To kick off our Annual Report and learn more about powering up with education, we spoke with Chief Executive Officer and life-long learner Daniel Hager.

Daniel, you are quoted as saying: “Training has made Hager Group great.” What did you mean by that?

In addition to the many different training initiatives for our employees so they can do a better job and grow as professionals, our success is built on our interaction with customers and training we have offered from our very beginnings. From day one, we have acted as a partner to the electrical industry, working with all stakeholders to develop solutions to new challenges, introduce installers to new technologies, and enable them to successfully apply new norms and standards in their everyday work. It has never been a one-way street. Input from contractors in the field and the trade has been instrumental to our own product development.

Was this just a business strategy for Germany?

This strategy was key to our international growth. We have followed an identical path internationally – everywhere we went – even on the other side of the world in Australia. What set us apart from the competition was the unparalleled expertise paired with the grassroots connection that we offer the industry. For instance, the focus in the 80s was on the incorporation of electronics in distribution boards, while in recent years electric mobility, digitisation and energy management have been at the forefront.

Hager Group goes on the offensive when it comes to training. Is that the result of a skills shortage?

Yes and no. As I pointed out, Hager Group has always been committed to training. Particularly in the early days, it was difficult to recruit people with the specific skills required. In fact, many employees came to us without any training at all. Basic training, supplemental training and continuing education have therefore been a top priority at Hager Group. The setting up of our own corporate university “Hi!” was a masterpiece in this development. Furthermore, we partner with universities, such as the University of Applied Sciences “htw saar” or the “EM” Management University (Ecole de Management) in Strasbourg. We also have such a strong commitment to dual study programmes. We transferred the know-how of this system to France by founding the Tooling School in Obernai.

Which is indeed a very unique and specialised programme, is it not?

Yes, we believe that toolmaking expertise is the key to long-term success in the procurement, application, maintenance and care of tools. There is little demand for toolmaking apprenticeships these days since most tools are manufactured in the far east. Yet, the skills of toolmaking are still needed, especially for the manufacturing business we are in. We therefore provide this training to colleagues with an interest in the subject. In general, colleagues in this programme have already been with us for many years and have completed training in different areas. Our Tooling School has been so successful that we have opened it up to other companies with similar needs in the Obernai region. This is just one of the many initiatives we have taken to sustain our expertise.

Technical advancement is accelerating, apprenticeships are changing and new skills are required. How can we develop these?

Lifelong learning is the answer. What this means, first and foremost, is continuing to develop our expertise along with technical progress. Keeping our skills relevant also improves job security. It’s becoming increasingly common for employees to learn things they had never encountered before during their apprenticeship or studies. Today, we must continuously acquire new skills and understand the application of technologies; lately understanding and working with artificial intelligence to leverage its potential.

Would you say that personal development plays a similarly important role to professional development in lifelong learning?

Definitely. It’s not just about refreshing your skills; it’s about developing them. And that is not an end in itself. As my father and uncle used to say: “Training and education are tools of freedom. With knowledge and skills you can provide for yourself and your family. You become a free agent.” Free people can improve their professional and private circumstances and change the community around them for the better This is the key to a free society.

Freedom in the sense of personal responsibility is not a popular notion at the moment, is it?

Following great economic success in recent years based on liberal ideas, the pendulum now seems to have swung too far in the opposite direction. During the pandemic, the state attempted to exercise control and restrictions; an infringement on people’s everyday lives. The state, and not always with good intentions in mind, has leaned towards taking the power to decide away from the individual and the actual problems. As a consequence, it has also taken away the ability to act with common sense. It could seem comfortable at first when others make decisions, having to decide for yourself is often uncomfortable. In my opinion, this is dangerous and a costly mistake. My hope is that people will once again start to see that the problems of our time cannot and should not be fixed solely by the state and yet more laws and regulations. It is trust in individuals who are free and who have the knowledge that will come up with the right solutions.

I always looked for and found people to talk to who were able to give honest feedback. Not everyone feels comfortable giving the boss honest feedback. I am grateful to those who did not hold back.

Are we victims of our own success?

Yes, and it’s not that easy. With the economic boom of the last 20 years , adverse developments are inevitable. High energy costs, high taxation, a growing bureaucracy and high social security contributions do not make us particularly competitive. The dream of becoming a civil servant is highly developed in Europe. Yet we are lacking entrepreneurs. We have let the situation deteriorate, like our infrastructure or our savviness for new technologies. Reforms and new approaches are urgently required to overcome the challenges of the current decade. There is no doubt in my mind that training plays a central role in our recovery in the medium term.

You run an international company and have a lot of international experience. Is there anything Germany can learn from international experience, particularly for education?

We should always try to learn from one another. The German education system has many strengths. Our dual vocational education system is rightfully the envy of the world. The diversity of training is also a strength. Yet our weaknesses in school maths and physics needs to be addressed. It is simply unacceptable that we are failing to spark more enthusiasm for science, technology, engineering and maths – the STEM subjects. Besides significantly improving the range of courses in some subjects, shouldn’t we raise the bar in many areas? Why are we not challenging our youngsters more and going for the smallest common denominator? Perhaps we need to take a closer look at what other countries are doing. Why is France so far ahead of us in STEM subjects and in enthusiasm for technology in particular? How does the Netherlands differentiate students very early in schools and offer them future professional perspectives?

