We were delighted to host a select group of senior HR professionals from the Romanian business community at our most recent People & Culture Brunch Series. This event series aims to spotlight innovative and inspiring HR topics; providing insightful thinking around the latest trends, and also room for discussion & best-practice sharing amongst the local community.
The topic of this event was ‘Intentionally Designing Culture for a New World of Work’. According to a recent survey of job seekers, 9/10 people look at Company Culture whilst looking for a job, 73% would not apply at an organisation that did not share the same values as their own, and 60% say that a healthy company culture is paramount.
Participants came from across the country to learn and share experiences around intentionally designing and embedding company culture. The event was facilitated by Rike Stein, Signium-Stein & Partner’s Head of Leadership Consulting. Rike brought her passion, expertise and belief in shaping organizational culture to share with participants, highlighting the importance of authenticity in designing cultures and living the true values that are crucial to organisational success.
Meeting in Maison 13 in Bucharest, this casual modern location in the centre of town was a great setting for generating ideas, innovation and connecting with other like-minded professionals. We explored questions around how do you intentionally design healthy & engaging cultures in the face of a changing world of work? How do you create the kind of cultures that not only engage, motivate and inspire employees but also those that lead to business success in an unstable operating environment?
There was an extremely vivid, open discussion with lots of involvement, energy and enthusiasm! Key takeaways included:
There is opportunity to intentionally design culture; culture can be shaped and designed. Culture should support both your purpose as a company, and also your business strategy.
It is key to make sure your culture is authentic and resonates with employees in the business. It needs to be lived; people need to know about it, believe in it and then also behave accordingly.
Culture is the responsibility of everyone in the business, but we in HR can play a powerful role in co-designing and creating a meaningful human-centred people experience.
If you would like to know more about this topic, or be a part of future events, please do not hesitate to contact us.
Signium – Stein & Partner were delighted to recently welcome CEOs, Heads of Institutions & Universities to discuss how the concept of a circular economy can lead to new business culture and opportunities. This was part of the Business2Society Event Series; whereby members of the business community are invited to discuss and engage on pertinent issues around leading into the world of tomorrow.
The event, held at Casa Vlasia, was opened by Werner E. Stein (founder of Stein & Partner) who articulated the growing need for change and driving purpose-led cultures. We were then thrilled to have Prof. Dr. Peter Heck (Founder and CEO of the IfaS Institute in Trier, Germany) lead the group through what actually is the Circular Economy and how to drive individual organisations towards a circular business model. After ample time for networking and connecting, Ms. Friederike Stein (Partner at Signium – Stein & Partner in Vienna, Austria) presented on how to transform towards purpose-led & progressive company culture. Detailing how to intentionally design company culture in order to drive employee happiness & performance, as well as business results.
There were a number of key takeaways from the event, highlights included:
Understanding that the Circular economy is a global economic model that decouples economic growth and development from the consumption of finite resources
Looking at managing materials more intelligently and through systems based thinking; breaking away from a linear model to ideally a closed-loop economy.
Authenticity is key when it comes to designing culture. Your culture needs to be lived by each member of the organisation: employees need to know about it, believe in it and behave accordingly.
Culture is the responsibility of everyone in the business; HR can support by creating a meaningful people experience, and facilitate this process.
Your culture needs to fit your individual company, and support your purpose & business strategy.
We thank all our speakers and participants for the extremely fruitful and open discussions.
If you would like to know more, or attend future events, please do not hesitate to contact one of the Signium-Stein & Partner team.
The Signium – Stein & Partner team, as part of one of the leading executive search companies in the CEE region, was delighted to have hosted on the 15th of June the second webinar from our Transforming HR series: What do Leaders need to Unlearn to Succeed in the New Normal having as guest speakers: Mrs. Melania Jaravete, HR Director at Cargus Romania, Mrs. Adina Vidroiu, HR Director at Microsoft Romania, Greece, Malta & Cyprus and Mr. Dragos Barbulescu, Deputy General Director and Group CFO at E.ON Romania. The discussion was moderated by Mrs. Raluca Modoran, Senior Leadership & People Advisor within Signium – Stein & Partner.
As we wanted to explore different perspectives from different industries, we invited our guests to an interactive panel conversation, which led to a very insightful collection of reflections.
