation within the workforce, the commitment to the company, is ultimately what distinguishes successful companies from unsuccessful ones.

​You yourself have repeatedly emphasized how wonderful it is for you to be part of the HELLA family. What was your personal HELLA moment during this time?

​I have very fond memories of the first staff meeting in Lippstadt, where I was able to introduce myself as the new CEO. These events were always a good opportunity to improve my German (laughs). I saw this first staff meeting as an opportunity to make the new CEO's style, my style, clear and to introduce it. I also really enjoyed travelling with my Management Board colleagues to our HELLA locations around the world. We were able to meet many colleagues in person, had fantastic conversations and were able to further intensify the relationships between the Management Board and the employees.

​Let's look to the future: What do you want for HELLA?

That the employees continue to maintain their energy and motivation, that they preserve this HELLA culture, which I have greatly appreciated from day one, and that they continue to live this solidarity.

​And what's next for Michel Favre?

​We have big trips planned for this year. My wife doesn't like flying, but we've always wanted to go to North America. That's why we will now be travelling by ship and spending some time in the USA. Europe is also on our list - especially Spain, Portugal, and Italy. My wife has made a lot of plans (laughs). She keeps me busy. My daughter is also setting up her own company and I'm sure I'll take on a few things there too. I can't stop that completely after all (laughs).

​What will you say to your successor, Bernard Schäferbarthold, when you leave?

​I will tell him that he has everything a CEO needs. He deserves this job; he is the right choice. I am convinced of that. He knows the company, he knows the industry. He has a lot of experience and great expertise. And his heart beats for HELLA. I am sure of it: He will be a fantastic CEO for HELLA and will continue to lead the company successfully into the future.

​Are there a few final words you would like to say to the employees?

​It is an honor to have been able to work for HELLA. HELLA is a strong company with a great tradition. HELLA is a company with impressive products and technologies. With a great deal of professionalism, an excellent reputation, openness, and honesty. And above all: with great people. To have been part of this company fills me with pride. I cannot emphasize often enough what an honor it has been to be part of the HELLA family.​