‘RWE 2015’ is not simply a programme for cost cutting. ‘RWE 2015’ entails much more of a broadly based approach and comprises four areas for action. An important area for action is implementation of a cultural change in the RWE Group. This is intended to support development towards a stronger performance culture. The continuous improvement of processes, structures and workflows should not take place in one-off projects but should be structured as a continuous process in the course of day-to-day, routine business.
If we are to develop into a high-performance organisation, all the players in the Group need to fully understand the need for these changes and they have to make a commitment to them. As far as we are concerned, this entails having an open attitude to new processes or different working methods. We also need to enhance our focus on customers, the market and our competitors and promote our commitment to performance. This approach will only succeed on the basis of motivation and trust. Our corporate strategy will need to be clearly communicated to the Group companies and our employees will need to be informed of the contributions they can and should make to the process of implementation. This communication requires clarity and transparency in leadership style.
However, a survey of around 300 managers carried out in spring 2012 highlighted concerns about managers’ readiness to embrace change. The Organisational Health Index (OHI) was used to survey around 90 individual categories and skills. This index indicated that the majority of managers were aware of the necessity to make changes. However, there are uncertainties surrounding implementation of the changes. These changes are not simply about issuing instructions. They have to be introduced by the individual supervisors who have an important part to play as a role model. We are working on this issue.