INVEST | Interview

Power
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ANDRITZ HYDRO AND ITS REGIONAL EXECUTIVE
JOSEF M ULLMER ARE HARNESSING THEIR
AUSTRIAN EXPERTISE TO HELP REALISE ASIA’S
FULL HYDRO POTENTIAL.
WORDS CHRISSIE MCCLATCHIE • IMAGES ABHISHEK BALI

A
s a young electrical engineer, Josef M Ullmer had only just started out
in his career when he was transferred to Singapore as the marketing
and sales manager of ELIN Energieversorgung’s (ELIN) Far East Rep
Office in 1986. Little did he realise at the time, but more than three
decades later he’d still be calling Asia home. In 2000, ELIN would
merge with two other companies to form VA TECH Hydro – an
organisation that, in 2006, would become part of the ANDRITZ Group and change
its name to ANDRITZ Hydro GmbH (ANDRITZ Hydro).
Along his journey to the company C-suite, Josef has also become one of the
industry’s most respected figures. Today, as ANDRITZ Hydro’s Regional Executive
– South Asia, South-East Asia, Australia and New Zealand, he has bases in Jakarta
and New Delhi, although it’s a role that always has him on the road.
During his time in the executive suite, Josef has overseen some of the region’s
most significant hydro developments. A name synonymous with Austrian expertise
in hydraulic power generation, ANDRITZ Hydro has supplied the turbines and
generators for the Three Gorges Dam on the Yangtze River in China, the world’s

