How is the global service department set up?
With more than 20žservice subsidiaries across all continents, we have a global service network. Service is a domestic business and requires local businesspeople on site—not just because our service technicians get to site more quickly in case of a breakdown or emergency, but also because the requirements are very different from country to country. Service is understood differently in the US than in China or Australia—so we can adjust our portfolio to the local requirements.
In addition, we have an expert team in Regensburg that can support our national organizations at any time in case of important questions. But it won’t stop there. We plan to expand our service department globally by continually adding new members onto the Reinhausen Service team, communicating MR’s concept of high quality to them in our training centers, investing in new equipment and entering into new partnerships.
Why are you continuing to expand Service?
Service offers MR the opportunity to stay in contact with operators and to understand changing needs better. For MR, Service also means proximity to the customer. The topic is already very important for us. We have long offered traditional services like replacement part delivery, oil treatment and tap-changer maintenance. Now, we have an extensive service portfolio that covers the entire life cycle of a transformer, with maintenance, servicing, technical upgrades and modernization.
„We have an extensive service portfolio that covers the entire life cycle of a transformer, with maintenance, servicing, technical upgrades and modernization.“
And we service equipment from all manufacturers. While some other companies are striking these hands-on services from their portfolio, our management is convinced that “a strong partner offers strong service on all levels”. That is why this is also ﬁrmly established in our strategy. But the industry is changing, and services for transformers will be much more important in the future. Equipment is being operated longer and the age of ﬂeets is rising worldwide. Customer behavior has also changed. Before, transformers were serviced after a certain time interval.
Today, servicing is usually done based on condition. In addition, expertise is sometimes lost when long-serving employees retire and, at the same time, a new generation of asset managers steps up with a completely different mindset that prioritizes consultation and, above all, digital solutions. The technological leap of the last few years can be felt even in the generally conservative energy industry. With ETOS® (Embedded Transformer Operating System) and our FLEETSCAN 2D assessment system, we already have ﬁtting solutions from the start. But we want to expand our portfolio further.
What plans are you pursuing?
In addition to the investments in international expan-sion already mentioned, we plan to add new services to our portfolio. This includes, for example, our remote service from Regensburg or further digitalization of asset management. Above all, we want to turn our focus back to our consulting expertise. We can screen the entire ﬂeet, assess it and recommend what maintenance or modernization measures are needed. And if we look even further into the future, we intend to offer all-inclusive solutions. Then, on request, we will be able to take on asset management completely
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