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The electric vehicle (EV) industry is rapidly evolving, bringing both exciting opportunities and significant challenges. As the market grows, companies are faced with intense competition, fast-paced technological advancements, and the need to adapt to changing regulations. These shifts can make it difficult to keep projects on track and achieve the desired results. At greenventors, we have observed that not every EV initiative has managed to navigate these turbulent waters successfully. Many businesses are dealing with underutilized assets, skill gaps within their teams, and a lack of clear strategic direction. These are common challenges, but they do not have to be roadblocks. Instead, they can be viewed as opportunities to reassess, realign, and strengthen your approach. Addressing the Key Challenges Adapting Business Strategies:  With the rapid changes in the EV market, it’s crucial to regularly review and adjust business strategies. Identifying new opportunities and shifting focus to more profitable areas can make a significant difference in staying competitive. Enhancing Skills and Competencies:  The success of EV projects often hinges on the skills and knowledge of the team. Investing in staff training and development can help ensure that your team is equipped to handle the complexities of the EV landscape. Sales Enhancement:  Whether you're selling services or acquiring land for high-power charging (HPC) stations, a strategic sales approach is key. At greenventors, we help identify target markets, develop effective sales strategies, and create strong value propositions. For HPC land acquisition, we guide you in selecting prime locations and navigating regulations to expand your charging network successfully. This tailored approach helps maximize your sales potential and drive growth in the competitive EV industry. Optimizing Assets:  Many companies find themselves with assets that are not being fully utilized. Finding ways to leverage these resources, whether by optimizing the utilization, selling them or repurposing them, can help free up capital for other initiatives. Understanding the Competitive Landscape:  Conducting a thorough analysis of the market can provide valuable insights into where your company stands relative to competitors and highlight areas where new opportunities may arise. How greenventors Can Help At greenventors, we have extensive experience in the EV sector and understand the challenges that companies face. Our team is here to provide guidance and support, helping businesses navigate the complexities of the market and find new paths to success. Whether you’re looking to refine your business strategy, develop your team’s competencies, or optimize your assets, we’re ready to work with you to find solutions that fit your unique needs. If you’re interested in discussing these challenges further and exploring potential strategies, feel free to reach out. We’re here to help you make the most of the opportunities in the evolving world of electric mobility.

Today we offer deep insights into the challenges of acquiring locations for fast-charging networks. We speak to two experienced key figures from energieparkmakler by greenventors : Dr. Andreas Pfeiffer, Managing Director, and Maria Bouillet , Acquisition Management & Asset Development. Both share their extensive experience and insights into how operators of fast-charging networks can successfully identify the right locations and conclude contracts. The rapid development of electromobility requires not only technological innovations, but also strategic partnerships and a deep understanding of market mechanisms. In this interview, you will learn which success factors are crucial for long-term success as an operator of fast charging networks. From fast response times to the importance of simple contract design to the role of a dedicated project manager - our experts explain how operators can strengthen their market position through targeted measures and the right support. Dr. Pfeiffer, the team attitude of energieparkmakler  is often compared to the patience and precision of a hunting cat. How does this philosophy translate into your work with operators of fast charging networks? Dr. Andreas Pfeiffer:  The parallels are obvious. Like a cat patiently waiting for the perfect moment to kill its prey, we work with a focus on precision and timing. Even if a location has already been identified and the operator is interested, the process is not yet complete. Contract negotiations are the last but crucial step in which we bring in our expertise. This is where it is particularly important to act carefully and patiently to ensure that all interests are optimally represented. Mrs Bouillet, what typical challenges do your customers encounter when acquiring locations for fast-charging networks and how do you overcome them? Maria Bouillet:  Acquiring sites for fast-charging networks is often a complex and lengthy process. An ideal process, as we have developed in our site acquisition blueprint, takes at least three months. This involves several iterations, from initial site planning to contract negotiations. A common stumbling block is the contract negotiations, which usually involve two rounds and numerous adjustments. In addition, unexpected delays, such as waiting for land registry extracts or internal coordination, can lengthen the process. For operators, this means that patience and long-term planning are essential. Our role is to anticipate these challenges and minimize them through targeted measures, such as early planning and clear communication. Dr. Pfeiffer, energieparkmakler  offers various options for operators. Can you tell us more about this? Dr. Andreas Pfeiffer:  With pleasure. Based on our many years of experience, we have developed two main options to optimally support operators in site acquisition: Firstly, we offer the proof broker option . Here we act as a proof broker by highlighting opportunities and including operators in our tenders. This means we identify potential sites and present them to our operator partners. The operators then have the opportunity to access these sites and take further steps independently. Secondly, we have the full-service package , which offers comprehensive support. After an operator has been selected by the site partner following a tender, we take over the complete support until the contract is concluded. This includes all steps - from coordination with the site partner to contract negotiations and the final contract signing. We also remain involved after the contract is signed by accompanying the transition to the construction phase and maintaining communication until operation. This model is ideal for operators who want to ensure that all aspects are handled professionally and efficiently. Maria Bouillet :  In addition to this, we also offer an intermediate option, acquisition project management . Here we accompany the operator until the contract is concluded after they have been selected by the site partner. We take over coordination with the site partner and support contract negotiations, but without completely taking over the entire process. This option is particularly suitable for operators who need an extended workbench to be able to exploit all market opportunities, but at the same time want to retain a certain degree of control. Dr. Pfeiffer, from your experience with over 70 ongoing projects and over 260 marketed locations – what specific success factors should operators consider in order to actually reach a conclusion? Dr. Andreas Pfeiffer:  There are several important success factors that we have identified: Fast response time  : Once an operator has been selected as a potential partner or a proposal has been made by us, it is crucial to approach the client quickly to maintain interest. Simple and balanced contract design  : Contracts should be simple and balanced so as not to place unnecessary burdens on the location partner. Complex contracts could have a deterrent effect, especially since they often do not concern the core business of the location partner. Personal presence and early site visit  : A direct customer visit and early on-site location are crucial to involve the site partner and build a strong relationship. This makes it easier to quickly find solutions that are beneficial for both sides. Lean internal processes and process flexibility  : Operators should design their internal processes in such a way that they do not burden the site partner with internal challenges. A high level of flexibility and detailed documentation are essential. Early and clear understanding of site interest  : It is important to have a clear understanding of site interest from the outset and to discuss this openly with the site partner. Clear communication about what is possible and what is not helps to save unnecessary resources. Project manager for each acquisition project  : A dedicated project manager should accompany each project from the beginning to the signing of the contract. This ensures that all steps are coordinated and implemented efficiently. Maria Bouillet:  Let me add a few more points from a process-orientated perspective: Intensify preparation for negotiations : We know from our projects that all relevant information and documents should be collected and prepared before negotiations begin. This includes technical details, legal requirements and the financial framework conditions. Thorough preparation minimises the likelihood of delays during negotiations. Lean internal processes and process flexibility : Operators should organise their internal processes in such a way that they do not burden the site partner with internal challenges. A high degree of flexibility and detailed documentation are essential here. Clarify expectations at an early stage:  Clarify the expectations and requirements of all parties involved at an early stage. This helps to avoid misunderstandings and ensures that everyone involved is on the same page from the outset. Establish clear milestones:  Set clear milestones and deadlines for the negotiations. A structured timetable can help to drive the process forward and avoid unnecessary delays. Project manager for each acquisition project : A dedicated project manager should accompany each project from the beginning to the signing of the contract. This ensures that all steps are coordinated and implemented efficiently. Mrs. Bouillet, how can operators best implement these success factors? Maria Bouillet:  Implementing these success factors requires a strategic approach, and this is where our full-service package comes into play. With this offer, we provide the operator with complete support from the selection of the location partner to the final signing of the contract. Our team ensures that each of the success factors mentioned is consistently implemented - from the quick response time and simple contract design to personal on-site support and the involvement of an experienced project manager. By taking over these steps for the operator, we enable them to focus on their core competencies while making the entire acquisition process smooth and efficient. Our goal is to ensure that every operator has the best chance of establishing successful and sustainable partnerships with site partners. What is your final message to operators who want to invest in the expansion of fast-charging networks? Dr. Andreas Pfeiffer:  Our message is clear: the right location is critical to the success of a fast-charging network, and partnering with an experienced acquisition agent like energieparkmakler  can make the difference. We stand by operators to ensure that they not only find the ideal location, but also that the entire process - from initial planning to contract signing - runs smoothly and efficiently. While the process can be lengthy, investing in the right preparation and support is crucial to long-term success. The conversation with Dr. Andreas Pfeiffer and Maria Bouillet made it clear that success in acquiring locations in electromobility depends on several key strategies. Operators who react quickly, draw up clear and simple contracts and maintain a strong, personal relationship with their location partners have the best chance of being successful. energieparkmakler offers tailor-made support for this, ranging from simple brokerage to comprehensive full service. Our conclusion from this conversation is clear: In a dynamic and growing industry such as electromobility, strategic partnerships and targeted measures are the key to success. As they say in the real estate world: location, location, location - the right location is crucial. Operators should use expertise and offers to implement their projects efficiently and successfully. With the right support, they can not only overcome the challenges, but also build sustainably successful fast-charging networks.