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Interview | INVEST
Senior Vice President – Market Management, Sandeep Shrivastav (left), with Josef M Ullmer and Regional General Counsel (APAC region) Brijesh Anand
largest hydropower plant; equipment for the Having spent part of his early career in what
1,200MW Teesta Urja Hydro Power plant in India, he refers to as the Export Office, Josef ’s global
the electromechanical equipment for the Sihwa tidal perspective is one that is embedded.
power plant in South Korea (also the world’s largest); “As you can imagine, a group like ANDRITZ
and turbine generator units and electromechanical can only lead from the success it has in its export
equipment for HPP Cirata, a hydropower plant in business,” he explains to The CEO Magazine.
Indonesia. There have been many other landmark “There will always be a limit to the demand
projects across Asia. for our products in Austria.”
A market leader, ANDRITZ Hydro brings more Yet the company’s heritage is also what Josef
than 175 years of experience in turbine design to the believes sets it apart in the market. “We come from
industry across four divisions: a small country, which
large new installations (Large is neither politically or
Hydro); modernising and “IF WE ALL WANT THIS economically dominating,
upgrade (Service & Rehab);
small hydropower (Compact
INDUSTRY TO GROW, nor resource-rich. Despite
this, there is a strong focus
Hydro); turbo generators WE NEED TO HAVE on excellence,” he explains.
and pump business (Turbo “Austria is at the roots of
Generators). The company ALIGNED AND our technology, but we mix
has more than 7,500
employees in 65 locations
TRANSPARENT in a lot of local expertise.”
Part of its investment in the
worldwide, and has installed COMMON GOALS.” region includes state-of-the-
a total of 31,000 turbines art turbine and generator
around the world; about 2,000 of these can manufacturing plants in India and China.
be found in installations in the Asian region, for But more than this, he says, its unwillingness to
a total output of 85,000MW. ANDRITZ Hydro compromise for a “quick win” offers a significant point
has a strong regional presence in Australia, China, of difference. “We uphold very clear ethical compliance
India, Indonesia, Laos, Malaysia, Myanmar, New standards. It’s something that is ingrained in our
Zealand, the Philippines and Vietnam. culture,” he says. Also entrenched in company culture
is the ongoing quest for innovation, improvements
and change. “We don’t view change as a threat,”
“Our journey with ANDRITZ began seven years ago in 2012, catering
to their need for special fasteners. ANDRITZ has been a true partner he explains. “Change is very much considered
for Randack and has supported us in all aspects of techno-commercial an opportunity to refresh and regenerate our
requirements to create a win–win situation.” – Sateesh Bhide, Director,
Randack Fasteners India base ideas as well as our products.”
theceomagazine.com | 145
INVEST | Interview
Today, more than ever, his is an exciting region
to be in charge of. It’s one that is constantly evolving
and full of local nuances. As the population grows
“WE UPHOLD VERY
and brings with it increasing power requirements,
the role of hydropower – to supply sustainable,
secure and competitively priced electrical energy
CLEAR ETHICAL
– cannot be understated.
The region (excluding China) still has a long
COMPLIANCE
way to go to fulfil its potential, however. Currently,
829,480GWh of power is generated from hydropower
– the company believes a figure of 5,470,400GWh
STANDARDS. IT’S
to be feasible.
In particular, Josef names India and its SOMETHING THAT
IS INGRAINED IN
unexploited reserves, as well as Malaysia, Nepal,
Bhutan, Vietnam and Laos as promising countries
in Asia. The hydropower possibilities offered by
the Mekong River and its tributaries have led
“It has been a pleasure serving ANDRITZ Hydro with our best-quality
OUR CULTURE.”
copper products for almost two decades and we appreciate
ANDRITZ’s way of growing their business with responsibility to
the world and mankind. We are truly proud to be a key supplier.”
– Montree Prakobkaew, Senior Vice President, Strategy and
Commercialisation, Oriental Copper Company Limited (Thailand)
Half page advert
ORIENTAL
MODEL STUDENT
In April 2019, Josef was awarded an
honorary Doctor of Literature degree by
Chitkara University, Punjab. “Mr Josef
M Ullmer is a man of great integrity,
dedication, significant achievements and
remarkable humility, and has brought
these qualities to his dynamic leadership
to ANDRITZ Hydro, India. This award is
recognition for (his) passion, unique vision
and drive for innovation to bring sustainable
alternative energy solutions to the energy
crisis,” Dr Madhu Chitkara, the university’s
Vice-Chancellor, commented in a statement
to the press.
The honorary degree is not the first
accolade he has achieved in his career.
In 2001, he was awarded the ASEAN
Development Citra Award for Best Practice
Management of Joint Venture Companies
in ASEAN. He is also a 2011 recipient of the
Goldenes Verdienstabzeichen der Republik
Österreich (Gold Merit Badge of the
Republic of Austria).
the company to state that Laos could become the
“battery of South-East Asia”, adding that, as it stands,
only 18 per cent of its capacity has been tapped.
But finding the right balance between growing
energy demands and unexploited hydro potential
is a challenge, he cautions, especially considering
the limited finances most countries in the region
are able to commit. “Traditionally, the industry was
government-driven and funded, with the support
of multinational agencies,” Josef explains. “But today
much of it is in private investment.” Although many
governments continue to incentivise investment in
small hydro, he feels that bureaucracy can weigh
down progress. He also sees scope for the local
banking sector to offer more attractive long-term
financing programs for hydro projects. “I believe that
if we all want this industry to grow, we need to have
aligned and transparent common goals,” he says.
Josef also calls upon the world’s more developed
hydro markets to share lessons already learned with
their less developed counterparts, such as Asia. “The
reality is that many changes now being undertaken
in the region have already been reversed in Europe,
for example. I really think that the local regulators
could be warned a little about the pitfalls,” he says.
“The more developed markets have already studied
the paths that could be used in Asia to leapfrog into
a more beneficial model that would fit much better
into the region’s development needs.”
As he reflects on his journey from marketing
to the executive suite, he believes communication
with the client and “the ability to deliver what
was promised” have been at the core of his career.
Another key lesson he identifies is to treat
suppliers like partners. “The classic term is supply
chain management, but the definition we prefer to
use is value chain,” he explains. “And in this value
chain, the supplier has a very clear, defined role to
fulfil. They have to work alongside us for the mid-
to long-term so that we can really place our trust in
them and predict their efforts. That’s something you
can’t achieve in a traditional client-supplier role.”
How does he define success in his career?
“The secret is that there is no secret,” he laughs.
“Everything starts with spirit and hard work.” If he
has learned anything from experience, however, it’s
to not be afraid of keeping certain aspects of what
he calls ‘the beginner’s mindset’. “By that, I mean
the ability to ask unusual questions,” he elaborates.
But he also emphasises the importance of making
every employee successful. “Only then, as a CEO,
will you achieve your own success,” he concludes.
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