Here are some of the main thoughts we’ve collected. For the extended conversation, you can access the below recording:
Resilience and humanity are the keys to successfully overcoming difficulties
Management’s approach to the new normal depended heavily on the specific of the industry and of the business. Either they encouraged employees to work remote or focused on ensuring all possible measures so the field employees can continue to work on site, but most companies shared the strategy to focus on maintaining the essential services up and running and at high standards. The success has been driven by a high level of resilience with a profound care for people.
“Due to the specific of our industry, most of our people have been working on site the full time, making sure everyone had power and gas during the very difficult times we’ve had, especially last year in the lockdown. All of us encountered difficulties, both on a personal and business level. Speaking of the latter, the first and most important caution for us was the human aspect: getting in touch, connecting with as many people as we could, providing confidence, reassuring them. Afterwards, we continued building on resilience: we had to make sure we deliver the same services at the same pace.” said Dragos Barbulescu.
“Our company is performing an essential service that has not stopped, even during the lockdown, even if it has been under a lot of pressure. Thus, for the business that meant a complete outlook shift and an adjustment to the new circumstances, as our services were in high demand, and we wanted to maintain our high-quality service standards. Most of our employees could not work remotely, as the vast majority are employed as couriers and sorters, activities that under no circumstances can be performed other than on site. For my courier colleagues, going out every day was a way to connect. The internal feedback I got is that “my smile can be also seen through the mask”. It’s a connection, sometimes you stay at home and the only person you see is the courier knocking at your door. There are clearly a lot of things we have delivered and for them it was a means to keep the interaction.” stated Melania Jaravete.
“We looked for our people and at the same time, we supported our customers as they were also digitalising at a fast pace and going through the same changes. It was an intensive journey for us, and it will continue to be one. I believe that one of the things that helped is that even before the pandemic, we’ve had a framework for all our people managers, based on a coaching approach. We made sure that it is aligned with our leadership principles, with our culture and with our values.” added Adina Vidroiu.
The last 18 months changed the work environment forever
Whether the pandemic has created more job opportunities for some of us, offered others more time with their families, saved commuting time or has forced some to rethink the overall life habits and better plan the working hours, the disruption was tremendous and with long term consequences.
“We should review the entire workforce because the pandemic has impacted every person in every organisation across the globe. It has been more challenging to keep the balance between the personal and professional life and this line between them has become even thinner and the stress on the teams increased substantially. This is accelerating the pressure on the leaders in the companies, because at the end of the day, not only are they humans, but they have been going through the same changes that impacted their colleagues.”, mentioned Adina Vidroiu
Leaders faced deep concerns as pressure was coming from all directions
Maintaining a high level of physical and psychological safety for their team members, keeping a high spirit and connection in the team, delivering business results at the same standards of customer satisfaction, while ensuring a personal and family balance, are things that have generated an immense amount of pressure for leaders.
“At Board level, we were concerned about business continuity, as we had to have continuous supplies in terms of power and gas for all customers, ensuring that everything went smoothly. One third of our people were working from home and they had to transition overnight to this scenario, and the other two thirds were always on site. Thus, we had many challenges at the same time. Finally, it was the pressure, the psychological impact of the crisis on all of us.” Dragos Barbulescu told the audience.
“Leaders’ main concerns were related to adapting to the new business environment, to finding the best ways to deliver business. However, the biggest concern was related to the mental health of the employees and that was a new thing for us. If a few years ago we were talking a lot about benefits, work life balance, how we could do more for people, now endeavours are related to mental health, because in the long run, we all feel, depending on the circumstances, either too disconnected, either too exposed, or both at the same time. Now people have seen our houses, our kids, our pets, and all these things might make us feel exposed, while on the other side we feel completely disconnected because we cannot physically connect with one another, give a pat on the shoulder, a handshake, a hug. We didn’t have that for a while, and somehow it leaves an impact on the team.” added Melania Jaravete.
Great leadership in the new normal means finding the right balance
Different contexts require different leadership capabilities and the last 18 months have required leaders to use their past experience and past successes in an innovative way. Leaders have been in a position to balance business priorities with people needs and to make decisions considering different factors.
“Great leadership in a the new normal is a combination between balancing different perspectives, caring about people and their mental health and finding new ways to connect, especially now with the help of new digital platforms. I strongly believe that people should come first.” stated Dragos Barbulescu.