Trends, Practical Insights, and Recommendations Welcome to our greenventors "Behind the Scenes" series, in which we provide in-depth insights into the developments and challenges of the eMobility industry. Today we are pleased to welcome Adrian Brinster, Strategy Manager and head of group-wide strategy at E.ON Drive Infrastructure, and Dr. Andreas Pfeiffer, Managing Partner of greenventors GmbH. Both experts have been involved in the development of eMobility for over a decade and bring extensive experience from the industry. Adrian Brinster heads the global strategy of E.ON Drive Infrastructure and has extensive experience in international projects along the entire eMobility value chain. Dr. Andreas Pfeiffer has been providing strategic and operational support for the development and further development of various EMP, CPO and roaming platforms in eMobility for over 15 years. Good afternoon Adrian and Andreas, thank you for taking the time for this interview. Could you first give us an overview of the current market for electric vehicles and charging infrastructure in Europe? Adrian Brinster: Of course, I'd be happy to. The market for electric vehicles is currently stagnating in Germany, which is due, among other things, to the reduction in subsidy programs. In June 2024, the share of electric cars in all new car registrations was 14.6 percent. This is less than in the same period last year. According to the Federal Motor Transport Authority, BEVs still accounted for 18.9 percent of all new registrations in June 2023. At the same time, however, we are seeing continuous growth in other European markets, such as Norway and the Netherlands. According to Roland Berger's 2024 EV Charging Index, charging infrastructure is growing in all markets, with a particularly strong increase in high-performance charging infrastructure in recent years. Dr. Andreas Pfeiffer: Exactly, and it was also a time when industry collaboration to create standards, such as connector and communication standards, was particularly important. We also saw the introduction of roaming agreements that gave EV drivers more flexibility and access to different charging infrastructures. Today, the focus is more on densifying the network, integrating charging into everyday life and improving the customer experience, for example by introducing Plug & Charge or using credit card terminals for direct payment. What do you think are the main challenges and opportunities for CPOs in the current market situation? Adrian Brinster: One of the biggest challenges is the fact that the supply of charging stations exceeds demand. According to the European Automobile Manufacturers' Association , there are now over 600,000 public charging points in Europe. An increase of 80% has been recorded, especially in the area of DC charging infrastructure. A study by the European Federation for Transport and Environment shows that the majority of EU countries have already reached the AFIR targets for public charging infrastructure set for 2024 by the end of 2023. This leads to low utilization rates, which can represent a financial burden for many operators. In the next three to five years, I expect a consolidation phase in which many CPOs will leave the market. To survive this difficult period, companies must implement extremely efficient operations and stringent network management. In addition, significant financial capacity is required to survive low utilization rates for several years and to consolidate other market participants. Dr. Andreas Pfeiffer: It is also important to emphasize that the entire IT infrastructure is becoming increasingly important to optimize processes and operations. Data analytics and the use of big data make it possible to predict usage patterns, optimize station placement and improve operational efficiency. We are also seeing increasing electrification of new vehicle types such as taxis, vans, buses and trucks, which places new demands on the charging infrastructure. According to the International Energy Agency's Global EV Outlook 2023, the number of electric commercial vehicles is expected to increase by 50% over the next five years. How has the location strategy of CPOs changed over the years? Adrian Brinster: In the past, the focus was on very attractive locations, such as proximity to the motorway, to cover the en-route charging use case. Today we are seeing a shift towards densification of the network, where not only proximity to the motorway is crucial, but destination locations, such as supermarkets, are also becoming increasingly important. Charging is becoming increasingly integrated into everyday life, and CPOs are increasingly acquiring their own land to build charging hubs at strategically selected locations. According to Statista, in 2023, over 50% of new charging stations in Europe will be installed at such destination locations. Dr. Andreas Pfeiffer: Correct, and we are also seeing an increased focus on the customer experience. More sophisticated location concepts with roofing, sanitary facilities, retail concepts and lounges are becoming more common. User-friendly apps and the reliability of the charging infrastructure are also decisive factors. In addition, rewards and membership programs are becoming increasingly important, especially for CPOs, in order to retain more customers and attract them with additional services such as paying at spot market prices. What trends and developments do you expect for the future of CPOs? Dr. Andreas Pfeiffer: I expect a strong market consolidation, driven by network size and operational excellence. We are already seeing that various CPOs are exploring new ways of financing, such as establishing joint ventures, additional private investors and M&A activities. In the long term, CPOs with staying power will prevail and survive on the market. According to forecasts, less than half of the currently active CPOs will survive by 2030. Adrian Brinster: Energy management will also play an increasingly important role. Expanding sites to include stationary battery storage can avoid grid bottlenecks and generate additional revenue on energy and power markets. Integration into the holistic energy system with PV and wind will also become more important. In addition, flexible pricing strategies based on demand, location and time will be introduced to optimize the utilization of the charging infrastructure. The use of big data to predict usage patterns and optimize operations will also continue to increase. Adrian, you mentioned that energy management will play an increasingly important role. Can you explain in more detail how stationary battery storage can bypass grid bottlenecks and generate additional revenue on energy and power markets? Adrian Brinster: Of course. Stationary battery storage systems offer the possibility of storing excess energy and feeding it back into the grid when needed or using it for charging infrastructure. This is particularly useful for avoiding grid bottlenecks that can arise when many electric vehicles are charged at the same time. In addition, by storing and specifically using energy from renewable sources such as photovoltaics (PV) and wind, we can make charging infrastructure more sustainable. In the energy markets, we can generate additional income by trading stored energy. For example, we can sell electricity at times of high demand when prices are higher and buy it cheaply at times of low demand or overproduction. What role does integration into the holistic energy system play and how will this influence pricing strategies and the utilization of charging stations? Adrian Brinster: Integration into the holistic energy system means that our charging infrastructure is not viewed in isolation, but as part of a larger network that includes renewable energy sources, storage solutions and intelligent control. This integration enables us to maximize energy efficiency and reduce costs. Flexible pricing strategies play a crucial role here. By dynamically adjusting prices based on demand, location and time, we can optimize the utilization of our charging stations. For example, when demand is high, we can increase prices to create an incentive to charge at less busy times. Conversely, we can lower prices when demand is low to increase utilization. Andreas, how do you see the role of energy management and dynamic pricing models in the context of eMobility and the challenges for charging station operators? Dr. Andreas Pfeiffer: Energy management and dynamic pricing models are crucial for the efficiency and profitability of the charging infrastructure. In order to be able to procure electricity cost-effectively in the context of eMobility, a suitable strategy based on futures and spot market trading is required, as well as a data-based, dynamic demand forecast. This must take into account the typical charging behavior of user groups, local conditions of the charging infrastructure and the increasing number of electric vehicles. We have seen that an accurate forecast of electricity demand and adaptation to dynamic pricing models enable more efficient utilization of the infrastructure and higher revenues. What specific challenges do you see in practice when it comes to integrating renewable energies and using big data to optimize operational processes? Dr. Andreas Pfeiffer: One of the biggest challenges is coordination between different players in the energy market and the emobilty market. Digital networking is essential to create an efficient ecosystem for eMobility. By exchanging data, energy markets, e-mobility service providers and CPOs can work together to expand charging infrastructure, forecast and manage electricity demand, improve the customer experience and integrate renewable energies. One example of this is the use of big data to predict usage patterns and optimize operations. However, this requires robust IT systems, advanced analysis tools and close cooperation between all parties involved. Adrian, how do you use big data to predict usage patterns and optimize operations in this context? Adrian Brinster: Our data platform allows us to use tools such as machine learning to collect and analyze large amounts of data to identify usage patterns and trends. This data comes from various sources, including charging infrastructure, energy consumption data, and external factors such as holiday and vacation periods. With this information, we can build predictive models that help us forecast demand and respond accordingly. For example, we can predict when and where demand will be highest and ensure that sufficient capacity is available. In addition, by analyzing this data, we can improve the efficiency of our operations by optimizing maintenance times and identifying potential failures early. This helps to increase the reliability of our infrastructure and increase customer satisfaction. Andreas, how can digital networking and data-based business models help charging station operators meet the challenges of the energy market? Dr. Andreas Pfeiffer: Digital networking creates an efficient ecosystem for eMobility. By exchanging data, energy markets, e-MSPs and CPOs can work together to expand charging infrastructure, forecast and manage electricity demand, improve customer experience and integrate renewable energies. Standardization of systems and their networking are particularly important. This is the only way to ensure interoperability and scalability to ensure smooth operation of the eMobility system. At greenventors, we support companies in developing and implementing these digital and data-based business models. This includes, among other things, the use of GHG quotas and the integration of spot market procurement and dynamic pricing to maximize profit margins and manage electricity price risk. How important is collaboration with different stakeholders and what are the key lessons that can be transferred from more mature markets to new markets? Adrian Brinster: Collaboration with various stakeholders is essential. We have learned that close cooperation with governments, network operators, energy suppliers and car manufacturers is necessary to build an efficient and user-friendly charging infrastructure. We can learn a lot from more mature markets, especially when it comes to choosing locations and integrating charging infrastructure into everyday life. It is also important that we use mature operating concepts and technologies to minimize charging infrastructure downtime and maximize customer satisfaction. Dr. Andreas Pfeiffer: Absolutely. It is important to understand the different needs and requirements of the markets. In more mature markets, we have seen that the reliability and usability of the charging infrastructure are crucial. These learnings can be transferred to new markets to create a solid basis for scaling the charging infrastructure while improving the customer experience. Andreas, the AFIR directive requires the installation of payment terminals at charging stations. How do you assess this development, especially with regard to the roaming business model? Dr. Andreas Pfeiffer: The AFIR Directive is a significant step forward as it facilitates ad hoc payment at charging stations and thus makes the use of electric vehicles more attractive for end customers. As a pioneer in roaming, I supported the development of roaming platforms such as e-clearing.net and Hubject because at the time we assumed that there would be hundreds of CPO and EMP platforms. And that is not the case now? What impact does this have on the CPO's business? Dr. Andreas Pfeiffer: However, the market has developed differently. Today we have perhaps ~20 relevant platforms on which the CPO business is mapped. On the EMP side, there are not significantly more. Here, uniform technical standards and flexible tariff systems are no longer required. We are therefore also observing that many CPOs are starting to prefer their own payment solutions, as they can use them to build direct customer relationships and control pricing better and more directly. Payment terminals at the charging stations enable CPOs to interact directly with end customers, which is an advantage at high-frequency locations, for example, in order to synchronize energy purchasing and pricing. You also mentioned technical solutions. Weren't payment terminals possible before? Dr. Andreas Pfeiffer: Technically, payment terminals were possible earlier, but in the market situation at the time they would have caused additional costs, which in our view can only be economically represented with the introduction of HPC charging infrastructure. Regulation through the AFIR Directive has now become necessary in order to support widespread introduction and to level out the poorer level of market development. Adrian, as a multinational CPO, how do you view the role of EMPs and the impact of the AFIR directive on your business model? Adrian Brinster: The role of EMPs is evolving as the market and regulatory landscape change, particularly with the introduction of the AFIR directive. While the traditional