What is your personal experience of lifelong learning in your professional life? What were the positives and what would you have done differently in hindsight?

In hindsight, I would have liked more work experience outside Hager Group. After finishing my studies, I spent three years at other companies and became CEO at the age of 35. More time at other companies would have probably prepared me better for my role as CEO. Experience makes all the difference, especially in management. What I was lacking had to be compensated for. I was fortunate to have found the support of a great many experienced colleagues.

What were your positive experiences?

Well, I always looked for and found people to talk to who were able to give me honest feedback. Not everyone feels comfortable giving the boss honest feedback. I am grateful to those who did not hold back. My wife also played an important role in this regard. I challenged myself and worked with coaches on many occasions, too. I have no doubt that development is about questioning yourself more than anything else. It’s important to reflect on your experiences. This is key and contributes to the learning process. That’s why I also think so highly of peer learning. Interacting with colleagues at the same level, even from other companies can give valuable insights.

What then are important sources of learning for you?

The best way to learn is from failure – when it is dealt with openly and with a willingness to learn. Surrounding yourself with people who are better than you is also extremely valuable. Progress happens with the help of someone who is ahead of you. This requires confidence and the ability to be honest with yourself. It is something you should always bear in mind when choosing your team. You certainly don’t need a room full of carbon copies of yourself. Top management can also grow with the right mix: bringing in people from outside the organisation, as well as by developing people from within the company.

The need for action on education is about to become more pressing because of the shortage of skilled workers we are facing due to shifting demographics.

We are countering this with a wealth of new initiatives, including: increasing our dual study offerings; plans for the structured transfer of knowledge; the involvement of experienced colleagues even after retirement; and much more. We will need to get even more creative in the future. I am extremely optimistic in this regard. I believe training and ongoing education are genuinely part of our Hager Group DNA.

What advice do you have for your colleagues at Hager Group on the subject of lifelong learning?

If we recognise that lessons are learned from the experiences that we acquire when we leave our comfort zone, then all that remains to be said is: welcome every opportunity to learn, step out of your comfort zone, believe in yourself and be brave. If you do this, development and continued professional success will follow almost automatically.

Thank you for talking to us.

Powering up with education

Traditionally, a good education is meant to improve your opportunities in life when you’re young, but it can also serve as a catalyst for change at any stage in life.

Hager Group has always been driven by the conviction that education is important for everyone and the best way to create a good future for our business. Right from the start, we set values and priorities that reflected that and became a part of our company DNA.

As a family-run business, our past, present and future all contribute to who we are. The past offers us counsel and advice, which is what the founders of the company had in mind for future generations when they wrote their treatise about being an entrepreneur in 1977. Even then, the value of education and training was apparent.

Today we are more proactive, we stay up to date with upskilling, reskilling and cross-skilling. We understand the challenges in today’s working world. One of them being a lack of skilled workers. Conscious of what’s at stake, the value of learning and further development for our employees and customers is all the more essential. That’s why we never tire of looking for new inspiration to challenge us, to stay ahead and actively shape the working world of tomorrow. Our people are our best asset – their combined skills and dedication continue to make us who we are and bring even greater value to the electrical world.

Recruiting and retaining talent is one of the great challenges for businesses today. Our company will only thrive if we can attract and keep the right people – who feel motivated to perform as well as able to fulfil their potential with us. Without future generations excited about work at Hager Group us, there can be no future business, no sustainable development. We don’t provide opportunities and training for the sake of it. We do it as part of a carefully orchestrated process to ensure the success of our business in line with our performance culture. Our ambition is to offer an inspiring environment for everyone.

Workplace learning takes many different forms and offers a multitude of benefits for employees and their organisation. Asking a colleague for help on a software you’re using. Dipping into online resources to build your soft skills. Or grabbing a coffee with your mentor. Learning doesn’t just build skills, it motivates people, too.

Future-proofing our workforce, customers and company can be challenging and complex. It demands constant adaptation and humility. Innovations, trends and market changes require us to identify important skills and drivers early on, and secure them within the company. Employees want a workplace that is a good fit for them and in line with their own values; if the company culture is appealing, employees will be more driven and motivated – they will perform better.

Part of this culture is for both employers and employees to ask themselves questions such as: What skills will be needed in the future? What skills do we currently have and how can we improve them? How can we retain qualified employees long-term and provide transparent internal opportunities? And, of course, am I competitive?

Amid all the difficulties that have affected nearly every industry over the last few years, there have also been positive developments inside businesses that are helping lay the groundwork for the transformation of the workplace. One of the biggest involves how organisations like ours tackle the challenge of learning and development.

At Hager Group, we’ve known it from the beginning. Education powers us. That’s why we’re seizing opportunities to upskill and reskill employees at a faster pace than ever, particularly in light of the digital and technical transformations in our industry.

In this Annual Report, we address the challenges facing education and take a look at the different learning structures available, the people who make it possible, those who have benefitted from the learning methods and opportunities in place, and how everything we’re doing contributes to the bigger picture: shaping the electrical world of tomorrow.