You are the second generation to manage MEISER. Do you focus more on continuity or change?
Ulrich Meiser:
It is important to view continuity and change as equally important.
Wolfgang Meiser:
There will automatically be a change due to the character of the people; we are already different from our father. At the same time, he has created the foundation to enable further growth.
You are leading MEISER further into internationalization. What are the next steps?
Wolfgang Meiser:
We are looking at markets where we are not present, such as the USA, India and China, although you have to look at current developments in each case. We go where we see a promising business model for us.
Is it difficult to find people for it?
Ulrich Meiser:
That is actually the main difficulty, finding people with whom we can implement these plans. Buildings and machines can be built and bought, finding people who have their own ideas and can implement them is the most difficult task.
Wolfgang Meiser:
The stable economy in Germany is fundamentally very positive, but it also makes it more difficult to attract qualified employees to rural locations such as Limbach and the Vogtland region.
Does the MEISER philosophy help you with this?
Ulrich Meiser:
We maintain a very informal atmosphere and have a personal connection to the managers. We are not anonymous, but accessible to everyone. This enables us to get employees excited about our company and retain them for the long term.
What do you do to find new employees?
Wolfgang Meiser:
We mainly use personal contacts to approach potential employees, as well as the usual media, of course. It is important that the person fits in with MEISER and therefore with our philosophy and corporate culture. Technical qualifications are easier to develop than reliability and conscientiousness.
Ulrich Meiser:
Training and promoting young employees play an important role for us. We have a high proportion of trainees in the company, with our BA course also playing an important role. Several BA students have already used this dual training program as a springboard for a career at MEISER. Overall, this has proven to be a very good model for us to build up managers from our own ranks in the medium and long term.
What role does MEISER play in the global market today?
Wolfgang Meiser:
The grating market is and remains a niche market. You could say that MEISER is one of the largest suppliers of gratings, perhaps even the largest. However, this is not a desirable title per se or a particular main incentive for us.
We know exactly in which regions we are not yet present, we do not yet see ourselves as a global player. We are on the right track, but a certain humility and, above all, a down-to-earth attitude are always appropriate. Of course, we are always open to new products and entrepreneurial challenges.
So diversification is important?
Ulrich Meiser:
Absolutely. Diversification is an important part of what we do. Finding related and new products has proven to be a successful model. Of course, grating remains our core product, but it makes sense not to focus on just one product, but to have several mainstays in order to compensate for market volatility and economic fluctuations.
“Gratings remain MEISER’s core product. There is still enormous potential for growth and development worldwide. We want to defend and expand our leading position.”
How will MEISER’s corporate development continue over the next few years?
Wolfgang Meiser:
Of course, we have an idea of how things will develop in the coming years and are always pursuing specific projects. Nevertheless, we are not very detail-oriented in our planning and budgeting is only rough. The grating business can change significantly within a year, and we have adapted to this. Our focus is on continuous, organic growth over the next few years. However, we are not averse to acquisitions if the opportunity arises. We are on a stable financial footing. We do not embark on adventures at the expense of financial stability.
The MEISER philosophy applies globally?
Ulrich Meiser:
Absolutely. Under no circumstances will we give up our values for faster growth.
How would you describe the philosophy?
Ulrich Meiser:
I use the term family-oriented, but also performance-oriented and determined.
Wolfgang Meiser:
Challenging, long-term oriented, coupled with freedom and personal responsibility for employees.
Are family businesses better than other types of companies?
Ulrich Meiser:
Family businesses have a much flatter hierarchy. We can make decisions much more quickly, even overnight if necessary. This is also our key to attracting employees. We can give them much more freedom than group companies.
So more responsibility too?
Wolfgang Meiser:
If someone has a good idea that they can explain plausibly and that promises success, they can also implement it responsibly and, to a certain extent, very unbureaucratically.
There is a climate of trust. Also in customer relations.
Wolfgang Meiser:
Of course, we are striving for that. Customers see us more and more as a partner. Large projects naturally have a certain appeal, and we also fight for this business. In our day-to-day business, we want to inspire our customers with reliability and personal service. This is the only way to create long-term customer loyalty.
How do you see the company’s social responsibility?
Wolfgang Meiser:
First of all, as a large employer in a very rural area, we have a fundamental responsibility. Our roots are in Saarland and Vogtland, and we are making a clear commitment to these two locations in Germany. We stand by our employees and their families, their expertise and their experience. We demonstrate social responsibility outside the company by supporting many small and large projects in the religious and cultural environment.
Ulrich Meiser:
It is also our philosophy not to pay too much attention to our external image. The fact that we are equipping the refugee home in Lebach, supporting the Tholey monastery, etc. is important to us in terms of what we do, not how we present ourselves to the outside world.
What is your vision for MEISER?
Ulrich Meiser:
We are now three times as big as we were 15 years ago. This growth also requires internal consolidation so that we remain flexible and efficient. The international industrial company MEISER should be in harmony with the family’s Christian values. We want to make MEISER even more present internationally.
Wolfgang Meiser:
The entire team needs to become more experienced and develop an even more entrepreneurial mindset. We want to spread growth across more shoulders. We are open to further diversification and are not ruling out the possibility of working in a completely new environment. However, we prefer to operate in our familiar steel environment.