EMP business model is being challenged by the need for greater transparency and real-time data, it remains a critical component for specific segments such as fleet customers. As a multinational CPO, we are committed to providing up-to-date information on our charging infrastructure across all platforms, in line with AFIR requirements. We also see a growing trend towards spot-market-based pricing at charging stations, which requires us to act as energy purchasers at each location. This evolution in the market highlights the need for EMPs to innovate and adapt, ensuring they continue to add value in this dynamic environment. Finally, what does this regulation mean for the future of the roaming business model? Dr. Andreas Pfeiffer: The introduction of payment terminals makes it possible to avoid additional margins that intermediaries could capture in the roaming business. It is now becoming a market question as to which models make sense in the long term. Direct customer relationships, control over pricing, cash flow advantages and increased customer acceptance are clear advantages of the direct payment approach from the perspective of a charging station operator who has made significant investments. Nevertheless, roaming models offer advantages, particularly in the fleet business, and are certainly justified. Adrian, can you give a concrete example from practice that illustrates this approach? Adrian Brinster: Yes, of course. We recently ran a pilot project for dynamic pricing in Copenhagen. This project shows how we as a CPO can directly control pricing to optimize the utilization of our charging infrastructure and offer fair prices to customers. In this project, we were able to double the number of discounted charging sessions over the course of the project through dynamic pricing. What specific advantages do you see from the direct payment solution in this project? Adrian Brinster: The direct payment approach has clear advantages: It enables a closer customer relationship and prevents intermediaries from reaping additional margin advantages that could not otherwise be passed on to the customer. In Copenhagen, we were able to increase capacity utilization through dynamic pricing while simultaneously increasing customer satisfaction. Customers benefit from transparent and fair prices that respond to current demand in real time. In this project, payment was not yet made directly by credit card, but via a direct webpage payment. Nevertheless, it has been shown that this is exactly what customers want, as it also allows specific demands to be controlled. How was the project in Copenhagen received by customers and what impact does it have on your future strategies? Adrian Brinster: The project was very well received. Customers appreciate the transparency and fair prices that we can offer through dynamic pricing. These positive experiences encourage us to implement similar approaches in other markets, especially in the Nordics, which are often used as pioneer markets for implementing new approaches. We have seen that customer satisfaction has increased. We want to transfer this strategy to other European cities in order to further optimize our business models and meet customer needs. Dr. Andreas Pfeiffer: Let me add here that in this project there was no direct payment by credit card or plug-n-charge, but rather the customers had to act in the traditional way via a web page. Imagine the enormous improvement in the customer journey that is possible here and once again underlines the clear advantage of a direct relationship between CPOs and customers. From a purely commercial perspective, roaming-based approaches offer no advantage for the customer or business value. In our interview, Adrian Brinster and Dr. Andreas Pfeiffer examine the current challenges and opportunities in the eMobility industry. They discuss the stagnating registration figures for electric vehicles in Germany, the growing charging infrastructure in Europe and the changing location strategies of CPOs. The importance of energy management, dynamic pricing models and digital networking is also highlighted. The experts emphasize the advantages of payment terminals and direct payment solutions at charging stations in order to increase customer satisfaction and optimize the utilization of the charging infrastructure. A pilot project in Copenhagen serves as a concrete example of the successful implementation of these approaches and underlines future strategies for the further development of eMobility.

Report on the webinar on scaling & automation in emobility in collaboration with Mediaan and IONITY (July 2024) On July 2, 2024, our webinar on "Scaling and automation in electromobility" took place. In the event, which was held online, Holger Riemenschneider , Thomas Stragand and Dr. Andreas Pfeiffer spoke as experienced experts in the industry and offered valuable insights into the current challenges and opportunities of digitalization in the field of emobility. ... to the presentations .... to the video Introduction and market trends Dr. Andreas Pfeiffer , Managing Director of greenventors GmbH , opened the webinar with a comprehensive introduction and moderated the event. He highlighted the importance of an efficient IT strategy and emphasized the unique challenges faced by operators of fast charging networks. In particular, the integration and scaling of IT systems play a crucial role in this fast-growing market. Strategic IT planning and migration Thomas Stragand , Senior Consultant at Mediaan Conclusion , shed light on strategic IT planning and the associated make-or-buy decisions. He pointed out that many companies use outdated IT platforms that are not scalable and require manual processes. A clear strategy for migrating and integrating new IT systems is essential to increase efficiency and remain competitive. Thomas recommended taking stock of the current IT structure and using agile methods to quickly adapt and implement new technologies. Technology and backend systems at IONITY Holger Riemenschneider , Director Technology at IONITY , provided insights into the technology selection and operation of the largest fast-charging network in Europe. IONITY has successfully implemented its own backend system to maintain control over core processes and support company growth. Holger explained that billing in 24 countries, taking local regulations into account and implementing dynamic pricing models are among the biggest challenges. Through automation and AI-supported systems, IONITY was able to optimize maintenance processes and significantly increase efficiency. Panel discussion and Q&A The panel discussion, moderated by Dr. Andreas Pfeiffer, provided a platform for an intensive exchange between the speakers and the participants. Here are some of the questions and answers discussed: How does strategic IT planning help companies in electromobility to remain competitive? Thomas: "Well-thought-out IT planning enables companies to respond flexibly to market changes while optimizing efficiency and cost structure." What role does automation play in improving the user experience at charging stations? Holger: "Automation helps us to offer fast and reliable services by optimizing operations and minimizing downtime." How important is cooperation between technology providers and charging network operators for success in electromobility? Holger: "Extremely important, as close cooperation ensures that the technologies are optimally tailored to the needs of the operators." How does IONITY implement dynamic pricing models? Is this already linked to energy purchasing? Holger: "We are working on implementing dynamic pricing to be able to react flexibly to market conditions. However, the market is currently not fully prepared for this." What challenges does the implementation of credit card payments at charging stations bring with it? Holger: "It increases complexity, but also offers security for the customer, as they always have a way to pay, even if other methods fail." The webinar was a great success and clearly showed how important the topics of scaling and automation are for the electromobility industry, especially in the current market phase. We thank all participants and speakers for their valuable contributions and look forward to further exciting discussions and developments in this dynamic sector. We will make the video of the event available shortly. Thank you to all participants and speakers for your interest and commitment to electromobility. Here are the slides shown: Here is the full recording of the event: Exklusives Webinar Skalierung und Automatisierung in der Elektromobilität – Ein tiefer Einblick-20240702_143252-Meeting Recording.mp4

The electromobility industry, characterized by young companies and young business units within established companies, faces unique challenges. These dynamic companies are often at a critical point where scaling and increasing efficiency are crucial for success. Automation and strategic IT planning play a key role in this growth process. This interview highlights how sustainable development is promoted especially in this young and innovative industry through the use of targeted IT strategies. Today we are particularly pleased to have Marcus Vengels, Managing Director of Mediaan Deutschland GmbH, and Dr. Andreas Pfeiffer, CEO and founder of greenventors GmbH, with us. Both bring valuable experience and perspectives when it comes to scaling business models and automation in electromobility. They will give us insights into how IT strategies can not only increase efficiency but also promote growth. Look forward to an exciting conversation about how targeted IT planning can not only increase efficiency but also enable sustainable growth. Let’s start with the specific challenges that young entities in electromobility have to face when scaling up. Dr. Andreas Pfeiffer: Yes, electromobility is an area characterized by rapid growth and continuous innovation. Companies must move from a manual, almost artisanal initial phase to a stage where automation and efficient processes are crucial. In the beginning, many systems are put together in a makeshift manner in order to even get started. The challenge is to transform these makeshift solutions into strategic, scalable systems. How do electromobility companies cope with the increasing demand for faster and more efficient service delivery? Marcus Vengels: In a market that is developing rapidly and where customers have high expectations of technology, the automation of business processes is essential. This applies not only to internal processes, but also to the customer experience - from invoicing to customer service. IT plays a central role in continuously improving the speed and quality of services. How exactly does the business model of a CPO (Charge Point Operator) develop and why is a deep understanding of it so important? Marcus Vengels: The business model of a CPO is complex because it not only includes the installation and maintenance of charging stations, but also - in the first step - the management of B2B customer relationships and B2B billing services with emoblity service providers. A deep understanding of this (roaming) model is crucial because it enables the identification of processes that can be automated to increase efficiency and ultimately B2C user satisfaction. This includes understanding the dynamics between fast charging technology, customer expectations, billing systems and sustainability. The further development of this business model must anticipate future technologies and market needs in order to remain competitive. A good example here are the European AFIR requirements that have been in force since the beginning of 2024 and also place significant requirements in the area of B2C user experience from the perspective of a CPO that traditionally has more of a B2B focus. Which strategic considerations are important for the stabilization and further development of the company and the underlying business model in electromobility? Dr. Andreas Pfeiffer: The stabilization and further development of the business model requires an in-depth analysis of, among other things, existing processes. The basis for this should be a clear vision for the future. Companies must pursue innovative approaches that address not only current but also future market requirements. This includes adapting to technological developments and anticipating customer needs, which can change rapidly. A strategic realignment is crucial to determine which processes and IT systems need to be developed or optimized to effectively support company growth. How is automation used to solve these challenges? Marcus Vengels: Automation plays a central role in increasing efficiency and optimizing customer interactions. By using modern IT systems, processes such as invoicing, customer management and even troubleshooting can be automated and supported with AI, which not only reduces costs but also improves service quality. For example, automated charging stations and intelligent billing systems can help improve the user experience and ensure operational efficiency. Can you give a concrete example of IT automation in this sector? Marcus Vengels: A good example is the automation of the invoicing process. Especially for multinational electromobility companies that operate in several countries, the automation of invoicing can significantly increase efficiency and at the same time reduce the error rate. Automated systems for accounts receivable management are essential here. For example, an electromobility company could use an IT-supported system that automatically generates, checks and sends invoices as soon as transactions at charging stations are completed. Could you briefly describe the challenges that companies often face when scaling their IT processes? Marcus Vengels: Of course. As described, many companies start with very manual processes and a kind of "patchwork" in their IT structure. This leads to an initial dependency on cobbled-together applications or external platform operators. The change from this current state to a more efficient target structure is not only desirable, but often necessary in order to remain competitive. And how long can this transition take? Marcus Vengels: The transition can often take up to a year or more. That's why it's important to make optimizations in the current state. These improvements help to increase efficiency and improve the cost structure, even while planning and implementing major strategic changes. Can you perhaps give us an example of what optimizations in the current state could look like? Marcus Vengels: Sure. Let's take the example of automating business processes such as invoice verification. Many companies do these manually, which is time-consuming and error-prone. By automating such processes, they can save time and reduce errors, enabling immediate cost savings and a better customer experience. What are the typical first steps when a company decides to stabilize and optimize its IT structure? Marcus