Interview Directory 

IN FOCUS

Name: Stephan Werhahn, Entrepreneur, Author „Europas Resilienz für Frieden, Freiheit und Wohlstand“ 

“Family is crucial; you have to stick together. What impressed me about Adenauer was his enormous resilience: if one path didn't work, he looked for others. That was typical of him: never losing sight of the goal and remaining flexible.”

You have two very impressive grandfathers. What values were instilled in you?

Both grandfathers, Wilhelm Werhahn and Konrad Adenauer, have long since passed away. My paternal grandfather, Wilhelm Werhahn, was a patriarch in the classic sense. He had a special entrepreneurial flair, was a fair businessman, and seized opportunities diplomatically. Konrad Adenauer, my mother's father, was also a patriarch, but not as strict. He was very warm-hearted and embodied both grandfather and grandmother in the family, as my grandmother Gussi Zinser died in 1948. The most important thing he taught his children and grandchildren was that family is crucial and that you have to stick together. What impressed me about Adenauer was his enormous resilience: if one path didn't work, he looked for others. That was typical of him: never losing sight of the goal and remaining flexible. With Werhahn, it was his ability to seek out new business opportunities, which were often far-reaching and offered good chances to get involved.

“One example is Konrad Adenauer's foresight when, as mayor, he offered Cologne to the Ford Motor Company, which was looking for a European headquarters – a forward-looking move.”

Did you ever feel pressure to perform from your family?

I realized early on that these two personalities are central figures in my mental structure. As a Gemini, I have two sides to me, so I wavered between politics and entrepreneurship. That's how I found my personal center. As a result, despite these strong role models, I became very independent over the years.

“I admire entrepreneurs who introduce new technologies early on and act in accordance with future-oriented conditions.”

You refer to “learning from the best” as a guiding principle. Why, and what impresses you about entrepreneurs or politicians today?

One example is Konrad Adenauer's foresight when, as mayor, he offered Cologne to the Ford Motor Company, which was looking for a European headquarters—a forward-looking move. He also saved the green belt, which was to be cleared by the Allies at the time – a very sustainable measure by today's standards, but one that was difficult to implement at the time. We can learn from entrepreneurs today when they are able to implement quick, unbureaucratic solutions. I admire entrepreneurs who introduce new technologies at an early stage and act in accordance with future-oriented framework conditions. Digitalization should be much more advanced in Germany, but we are still wasting too much potential here. When an entrepreneur calculates with foresight and develops future-proof products, I find that admirable.

The intention of my book was to carry this attitude of my two grandfathers into the future. It is about how to establish and stabilize values and future orientation across generations in Germany or Europe.

“I realized for the first time that around 500 years ago, there were large migration flows in Europe.”

Your hike on the Way of St. James—what did that trigger in you?

I realized for the first time that around 500 years ago, there were large migration flows in Europe. Even today, the Way of St. James is a place where pilgrims open up to other people, whether it be the places they visit or their fellow pilgrims. They talk about personal problems, because everyone who walks the Way of St. James has a profound reason for doing so, such as cancer or the loss of a loved one. The pilgrims come from all over the world, which creates an international vibration of consciousness. It was also fascinating to see how pilgrims at that time believed in the healing powers of religion and, in some cases, experienced them. The Way of St. James impresses with its openness and encounters.

“With an EDC 2.0, non-NATO countries such as the UK could also be included without having to change existing treaties. For me, this is a central building block for Europe's future.”

What could the European Defense Community (EDC) look like today?

A European Defense Community 2.0 would be very important today. The security of all European countries requires close cooperation, not only strategically, but also technically, for example through joint procurement programs. It is inefficient for each country to develop and produce its own weapons systems. Joint European procurement would save taxpayers' money and lead to political unity, as countries become more dependent on each other. With an EDC 2.0, non-NATO countries such as the UK could also be included without having to change existing treaties. For me, this is a central building block for Europe's future.

The advantages are cost savings and political unity through interdependence. It does not provoke Russia, as Putin prefers a divided Europe. Adenauer's accession to NATO after the failure of the EVG in 1955 shows how alternative paths can be found.

“Putin, like Stalin 75 years ago, would have an interest in seeing Europe divided. At that time, this led to the idea of the EVG 1, which failed for internal reasons, for example in the French parliament. As a result, NATO treaties were signed.”

Don't you think this could be a provocation for Russia?

No, not at all. It's about cooperation between European countries. We have a unified stance on trade policy, for example toward Trump. Putin, like Stalin 75 years ago, would have an interest in seeing Europe divided. At that time, this led to the idea of the EVG 1, which failed for internal reasons, for example in the French parliament. As a result, NATO treaties were signed. Without Germany's accession to NATO, it would not have been possible to resist Russia's offers of neutrality. This is an example of Adenauer's stance: if one way, such as the EVG, does not work, find another, such as NATO. This is how Germany was integrated into a security system.