“I think the profile of a leader during these times and moving forward, is mainly related to knowing how to apply concepts of business continuity, to finding best ways to adapt, to showing flexibility to changing circumstances and to different business requirements, to caring for people and making sure they are involved in the middle of each decision. Basically, it is a matter of finding the right balance between the requirements of the business and the requirements of the team. I would also add that we should not forget that leaders are also people who might struggle individually in ways we could not grasp. I believe that showing people that leaders are humans too is a new thing and I guess it’s the 1st time in our company that employees understood that our CFO is also cooking at some moment in time. Showing vulnerability and openly sharing the same challenges is what brought us together and helped us stay connected.” mentioned Melania Jaravete
“We continue to embed our model-coach-care framework. When we say model, our presumption from every manager in the company is to demonstrate strength of character. They are role models for the culture, for the values and also for the leadership principles that we have. They are the ones setting the tone, and their words and actions are leading the organisation and their team members to integrity. Coaching, although commonly used, means for us that they need to assist their colleagues to develop that sense of shared purpose and to create that energy level within their teams, by supporting them on a day-to-day basis. We know that managers who create high engaged teams have a higher productivity. Nevertheless, the part that was more critical was the care one, because fundamentally the role of a people manager is to care about others, not only about their team members but also about other peers they are interacting with across the organisation. They are the ones who are building on and finding the right talents and the ones who are creating that environment where people can open up. And this was paramount during this period, even when observing the conversations we’ve had, the shift focused from “what are you doing?” to “how are you feeling?”, “how are you today?”, and the answers were more related to the personal life. They needed to be equipped for that and this is what we’ve done. It wasn’t easy. It’s still a journey. At the very end of the day, leaders, managers, are also people that have a personal life back home.” said Adina Vidroiu.
Leadership with a touch of vulnerability
After centuries of a leadership model in which one should look bright, powerful, and always know-it-all in order to succeed, leaders have recently been in a position to admit they are humans too and vulnerable in front of their teams. Is that the best thing to do, to be successful in the new normal?
“I think it depends on the cultural organization that you are part of and even if you are aiming to show your vulnerability, your story needs to be intentional. In Microsoft this is part of our Diversity & Inclusion strategy plan, which is about having inclusive behaviours and being mindful of the things that happen within the organisation. And what we have done in the last year, and even before, is that we have been intentional, and it started with the leadership team sharing more about themselves. We’ve tried to put a great emphasis on the mental health in an attempt to cast away the stigma related to it, especially in Romania. It was an effort aimed to educate our people that it’s ok to share the stories they have behind. So, creating that space and flexibility and sharing that it’s ok not to be ok, coming from the leadership team and then being cascaded across the organisation, definitely helped during this period.” mentioned Adina Vidroiu.
“I think they can, and they should! I don’t believe it’s something that was expected but rather it was something that came naturally and helped create the connection. Leaders observed it works and they considered wise to keep on doing it. I would also add that we must keep up with the times. Now people are expecting a completely different version of their managers: they want them to be involved and truthful.” added Melania Jaravete
“Even before the pandemic we had the value of care within the organisation, which has been translated in a number of actions, but now it has been raised to a new level of complexity, with new challenges which are more comprehensive than we actually thought they could be. I would encourage every company to have this aspect taken care of. It’s a need and a must for this period and for the times to come.”, stated Dragos Barbulescu
What do leaders need to unlearn to be successful in the new normal?
“I think leaders need to unlearn that they do not always have to show a perfect image because it is an unrealistic level of expectations. The more you show of yourself, the more truthful and authentic you become.” answered Melania Jaravete.
“If we look at the new hybrid model of work, I consider that leaders will need to meet with new employees’ expectations: connecting a more distributed workforce and also providing the tools to renovate and work together, while at the same time being inclusive. The hybrid work will present more challenges, especially when it comes to organisations that have their employees working in different cities or countries, operating in different time zones. In my opinion, it’s important for leaders to be more intentional about creating that space for those inclusive conversations and to define ways on how they work together, while bearing in mind the aspect of flexibility which will be mandatory in balancing the work life.
I would not necessarily say that they need to unlearn something, because the context pushed them to learn new things, like managing teams remote. I think it’s more about re-learning how to connect with their teams, how to focus on the relationships they already built, how to maintain the work life balance, what it means for employees to work in a hybrid model, how flexible can you be, how mindful can you be, because at the end of the day we will also have in mind the productivity that is there” added Adina Vidroiu.