Vengels: The first step is often a kind of SWOT or pain point analysis to identify the biggest challenges and opportunities. On this basis, an IT strategy is then developed that includes both short-term improvements and long-term changes. It is also important to understand the existing systems and processes in detail and to evaluate which ones most urgently need optimization. And how can we ensure that existing systems remain stable during this transition? Marcus Vengels: That's a big challenge. It's about keeping the lights on while building for the future. Often a dual strategy is followed, where the existing system is supported for as long as necessary and the new system is developed in parallel. This requires careful planning and often the establishment of interim processes that ensure that day-to-day business continues to run efficiently. We started by talking about the challenges in the electromobility industry. Could you explain why companies in this industry are considering moving away from or replacing existing IT solutions? Dr. Andreas Pfeiffer: In the electromobility industry, companies are often faced with the decision of whether to continue using existing IT solutions or to develop their own solutions. These decision points typically arise when the existing systems no longer meet the growing demands of the market or when they are not flexible enough to keep pace with rapid technological developments and changing customer needs. Marcus Vengels: A key pain point that makes companies consider moving away from existing solutions is the limitation of legacy technologies that can no longer be effectively scaled or adapted. For example, a company may find that its current software architecture does not support the integration of new payment methods such as ad hoc payments or the use of OCPP brokers to manage different charging station types. Dr. Andreas Pfeiffer: In addition, changes in the legal framework or new security requirements often require an overhaul of IT systems, which is not always possible with older solutions. If such systems become a barrier to innovation or increased efficiency, companies must weigh up whether purchasing or developing a new solution is more economical in the long term. Marcus Vengels: Together, Mediaan and greenventors help companies make such critical decisions by analyzing not only the technical aspects but also the strategic and commercial impact of each option. Our goal is to ensure that our customers pursue an IT strategy that maximizes their ability to respond quickly to market demands while enabling them to remain competitive in the long term. Why did greenventors and Mediaan decide to join forces to support customers in electromobility? Dr. Andreas Pfeiffer: The partnership between Mediaan and greenventors arose from an insight we had during a joint business lunch: combining our respective strengths offers our customers the greatest possible benefit. Mediaan brings in-depth technological understanding and experience in software development and the operation of complex IT system landscapes, while greenventors offers specific knowledge of the electromobility industry and its particular challenges. Together they can offer a comprehensive range of consulting services aimed at developing practical and innovative solutions that meet the specific requirements of this fast-moving sector. Interviewer: Why do you think strategic IT planning is crucial for success in electromobility? Marcus Vengels: Strategic IT planning enables companies to design their technology infrastructure to keep pace with the rapid growth of the market. This includes choosing the right technologies, scaling systems and ensuring that these systems are secure and reliable. Experienced consultants such as Mediaan and greenventors, who bring both industry knowledge and technological know-how, are crucial to mastering these complex requirements. What does effective strategic planning look like in such a dynamic environment? Marcus Vengels: Strategic planning in electromobility must be flexible and forward-looking. Companies must decide whether to develop new platforms themselves or adapt existing solutions. This includes a thorough IT strategy that aims to design the architecture and IT governance in such a way that they can support the rapid growth and specific requirements of the electromobility market. How do you support companies in dealing with technological challenges in electromobility? Marcus Vengels: As action-oriented consultants, we at Biocatalyst can play a central role in identifying and implementing key technologies specifically developed for electromobility. We help to quickly adapt to market changes through their deep understanding of agile project management and advanced software development practices. In addition, they can provide valuable insights into risk assessment and stakeholder management, which is particularly important for companies in this sector. How crucial is the customer experience for success in electromobility? Dr. Andreas Pfeiffer: It is critical and important. Automating customer interactions, for example in the event of problems with charging stations, not only saves costs but also improves customer satisfaction. In a technology-driven sector such as electromobility, it is crucial that IT systems not only meet customer expectations but exceed them. How do you support your customers in implementing AI Ops in the field of electromobility? Marcus Vengels: We currently see AI Ops as an important driver of stabilization and growth. We therefore support our customers in developing customized AI solutions that increase the efficiency and reliability of their charging infrastructures. A key element is predictive maintenance through AI, which helps to minimize operational interruptions and reduce operating costs. This is a concrete example of how AI Ops is being used effectively as an area of innovation in electromobility. Can you give a specific example of how AI supports the operation and availability optimization of charging infrastructure? Marcus Vengels: A concrete example is the use of our AI-powered system for fault detection and diagnosis at charging stations. By integrating various data sources, such as charging station operational data and customer service logs, we can use AI to identify patterns that could indicate potential problems. This proactive approach helps us minimize downtime and improve the overall reliability of the charging system by resolving problems before they lead to disruptions. What do you see as the future of AI Ops in the electric mobility industry? Dr. Andreas Pfeiffer: The future of AI Ops in electromobility is promising. We expect the technology to continue to gain importance, especially with the foreseeable significant scaling of charging infrastructure networks. AI will not only help increase efficiency, but also improve the customer experience through faster and more reliable services. It is crucial for young corporate units in electromobility to future-proof their business models through strategic IT planning and advanced automation technologies. Strategic IT planning and automation are crucial not only to keep up with the pace of the market, but also to be successful in a highly competitive environment. Together, Mediaan and greenventors support companies in the electromobility industry in stabilizing and scaling their business models through targeted IT strategies and innovative automation solutions.

or: Emobility in Aachen: Design and future prospects Welcome to our interview today with Marc Heusch, an experienced marketing expert who has been working intensively on electromobility in Aachen since 2019, and Dr. Andreas Pfeiffer, the founder of "energieparkmakler by greenventors", our specialized real estate agency that operates at the interface of technology, user needs and the real estate industry. We are delighted to have both experts here. Dr. Andreas Pfeiffer (energieparkmakler) and Marc Heusch (City of Aachen) Let's start with electromobility in Aachen. Dr. Pfeiffer, you were deeply invovled in setting up the first charging stations in the imperial city. How do you see the development to date? Dr. Pfeiffer: The city of Aachen and Stadtwerke Aachen (STAWAG) in particular, recognized the importance of electromobility early on and acted accordingly. The first charging stations, which STAWAG installed in June 2009, were the starting signal for a city-wide initiative called the "5-point electromobility program". At the time, I was project manager for the topic at the municipal utilities and today I see Aachen as a role model for sustainable urban mobility, also thanks to the exemplary ALigN project driven forward by Mr. Heusch. Seeing this development reinforces my conviction that we are on the right track - and not just in Aachen. Mr. Heusch, you were the driving force behind the ALigN project, which has added several hundred charging points to Aachen. Could you please briefly explain to us what the aim of ALigN is and how it contributes to the development of electromobility in Aachen? Mr. Heusch: The ALigN project (i.e. development of charging infrastructure through targeted grid support) is a major funding and research project that we have been able to implement in Aachen in recent years together with many partners (RWTH, STAWAG, Smart/Lab, Regionetz, umlaut, Aixacct, ...). Among other things, it aimed to significantly expand the charging infrastructure in Aachen in order to promote the ramp-up of electromobility. We achieved this goal by installing 670 new charging points. The aim was to improve the availability and accessibility of charging stations for electric vehicles and thus promote electromobility as a viable and reliable option for citizens. By expanding the charging infrastructure, ALigN supports Aachen's ambition to be a pioneer in sustainable mobility and shows how good collaboration between many committed stakeholders can create an effective and sustainable solution. Mr. Heusch, what is your main goal in terms of scalability and coverage of the urban area with electric mobility solutions? Mr. Heusch: The main goal is to establish a scalable and comprehensive charging infrastructure that has no "white spots". This requires a solid database, detailed analyses and in-depth local knowledge in order to precisely understand demand and meet it in line with requirements. It is important to offer both AC and DC charging options and to make intelligent use of existing parking spaces for AC charging stations, especially where vehicles are parked for long periods of time. How do you overcome the challenge of integrating public charging into private spaces? Mr. Heusch: In view of the lack of free space in cities, the integration of private space for public charging stations is essential. This requires balanced cooperation between private owners, the city and the operators in order to create a win-win situation. Specialized real estate agencies can also play an important role here by mediating between the various interests and finding optimal solutions. Dr. Pfeiffer, could you tell us more about the role of your agency "energieparkmakler" in this process? Dr. Pfeiffer: Of course. "energieparkmakler by greenventors" focuses on identifying, qualifying and securing locations for electromobility projects that meet technical, economic and user-oriented criteria. We work closely with cities, private property owners and operators to identify the best locations for charging infrastructure, taking into account both the current and future needs of users. Our specialized expertise enables us to launch projects that create a sustainable and user-friendly electric mobility infrastructure. Dr. Pfeiffer, can you elaborate on the specific benefits that energieparkmakler offers property owners and tenants, particularly with regard to marketing their sites for electromobility projects? Dr. Pfeiffer: Absolutely, that is an important aspect of our work. For property owners and tenants, we not only offer our extensive expert knowledge, but also a simplified and accelerated process to market their site to electric mobility operators. Through our specialized expertise and extensive network in the electric mobility industry, we are able to quickly find the right operator for each site. This not only means an attractive income for the site owner through the rental of the site but, more importantly, the certainty that the selected operator is also the best possible partner. In this way, we ensure that our clients not only benefit from a good income, but also from a harmonious and lasting relationship with the operator. This is crucial to building long-term, sustainable and mutually beneficial relationships. Thanks to our expertise and our partner network, we ensure that our clients not only benefit from a good income, but also from a harmonious and lasting relationship with the operator. Dr. Andreas Pfeiffer - energieparkmakler by greenventors Mr. Heusch, how do you see the future development of electromobility, particularly with regard to your experience in marketing? Mr. Heusch: Electromobility is at a crucial point. My experience in marketing helps me to understand user expectations and incorporate them into planning. The aim is to create solutions that are both technically efficient and user-friendly. The challenge lies in the comprehensive design of electromobility. A municipality (such as Aachen) should focus on publicly accessible charging infrastructure. This will also give users or potential users access to electromobility who do not have a private charging facility - whether at home or at work. Finally, what message would you, Mr. Heusch and Dr. Pfeiffer, like to give cities and society when we talk about the future of electromobility? Mr. Heusch: My message would be to be courageous and innovative. Electromobility offers a unique opportunity to make our cities more sustainable and liveable. It is crucial that all stakeholders - from cities to businesses to citizens - work together to seize this opportunity and create a comprehensive and accessible charging infrastructure. It is crucial that all stakeholders - from cities to businesses to citizens - work together to seize this opportunity and create a comprehensive and accessible charging infrastructure. Marc Heusch - City of Aachen Dr. Pfeiffer: I would add that the importance of specialist knowledge and experience should not be underestimated in this fast-moving field. We offer an important interface that combines technical understanding, market knowledge and user orientation in order to successfully drive electromobility forward. My advice to cities would be to actively seek out and utilize this expertise. Thank you very much, Mr. Heusch and Dr. Pfeiffer, for this informative interview. Your insights into electromobility and the role of specialized service providers clearly show how important a strategic and user-oriented approach is for the successful implementation of electromobility. We wish you every success with your future projects.

