Image Courtesy of Porsche AG.
SLEEK Magazine’s Creative Impact List recognises groundbreaking talents from a range of disciplines, including fashion, art, health, architecture, design, technology, social responsibility, green energy, food, and more. It illustrates a gathering of ambitious, forward-looking minds, whose originality has led to meaningful change and offers inspiration to others.
Each person on this list embodies the power of human potential and serves as a testament to the incredible things that can be accomplished through passion, resilience, and unwavering commitment. So, prepare to be inspired, captivated, and motivated as we unveil the ranking of these inspiring individuals. Their stories serve as a reminder that when passion and purpose align, the impact created can transcend generations and inspire a brighter future for all.
In the next issue of SLEEK, we will introduce in SLEEK`s rubric 10 x 10 mobility ten visionary founders and leading minds behind ten extraordinary companies and projects shaping the future of mobility. Join us in celebrating these trailblazers dedicated to transforming the way we produce, consume, and think about food.
In this edition, we meet Barbara Frenkel –executive of Porsche – pioneering eFuels as an integral part of their electromobility strategy, while also emphasizing sustainability and diversity throughout their business operations.
Image Courtesy of Porsche AG.
SLEEK 10×10: Christian Bracht in conversation with Porsche executive Barbara Frenkel
Christian Bracht: Ms. Frenkel, are you creative?
Barbara Frenkel: I have creative energy and many ideas; the great thing is that I have the tools to implement them. I am in a position in the company where I can influence and co-decide on many things. I carefully consider which topics we should address and where we want to delve deeper – not just in relation to our products but also ‘beyond the car.’ It’s maybe not creativity in the artistic sense; rather, it’s about shaping the future.
CB: Future is the keyword. Why did Porsche choose to develop eFuels? What strategic significance does this decision have for the company?
BF: For Porsche, eFuels are a good addition to electromobility. Electromobility is a priority for us. That being said, we are also exploring synthetic fuels. One reason for this is our extensive engine expertise, and for the operation of combustion engines, you need fuel. So, we have significant knowledge in this area, which we use to ensure the future-proof, low-emission operation of existing combustion-engine cars worldwide. Additionally, we want to prove that the large-scale production of eFuels is possible; this simply hasn’t been done before. That’s why we decided to take matters into our own hands. That’s our typical pioneering spirit at Porsche.
Image Courtesy of Porsche AG.
CB: Why does the entry into this field appear so hesitant?
BF: We are taking a very systematic approach. Our pilot plant in Chile demonstrates that the technology works: International media representatives were able to experience this first-hand at the beginning of the year when they were invited to travel the Pan-American Highway in the Panamera model, using only eFuels. Now, we are taking the next steps and are pushing indutrialisation, together with our partners. This project will provide a more sustainable solution for around 1.3 billion existing vehicles worldwide. Moreover, we see significant potential for the maritime and aviation sectors.
CB: Critics argue that the efficiency of eFuels is only 18 percent. How can this be improved?
BF: The process of producing synthetic fuels is energy-intensive. If you want to operate the process sustainably, you need a lot of renewable energy for it. There is too little of that in Europe. So, that criticism would be valid if we were producing eFuels, for example, here in Germany. However, the pilot plant is in Punta Arenas, in the southernmost part of Chile. A wind turbine there produces three to four times more energy than in Germany; this efficiency is often overlooked in the discussion. Furthermore, few people live in the region, and there is hardly any industry. This means we are not taking sustainable wind energy away from anyone. We transform it with hydrogen into eMethanol, creating a medium from which we can produce various fuels: eKerosene or eDiesel for planes or ships can also be produced. Overall, we consider the pilot plant in Chile a success.
Image Courtesy of Porsche AG.
CB: Will large-scale production be feasible at some point?
BF: We are currently in an exploratory stage; this is only the beginning. The pilot plant in Chile can produce up to 130,000 litres per year. That’s not much, but it’s enough to equip flagship projects with fuel in order to demonstrate that synthetic fuel can be immediately used for existing vehicles without changes to the engine.
CB: Let’s talk about sustainability, a key topic nowadays. How does Porsche integrate sustainability into its business strategy, and how does this impact procurement?
BF: Porsche produces coveted modern luxury products; our customers identify with the brand. Environmental responsibility is also part of Porsche. For us, sustainability is not just an ecological but also an economic and social issue. We have firmly incorporated the topic into our strategy. One goal is to deliver more than 80 percent of our new vehicles with a fully electric engine by 2030 – subject to customer demand and the development of electromobility in different world regions. Yet continuous CO2 reduction is only one aspect of our commitment. Sustainability is a theme that runs through the entire supply chain, with all our partners.
Image Courtesy of Porsche AG.
CB: In addition to sustainability, diversity is also of great importance. Where does Porsche stand on this topic, and how do you, as an executive, contribute to promoting diversity within the company?
BF: We are on a good path. Currently, around 19 percent of Porsche employees are women. In my procurement department, about 40 percent of employees are women. We want to continue promoting women because diverse teams are essential to us. However, diversity is about much more than just gender. It also involves internationality, experience from other industries, and different knowledge, skills and age groups. It’s exciting, and I personally love working in such diverse teams.
CB: Do you also have any networks specifically for women?
BF: At Porsche, we have various initiatives. We support women in STEM professions and we try to connect women with each other; we also provide them with mentors. It’s about career development and about the question: How can I become more visible in the company? In my experience, many women still find it challenging to confidently highlight their own achievements; the team often takes precedence, and that’s great.