It was right for Europe to recognize two years ago that it must act together to avoid divisions. Institutions are already involved, and there is an office in Brussels that is responsible for coordinating armaments. The arms industry must be consolidated, which is a mammoth task. It takes a long time and must be done fairly, as factories will be closed if others are more efficient. This consolidation process in a sensitive area such as armaments is an enormous challenge that will not happen immediately, but over a longer period of time.

“These flows will increase, especially when fanaticism and hatred are added to the mix.”

Your book also discusses refugee flows. How could this be dealt with, and how can it be implemented?

This is a very important issue that takes up a lot of space. You can only get the right perspective if you think globally. Refugee flows arise for various reasons, primarily climate change with its disasters such as floods, crop losses, or diseases. Military action, terrorism, power struggles, and autocratic dictators also force people to leave their homes. These flows will increase, especially when fanaticism and hatred are added to the mix. Population growth is another factor. Africa is home to 1.2 billion people today, and by 2100, that number will rise to 3.2 billion. Other regions such as China and India are stagnating, but Africa, our direct neighbor, will have two billion more people in 75 years. That is an enormous change, and we cannot turn a blind eye to it. Europe must respond, and we can only do so together. It is unacceptable for each country to have its own rules or to proclaim right-wing populist or nationalist slogans. Cooperation is essential, as it is in military security. In order to offer people prosperity, we must do something for the refugees. We can promote intra-African trade, as the African Union is attempting to do, in order to create more prosperity in Africa so that people do not have to flee. Stable conditions, independent media, and respect for human rights are crucial. In Europe, we must control the flow of refugees through border controls and qualifications. Qualified people who find work and have social security can be integrated. Without control, we jeopardize our social system. It is better to train people locally, for example in Africa. For many years, I conducted IT training courses in Africa with a company, for example at the Catholic University of Eastern Africa in Nairobi and in Accra, Ghana. We trained around 3,000 students who now have an income. Such models, as well as the promotion of intra-African trade, create prosperity and are more sustainable than isolated development projects that collapse when funding runs out.

What was the name of your program?

Azubi Africa, which has been active for ten years, trains IT specialists who remain in Africa and sell services to Europe.

How long will it take for the migration situation to change?

The first prerequisite is that the birth rate falls. In Africa, it is over five children per woman, which is very high. With two children per woman, a stable situation would be possible. This can be achieved through education, self-employment, and above all, the promotion of women's work. In Kenya, cell phones were equipped with software to manage bank transactions, an important step for women in villages who previously had to physically transport money. Such small steps promote the independence of women, who can fight not only for their survival but also for their future.

“I don't think that a European identity is at odds with cultural diversity.”

How can the EU develop an identity without jeopardizing the cultural diversity of its member states?

That's a very good question. I don't think that a European identity is at odds with cultural diversity. It's about both. The decision-making structure is based on subsidiarity: decisions are made at the lowest possible level, first by the citizen, then in the community, in the state, or in Europe. Issues such as trade policy, climate change, or space matters can only be resolved at higher levels, such as in the UN. With these six levels, responsibility remains at the grassroots level initially and only increases when necessary. In this way, European identity can be strengthened by working more closely together. Key concepts such as “one union, one faith, one feeling” express the idea of seeking cross-border solutions and learning from each other, for example in the area of transport in large cities or the promotion of cycle paths. Parties such as Volt or local authorities can exchange ideas and “learn from the best.” It is important that citizens are involved, not only through moral appeals, but through concrete decision-making opportunities. European initiatives, such as award ceremonies, can create beacons with which many can positively identify with Europe.

My last question concerns the economic situation. How do you see it as an entrepreneur and investor?

A lot needs to be done in Germany. We need a real boost in the economy and education. The economy is weakening, there is deindustrialization, and companies are considering moving abroad. Our infrastructure is poor, and the bureaucracy needs to be changed. We also have clear deficits in the education sector. You can't 

How can the EU develop an identity without jeopardizing the cultural diversity of its member states?

That's a very good question. I don't think that a European identity is at odds with cultural diversity. It's about both. The decision-making structure is based on subsidiarity: decisions are made at the lowest possible level, first by citizens, then in the community, in the state, or in Europe. Issues such as trade policy, climate change, or space matters can only be resolved at higher levels, such as in the UN. With these six levels, responsibility remains at the grassroots level initially and only increases when necessary. In this way, European identity can be strengthened by working more closely together. Key concepts such as “one union, one faith, one feeling” express the idea of seeking cross-border solutions and learning from each other, for example in the area of transport in large cities or the promotion of cycle paths. Parties such as Volt or local authorities can exchange ideas and “learn from the best.” It is important that citizens are involved, not only through moral appeals, but through concrete decision-making opportunities. European initiatives, such as award ceremonies, can create beacons with which many can positively identify with Europe.

My last question concerns the economic situation. How do you see it as an entrepreneur and investor?

A lot needs to be done in Germany. We need a real boost in the economy and education. The economy is weakening, there is deindustrialization, and companies are considering moving abroad. Our infrastructure is poor, and the bureaucracy needs to be changed. We also have clear deficits in the area of education. This cannot be blamed solely on COVID-19 or mass migration. Other countries are better equipped and invest more in their schools and kindergartens.

————