“We need to re-learn how to reconnect with the team, especially in dealing with this new way of flexible working. Some people will want to return more to the office, while others prefer to work more from home, and it’s a challenge that will require flexibility from all parts” concluded Dragos Barbulescu.
One thing is clear, we’re still in a transition, exploring new behaviours, new approaches, testing and failing, surprisingly achieving things we wouldn’t have imagined possible. And in this journey, we intentionally and conscientiously learn, unlearn and re-learn those traits which help us succeed in this new normal.
It was a tremendous pleasure and an honour to have had the opportunity to explore these aspects with our speakers, which brought clear, applicable, and sustainable recommendations for our leaders. If you would like a deeper dive into the conversation we had with them, kindly access the embedded recording of our webinar.
If you would like to further discuss on this topic or others related to human capital advisory, please contact our colleague Raluca Modoran, Senior Leadership & People Advisor.
We are delighted to have hosted on the 23rd of March the first event of our Transforming HR series: How to Translate Purpose into People Strategies having as guest speakers: Mrs. Andreea Mihnea – Chief People Officer at First Bank, Mr. Daniel Reisenauer, Managing Director at Visma Software Romania & Ireland and Mr. Sorin Banulescu – People & Culture Director at Heineken Romania.
We wanted to challenge different perspectives, therefore we invited three speakers from diverse industries, namely Banking, IT&C and FMCG. Read the summary below to find out how the past year has been for them, what challenges they faced with redefining organizational purpose and how this impacted the people strategies in the companies they work for.
“The purpose of life is not to be happy. It is to be useful, to be honourable, to be compassionate, to have it make some difference that you have lived and lived well.” – Ralph Waldo Emerson
The concept of organisational purpose has never been more prevalent than now, even one year into the pandemic, and leaders around the world have been confronted with countless challenges. Businesses have become so engaged in redefining their direction because this period demanded of them a moment of contemplation: What is our mission as a company? Why do we do the work we do?
Re-evaluating the people strategies is, to say the least, as critical as addressing other business areas such as marketing, sales, financial, etc. People have been through the biggest disruption to their employment since the previous 2008 crisis, and most employers have implemented more changes to their organisation in 2020 than they had in the past years, cumulatively. The challenge is to see this as a huge opportunity to step forward.
We live in the future now
In order to stay competitive in the new business and economic environment, most leaders recognise technology’s strategic value. Digitalisation has been a hot topic over the years, but it has taken a global event to trigger changes that were only ideas in the last decade. The pandemic has launched all of us into the digital future and practically overnight, remote working and many other online processes have become realities. A good number of employees have rapidly embraced the digital era, in some cases leading to more engagement and productivity.
For some industries, especially in the IT&C, the changes were embraced faster, as Daniel Reisenauer states about his company: “Even before the pandemic, it was easier for employees to carry out their activities digitally, as we are an international software company, and we use a lot of tech’ applications to interact across teams and cultures, so, this helped a lot from a mindset perspective to transition into the digital era”.
“But what happens in other sectors and especially if we talk about a more traditional kind of organization as opposed to a digital native one? Do I make my employees climb the stairs of digitalisation or is it something they can do for themselves? And especially if we are referring to an organisation not accustomed to technology, then the process is massive and messy and it’s usually in the hands of HRs and Managers. People need to understand the “why’s” and the “what’s” behind these, and also to receive the most support, so as not to get stuck on the way because they did not have trainings or IT support” challenged Andreea Mihnea.
Further on, we would like to tackle some drivers to better prepare for digitalization1:
Mobilisation which needs shared ownership, accountability and responsibility
Clarity of commitment on the digital transformation
Sufficient resources devoted to it as a core organisational priority
Investment in the technical talent
Flexibility & Agility
1 – McKinsey Global Institute “Twenty-five years of digitization”, May 2019
“Despite being a great promotor of technology, which I genuinely think is necessary and it can get us far, if we don’t get it right and are forcing it into people’s lives, we could hit a wall. Although we communicate virtually a lot, life should not be just a screen. The feeling of belongingness is not the same” – continued Andreea Mihnea.
