Member of the Executive Board, Research & Development, MAN Truck & Bus SE
Dr. Frederik Zohm: Grüne Transportlösungen von morgen: Teamwork mit Weitblick
Unser Gast in dieser Folge ist Dr. Frederik Zohm. Frederik ist Vorstand für Forschung & Entwicklung bei MAN Truck & Bus SE. MAN Truck & Bus ist einer der führenden europäischen Nutzfahrzeughersteller und Anbieter von Transportlösungen.
„Wir brauchen bis 2030 rund 35 Terawatt grüne Energie, um rund 50 Prozent der gesamten LKW-Flotte in Europa zu dekarbonisieren. Wir wollen das bis 2030 schaffen, also auf sechs Jahre, das ist also eine wirkliche Herkules-Aufgabe.“
In LKWs werden rund 80 Prozent unserer Güter in Europa transportiert und die Verfolgung von Gütern von A nach B kann nur über Softw...
Transcript (40 segments)
A
Anne Koark0:00
Welcome, dear listeners. You are listening to the Digikompetenz Podcast with Anne Koark and Philipp Ramin. Today we are speaking with Dr. Frederik Zohm, who is the Board Member for Research and Development at MAN Truck & Bus SE. MAN, I think, everyone knows. MAN Truck & Bus is one of the leading European providers of transport solutions with an annual turnover of 14.8 billion euros in 2023. The portfolio includes vans, trucks, buses, diesel and gas engines, as well as services for passenger and freight transport. It employs about 33,000 people worldwide. Frederik earned his doctorate at RWTH Aachen, where he studied manufacturing and industrial engineering, and later an MBA from the University of St. Gallen. He started his career at a university consultancy, then joined Daimler in 2005, holding various truck roles at EvoBus, Mitsubishi Fuso, and Rolls-Royce Power Systems. In 2017 he moved to Volkswagen Truck & Bus, managing the alliance with Navistar, and was appointed to the MAN board that same year. One of his children was born four days before the Fukushima disaster while he lived in Japan. A fun fact: his red MAN vest has become his trademark and a weather indicator for employees. Welcome, dear Frederik.
F
Frederik Zohm2:36
Hello Anne, hello Philipp.
A
Anne Koark2:44
So Frederik, you were in Japan when the Fukushima disaster happened. How did that shape you?
F
Frederik Zohm2:54
It shaped me on two levels. As a family man, our fourth child was born just before, and we were six in a very unusual situation. I asked a colleague if he had ever experienced anything like that; he said no, I said wrong answer. The family pressure was immense due to different perceptions between Japan, the world, and Germany. Professionally, many suppliers were affected by the tsunami or earthquake, creating huge challenges. It was an extreme situation, but in retrospect, crises strengthen you.
A
Anne Koark4:36
From crises to more important things: you’ve become the company’s weather frog with that red vest. Why do you love it so much?
F
Frederik Zohm5:04
The vest is simple and practical. It’s red because of MAN’s colors. I wore it for events to stand out, and it became a trademark. Even though the logo is peeling, it’s grown on me.
P
Philipp Ramin6:28
We consider it a symbol that you get things done.
A
Anne Koark6:35
Thanks Philipp. Frederik, you posted about MAN International Thank You events. Why is gratitude important in transformation?
F
Frederik Zohm6:51
Companies are social systems. MAN faced multiple crises, and our team did extraordinary work with no time to say thanks. We wanted to come together, show appreciation, and create positive energy. It was like surprising someone with flowers—a simple thank you that released a lot of energy.
P
Philipp Ramin9:21
Frederik, you’re the R&D board member. Can you explain your current focus and what has changed in your industry?
F
Frederik Zohm10:01
We make trucks and buses for goods and people. A truck travels 200,000 km per year and burns 20–30 liters of diesel. Decarbonization is our focus. By 2030, we need 35 terawatt-hours of green energy to decarbonize 50% of Europe’s truck fleet. We’re transforming from diesel to battery production—100,000 battery sets per year by 2030. That’s a huge challenge, both technologically and for our workforce. Digitalization and automation also change our products and work.
P
Philipp Ramin14:52
Trucks often get a bad reputation for noise and traffic, but the world would collapse without them. Does that frustrate you?
F
Frederik Zohm15:31
We wish for more appreciation. During COVID, truck drivers kept goods flowing. Now we have a chance through decarbonization and digitalization to change the image and give drivers better tools. That’s our forward-looking perspective.
