Juliane Hefel: Inside the Strategy to Drive Global Collaboration and Sustainable Manufacturing at PPG

In recent years, there has been a significant increase in interest surrounding the manufacturing sector. Historically, this industry has been dominated by male workers, with women constituting only about 30% of the workforce. What is the experience like for women working in such a male-dominated field? What challenges do they face, and how can they contribute to improving the industry? What does it take to establish a highly successful career in manufacturing? Additionally, what exciting advancements and innovations are US companies making in high-tech manufacturing, and what can we expect in the near future? How can the US emerge as a high-tech manufacturing powerhouse? To address these questions, we are talking to women leaders of the manufacturing industry. As a part of this series, I had the pleasure of interviewing Juliane Hefel.

Juliane Hefel is general manager of PPG’s specialty coatings and materials business. The business creates solutions that enhance the surfaces and materials critical in our daily lives, including the silicas in our car tires, the monomers and coatings in our eye glass lenses, a synthetic paper used in security documents like passports and drivers’ licenses, and organic light-emitting diode (OLED) materials in televisions and electronics. Joining PPG in 2022 to deliver strategic and operational leadership to the business unit, Juliane’s leadership style pushes the status quo with bold transparency and a range of fresh industry perspectives on accountability, sustainability and innovation. Born in Austria, she has lived and worked internationally in China, Germany and the United Kingdom, and most recently in Detroit, Michigan, where she led Henkel’s automotive OEM business unit in the Americas prior to joining PPG.

Thank you so much for joining us in this interview series! Before we dive in, our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started in manufacturing?

My career has taken an untraditional path to the manufacturing industry, as I started in language translations. A former manager from early in my career once told me that the most qualified candidates are often those who have little experience in a certain area of a business because they bring new and fresh perspectives that help drive progress. I took this advice when I then moved into a role in procurement.

Moving into purchasing and marketing, then leading global businesses, I’ve experienced the impact of modern manufacturing across all aspects of business. From diverse and high-tech career paths to optimizing manufacturing processes for energy efficiencies, the technical expertise and market leadership that starts in manufacturing has always fascinated me.

With PPG’s specialty coatings and materials business, I appreciate the uniqueness in its diverse product offerings, and that it doesn’t follow a regional structure. Our business works as a global team, serves global customers, and exports global products. This requires our people to think, act and lead globally to make a high-performing team, extending to our manufacturing capabilities.

Can you share the most interesting story that happened to you since you began your career?

For me, it’s about the journey rather than a one-time event. A reoccurring theme is change. Change is never easy, but I have found success in tapping into others who also welcome change, and together creating a multiplier effect. This type of engagement is key to developing the future.

In a previous role, I embraced a major change and moved to China for several years. With much to learn about the region’s culture and ways of working, I jumped right in overseeing operations in 14 countries within Asia, each facing a unique set of needs. My mother called this “jumping into cold water.” At the time, we were a team of only three people, so we had the opportunity to build a new team and structure. In this role, I learned to navigate real complexity and create opportunity from scratch.

I also had an experience early in my career when I was the target of workplace bullying and eventually quit. It was a decisive moment when I recognized and acted on my right to have boundaries and build trust in myself and my instincts.

Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?

“What you are is what you have been. What you will be is what you do now,” has always stuck with me.

Growing up in Austria, I found great serenity in the outdoors and in the mountains. Still today, I find being outside in nature is essential to my mental and physical well-being. Nature is my connection to my roots and my path forward for wellness.

Professionally, I am driven by a love for change and see a great need to maintain a future-forward mindset. The world we operate in today is complex. We regularly encounter new challenges that become less and less predictable making it crucial to be able to pivot in the moment, find and make space to do what’s right and navigate alongside our customers and suppliers to find solutions to the world’s challenges. This is particularly relevant in terms of innovation and sustainability.

From addressing water scarcity to accelerating carbon reductions in manufacturing processes, what we do today to develop and enhance sustainable solutions, will have a significant impact on the direction our business, and our planet, will take in the years ahead.

Ok wonderful. Let’s now shift to the main focus of our interview about High Tech Manufacturing. Can you tell our readers about the most interesting projects you are working on now? How do you think this will help people?