In our “Behind the Scenes” today we take a look at the developments of e-roaming in electromobility. On the occasion of the 12th anniversary of the signing of the Treaty of Vaals, an important starting point for developments in this area, we speak to Dr. Andreas Pfeiffer. Dr. Pfeiffer, one of the pioneers in the field, played an important role in shaping the early days of e-mobility infrastructure in Europe and looks back and looks ahead to the developments, challenges and successes in this dynamic sector. The Vaals contract was signed twelve years ago, a milestone for interoperability in e-mobility in Europe. Could you tell us a little about how this initiative came about? Dr. Pfeiffer: The initiative for the Vaals contract arose from the realization that e-mobility should know no borders. It became clear to us early on that the success of electromobility depends on cross-border cooperation. Back in 2012, we took the first step with our partners from six countries to create a uniform, cross-border charging network. Dr. Pfeiffer, you played a key role in the Vaals Treaty, a milestone for interoperability in the field of e-mobility in Europe. What does this anniversary mean for you personally? Dr. Andreas Pfeiffer: For me, the anniversary is a moment to pause and be happy about how far we have come. The signing of the Vaals Treaty and the introduction of e-clearing.net as the technical basis for roaming were real pioneering works. It shows that visionary thinking and cross-border collaboration can lay the foundation for sustainable innovation. What were the biggest challenges in the early days of interoperability and how were they overcome? Dr. Pfeiffer: One of the biggest challenges was certainly the technical implementation of interoperability. We had to find a common language between different charging systems and operators. With the development of e-clearing.net , we created a solid technical foundation that made it possible to seamlessly exchange data and information between operators. What role do security aspects play in this system, and is there anything you would have done differently in retrospect? Dr. Pfeiffer: Looking back, the focus on “built-in security” should have been stronger. In the early days, we understood the importance of security, but we underestimated the depth and complexity required for a system that is top-secure as critical infrastructure from the start. In particular, the topic of RFID cards was viewed too loosely and not thought through. Today we know that every technology we implement must be provided with the highest possible security standards in order to proactively address risks and vulnerabilities. To what extent has the Vaals Treaty changed the landscape of e-mobility in Europe? Dr. Pfeiffer: The Vaals contract was a catalyst for e-mobility in Europe. By creating an interoperable network, we were able to significantly simplify the use of electric vehicles across national borders. This has not only led to an increase in the acceptance of electric vehicles, but also laid the foundation for further growth in this sector. The initial challenges of interoperability and roaming are now largely considered to have been solved. This is a testament to how effective our collective efforts have been. They were later also founding managing directors of Hubject. How do you see Hubject's role in the development of e-mobility? Dr. Pfeiffer: Hubject has played a central role in pushing the idea of roaming internationally. Our vision has always been to make charging electric cars as easy as using a cell phone. By connecting charging station operators and energy suppliers on our platform, we were able to make this vision a reality. In addition to Hubject, GIREVE and e-Clearing.net also represent an important basis for interoperability in electromobility. 12 years later: How do you assess the current situation and what are the next steps for e-mobility in Europe? Dr. Pfeiffer: Today we see that the foundations we have laid have led to widespread acceptance and impressive growth in electromobility. The next steps will be to further expand the charging infrastructure, shorten charging times, make vehicle-to-grid usable across the board and thus convert the energy supply for charging to 100% renewable sources. It is also important to strengthen cross-border cooperation and integrate new technologies to make electromobility even more user-friendly. A final word for our readers? Dr. Pfeiffer: The future of mobility is electric, and each of us can help shape this future. It's an exciting time to be part of this change and I look forward to seeing where this journey takes us. After an in-depth insight into the beginnings, current developments and future prospects of e-mobility in Europe, the conversation with Dr. Andreas Pfeiffer clearly shows how far the sector has come and what opportunities still exist. The initiative from Vaals to the founding of Hubject and beyond illustrates the importance of vision, collaboration and technological innovation for the success of e-mobility. Particularly noteworthy is Dr. Pfeiffer's reflection on the early decisions regarding security standards and the open admission that in some areas, such as RFID technology, an even greater emphasis on built-in security would have been beneficial. His call to continue efforts to create a safe, interoperable and sustainable e-mobility landscape in Europe is an inspiration for current and future players in this sector.

In our latest edition of "Behind the Scenes", we take a look at emobility in 2024 and talk to Dr. Andreas Pfeiffer and Sebastian Jagsch, the founders of greenventors. Together, we explore the prospects and challenges that this year holds for the emobility industry. At the end of 2023, the German government caused a lot of uncertainty in the market with its ban on subsidies for electric cars. Dr. Pfeiffer, how do you think the ban on subsidies for electric cars will affect the market? Dr. Pfeiffer: The funding freeze at the end of 2023 has undoubtedly caused uncertainty, but 2024 will be a crucial year for emobility. In the short term, this could lead to a drop in demand, as some potential buyers may be hesitant. However, in the medium and long term, we expect the electric mobility industry to be resilient. Manufacturers are increasingly focusing on innovation and economies of scale to reduce costs and increase the attractiveness of electric cars. This phase offers a unique opportunity to prove the sustainability of the market. We are confident that the demand for reliable charging infrastructure in the right locations will remain high. Does greenventors see consolidation trends in the HPC operator market for 2024 and how should operators prepare for this? S. Jagsch: Yes, we recognize that consolidation trends are definitely possible. In an evolving sector such as electromobility, mergers and acquisitions are a natural development. Operators should prepare for this by adapting their business models and entering into strategic partnerships in order to remain competitive in this dynamic environment. A healthy location portfolio with a clear database is an important basis for this. greenventors is ready to help operators navigate these changes and offer customized solutions to ensure their long-term success. Mr. Jagsch, how will greenventors specifically support operators in what you see as the continued need to expand the charging infrastructure? S. Jagsch: In view of the challenges that could arise from the funding freeze, also with regard to the requirements of investors, greenventors recommends a strategic approach. We focus on helping charging station operators to standardize and optimize their planning and construction processes. This is crucial to ensure an efficient and cost-effective expansion of the charging infrastructure and thus meet investor requirements. Although short-term declines in electric vehicle sales are possible, we remain confident that the overall demand for energy at HPC charging parks will continue to grow. We are ready to help operators successfully navigate this phase and ensure that the charging infrastructure meets the needs of users. What other specific challenges do you see and how does greenventors plan to tackle them? S. Jagsch: We see two main areas where challenges exist. Firstly, charging station operators need to optimize their operating costs to ensure high availability and reliability while meeting the requirements of the AFIR (Association for Fast-charging Infrastructure Regulations). Secondly, optimizing energy procurement for fast-charging parks is crucial to ensure short-term profitability. We also place great emphasis on improving the charging experience through the integration of smart technologies and service enhancements, particularly in collaboration with site partners. Dr. Pfeiffer, how does your real estate brokerage "energieparkmakler" position itself in this scenario? Dr. Pfeiffer: energieparkmakler is an integral part of greenventors and plays a key role in identifying optimal locations for fast-charging parks. With our greenventors Location Index, we create a balanced relationship between location expansion and actual use of the charging stations. How does greenventors support the real estate industry in meeting the legal requirements of the Building Electromobility Act (GEIG) and the ESG criteria? Dr. Pfeiffer: greenventors focuses on offering specialized consulting to real estate developers and managers to support the implementation of charging infrastructure in line with the GEIG and ESG criteria. Our goal is to make real estate more attractive and sustainable, which in turn increases its value. With our expertise, we are able to implement efficient and future-proof electric mobility solutions by finding the right partners and driving matchmaking. In 2024, you can look forward to exciting deals and collaborations where greenventors acts as a catalyst in the background to actively shape the future of e-mobility in the real estate world. How does greenventors plan to further expand and consolidate its leading role in brokering locations for fast-charging parks? Dr. Pfeiffer: In order to further strengthen and expand our position, energieparkmakler is investing in three key areas: AI, relationship management and the team. These include advanced technologies and data analysis, such as AI-supported market and location analyses, to increase efficiency in identifying and evaluating locations. We also place great emphasis on relationship management and networking, including participation in industry events. We also invest in the continuous training and development of our team to stay at the cutting edge of technology and the industry. Conclusion: In 2024, there are numerous opportunities for greenventors that can be realized thanks to technological innovation, strategic networking and in-depth expertise in emobility. With energieparkmakler as a strong supporter in the background, greenventors is excellently positioned to further expand its leading role as a broker of first-class fast-charging locations and actively shape the future of emobility. As a strategic and action-oriented consultant, greenventors is ready to support operators of fast-charging infrastructures in a consolidating market. In addition, greenventors specializes in providing expert advice to the real estate industry, both in existing and new buildings, on the implementation of sustainable emobility solutions. In doing so, we focus on identifying and retaining the right partners in the long term in order to jointly drive forward sustainable emobility.

