People and Research

Top-level research lives on interesting, forward-looking problems, well-educated personnel and staff-oriented working conditions. Scientific creativity requires an offset outside of the of the office and laboratory, and a balance between profession, family, personal hobbies and continuing professional development (CPS) is therefore a substantial success factor even for highly qualified academics. This applies to people both with and without care obligations. It is certainly in the company‘s own interest to attract more women with technical-natural sciences expertise and to offer them career opportunities. Experience has shown that an increase in diversity in terms of personnel, coupled with good management, leads to more creativity, innovation and an improvement in the working atmosphere.

In 2017 BIOENERGY 2020+ was voted the most family-friendly business in Lower Austria in the category for medium-sized enterprises. We also entered this competition in Styria later the same year, and received a certificate of recognition.

The staff-oriented corporate culture was implemented with the greatest possible flexibility: the freedom of the individual is as important as self-responsibility in professional work. Together with the staff, individually agreed part-time and home-office concepts are developed. Staff discussions are supplemented by return-to-work talks before and after a leave of absence and when planning parental part-time working. The process, from pregnancy until return to work, is openly discussed and planned. The same applies to paternity leave and parental part-time employment. A formal framework was set up in the form of company agreements. A company agreement concluded in 2018, for example, gives employees the chance to take paternity leave, or time off as “family time”. The aim is to enable fathers to share childcare with mothers during the first weeks of an infant’s life. This establishes the principle of giving fathers the opportunity to take a leave of absence after the birth of a child, and is intended as another step in involving fathers more closely in the duties of family life. True equality can only be achieved through the fairer sharing of roles within a family. Making family time possible is a sustainable measure which anchors equality between men and women more deeply in the BIOENERGY 2020+ corporate culture. This benefits not only the fathers and families concerned, but also BIOENERGY 2020+, gaining from the interpersonal skills that its employees acquire through the experience of caring for children.

BIOENERGY 2020+ also continues to work on improving the corporate working atmosphere. In 2016 the company carried out an extensive FEMtech career project, during the course of which the recruitment procedure, career opportunities, working conditions and the work atmosphere were evaluated and further developed. The follow-on project, FeMentoring, has been running since April 2018. It is intended to help women enter, or re-enter, the world of research by offering support from mentors. The work council monitors the project and the resulting measures, as does the centre‘s equality officer. In addition, there are initiatives for promoting healthy working practices and measures for both self-management and time-management with the aim of avoiding stressful situations, increasing the well-being of our staff and thereby also positively influencing the efficiency and quality of our research and development work.

Dr. Walter Haslinger, technical-scientific CEO exemplifies the corporate philosophy. Before becoming CEO he was head of the Wieselburg office for many years. During his time there the father of two also took advantage of the opportunities for parental part-time work and paternal leave. Following his return from paternal leave he became the centre‘s CEO.


Monika Enigl

Manuel Schwabl

Stefan Retschitzegger

Dina Bacovsky

Sandra Zlabinger