Daniel Reisenauer shared with us about the initiative of completely changing the purpose of Visma Software from the organisational growth to the safety of the people. One of the examples he highlighted was related to promoting people’s health and networking, by adopting a new concept on meetings while “walking in nature” to take a break from the digital environment.
Service to others as driver of motivation
“Where your talents and the needs of the world cross, there lies your vocation” – Aristotle
Now, more than ever, businesses also have an opportunity, and a duty, to engage in the needs of the planet. The potential is extraordinary for organisations to serve for the greater good and initiatives such as giving back to the community, remain a powerful force.
Daniel Reisenauer and Sorin Banulescu shared a few examples on how they’ve organized the teams to pursue higher goals.
In Visma Software the team identified an opportunity to use existing equipment for a different purpose and decided to use their companies’ 3D printers to build medical equipment. They were also involved in numerous activities to help the environment.
Sometimes the biggest impact comes under the form of a small change, as Sorin told us. During his HR Director mandate in Heineken Haiti, he established a medical centre to compensate for the poor medical services available in the location and facilitated the instalment of an ATM machine on site to ease the living conditions of his colleagues.
The above represents a wonderful depiction of how we can bridge a purpose gap between people’s desire at work versus what they actually experience. But how do we connect people to purpose?
We, as individuals are increasingly looking for meaning and the workplace should be one of the sources where we derive it from.
As a conclusion of the insights collected from our speakers, we should begin by taking a close look at the relationship between our social and environmental impact and our strategy and purpose, and then connecting this with our tremendous employee potential. This will unleash and boost motivation, helping organizations to implement effective people strategies.
“My people have been involved in helping the environment and the population, not because it was part of their performance objectives, but because they understood that giving back to their community was what made them tick and it was also something they could do on a daily basis in their personal life as well” – mentioned Daniel Reisenauer.
Connecting people’s individual purpose with the organisational one is the missing puzzle piece and although we may not yet have all the answers on how to do this, we’ve collected some recommendations from the speakers:
Adapt your perspectives and your references to the new reality (don’t complain about why things are happening in a certain way but rather ask yourself what you can do to understand the bigger scheme of things)
Never start by judging – be mindful of the context
First give and then expect to receive – in this way you, as a leader, become credible and earn genuine respect
Engage, help, enjoy people and cultural connections
Create community cohesion and promote external activities for a better engagement
Use technology wisely and don’t force it into your people’s lives
Listen to your colleagues, be transparent and ask for feedback
Make the mental health of the employees a top priority as well
This month marks a year since the Covid-19 pandemic caused the fastest and largest shift in human behaviour change at scale. Such an unprecedented upheaval completely challenged the dynamics of the collective, and it pushed most of us to reflect on concepts such as purpose, mission, values, both from a personal and professional perspective.
The dictum “a crisis is a terrible thing to waste” creates momentum for analysing organizational practices and tests the hypothesis about leadership, adequacy of existing governance structures and also requires deployment of new ad hoc initiatives.
What was the most valuable take away for you as Leader from the past 12 months?
Andreea Mihnea: Last year asked for a complete reprioritization of the people agenda. It did not mean that we stopped doing what we planned for our people. The pandemic was a wake-up call for the “why” we do what we do and if the business as usual still made sense for people. When employees begun having to compensate on the life areas that they were taking for granted such as childcare, education, availability of services and even personal care, some of the things they used to vocally demand from their employer became “nice to haves” or even obsolete.
Before the pandemic, expectations for a more meaningful work, the possibility to advance quicker, being exposed to multiple experiences and being provided space for socializing and experimenting were the norm. As the pandemic progressed, they started looking into more basic expectations such as: extensive flexibility of working schedule, remote working, access to good medical care, stability of jobs and business.
In a nutshell, the past 12 months taught us all to put our lives and work into perspective. And all of a sudden, work was no longer the playground of grown-up children but a place where grown-ups were forced to look the truth in the face: organizations too need a solid partnership with employees that demands transparency, dialogue and ownership for each side. As HR leader I focus on putting those 3 principles at work.
Daniel Reisenauer: 2020 challenged all of us in terms of how we work, think, act and interact.
I would like to start with a huge thank you to all my colleagues, for the way we embraced change and enabled a smooth transition to work from home in less than 1 week
We have kicked off a new era of transforming how we work, which is more flexible, employee-centric and at the same time more efficient.
