HEGEL’s core business is providing Fire Protection System Engineering Specialist Services. We are ISO 9001 : 2015 Quality Management System certified, our approach ensures a dedication to service and quality from development to delivery. Proudly Malaysian owned with Principle Office in Hamburg German; our dedicated customer support has a combined practical experience in engineering & MEP projects exceeds 35 years.
SINCE INCEPTION, WE HAVE INSTALLED
23,000,000 meters of cable,
1,000,000 sprinkler heads,
55,000 meters of underground mains,
7,500 tons of ductwork
And 1,000,000 meters of pipe
We strive to build long-term relationships with our clients by assembling a team dedicated to providing exceptional customer service, responsiveness, safety, and integrity. We never compromise our values.
We are our clients' one point of contact to provide coordinated service for every level of their fire protection and life safety system needs.
We believe strongly in creating and maintaining a caring and enduring relationship with our customers. Above all, we enjoy our work and take pride in combining small company abilities with large company advantages.
Our Traditional Decree
The primary values we uphold and our ways of working have developed over the years from the cooperation between the people we have had the pleasure to work with. People are everything! Here is how we try to make HEGEL the best place to work for you:
Global team shared goal
We are a genuinely global company with employees living all over the world. Each and every one of these people means the world to us, and we want to give everyone the same treatment and benefits. We are huge fans of remote work because it gives us all the most freedom to make the best decisions for ourselves. Our office in Hamburg is simply the median home, where we get together once in a while, but its importance should not be overemphasized. What we care about is that you contribute, not where you do it from. Epic people do awesome stuff anywhere.
Happy people = great work
We want HEGEL to mean more to you than just a company that helps you pay the bills. We are a group of friends that enjoy each other’s company online and in real life. We cherish the times when we get together after working hours and travel together, because it lets us have fun, charge our batteries and sometimes get inspiration for the best technical and engineering ideas (this has happened in the sauna!). Besides, it is a proven fact that happy team members are more productive, engaged and fruitful.
Open communication, no blame games
The best way to overcome problems is to discuss them openly. Try to work towards a solution and avoid blaming others. In remote teams, it’s crucial even to overshare information. Many misunderstandings are caused by mistaken assumptions, lack of information and insufficient communication.
Small teams, simple setup
Team structure in HEGEL is simple. We see teams as small organic cells of 3-5 people. There is usually someone in charge of the cell, a team lead. It is her/his responsibility to coordinate workload and help share information to simplify team members’ work.
No Kindergarten. Freedom + Trust = Reliability
HEGEL team members put a lot of confidence into each other. Based on our experience, this is the most efficient way to cooperate. Freedom of action combined with a lot of trusts keeps away the ‘Kindergarten Syndrome’, which would force managers to control and monitor many aspects of the team members’ lives. We don’t want to do that. Instead, we want to have colleagues who put in a lot of effort to be reliable and thereby earn each other's trust.
Hire carefully, manage open
We are not in a hurry when hiring people. A wrong decision means months of agony. We look for individuals who can first and foremost operate independently. And then as team members. We want individuals who do not need to be spoon-fed and like to take charge of their work.
Does it scale?
Half-jokingly we can say that we all do all the work in HEGEL. 24/7. We, the people, are here just given our designation for name sake. This is why we always ask ourselves when making decisions - ‘Does it scale?’. Does the decision help us grow faster, remove any bottlenecks, automate some part of the work, give clients more power to help themselves?
Technologies, platforms, services, products and ways of working have changed at a rapid pace. We embrace any technology that can provide us value. Experience and good judgement help us make decisions about what technologies and working methods to use. We aim to always keep an open mind and move along with the developments.
There should not be any dogmas that invalidate choices without debate or thinking twice. What we know now is probably not so valuable the day after tomorrow.
Decisions based on metrics (almost)
Making decisions based on numbers makes so much more sense than guesstimating. The majority of our teams have their metrics, which are related to work speed, quality, project success, etc. We aim to have a long-term vision for a year or more and tactical goals for 3-month-periods. However, sometimes you just have to set numbers aside and decide on your instinct. You will know when to do that.
Just go for it
Our aim is to have continuous progress at a steady pace. If you are puzzled whether you should release your work or not, then just go for launching it. Whether it is a piece of code, a blog post or a newsletter, just share it with the world. One small step at a time.
Fast feedback cycle is one of the less discussed Wonders of the World. This is how it works: Perform -> Get feedback -> Improvise -> Perform -> Get feedback… You get the point, rinse and repeat. The trick is to get into a good rhythm and make it easy for clients to talk to you. It is magical how fast you can improve things through small but constant iterations.
Cater to the customers
We have tried to define our clients’ profiles for years. After over plenty of project and hundreds of face-to-face meetings, we have learned that there are many different views on HEGEL and they are expressed in many different ways. That the more we grow, the larger this variety gets. Still, our customers have one thing in common - their mindset. They are smart, open, friendly and productive. This is also what we desire to be.
Better, not more features
The number of services and products is not important. The competition is not for the biggest, but for the best and most client friendly organisation. Sometimes removing a service from our “list of services” improves the client experience much more than adding one.
Improving through experimenting
The best way to avoid the ‘Analysis Paralysis Syndrome’ is to test ideas in an experimental fashion. You do not have to bet the house. Simply set up a secure environment, so that in a case of failure you would not be in too much trouble. It is ok to fail because this is often the best way to learn new things. But, once in a while, your experiments will be successful, and quite often in most surprising ways. You can count on that.