Interview with Donya-Florence Amer and Florian Heinemann, Hapag-Lloyd

AMER Combining CIO and CHRO duties in an executive role is unusual but intentional. It stems from a fundamental insight: you cannot transform technology and people separately. Systems only have an impact when they empower people, are practical, and solve real problems. This also means convincing those who insist that everything has worked perfectly fine without a new system or AI solution. As CIO, I am responsible for our technology strategy, digital infrastructure, and the further development of core systems. With our Freight Information System (FIS3), we are currently modernizing the technological heart of our global business. At the same time, we are investing in building data and AI capabilities. 

As CHRO, my focus is on the development of our more than 17,000 employees worldwide – from training and leadership to new ways of working. Here, too, digitalization is not an add-on but a prerequisite. Every digital transformation is ultimately a transformation of work. When we introduce new technologies, it is always about people, their skills, and change. Conversely, modern HR depends on digital tools and data to make informed decisions and scale learning. This dual role forces me to think both perspectives together. In the end, people are always at the center and as leaders, it is our responsibility to advocate for this shared journey.

AMER Our digitalization priorities derive directly from our Strategy 2030. Digitalization is not an end in itself but a key lever in achieving our goal of becoming “The Undisputed Number One for Quality.” We focus on digital and AI-driven solutions that make a measurable contribution to operational quality, the efficiency of our processes, and/or a better customer experience. What matters is not the number of initiatives but their scalability and effectiveness. Whatever works is systematically integrated into core operations.

Our key to success? The digital literacy of our employees. Technologies only unlock their full potential when they are understood, embraced, and actively used in everyday work.

AMER The risk certainly exists, that’s why we actively counteract it. A container shipping company cannot survive on AI projects alone. The technological groundwork remains essential. The modernization of our core systems, the consistent move to the cloud, cybersecurity, a good user experience, and stable digital customer interfaces remain our top priorities, regardless of the AI boom. Our ships don’t operate because of new prompts, they operate because people at sea and on land take responsibility every day.

My role is to ensure balance. AI gets attention and resources, but not at the expense of basic technological infrastructure. Both must work together. Even the best AI models are useless if data quality, integration, or stability are lacking.

AMER First, strategic relevance. A project must clearly contribute to our Strategy 2030 and improve quality, customer satisfaction, and/or efficiency. Focus is just as important. We carefully evaluate whether an initiative solves a real problem or merely addresses a technical possibility. We do not pursue digital projects without clear added value. A third factor is feasibility. Beyond the business case, we assess risks, dependencies, and organizational impact. It is important to us that projects can realistically be integrated into operations. For larger initiatives, we also specifically examine whether digital or AI-based can be used effectively, not out of a sense of obligation, but where they provide substance and scalability.

AMER Our quality promises are the central benchmark. Hapag-Lloyd is the only carrier that shares these commitments transparently on www.hlag.com. Everything we invest digitally must contribute to this in a measurable way – and we explicitly invite you to measure us against this.

Even before the start, we define what impact a project should have. After implementation, we review this impact in live operation. For digital and AI-driven initiatives, technical performance matters less than real-world outcomes. Are processes more efficient? More stable? Are customers experiencing noticeably higher quality? Quality is not a marketing claim for us, it’s a measurable promise, and we hold ourselves accountable to it with full transparency.

AMER We take these concerns very seriously. AI will change jobs and transform tasks. Being honest about that is more important to us than providing false reassurance. Our approach is rooted in our long-term growth strategy. We do not see AI at Hapag-Lloyd as a tool for short-term job cuts, but as a strategic lever for quality, efficiency, and competitiveness. 

We make a conscious distinction: we automate routine processes where it makes sense to do so. For knowledge work, our focus is empowerment – AI should help us make smarter decisions and leverage expertise more effectively. Transparency and participation are key. AI is not imposed top-down, it is developed jointly with the teams. Those who invest in digital skills today help shape the future of the industry tomorrow.

AMER The honest answer: Our biggest challenge lies not in technology, but in organizational transformation. We have proven that we can build technically successful AI solutions. The harder task is integrating these solutions into our business processes in a way that creates real, measurable value. For 2026, we have committed to placing greater focus on end-to-end integration. At the same time, we must ensure that all employees are brought along on this journey. Simply throwing applications or supposed AI solutions at a problem from the top down is not our style. 

HEINEMANN A core driver is the shift from experimental to productive use of Artificial Intelligence. AI is becoming a baseline requirement rather than a differentiator. We are measured less by the technology itself and more by the transformation of ways of working. AI is changing how decisions are made, how problems are solved, and how processes are managed. Truly integrating AI capabilities into our core processes and understanding them as enablers will be the distinguishing feature of the coming years.

Closely linked to this is the trend toward real-time, connected supply chains. Customers now expect not only transparency but proactive steering: deviations should be identified before they become problems. This is made possible by a combination of IoT-based data collection, standardized APIs, and intelligent analytics.

A third major trend is the connection between digitalization, operational excellence, and decarbonization – an urgent priority in our industry. Data and AI enable us to optimize routes, networks, and the use of alternative fuels while making emissions transparent. Every container that emits less due to smart use of technology, data, and AI is a good container.

The key will be to avoid viewing these developments in isolation, but to scale them early and integrate them into core operations. Those who move too slowly risk falling behind.

HEINEMANN One example is our internal AI assistant Marina. Marina supports teams in their daily work, for instance, by answering process-related questions or analyzing documents, and helps to make information available more quickly. We also use AI in customer service to automatically classify and prioritize customer inquiries. This improves response times and service quality and achieves higher accuracy than traditional solutions.

Additionally, we employ AI in our operational core processes. In equipment management, AI-based forecasting supports the planning of container repairs and the coordination of empty container stocks. This increases efficiency and improves availability. The common thread in all these examples: they are not isolated pilots but integrated solutions that deliver measurable value for quality and operations.

HEINEMANN Our customers’ varying levels of digital maturity are not an obstacle, they are a reality of our industry. With so many customers, it is to be expected that their digital progress differs. What matters is ensuring that we bring everyone along. Our customers appreciate this and last year rated us as providing the best digital customer experience. That reinforces our approach.

Our ambition is that all customers benefit from more transparency, reliability, and quality, regardless of how digital they are today. Sustainable transformation only succeeds together, and that is precisely what we are focusing on. Here too, we take a collaborative approach, learning just as much from our clients as we are inspired by them.

AMER My favorite tool is our own AI assistant, Marina. It shows what is possible when AI is implemented pragmatically and with a user-centric mindset. I use Marina regularly to find information, understand processes, or summarize documents – with direct access to content from our intranet.

HEINEMANN An AI-powered platform for my racing bike training. The app analyzes performance data, detects fatigue patterns, and adjusts my training plan dynamically, even recalculating it in real time. For me, it is a perfect example of how AI creates real value: not as a gimmick but as an intelligent system that reacts to data and enables better decisions. That is exactly the approach we aim to take at Hapag-Lloyd: AI that adapts to reality rather than following rigid plans.