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Simon Ehrenfels is responsible for compliance at eeMobility. We asked him why many people still have the wrong idea about compliance and why compliance can create added value for the future.



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2 min


eeMobility GmbH


eeMobility GmbH

Simon, when you think of compliance, many people first think of scandals. Why is this idea of compliance not enough to describe your work? 

In fact, the term appears in public mainly in connection with economic scandals. But compliance means much more than that. When we talk about compliance, we are talking about the moral components of business, but also about tradition and awareness. Compliance is the search for answers to a whole series of questions: How does a company deal with its business partners? How does a company deal with its employees? Which business partners does one work with and which not? How do I behave correctly in certain situations? 

So compliance is something like a moral compass for a company and its employees?

That is correct. Compliance also has a lot to do with a sense of responsibility. This applies to the employees, but also to the company. It's about transparency and not making yourself vulnerable. When it comes to compliance, I always like to invoke the concept of the "honorable businessman. It may sound a bit dusty, but it's actually very topical. 

How has the topic and awareness of compliance evolved in eeMobility?

The topic of compliance has always been part of our corporate culture. Interaction with each other and the meaningfulness of our corporate goals have been a big driver for everyone from the very beginning. After the takeover by Statkraft, we also named and structured the values and ideas that were previously lived at eeMobility. In the meantime, our Code of Conduct is part of every employee's employment contract. Nevertheless, it is important that we constantly rethink compliance. Compliance is not a list of prohibitions that you simply work off. I always try to make it clear to everyone that we are not primarily concerned with telling every employee what to do and how to do it, but that together we are always thinking about how we can do things better. In all areas. 

Do you have a specific example of this?

We are currently considering how to design packaging so that we can not only recycle it but also reuse it. We are asking ourselves whether wallboxes can be built in such a way that they can be fully recycled at the end of their life cycle instead of being thrown away. All this against the backdrop of the question: how do we want to operate as sustainably as possible? That, too, is compliance. Many people initially perceive this as extra work. I try to counteract this and convey that our ideas also create added value, not only socially but also economically.

How will the topic of compliance develop in Europe in the future and which compliance topics do you plan to tackle in the near future? 

European compliance is currently being established between the individual companies so that we can harmonize and possibly align standards. This is a very exciting process, as very different cultures come together here. Behavior that is taken for granted here may be seen as problematic elsewhere. We have to develop a sensitivity to this. We are also developing a new IT guideline. We want to use these to sensitize our employees to the issue of data protection, for example. Can I publish photos from the office? Which passwords should I use? How do I dispose of data media correctly? These are all things that our employees should know.


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