Dr. Dominik Hauser, CEO of Hänseler AG since April 2017, introduced the “gear system” and thus pushed forward the area of social competence. In the Stettler CEO Talk, he explains why he focused on this and how his SME has grown even in times of COVID-19.
Every cog counts – why working together makes all the difference
Dr. Hauser, a lot has changed at Hänseler AG since you took over as CEO, especially in terms of social skills. Why do you place such a strong focus on this area?
SMEs with a strict division of responsibilities are exposed to the daily risk of “finger pointing,” with responsibility being shifted to other departments. We cannot afford this if we want to be successful. Respectful, responsible cooperation is essential.
What specifically has changed at Hänseler AG?
We have taken major steps in the right direction in the areas of employee management and development. This has strengthened our teamwork, enabling us to become more of a cohesive unit and grow as a result.
How did you bring about this change?
Through clearly focused management and employee training and surveys. For example, we have clearly defined what we expect from ourselves and what we can expect from our counterparts.
Among other things, you have also introduced a “gear system”… In the entrance area of Hänseler AG, there is a large tree with individual gears bearing photos of employees, each representing a member of staff.
Exactly, the gear system in the form of a tree symbolically shows, on the one hand, how important strong roots are for the growth of a company and, on the other hand, that every action of the individual has an effect on the whole, whether positive or negative. This is to make us aware that every “gear” is part of the whole and that every single employee is therefore immensely important.
How Hänseler AG has grown through COVID-19
Hänseler AG’s main target groups are no longer naturopaths, but pharmacies, drugstores, and industry. Today, Hänseler AG has a strong presence in the specialist trade and sells pharmaceutical raw materials as well as medicines, medical devices, and dietary supplements. What does your pipeline look like?
We focus on herbal medicines in the field of women’s health and supplement these with innovative dietary supplements and medical devices in order to continually bring new products to market.
What were and are the challenges for Hänseler AG in times of COVID-19?
We were challenged to cope with the heavy workload, compensate for the temporary absence of employees, and deal with the sometimes difficult procurement of raw materials. This has helped us grow as a team.
Has the Swiss production site become a competitive advantage for Hänseler AG during the COVID-19 crisis?
Yes. On the one hand, we recognized early on in January 2020 that we needed to procure ethanol for the production of disinfectants and filled our warehouse to capacity. This enabled us to deliver three times more. On the other hand, consumer behavior has changed. For example, the decline in visitor numbers to pharmacies has also affected us. In summary, however, I can say that we as an SME have been able to grow even in times of COVID-19.
What strategic plans are being forged behind the scenes at Hänseler AG?
Among other things, we are pushing ahead with internationalization, with a focus on Europe and Asia.
Enjoyment in tackling tasks
Did you plan your career, including your rise to CEO at Hänseler AG, in a targeted manner?
I neither planned to become CEO nor did I have Hänseler AG in my sights. At first, I thought I’d just listen to what they had to say, and then I got hooked.
What was the deciding factor?
Hänseler AG has a strong foundation, is down-to-earth, like a rock in the surf, and has the declared goal of continuing to develop. At an SME like Hänseler AG, as CEO you can still get involved and make a difference; that was and is very important to me.
How do you find suitable employees in Appenzell?
For most areas, it’s not a problem to find suitable employees; they are often regional and have the right Appenzell mentality. They like to get stuck in, which inspires me and motivates me. When it comes to specialists in the field of quality assurance and control, it’s more difficult to find suitable employees.
How do you solve this?
We have a very good network within the pharmaceutical industry in eastern Switzerland, and we are increasingly trying to train younger people from the region in these specialist roles through apprenticeships.
Balance away from everyday work
You grew up in Basel, and Hänseler AG is based in the Appenzell region. Did you have to acclimatize?
Not really, because my grandfather comes from St. Gallen and I have always had a positive connection to this region. I feel very comfortable here.
Your family is your main source of balance outside of work. But you also really enjoy walking your dog. What do you like most about walking?
The connection with nature in sunshine, rain, or snow. But also our dog’s serenity, with all his concentration on the here and now.
Conclusion
Dr. Dominik Hauser stands for a management style that combines clarity, social competence, and a hands-on approach. With the introduction of the gear system, he has created a powerful symbol of shared responsibility at Hänseler AG and firmly anchored the importance of each individual employee in the company.
The challenging years of the COVID-19 pandemic have shown that foresight, a strong production location in Switzerland, and a lively team culture are decisive factors for success. As an SME, Hänseler AG has not only managed to remain resilient, but also to develop and grow in a demanding environment.