P
Philipp Ramin17:11
You also make buses. What about autonomous driving?
F
Frederik Zohm17:25
We recently got the first road approval for Level 4 autonomous driving on German highways, still with a safety driver. The goal is to achieve Vision Zero—no road fatalities. Autonomous systems will be ten times better than human drivers. They can also improve efficiency by eliminating mandatory rest breaks.
P
Philipp Ramin19:04
What framework conditions are needed to accelerate this?
F
Frederik Zohm19:32
Digitalization of maps and sensor data processing has advanced. We need redundancy for safety, especially for a 40-ton truck. Integration into logistics processes, like departure checks, still requires work. We’re increasing processing speed and learning to handle more traffic situations.
A
Anne Koark21:21
You’re a board member. How much must you learn today?
F
Frederik Zohm21:43
We need expertise in cell chemistry, software, mechanics, and thermodynamics. Learning by doing, through talks and technological arenas. Leadership skills also need constant improvement. I try to be self-critical and work on my weaknesses.
P
Philipp Ramin23:28
What does this mean for your workforce? How do you address skill gaps?
F
Frederik Zohm24:10
We have an internal academy within the VW Group, offering targeted trainings. For example, high-voltage safety for e-trucks. We need to identify future skills and decide whether to train internally or hire externally. A surprising gap: diesel engine expertise is declining because students focus on software and batteries, but we still need those skills.
A
Anne Koark26:42
It’s fascinating how multifaceted your company is, also in learning. Is there anything you’d like to teach politicians?
F
Frederik Zohm27:14
Politics shapes our framework. We’re in close dialogue. For example, we have the e-truck product, but customers need charging infrastructure. That requires political support to create a European system. We need better understanding and cooperation.
P
Philipp Ramin28:57
You mentioned innovative technologies. Does that also involve new business models, like offering transport as a service?
F
Frederik Zohm29:33
Our core competence is industrializing technology at scale—building 300–600 trucks a day safely. We can help customers optimize logistics, but our strength is not running their business. We focus on integrating technologies into reliable products.
P
Philipp Ramin31:03
What about hydrogen? What are your perspectives?
F
Frederik Zohm31:29
For our customers, energy cost is key. From green energy, a battery-electric truck uses 75% efficiency, hydrogen only 25%. But green energy may need to be imported, requiring hydrogen-based carriers. We offer both, but believe battery-electric suits most applications, while hydrogen may serve heavy loads and long distances where batteries are too heavy.
P
Philipp Ramin34:11
So multiple technologies run in parallel, increasing complexity and skill requirements?
F
Frederik Zohm34:40
Absolutely. There are synergies, but we must excel in each. We have to prioritize investments across technologies.
A
Anne Koark35:24
Are you seeing more cooperation in the industry, like partnerships and ecosystems?
F
Frederik Zohm35:56
Yes. For example, Daimler Trucks, Volvo Trucks, and Traton formed Milence, a joint venture for charging infrastructure. We also use supplier partnerships. Our focus is on integration competence rather than being best in every single technology.
P
Philipp Ramin37:08
How important is the human skill of listening?
F
Frederik Zohm37:40
Teams don’t work just because they have the best individuals. Humility, listening, and collective decision-making are essential. It’s important to communicate and ensure everyone is aligned.
P
Philipp Ramin38:15
As a father, do you think these soft skills should be emphasized more in education?
F
Frederik Zohm39:21
Absolutely. Society is more individualized now. Schools should strengthen team skills through projects and sports. It’s not either/or—individual performance is also important. We can start at home with family team events.
A
Anne Koark41:20
We’re almost out of time. What are your top three priorities for the next months?
F
Frederik Zohm41:52
First, ensuring smooth product launches amid high pressure. Second, navigating a restructuring while keeping the team together. Third, finding more time for family—our daughter just finished her final exams.
A
Anne Koark43:35
As a mother, I appreciate that. My last question: what three skills should people learn for the future?
F
Frederik Zohm43:48
First, find the field where you are truly happy—where work becomes pleasure. Second, learn to work in teams and contribute to society. Third, be humble and self-critical—look at the beam in your own eye before pointing out splinters in others.
A
Anne Koark45:27
Dear Frederik, it was a wonderful conversation. Thank you for being our guest.