From tires to eyeglass lenses, the downstream is becoming more reliant on upstream supplier partners like PPG to help with expertise in technology, sustainability and engineering.

In terms of sustainability and carbon reduction, ambitious goals are abundant, but are often not differentiators anymore. Tangible, strategic plans to reach goals and support customers’ needs make a difference. The world is shifting focus from accounting to accountability. Starting with raw materials to upstream impacts, at PPG, we are creating carbon-reducing solutions that will positively impact the value chain, from our direct customers to the brand owners. This means investing in technology and processes that enable more transparency in our data; carbon footprint reduction in our operations and supporting customers’ sustainability progress. PPG is also looking forward to sharing our 2030 sustainability targets following validation from the Science Based Targets initiative (SBTi) in the coming months.

One example that I’m quite excited about is optimizing tire manufacturing processes. Sustainable mobility starts with R&D innovation and manufacturing advancements, not on the road. PPG’s tire silica technology is allowing tire makers to achieve double-digit energy and time savings that contribute to optimized manufacturing processes.

Can you share how you are helping to reshape the Manufacturing industry?

I am a believer in assessing the entire value chain to create unique competitive advantages for our customers, partners, and for PPG. As such, it is critical that that we collaborate across the entire value chain. This is achieved only through doubling down on strategically analyzing and sharing data that enables decisions and strategies that move us toward more sustainable plant operations, product, processes and business models.

In addition to what you are working on, what other exciting advancements and innovations are US companies making in High Tech manufacturing?

At PPG, we’re focusing on digitalization, high-efficiency power-generation facilities, as well as environmental impact reduction efforts across all manufacturing facilities. Simultaneously, according to a recent survey of manufacturers by the Manufacturing Leadership Council, 89% of survey respondents said they expect their company’s rate of adoption of disruptive technologies to increase over the next two years. Manufacturers are also applying artificial intelligence (AI) and machine learning (ML) to reduce costs and improve productivity and processes (75% of respondents) and for preventative/predictive maintenance or quality improvement (75%).

From your vantage point as an insider, what exciting developments will be coming out in the near future?

An urgent need for climate action will accelerate the transition to sustainable mobility, including cleaner, safer, more inclusive transportation systems. The tire industry plays a critical role in this transition. Through PPG’s silica technology, we’re leveraging technological innovation that helps to achieve greater fuel efficiency, safety and durability demands.

I also anticipate a greater focus on solutions that advance sustainable technology in water-scare communities. From material science to proprietary manufacturing processes, solutions like PPG’s highly efficient water filtration membranes increase performance of water treatment and reuse at manufacturing facilities, and other critical locations like military bases, on offshore drilling rigs and on large ships.

What are the three things that most excite you about the state of US Manufacturing? Why?

I’m optimistic the electrification of manufacturing facilities. For example, clean hydrogen creates electricity from renewable energy sources like hydropower, geothermal, wind and solar. Much progress is being made in this arena, but manufacturers must continue to think about a renewable energy strategy that supports a low carbon future.

The power of data is something where we are only scratching to surface so far. Opportunities to capture and leverage data in manufacturing will naturally lead to working smarter, connect value chains in a totally new way and help us evolve our business models.

I’m also excited about the increase in women and underrepresented minorities moving into the manufacturing space. According to the National Association of Manufacturers, there are now 3.77 million women in the industry, which is 29% of the manufacturing workforce. PPG is actively investing in increasing representation of global female professionals. By 2025, our goal is to achieve 34–36% representation of non-frontline global female professionals.

What are the three things that concern you about US Manufacturing? What would you suggest needs to be done to address those concerns?

Manufacturers in every industry are in the middle of fundamental disruptions driven by climate change, geopolitical challenges and megatrends like mobility and digitalization. How we turn these into opportunities, but also mitigate threats if not anticipated early enough, will be THE question leaders will need to answer to succeed. In order to address these concerns, leaders need to embrace uncertainty and agility to adjust to and leverage these disruptions. And, it’s critical to drive a culture based on shared values across an organization. Providing clarity around a company’s strategy — and the WHY behind it — serves as a guidepost for decision making.

Based on your opinion or experience, what would it take for the US to become a High Tech Manufacturing powerhouse?

