Mainzer Stadtwerke worked with Mercuri Urval to establish a systematic development programme for 16 managing directors of its subsidiary companies. The approach connects the capabilities needed over the next three to five years with individual assessments, development conversations and personal development plans. Ongoing support from the client’s HR team is designed to make development a continuing part of the organisation’s work.
Mainzer Stadtwerke is a municipal group with around 2,000 employees and activities spanning energy, water, public transport and other infrastructure and services. With two Management Board members leading the group, managing directors in its subsidiary companies carry significant responsibility. Yet while development opportunities existed for emerging leaders and the second management level, there was no equivalent systematic programme for the leadership level directly below the Management Board. Changing regulatory conditions, cost pressures and wider disruption reinforced the need for regular external support, working alongside the organisation’s HR team. Mainzer Stadtwerke turned to Mercuri Urval, building on an existing collaboration in executive recruitment.
Preparation for the programme took approximately six months. MU began by analysing the capabilities leaders would need in the different parts of the business, looking three to five years ahead.
Each participant’s development assessment combined:
The assessment explored what had contributed to each leader’s success and what they would need to remain successful as requirements changed.Participants received their written reports first. A joint development conversation with the Management Board followed, supported by Jennifer Heigel, Partner and Director, MU and her team. The process provided the basis for individual development plans, with HR helping to identify suitable actions, including coaching and other development formats.
All 16 leaders included in the programme participated. Daniel Gahr, Chairman of the Management Board at Mainzer Stadtwerke also observed that investing in their development communicated appreciation for the leaders and supported motivation.
Jennifer Heigel reported a change in the quality of development conversations: topics that had previously remained unspoken were being identified and discussed. The programme was designed to continue beyond the initial assessment, and the approach is also being extended to leaders within the wider municipal group in Mainz.
Mainzer Stadtwerke’s HR team oversees the individual development plans. MU deliberately designed the process so that the organisation could take ownership of its continued use. As Jennifer Heigel explains: “The concept is not designed to keep the company tied to a consultancy forever. The expertise lies within Mainzer Stadtwerke.” The aim is to establish an ongoing development process that the client has the capability to sustain.
Jennifer Heigel is Partner and Director at MU and responsible for MU’s Leadership Advisory team in Germany. A qualified psychologist, she has supported organisations and senior leaders on leadership and development matters for nearly 15 years. For Mainzer Stadtwerke, her team brought together analysis of future leadership requirements, individual assessment and facilitated development conversations.
To discuss leadership assessment and development in your organisation, contact Jennifer Heigel.
Source: ZfK, article by Elwine Happ-Frank, published 29 September 2026. Read the original article in German.