Introduction to the play by Dr. Andreas Pfeiffer and Sebastian Jagsch Good evening, ladies and gentlemen, dear readers of “Behind the Scenes” Welcome to a very special performance. My name is Andreas Pfeiffer and I am here with my colleague Sebastian Jagsch. In 2023 we have our “Behind the Scenes” series. began, in which we immersed ourselves deeply in the world of electromobility and sustainable transformation. Tonight we go one step further and present you a unique play, created with the support of #ChatGPT, that takes the core content and themes of our series and transforms them into a captivating narrative. Our piece, "Erik Elektro and the Children of Sustainability", takes you on a journey through the dynamic world of electromobility, a world that sits at the intersection of technology, innovation and sustainability. At greenventors we have made it our mission to build the bridge between vision and reality. As my colleague Sebastian Jagsch can report from his experience in the automotive industry, technological innovations are not just about new products, but also about the transformation of business models - a key aspect of reacting flexibly to new developments and continuously striving for improvements. Our guiding principle at greenventors is to represent the spirit of invention and implementation in the field of green energy and mobility transformation. In view of climate change, it is particularly important for us to support companies on their path to greater sustainability. As an independent management consultancy, we actively support our customers from the energy, oil and real estate sectors on their way to becoming #netzero. In our piece tonight you'll see these principles unfold in the fictional world of Erik Elektro. You will witness how characters from different perspectives – economics, ecology and social justice – come together to shape a shared future in electromobility. We hope that you will be inspired by this presentation and gain insights into the diverse aspects of electromobility and its role in our society. We wish you an entertaining and informative evening. Thank you for being here today to share this journey with us Introduction: Our play unfolds in a constantly changing world of electromobility. It explores the challenges and opportunities that arise from balancing economics, ecology and social justice. The focus is on Erik Elektro, a fictional electric vehicle driver who sets out on a journey to discover the true meaning of sustainability in his world. Natura, sustainability personified, accompanies him. Their three children, Wirtschaftia, Ökologia and Sozia, represent different aspects of sustainability and are in a constant competition for the recognition of their mother Natura. Act I: “The Contest of Ideals” Introduction Welcome to the journey of discovery into the world of electromobility! In this play we delve into the fascinating world of electromobility and explore how it can shape our future. Our goal is to present this complex topic in an understandable and entertaining way. Scene 1: The meeting - Participants: Erik Elektro, Natura, Wirtschaftia, Ökologia, Sozia. - Plot: Erik and Natura meet in a busy, futuristic marketplace. Natura introduces her children, who each present their visions for a sustainable future. Economia talks about efficiency and costs, Ökologia about protecting the environment, and Sozia about fair access to mobility. Erik is fascinated and asks critical questions that challenge the children to think deeper about their views. Scene 2: The Expert Council - Participants: Gianluca Corbellini, Dr. Andreas Pfeiffer, Marc Rogowski, Dr. Carsten Suckrow, Carolin Paech. - Plot: The scene shifts to a modern conference stage where the experts share their insights. Corbellini and Pfeiffer discuss the latest developments in smart grid technologies and their importance for eMobility. Marc Rogowski observes the interactions and takes notes in order to later act as a coach and deepen the discussion. Scene 3: The conflict - Participants: All characters from the previous scenes. - Plot: The discussion in the marketplace becomes more lively as the experts and children defend their views. A constructive conflict arises in which everyone tries to present their perspective as the most important. Marc Rogowski steps in to moderate the dialogue and ensure all voices are heard. Share your thoughts: We invite you to share your thoughts and perspectives in the comments. Which aspect of sustainability appeals to you most? Act II: “The Challenge of Reality” Introduction In the second act we focus on the practical challenges of electromobility. We delve into the world of infrastructure, organizational hurdles and industry perspectives. Scene 1: The reality of the infrastructure - Participants: Markus Klein, Maria Bouillet, Armin Humer, Carolin Paech. - Plot: The scene takes place in a virtual model of a city. Klein and Bouillet discuss the complexities of building a fast charging network. They discuss the challenges regarding resources, logistics and personnel. Humer and Suckrow bring their practical experiences and discuss how these challenges can be overcome in reality. Scene 2: Organizational hurdles - Participants: Marc Rogowski, Mathias Wiecher, Dr. Carsten Suckrow. - Plot: Marc Rogowski leads a coaching session in an office complex. It helps participants develop effective strategies for team culture and organizational development. This interactive session aims to find innovative solutions for Erik Elektro by leveraging the strengths of each expert. Scene 3: The perspective of the industry - Participants: All characters from Act II. - Plot: The scene shifts to a factory hall, where Große and Wiecher report on the challenges and successes in integrating electromobility into commercial fleets. Suckrow shares his insights on how traditional energy companies can support the transition to eMobility. Share your thoughts: What challenge do you consider to be in the field of electromobility most difficult to solve? Act III: "The Synthesis of Visions" Introduction In the final act we experience how the different perspectives and ideas merge into a common vision. Scene 1: The realization - Participants: Erik Elektro, Natura, their children. - Plot: In a quiet, natural environment, Erik and Natura reflect on the discussions so far. They recognize that a harmonious interaction of different perspectives is the key to a sustainable future. Scene 2: The Union of Ideas - Participants: All characters from the previous acts. - Plot: All the characters come together in the marketplace. Under the leadership of Marc Rogowski, they are jointly developing an integrative approach that takes into account the various aspects of sustainability. The atmosphere is characterized by mutual respect and collaboration. Scene 3: The outlook into the future - Participants: All characters. - Plot: The scene ends with a vision of a sustainable city. All characters share their hopes and dreams for the future. They say goodbye with a feeling of anticipation and the realization that only through collaboration and mutual support can a sustainable and just world be created. Share your thoughts: Like Do you imagine a sustainable future? Final word: The piece ends with an inspiring outlook on the future, where electric mobility, supported by technological innovation, economic considerations and social justice, leads the world into a more sustainable era. It leaves the audience with the message that each individual has a role to play in this transformation and that collective efforts pave the way to a better future. Finally, we would like to especially thank all of our partners who have made our work in 2023 so enriching. A big thank you also goes to our interview partners from the series 'Behind the Scenes', who made up a significant part of our play this evening. Our thanks also extend to the incredible team at greenventors & energy park broker. Not to be forgotten are the family members who support our vision of electromobility and make an indispensable contribution to our success. Your support and commitment are the foundation of our shared journey towards a more sustainable future. Personal register: Erik Elektro – A fictional electric driver, curious and open to new ideas. Natura – The personification of sustainability, mother of three children. Ekonomia – Symbolizes economic interests and efficiency. Ökologia – embodies environmental awareness and ecological sustainability. Sozia – Stands for social justice and fairness. Gianluca Corbellini – expert in smart grid technologies and renewable energies. Dr. Andreas Pfeiffer – specialist for digital transformation and electromobility. Marc Rogowski – psychologist and organizational developer. Armin Humer – sustainability manager, expert for sustainable transport solutions​​. Dr. Carsten Suckrow – Head of EV Fleet & Depot Division, specialist for e-mobility in fleets​​. Carolin Paech – expert for funding programs and charging infrastructure. Dr.-Ing. Ronald Große – expert for electromobility at Meffert AG. Markus Klein – specialist in setting up fast charging stations. Mathias Wiecher – Chief Commercial Officer at E.ON Drive. Manuel Fernandes – Senior Consultant & Advisor. Joan Sardo – Marketing Manager Circontrol S.A. Sebastian Jagsch, Maria Bouliett, Dr. Andreas Pfeiffer – Helping spirits who support the main actors but do not interact directly with Erik.