Despite pandemic and global economic situations, we managed at Visma Romania to grow existing business, start new ones and increase overall team to almost 600 people
Priorities have changed and safety of our people and taking care also of our communities became suddenly amongst the top priorities
Sorin Banulescu: The most important take away during the last 12 months was that old beliefs we all have, that most times appear undoubtable in the context you are at a specific moment, actually can be changed easily and rapidly if you really want it. This is especially the case if you are more or less obliged to accept the novelty of a different context. I am considering here the way the pandemic made us rethink most of our activities.
What has helped you personally to keep the balance through uncertainty?
Andreea Mihnea: It was a return to the human condition that we had been spoiled to forget recently. Life is unpredictable and all the more valuable for it. Focusing on the present paid off as well as the assurance that it is just a phase. Humanity has been through much worse and this too, will pass. I take the long lens when things get difficult.
Daniel Reisenauer: The support of my family, manager, acceptance, embracing change, being able to help local communities.
Sorin Banulescu: Well, first of all, I have to admit I was “luckier”, as I was trained in crisis management. In my last 2 assignments in The Democratic Republic of the Congo and Haiti, I’ve been exposed to a continuous context of poverty and social unrest, and to a few important epidemic outbreaks and that influenced heavily my agenda. So, all in all, I had a different perspective on things. Personally, my family, the virtual drinks with colleagues and friends and doing sports regularly (even if at home) helped me keep mental balance.
We feel empowered by our guests’ leadership commitment that comes from challenging the process, enabling others to act, modelling the way, and encouraging the heart. But beyond all these, we heavily appreciate them for acknowledging their humanity as this creates a safe space for their teams to experiment, take risks and revise the thinking.
We’ll be delighted to have you with us for more reflections on Purpose and People on Wednesday, March 23rd, 14:00 EET.
Stein & Partner’s annual Management Forum event was held in Sibiu on the 14th and 15th of June under the umbrella concept “The Wisdom of Life & Leadership”. It included the company’s Advisory Board meeting and an evening business event, and was the perfect occasion to take a close look at what leadership and wisdom mean. Stories and thoughts of our guests have proved once more that the best and most efficient way to do business is to put together the amazing reasoning of the mind with the passion of the soul, and the energy of emotions.
Above anything else, together with our guests, we agreed that the world would change in the right direction if the business world would be driven much more by improving the wealth of the community and by being in harmony with the natural environment, rather than by following just financial purposes. And this is exactly the core of Stein & Partner`s values and our team’s guiding light in serving our clients every day.
The Management Forum organized in 2017 was a special one, as we celebrated both the company, as well as the 70th birthday of Stein & Partners’ Founder, Mr. Werner Stein.
In the first part of the event, David Sebastian Stein and Werner Stein led a panel discussion regarding ”The Wisdom of Life and Leadership”. Our guest speakers from various countries shared with us their view on:
Is the world turning upside down?
Andreas von Meetenheim, Diplomat and former Ambassador of Germany, Berlin/Germany
Is permanent economic development sustainable?
Günther Schuber (Pro) – Senior Executive, former CEO of E.ON Romania & Bulgaria, Berlin / Germany
Peter Simon (Contra) – Senior Executive, former CEO of ABB Romania, Bulgaria and Republic of Moldova, Sofia / Bulgaria
Competition versus cooperation?
Uta Stockbauer – HR Executive at Voest Alpine Group, Linz / Austria
Mihai Anitei – Senior Executive, CEO of Azomures / Ameropa Group, Targu Mures / Romania
Does economy need spirituality? How does leadership by intuition and pure conscience work?
Ekkehard Höver – Priest & Leader of NGOs in the field of hospice and
elderly care, Detmold / Germany
Alois Maier – Trainer, Author and Manager of an Arjuvedic Clinic in Germany, Lenggries / Germany
How to release your inner power?
Markus Wirth – Senior Executive and former CEO of Holcim Romania and Member of the Board of Ameropa, Bern / Switzerland
Andy Brunner – Trainer & Sportsman, former Formula 1 pilot (Monte Carlo & Dakar), today Mountain Bike World Champion for Senior People, Zurich / Switerland
After the celebration speeches and podium discussion, the guests were able to enjoy an entertaining party, with live music from 60s and 70s and 80s, played by Christian Becker (former guitarist of the Scorpions) and his band.