Photography by Christoph Bauer / Porsche AG.
Die „Creative Impact List“ des SLEEK Magazine würdigt bahnbrechende Talente aus einer Vielzahl von Disziplinen, darunter Mode, Kunst, Gesundheit, Architektur, Design, Technologie, soziales Engagement, grüne Energie, Ernährung und vieles mehr. Sie versammelt ambitionierte, zukunftsorientierte Köpfe, deren Originalität zu bedeutenden Veränderungen geführt hat und anderen als Inspiration dient.
Jede Person auf dieser Liste verkörpert die Kraft des menschlichen Potenzials und ist ein Beweis dafür, welche unglaublichen Dinge durch Leidenschaft, Durchhaltevermögen und unerschütterliches Engagement erreicht werden können. Lassen Sie sich also inspirieren, fesseln und motivieren, während wir die Rangliste dieser inspirierenden Persönlichkeiten vorstellen. Ihre Geschichten erinnern uns daran, dass, wenn Leidenschaft und Zielstrebigkeit Hand in Hand gehen, die daraus entstehende Wirkung Generationen überdauern und eine bessere Zukunft für alle inspirieren kann.
Christian Bracht meets Barbara Frenkel, member of the Executive Board, Procurement Porsche AG.
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.
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.
CB: 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.
CB: Where does Porsche stand on diversity, 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. Nevertheless, I keep telling women how important it is to sometimes loudly say, ‘Here I am.’
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