KLU Talks Business with Josef Heinz

Josef Heinz is part of the third generation of the HEINZ family business. After studying business administration and spending five years at a large professional services firm working in SME consulting, tax advisory, and auditing, he returned to the family business in 2003. Today, his responsibilities include finance, accounting, transport logistics, and succession planning. With a smile, he describes himself as the company’s “family officer,” as he is already involving the fourth generation in their future role as shareholders.

HEINZ is a family business with a long tradition. How do you combine experience with the ability to remain future-ready?

Josef Heinz: I believe that this ability to reinvent itself time and again is precisely what defines the German Mittelstand. HEINZ started out as a transport company, then developed strongly in the direction of waste management. Over the past 10 to 15 years, we have once again significantly expanded our transport and logistics operations—so, to some extent, we have gone “back to our roots."

At present, the business environment is difficult to predict. The coronavirus pandemic, the war in Ukraine, geopolitical uncertainty, and a weak economy mean that we often have to make decisions based on the situation immediately in front of us. We have always digitalized our processes as much as possible, but AI represents an entirely new dimension.

It is therefore crucial to bring employees along on this journey. Our workforce includes people who are approaching retirement as well as younger employees who are very open to new tools. Bringing these groups together is a challenge. A multigenerational perspective helps: We try things out ourselves, lead by example, and aim to reduce people’s fear of the new and unfamiliar. The same applies to the family. It is important to us not to put anyone under pressure. The next generation must genuinely want to become involved. I myself spent longer away from the family business than originally planned because of my studies and professional experience elsewhere. Moving from the highly academic environment in Frankfurt into the family business was a small culture shock, but I have never regretted my decision.

At the “Deep Dive into SME Logistics,” held exclusively with HEINZ on February 5, 2026, three shareholders and representatives from the Corporate Development department engaged in discussions with around 80 students. The focus was on AI, robotics, and digitalization. What makes this exchange with students particularly valuable for HEINZ?

Josef Heinz: The outside perspective is especially valuable. Within your own company, it is easy to become caught up in established routines and ways of thinking. Students ask different questions and approach topics differently from the way we do in our day-to-day operations. Academic perspectives and entrepreneurial practice come together directly.

A number of initiatives have developed through our relationship with KLU, including the Deep Dive Challenge, our support for students through the Deutschlandstipendium scholarship program, and the employment of a KLU student as a working student at our company. Last but not least, my son is currently writing his master’s thesis at KLU.

What is needed to turn such impulses into genuine innovation?

Josef Heinz: Above all, time and open-mindedness. Everyone has their day-to-day responsibilities. For ideas to develop into something tangible, people must be given the freedom to explore them and put them into practice.

Not every idea immediately becomes a fully developed project. Sometimes, however, a change in perspective is enough. AI in particular demonstrates that technology alone does not create innovation. What matters is a culture in which experimentation is encouraged and uncertainty is reduced.

The same applies to succession. Anyone joining the business must genuinely enjoy it. Entrepreneurship is not a nine-to-five job. As I like to say: You have to be an entrepreneur out of passion—otherwise, the business will cause suffering. Every reaction of a successor is noticed and interpreted. Succession therefore requires time, trust, and a clear understanding of one’s role.

KLU in three words?

Josef Heinz: Approachable. Future-oriented. Cosmopolitan.

HEINZ provides solutions in waste disposal, recycling, the circular economy, and logistics. The regionally rooted family business combines reliability with the capabilities of a modern circular economy and logistics service provider.

More information:

• “KLU talks Business” series: all interviews