The strong growth of the past five years required processes to be adapted or reorganised in parts. The organisation was updated, with a new management tier added at department level. Hauff-Technik was able to maintain its power and dynamism in key disciplines, but increasingly had to pay the price for its size of more than 450 employees.

So the idea evolved to set up manageable units as a way of continuing to develop virtues that had previously applied to all of Hauff-Technik. Furthermore, the ERP system from SAP introduced throughout the company in 2020 offers everything required to allocate income and expenses directly to an originator in a profit centre structure. Structuring the further growth in such transparent and powerful units in a manner akin to the biological process of cell division will make it possible to maintain and systematically enhance the existing strengths of Hauff-Technik without having to accept the shortcomings of an increasingly large and potentially cumbersome organisation.

In the coming years, Hauff-Technik will focus on two central aspects: deepening and broadening. By deepening, we mean applying an even stronger and clearer process orientation to how we think and act. Thus the integrated management system comprises methods and instruments for complying with requirements from different areas such as quality, environment, occupational health and safety, security and energy. The bundling of resources and the use of shared knowledge enables efficient control and achievement of objectives. By broadening, we mean using our current building sealing activities to specifically target and acquire even more customers outside of the German-speaking countries. In addition, we will be using turnover and revenue in the growth segment of fibre-optic infrastructures to fuel the further growth. The strategy is based on the three pillars of streamlined processes, a living organisation and a strong Hauff-Technik culture.