2008 I 2009 Sustainability Report - Econsense

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Positive for the family through and through 38 "Bye, see you later", says Dr. Uta Wörner, hugs her family and sets off for work. The 35 year-old doctor can go to work with an easy conscience, because she knows her husband can handle the demands of their two sons. Lukas, the older brother, is already rising from the breakfast table; he grabs his lunch package and heads for school. Meanwhile, four year-old Maximilian continues to take his time enjoying the first meal of the day until his dad makes a move, finishes dressing him and takes him to the nursery. By this time, it's normally between 8:30 and 9 a.m., and Steffen Wörner finally arrives at his workplace in the Durlacher Allee in Karlsruhe at half past nine at the latest. The Wörners decided right at the outset that they wanted to share the challenges presented by "project family". "It's not right if one of the partners figuratively climbs Mount Everest while the other one has to stay dejectedly at base camp", is how the 41 year-old holder of a degree in business administration describes his viewpoint. Even back in 1999, when his oldest son Lukas was
orn, the personnel controller took advantage of the services provided by the "pme Familienservice" when he was looking for suitable childcare. This service for employees is financed by EnBW. Grandparents are, however, still one of the cornerstones of the Wörner family model, and they regularly help the working parents out by looking after the children. The other cornerstone is the flexible working time concept that has been in place at EnBW since the late 1990s. It was this model that enabled the young mother to complete her studies and her PhD and to then take up employment in a hospital as an assistant physician until her second son was born in 2005. Now Maximilian, the "baby" of the family, is also profiting from the options that EnBW provides for not just female employees: Dr. Uta Wörner meanwhile works part-time, but when she has more time-consuming appointments two to three times a month, then she counts on the flexibility of her husband. In other words, Steffen Wörner leaves his workplace at midday on these days, picks up his sons from the school and nursery, and takes them back to work with him. After lunch in the company restaurant, they head to the "child office": Steffen Wörner logs on at the PC, Lukas does his homework, and the youngest son has fun playing with the toys or drawing pictures – or getting to know other "EnBW kids" who happen to be there too. "The child office is perfect for our needs" says the personnel controller. "I can keep my eye on the boys and still concentrate on my work and take care of urgent tasks." Uta Wörner then arrives around 4 p.m. to collect the children, and Steffen Wörner, a self-confessed night-owl, can return to his proper workplace to deal with the rest of his work and take care of anything else that needs to be done before the end of the day. "The child office, the option of working part-time and flexible working time models hugely simplify matters for me", the EnBW employee says. "They lay the foundation for a new and extremely positive family experience: taking us away from the traditional solution that generally puts women at a disadvantage and providing well thought-out alternatives that are ultimately to the benefit of all parties." The reactions of his work colleagues and of the people he mixes with in the private sphere are generally positive and provide additional confirmation that he made the right decision. His boss, Tilo Haas, also a father-of-two, echoes these reactions: "The services on offer are simply terrific. If they'd have been in place when my kids were young, I'd certainly have taken advantage of them." 39
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Page 5 and 6: 36 48 Report Positive for the famil
Page 7 and 8: The efficient use of energy is anot
Page 9 and 10: Ecological and social commitment Ou
Page 11 and 12: Changing climate Ever since the pub
Page 13: ing the various items in Germany's
Page 16 and 17: 14 Political seismograph and partne
Page 18 and 19: Hands-on team spirit - adhering to
Page 20 and 21: We Weiterhin have also wurde adopte
Page 22 and 23: 20 International Internationale coo
Page 24: "The intelligent electricity meter
Page 27 and 28: In 2007, the Schachts were one of a
Page 29 and 30: Research and innovation The Researc
Page 31 and 32: Stuttgart - a model region for "ele
Page 33 and 34: joined forces. At the pilot plant,
Page 35 and 36: Anywhere up to 15 companies are act
Page 37 and 38: Local citizens as energy entreprene
Page 42 and 43: Pulling in the same direction - emp
Page 44 and 45: Moreover, knowledge management tool
Page 46 and 47: Responsible and prevention-oriented
Page 48 and 49: 46 Improving quality through qualif
Page 50: "If it weren't for the sponsoring a
Page 53 and 54: oadly based "Schlag auf Schlag" you
Page 55 and 56: Stuttgart. In the run-up to Christm
Page 57 and 58: International projects and climate
Page 59 and 60: companies concerned within the fram
Page 61: Publishing details | Photos | Conta

2008 I 2009 Sustainability Report - Econsense

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