It is critical to the manufacturing industry that we continue to invest in our operations, especially in the areas of automation and digitization, as well as the products and services we provide. We must also invest in the infrastructure, here at home, which includes building new facilities, investing in existing ones. I’m optimistic about the recent wave of investment announcements from major manufacturers including Intel, which is constructing a $20 billion chip plant in Ohio.

In addition, federal and state legislators must prioritize improving transportation and energy grids. While the “Build Back Better” program, which was voted into law in 2022, will invest in public transit, roads, bridges, tunnels and more, more has to be done. Our electric grid is becoming less reliable and more fragile. A Wall Street Journal study indicates that incidences of prolonged blackouts have doubled since 2013.

In addition, there is a growing opportunity to leverage new technologies like 3D printing to create less waste and more sustainable manufacturing practices amongst the current global landscape. This includes applying an entrepreneurial mindset and investment in technology resources in the manufacturing sector. For me, it also means maintaining a strong customer focus by knowing and anticipating customer needs.

As you know, there are not that many women in High Tech Manufacturing. Can you advise what is needed to engage more women in these industries?

Research has shown that girls gain interest in STEM careers around age 11, but they lose it around age 15. Therefore, we not only need to expose manufacturing jobs/careers to young women, but we need to help them retain their interest. Manufacturers can help girls retain their interest by engaging with students in high school through career fairs, volunteerism and mentorship. At PPG, we provide funding to support various points along girls’ educational continuums, partnering with programs that inspire, funding hands-on activities, and investing in students pursuing higher education with scholarships and career skills training. PPG has also made a commitment to invest $20 million by 2025 to create greater educational pathways for Black communities and people of color.

Fantastic. Here is the main question of our interview. What are your “5 Things You Need To Create A Highly Successful Career In Manufacturing?

1 . Bold transparency. Creating transparency in the workplace enables bold, winning strategies and transformational change. I first came to the U.S. to lead a team that created high revenue, but low profitability. We pinpointed that a lack of sharing data and insights on the state of the business was creating this issue. It was immediately clear how to change course: the entire team needed to understand how the business was performing and where we were headed next. This triggered the right actions, changed the team’s dynamics, and turned profitability around.

2 . Customer focus. Understanding and anticipating the needs of partners and customers is necessary in accelerating change and becoming future-ready solution creators. Nearly 25 years ago, PPG partnered with an OLED technology start up company, Universal Display Corporation. They had the intellectual property; we had the specialized manufacturing experience to scale up production. A quarter-century later, we continue to focus on the factors that make this customer partnership successful. We work as a team to make it happen and accelerate their success.

3 . Future readiness. Today’s world gives us unlimited unknowns. We must be agile and ready to pivot in the moment. Integrating advanced technology like AI and machine learning will become increasingly important. Professionals in the manufacturing sector should be ready to challenge business models to bring true value to the table.

4 . Strategic risk taking. Acting fast and bold is necessary. Following my sister’s graduation from university, she was offered an unpaid internship with the United Nations in Thailand. Although our parents felt she should have pursued a paid career choice instead, I was her ally and believed in the opportunity. I financially supported her throughout the internship, which led my sister to a 20-year career with the UN industrial development organization. The risk paid off.

5 . Accountability. Hold yourself and others accountable to take action and achieve desired results. My team recently shifted our approach to goal setting to remove silos and assess our business collectively. From commercial functions to operations to R&D and more, we’re setting goals wholistically to track success, enhance accountability, and ensure timely solutions when challenges arise.

The value of teamwork in accountability is immeasurable. By surrounding yourself with a high-performing team, you can enable productive decision making. Decisions should not only be made at the top. I believe that if an entire team understands where the north star is, everyone is empowered to make bold choices.

You are a person of great influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

Radical transparency. Through genuine transparency, we can motivate a large workforce, enable progress on sustainable solutions to meet customer needs and societal challenges.

How can our readers further follow your work online?

I am always interested in exchanging views on which disruptive trends will shape our world and industries and how we could jointly leverage these opportunities to create a positive impact for our companies, societies and the world. Connect with me on LinkedIn.

Thank you so much for the time you spent doing this interview. This was very inspirational, and we wish you continued success.