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Louise Stott leads UK-IE unit on an equal footing and is planning to expand Deutsche Windtechnik’s technology expertise in the UK and Ireland

With immediate effect Louise Stott is the new Managing Director of UK/IE onshore entity. Louise swiftly communicated her plans, intentions and initiatives to ensure the continuous, positive development of the company. Particular emphasis will be placed on greater involvement of employees to learn about their needs and the training and qualification of new personnel. This includes training on different technologies such as Enercon and Nordex in order to broaden the expertise as an independent service provider in the UK and in the future, in Ireland.


Louise Stott, the new Managing Director of the UK/IE onshore-unit, will put a special emphasis on employee satisfaction and the expansion of multibrand service work including Enercon and Nordex.

Louise, after being appointed to be the new Managing Director, you immediately shared your plans and strategy with the employees. What was your intention in doing so?   

For me, it’s about creating a working environment based on openness, trust and transparency. Our people often have great improvement ideas so it’s important that we listen to them and put plans in place to evaluate focus areas and frustrations. Our culture is refreshing. We have the ability to move quickly implementing tailored solutions to satisfy customer demands. We have a strong, open and honest team who are passionately committed to delivering our vision of being the recognised partner of choice.

What will your specific measures and methods to put this into practice be?

To continue our positive journey, we will have an in-person company day in May with all our employees from across the UK. First, we need to foster greater connection between the different departments and an understanding of processes. COVID-19 meant that many members of staff have not met their colleagues regularly in person.  Second, we take our Employee Engagement Survey results seriously. Each colleague is required to submit their ideas, opinions and suggestions and they are evaluated by special working groups to deal with the results on the different levels. And a third measure is that we will continue to embed our mission, vision, values and behaviours, imparting them into all our multiple projects.

What made you choose that leadership approach?

Based on my experience in various leadership positions across a few different industries, it’s important to have that level of openness and engagement with your team. I’ve worked in various diverse cultures; some were hierarchical and others had a spirit of mutual respect. I’m enthusiastic about my work when I have the autonomy to bring new ideas to the table and implement them. This is my approach to leading a project, a team or even an entire company, as is now the case.

Have you always held leadership positions during your career?

It was never my intention to seek out leadership positions. Rather, it was a combination of coincidence and my character. I’ve always liked to communicate my point of view, to think about the bigger picture and to work with people to drive improvements. Those are without doubt characteristics that are needed to be a good leader. When I was only 19, I worked in a fashion store. After some time, they were searching for a team lead, so that was the first opportunity I had to find my own style of leading. I later worked in oil and gas before moving to the renewables industry. I have been working in onshore wind for the past 15 years, predominantly in Operations supporting the country’s green energy footprint which I am very passionate about.

What will Deutsche Windtechnik’s role within renewables in the UK in the next 5 years be?

The demand for green energy remains strong and the UK government has set ambitious goals to fulfil its “Renewables Obligation”. Due to inflation and shortage of labour, customers are under pressure to search for alternatives. Consequently, we are asked to participate in tenders. Thanks to our own technology training and our investment in apprentices, we can be sure to have skilled labour when needed. Secondly, we are a multibrand ISP. This means we have the capability to carry out service on different platforms and wind farms in the same region, so we can cluster our teams and tasks to increase our efficiency. One of our strengths is we are able to source spare parts and special tooling within a short time for our customers. Those are some of the reasons why we can offer service solutions for different technologies at competitive prices whilst maintaining service on the highest level at the same time. We will adopt a similar strategy for Ireland.

When will Deutsche Windtechnik be an active part of the Irish wind industry?

The legal steps have been taken to have an entity in Ireland. At the moment this is managed from the UK however we are on track to build a local service infrastructure so that we can offer services in Ireland in line with our current maintenance structure. Details about the new market entry will be communicated soon.

What will your technological focus be in 2023?

The market is demanding ISP-services more than ever. We are seeing more customers looking for an alternative to the OEM as they look to shed cost. They are willing to take more risk and move away from the OEM to improve their margin. For us at Deutsche Windtechnik this means that we will expand our technological and regional portfolio for our existing and future customers including Enercon and Nordex. We now have an entity in Ireland and so it’s about continuing to develop both existing and new customer relationships to grow the company. Another step will be to start business in Ireland and set up an infrastructure for maintenance there, too.

Deutsche Windtechnik has a long service history in Europe. The impact of Brexit is still evident in different industries. What about the daily business of Deutsche Windtechnik’s UK-unit?

Brexit is still having a negative effect on the UK. It’s very difficult to import parts and bring in skilled labour, which means that we must find our own local solutions combined with the challenges of the government’s ambitious construction targets. This will continue over the next five years as the installed base grows dramatically. We do still however benefit from our engineering infrastructure, experience and knowledge gained from Germany and other countries. We work collaboratively with departments and our colleagues in other areas to exchange multiplatform-knowledge as is now the case preparing for onboarding Enercon-Service in the UK.

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