In a world in which emobility is becoming increasingly important, it is essential to find innovative and user-oriented solutions to the challenges of the industry. Dr. Andreas Pfeiffer, known for his implementation orientation and expertise in service-oriented business models and digital transformation, provides insights into the future of emobility and the role of public charging networks in our interview today. Based on the experiences of his team at energieparkmakler and his in-depth understanding of service-dominant logic - an approach that focuses on service rather than product and views the customer as an active contributor to value - Dr. Pfeiffer offers a unique perspective on designing a sustainable and customer-friendly charging experience. How would you assess the role of public charging networks in light of current developments in electromobility? Dr. Pfeiffer: Public charging networks are a crucial part of the our emobility infrastructure. However, they need to go beyond simply charging vehicles in public spaces and should be considered as part of a comprehensive service ecosystem that integrates technology, sustainability and user experience. Unfortunately, I still observe that the latter in particular is often understood as a more technologically oriented user experience and not as a holistic user experience. Can you explain this in more detail? Dr. Pfeiffer: Charging stations for electric vehicles should be embedded in inviting environments, with cooperation with 'Hosts' ; such as cafes, local stores or shopping centers is crucial to provide a pleasant experience with options such as dining, shopping or relaxing while in store. These hosts are central to creating a pleasant atmosphere and additional services that enrich the loading experience. Our goal is to establish charging as an integral, pleasant part of everyday life, leveraging existing concepts such as 'BK world',and 'REWE ready' or the requirements of the Nationale Leitstelle Ladeinfrastruktur for the “Deutschlandnetz” project. show promising approaches. We are only at the beginning of this development, but charging network operators can already achieve excellent results in collaboration with existing hosts and contribute to a win-win-win situation at the location. What specific recommendations would you give a charging network operator to implement such a model? Dr. Pfeiffer:A charging network operator should strive for a business model that has a strong service orientation. So far, this has tended to involve technology and implementation-oriented partnerships with energy suppliers, technology providers and local authorities. As for that they strive for providing intelligent charging solutions tailored to volatile energy market conditions and customer needs. Further, flexible pricing model that adapts to energy prices would also be recommended in a basic perception of service orientation. From the holistic perspective just mentioned, the relationships with the local location partner, which we like to call the host, represent a new and quite complex relationship that has the above-mentioned aspects as a basic requirement. In our work as brokers at energieparkmakler we concentrate on this new and important aspect. How does energieparkmakler contribute to a higher level of service orientation and what advantage does this have for the “fast charging” business model? Dr. Pfeiffer: At energieparkmakler, an initiative of greenventors, we act as a bridge builder between the location owners, such as restaurants and gas station operators or retail companies, and the operators of fast charging networks. Our main task is to identify these hosts, educate them about the advantages of emobility and support them in the matchmaking process with potential operators. Our focus is on ensuring that an optimal service experience is created for electric vehicle users at these locations. Our approach goes beyond the technical side by promoting a positive user experience supported by the right hosts and locations. We work to integrate charging stations into a comprehensive service offering by finding the best partners for each location. In this way, we contribute to establishing electromobility as part of an attractive and functional service ecosystem. And how would you see such a business model in the context of service-dominant logic according to their fathers Vargo and Lusch? Dr. Pfeiffer: By understanding charging stations not as isolated units, but as part of an interactive service ecosystem, value is added for everyone involved. This corresponds to the idea that value arises not in the product itself, but in its use and the associated services. In this sense, we act as catalysts for value co-creation by creating the conditions for optimized use and an enriching user experience. This approach is in line with the vision of Vargo and Lusch, who propose a paradigm shift towards a service-centered economic world. What role do digital technologies play in this? Dr. Pfeiffer: Digital technologies play a central role in such a holistic business model approach and in the context of service-dominant logic. First, digital technologies help improve the user experience at charging stations. Through digital platforms, apps and smart charging technologies, we can offer personalized services, such as real-time information about the availability of charging stations, flexible tariff design and seamless payment options. Second, digital technologies support communication and collaboration between everyone involved. Digital communication tools allow us to interact efficiently with partners and customers, resulting in faster decisions and improved service. In short, digital technologies are essential for the implementation of our business model. They make it possible to create better service experiences and ultimately maximize the value that we strive for within the framework of the service-dominant logic. Based on which existing business model would you, Dr. Pfeiffer, recommend the development of a model for a charging network operator? Would the business model of an energy supplier be a good basis? Dr. Pfeiffer: Yes, the business model of an energy supplier actually offers a solid basis for the development of a charging network. Energy suppliers already have the infrastructure, knowledge and experience in energy networks and energy procurement, which is essential for operating an efficient and sustainable charging network. In addition to specialist knowledge, we believe it is crucial that energy suppliers invest in a holistic design of the charging experience. The aim is to go beyond the pure construction and operation of charging networks and develop a comprehensive service offering that includes user experience and local partnerships. This in no way means that the energy supplier will become the new Starbucks. Rather, we need to invest in a new understanding of partnerships and shared value creation. In this transition to a more service-oriented model, with energy park broker as an intermediary, we offer the bridge to create synergies between charging network operators and local players and thus create an attractive and user-centered charging experience. What role would the end customer or store play in such a model? Dr. Pfeiffer:The core idea pursued by energieparkmakler is the development of real partnerships between operators and location partners, with the end customer always being the focus. From a scientific perspective, we view the customer as an active participant in the value creation process. Our aim is to create a comprehensive and customized charging experience through these partnerships. The main goal is to create a charging experience through the synergy of operators and location partners that not only meets the expectations of end customers, but exceeds them. We attach great importance to how charging stations and their surroundings influence the user experience, be it through key aspects such as toilets, additional services or the smooth integration into the users' everyday lives. The value comes not just from the technical function of the charging station, but from the entire service experience, which is developed in cooperation with our partners. This promotes the creation of an attractive service environment that both increases value for the customer and sustainably strengthens the charging network and the location. In our conversation, we highlighted the crucial role of end customers in the development of emobility infrastructures and showed what opportunities the service-dominant logic approach offers for the design of the “fast charging infrastructure” business models. Dr. Pfeiffer showed how energieparkmakler acts as an intermediary between charging station operators and location partners in order to create not only technical solutions, but holistic service experiences. His vision clearly shows that the key to success in electromobility lies in the seamless integration of customer needs, digital technologies and cooperative business models. His insights offer valuable suggestions for the future of the industry and make it clear that a comprehensive view of the customer experience and a strong service orientation are essential for success in the world of electromobility. In this context, Dr. Pfeiffer said charging station operators should actively seek partnerships with local businesses and service providers to enrich the charging experience with additional amenities. He also emphasizes the importance of using digital technologies to enable personalized services such as real-time information, flexible tariffs and easy payment methods that improve the customer experience. He also recommends that energy suppliers entering the emobility market should develop a service-oriented, partnership-oriented business model that goes beyond simply building and operating charging stations and offers a comprehensive charging experience.

In today's rapidly evolving world of emobility, understanding the interplay between technology and business models is paramount. In this special episode of "Behind the Scenes," we dive deep into the world of digital transformation in emobility, exploring the innovations and challenges faced by industry leaders. Joining us are two pioneers in the field, Gianluca Corbellini, CEO and co-founder of Hive Power, and Dr. Andreas Pfeiffer founder and CEO of greenventors. Gianluca Corbellini is a visionary in smart grid technologies with a rich background in mathematical engineering, renewable energy, and smart cities. Dr. Andreas Pfeiffer's expertise in digital transformation and emobility is grounded in practical experience and academic research, notably through his work on platforms like ladenetz.de and hubject's intercharge ecosystem. Together, they represent the cutting edge of innovation and strategy at the interface between emobility and the digital world. They will share their insights, experiences, and visions for the future. Welcome to another episode of 'Behind the Scenes'. Today, we have two seasoned managers and founders with us: Gianluca Corbellini and Dr. Andreas Pfeiffer. Both are at the forefront of emobility developments, working passionately with their teams and customers. Gianluca, let's start with you. Could you share your connection to emobility and the vision behind Hive Power? Gianluca Corbellini:  Certainly. From the onset of my career, I've been deeply involved in the energy sector's evolution. Hive Power's vision is to revolutionize how energy communities and smart grids operate. Emobility is a pivotal piece of this vision, bridging renewable energy sources to the end consumer. That's intriguing. Can you delve deeper into Hive Power's solutions and how they're influencing emobility? Gianluca Corbellini:  Of course. Our platform, especially our AI-Engine FLEXO, is designed to optimize everything connected to the power grid. This ensures a more efficient energy use, paramount for electric vehicle charging. For instance, our solutions can predict peak demand times and adjust charging schedules accordingly, ensuring grid stability while reducing costs for end-users. Dr. Pfeiffer, I've had the opportunity to read parts of your dissertation, which you presented five years ago. It provided a deep dive into the integration of digital technologies like the one of Hive Power into business models. Could you elaborate on its relevance and how it ties into today's discussion? Dr. Andreas Pfeiffer:  My dissertation, while presented five years ago, draws from my experiences in the young emobility sector since 2008, including multiple research projects and practical work experience in establishing technology platforms like ladenetz.de and intercharge. Even back then, central requirements for technology transformation and the interplay between digital technologies and their translation into 'entrepreneurial reality' were evident. It's essential to understand that I'm not just a theorist. Rather, I love making business models even more successful through digital technology. My dissertation substantiated and academically underpinned my practical experience, showcasing the synergy between theory and real-world applications. In my further career as VP Emobility at E.ON and as CCO at a sustainability investor, the results of my theoretical work at RWTH have served me well. Given the rapid advancements in the sector, what do operators and solution providers of charging infrastructure need to consider? Dr. Andreas Pfeiffer:  From my perspective, scalability, flexibility, and user experience are key. As the number of electric vehicles grows, the infrastructure must adapt. This is where solutions like Hive Power's come into play. They offer the adaptability and efficiency required for operators to provide a seamless charging experience. Especially when advising companies in the energy and mineral oil industry, I realize time and again how important it is to know the possibilities of the digital world, to have the right tools and mindset in the team and to use these in a targeted manner in order to implement business models that are successful and can really scale. Mr. Corbellini, from your perspective, why should solution providers consider integrating a solution like Hive Power's? Gianluca Corbellini: Today's emobility landscape demands solutions that are not only efficient but also adaptive. Our platform offers real-time adaptability, ensuring that as user patterns change, the infrastructure can adjust. This not only enhances user experience but also ensures optimal energy consumption, leading to cost savings. Many EV drivers are keen on understanding the tangible cost savings and practical benefits they can expect. Could you elaborate on how Hive Power's solutions address these concerns? Gianluca Corbellini: Of course. At the heart of Hive Power's solutions are dynamic pricing and demand response. By predicting peak demand times, our AI-Engine FLEXO adjusts charging schedules, allowing EV drivers to capitalize on off-peak rates, leading to substantial cost savings. Additionally, our system ensures optimized charging by analyzing user patterns and grid conditions. This not only prolongs battery life but also ensures that EVs are charged efficiently, further reducing costs and enhancing the overall user experience. It's evident that both of you, as experienced managers and founders, bring a wealth of knowledge and experience to the table. How do you see the collaboration between tech providers and consulting firms in this domain? Gianluca Corbellini: Collaboration is key. While we provide the technological solutions, companies like Greenventors bring market context and understanding. It's about forging synergies to deliver maximum value. Dr. Andreas Pfeiffer:  Exactly. It's not just about having stellar technology. It's about how this technology is integrated into genuine business solutions. An objective third-party perspective, especially from a experienced as well as entrepreneurial consultant, is crucial. Dr. Pfeiffer, considering the potential of a solution like Hive Power's, what steps should providers take beyond merely identifying its potential to successfully implement such a solution? Dr. Andreas Pfeiffer: That's a crucial question. Identifying the potential of a solution is just the starting point. First and foremost, there needs to be a clear understanding of the specific needs and challenges of the provider's infrastructure and customer base. This ensures that the solution is tailored to address these specific needs. Secondly, there should be a comprehensive integration plan. This involves technical integration, ensuring that the solution seamlessly fits into the existing infrastructure, and also operational integration, training the staff and ensuring that there are clear protocols in place. Furthermore, continuous monitoring and feedback loops are essential. This ensures that the solution is not only implemented but also optimized over time, adapting to changing conditions and user behaviors. Lastly, I believe that communication is key. Both internal stakeholders and end-users should be kept informed about the benefits of the new solution, ensuring buy-in and maximizing its utilization and impact. This also includes adapting the solution if necessary. As we wrap up this enlightening conversation, it's evident that the future of emobility hinges on the seamless integration of innovative technologies with strategic business models. Both Mr. Corbellini and Dr. Pfeiffer have underscored the importance of collaboration, adaptability, and a deep understanding of market needs. Their shared passion and commitment to driving change in the sector are truly inspiring. As the landscape of electromobility continues to evolve, it's clear that visionaries like them will be at the helm, guiding us towards a more sustainable and efficient future.

In the emerging world of emobility, where technological advances and changes are the order of the day, one thing is often neglected: the development of a healthy, agile organizational culture. Appropriate organizational development is not just a necessity, but a crucial tool for the success of the often newly founded units. In this special edition of 'Behind the Scenes' we delve deeper into the world of team and organizational development in the context of this new market. We have with us today two experts in their respective fields. First of all, I would like to welcome Marc Rogowski, a renowned psychologist, coach and organizational developer. Mr. Rogowski has an impressive background in systemic human resources and organizational development and has long been supporting companies with his consulting company "Choreoo - the human side of change" on questions relating to the development of effective teams. I would also like to warmly welcome Dr. Andreas Pfeiffer, experienced manager and business innovator, and owner of the management consultancy greenventors. Welcome, Mr. Rogowski and Dr. Pfeiffer. Mr. Rogowski, what importance do you attach to team culture and team spirit for the success of teams, especially in such a pioneering area as electromobility? Mr Rogowski: Team culture and spirit are crucial for every team. They form the glue that holds a team together, especially when it goes through the typical, sometimes challenging development phases - from formation to conflict to smooth collaboration. In an innovative field like electromobility, where things change agilely and teams often grow and are built just as quickly, these phases are even more critical. In addition, relatively new units often compete here - but they are attached to an existing, established organization. You should then work in the spirit and speed of a startup, while at the same time respecting the framework of established organizations. This creates additional tension. You talk about different development phases. How can managers support their teams to move through these phases efficiently? Mr Rogowski: First of all, as a manager it's about being aware of the respective phase of your own team. For example, in the early stages, teams are often very enthusiastic, but can also be chaotic. Here you need clear structures and framework conditions. In later phases, when conflicts may arise, it is important to address and clarify them openly. A good team is characterized by a high level of maturity in which all members work together efficiently and trustingly. To achieve this, you need clear communication, psychological safety and the willingness to continually work on yourself. Thanks for this explanation. Could you explain these phases in more detail and show us how they are particularly relevant in the context of electromobility? Mr Rogowski: I would be happy to go into the individual phases in more detail. First there is the formation phase, in which a team finds itself and gets to know each other. At this stage, relationships are often polite and superficial as members are still unsure and want to find their place. This is followed by the phase of conflict or storm, during which disagreements and friction may arise. This phase can be particularly intense considering how new and unknown the field of electric mobility is to many and how many different backgrounds and perspectives are at play. That sounds challenging. How does a team move from this conflictive phase to effective collaboration? Mr Rogowski: Through clarifying leadership that does not shy away from conflicts, but actively addresses and resolves them. This is not always easy, and sometimes you need external advice, coaching or a few workshops. But then it succeeds. After the conflict phase comes the norming phase, in which the team begins to gain clarity about roles, responsibilities and expectations. It develops rules and processes to work effectively. Finally, when these norms are firmly established, the team enters the performance phase, where they work together efficiently and harmoniously. It is the point at which the team really begins to develop its full potential in the field of electromobility. It is not about 'fixing' individual members of the team, but rather about recognizing patterns that influence team dynamics and understanding how these patterns can be used to the team's advantage or can be redesigned can. Marc Rogowski That's interesting. Could you tell us more about how systemic coaching can support these processes? Mr Rogowski: Of course. Systemic coaching is a counterpart to well-known expert advice, which often approaches problems with ready-made solutions. Which usually doesn't work in the long term. Our type of coaching looks at the team as a whole, in the context of its environment. It is not about 'fixing' individual members of the team, but rather about recognizing patterns that influence team dynamics and understanding how these patterns can be used to the team's advantage or can be redesigned. Dr. Pfeiffer, you closely followed Marc Rogowski's comments on team development. From a manager's perspective, how do you interpret the phases of team development described and their significance in the context of electromobility? Dr. Pfeiffer: Marc's insights into the team development phases are very apt, especially in the rapidly changing environment of electromobility. It is crucial as a leader to recognize what phase the team is currently in. In the early stages - and this can be joining a team as a "new boss" or completely rebuilding an area - when everything is new and exciting, I see it as an important task to offer orientation and set initial structures. This gives the team security and a clear framework for excelling in their performance. In the early stages, when everything is new and exciting, I see it as an important task to offer orientation and set initial structures. This gives the team security and a clear framework for excelling in their performance. Dr. Andreas Pfeiffer You talk about orientation and structure. How do you deal with conflict phases when differences of opinion or points of friction arise in the team? Dr. Pfeiffer: Conflicts are often unavoidable in team dynamics and can even be constructive if they are handled correctly. During these phases, my role is to listen to the team, intervene and ensure that we pursue common visions and goals despite differences of opinion. It's essential to create clear lines of communication and remind the team that we all share the same overarching purpose: to revolutionize mobility. If we now change the perspective: As an interim manager, you are not firmly anchored in the organization, but come on board for a certain period of time. How do you interpret the team development phases in this context, and what differences or challenges do you see compared to the role of a permanent manager? Dr. Pfeiffer: As an interim manager you actually have a slightly different perspective. You often come to a company in phases of upheaval or change. Awareness of the team development phases is also crucial here. Perhaps the biggest difference is that as an interim manager you have the advantage of a fresh outside perspective. This can help break old patterns more quickly and create new impulses. However, the challenge often lies in gaining the trust of the team in a short period of time. It is important to communicate quickly that you have the well-being of the team and the company in mind and that you want to contribute constructively to development, even if you are only on board temporarily. A central aspect of my work is to enable managers to better understand themselves and their team, to create spaces for reflection and to develop solution-oriented paths. Marc Rogowski Mr Rogowski, you work as a systemic coach and organizational developer. What exactly do you do when you accompany managers in these complex situations? Mr Rogowski: In my work with managers, I first focus on gaining a deep understanding of their individual challenges and goals. Systemic coaching makes it possible to look at both the individual and the relationships and dynamics in the team. A central aspect of my work is to enable managers to better understand themselves and their team, to create spaces for reflection and to develop solution-oriented paths. It is important to me to develop concrete action steps together that both enable short-term success and contribute to further development in the long term. That sounds like very fulfilling work. Why do you enjoy coaching executives in electromobility so much? Mr Rogowski: It is important to me to support people and organizations in such a dynamic and forward-looking field as electromobility. It's not just about overcoming technological or economic challenges, but also about helping teams and individuals develop their full potential. Every time I see the positive changes that come from our work together, it confirms to me how valuable and effective coaching can be. And if I can contribute a little to the energy transition, that makes me even happier. Dr. Pfeiffer, you have worked intensively on the various facets of emobility. How do technical content, technical knowledge and customer behavior in mobility interact in your work? Dr. Pfeiffer: Emobility is an interdisciplinary field. It is not enough to have only technical or energy industry knowledge. You also have to understand customer behavior in order to develop and market successful products and services. Team member interaction and performance are closely related and critical to success, especially when you work with such heterogeneous teams as I do. No matter whether the team members have a heterogeneous corporate background or are fresh out of university - we are all looking for something meaningful in common. Dr. Andreas Pfeiffer You have worked with many different teams in your career. How do you manage to form a coherent team from such heterogeneous groups? Dr. Pfeiffer: From my perspective, it's all about creating a shared vision and clear patterns of action. Regardless of whether the team members have a heterogeneous corporate background or are fresh out of university, we are all looking for a meaningful common ground. I love working intensively with my employees and developing a vision together. The key is to not only make them feel like they are part of something bigger, but to actually live it by developing the vision and themselves - as a team and as individuals. Finally, could you each formulate a suggestion for action for managers on how to succeed in the new situation of emobility? Mr. Rogowski: Sure, my suggestion: invest time and resources in developing your teams. This is an investment that pays off several times over. And it's not just about technical training, but above all about developing team culture and dynamics. Dysfunctional teams are very costly and difficult to heal. My advice is to invest early to ensure a good start. Dr. Pfeiffer: My suggestion would be to always take the time to talk with the team about the vision and goals together. It is important to understand vision and goals as a development process. And create spaces where open communication and feedback are possible. This creates trust and binds the employees. Emobility is a fascinating and challenging field that is constantly changing. But despite all the technological advances and market changes, one thing remains constant: success depends largely on people - on teams that work together effectively and organizations that adapt and grow. Like Mr. Rogowski and Dr. Pfeiffer emphasized today, a strong team culture, systemic coaching and an understanding of the organization's level of maturity are crucial factors for success in this dynamic environment. From this article, both experts would like to give managers in electromobility three essential and concrete tips for action: 1. Invest in team development: Leaders should consciously invest in the development of their teams, both in terms of professional development and in terms of team culture and dynamics. Awareness of the different team development phases and providing support during these phases, whether through coaching or other intervention methods, is crucial 2. Developing a Shared Vision: It's important that leaders regularly communicate with their teams about the company's vision and goals. Constant reflection and adjustment of these visions and goals enables the teams to develop further and adapt to the changing requirements of electromobility. 3. Encourage open communication and feedback: Open dialogue and clear lines of communication are crucial to building trust within the team and effectively managing disagreements or points of friction. It's important to create spaces where employees can give feedback and express their concerns. This not only promotes trust, but also overall team dynamics and efficiency.