NEUE REIFENZEITUNG
Dr. Bendler, you took the helm at Ronal at a time when the automotive industry is under massive cost pressure. When you look back at your calendar from January 1 today: Which event or insight has most significantly upended your original 100-day plan?
Dr.-Ing. Alexandra Bendler
That is one reason why the automotive industry has fascinated me for many years—it is highly dynamic. You don’t follow a rigid plan, but are constantly challenged to question directions, reset priorities, and react quickly without losing focus.
For me, starting as the new CEO means understand the business fundamentals very quickly while simultaneously diving into day-to-day operations. Plant and site visits are just as important as reviewing existing commitments, assessing the leadership culture in practice, and fostering collaborative partnerships with customers and suppliers. My goal is to make an impact quickly—there is no grace period in this role.
I am inspired by the motivation and competence I sense throughout the entire team. We are well-positioned to meet the challenges of transformation across the entire industry. My 100-day plan has therefore not been jeopardized, but rather refined. We have a clear strategic foundation with a multitude of initiatives. I am currently prioritizing these together with my team to further increase speed and impact.
NEUE REIFENZEITUNG
Your predecessor, Oliver Brauner, shaped the company for nearly two decades. How much of “Brauner” is still in the Ronal strategy today, and where have you already set the “Bendler course” in the first months?
Dr.-Ing. Alexandra Bendler
Ronal has a long history and stands for values that are important to me: entrepreneurship, trust, appreciation, respect, passion, and discipline. profitable growth, innovative products, and strengthening the company’s resilience remain key priorities. But of course, as the new CEO, my goal is to set a new direction and give our values and unique selling points greater clarity and impact. This is especially true in a competitive environment dominated by those who are one step ahead in terms of speed, precision, and meeting customer expectations.
My focus during the CEO transition is on sending clear signals of change and a new beginning. The entire industry is undergoing a transformation, and there are tremendous opportunities for us to shape this realignment together with our customers. My goal is to consistently drive strategic development forward and accelerate the pace of implementation. Our benchmark remains our customers’ requirements and our positioning as a reliable, long-term partner. In a challenging environment where others are hesitant and cautious, we aim to be fast and ambitious.
Together with the executive team, we have reviewed existing initiatives and refined them in a targeted manner—particularly regarding technology roadmaps, the development of new markets, and operational excellence. In uncertain market environment, the speed of implementation is increasingly decisive—which is why we consistently prioritize and reduce complexity where it hinders progress.
NEUE REIFENZEITUNG
Ronal is one of the global market leaders in light-alloy wheels. But the competition, especially from Asia, is not standing still. Under your leadership, will we see Ronal grow beyond the wheel? Do you see potential for other structural components made of aluminum, similar to your previous roles?
Dr.-Ing. Alexandra Bendler
The wheel is and remains our core—technologically, industrially, and also as part of our identity. That is where we are strong, where we differentiate ourselves, and where we continue to see significant innovation potential, particularly through lightweight construction, aerodynamics, materials, and sustainability. In volatile times, diversification is generally an effective means of dampening fluctuations. At the same time, the wheel remains our clear core, even though we naturally look left and right and are certainly not averse to attractive opportunities if there is a strategic fit for us.
Our top priority remains our core business, where we still see significant potential: for example, through a stronger focus on forged wheels, the further development of our casting technologies, the expansion of our aftermarket business, as well as more efficient production technologies and innovative alloys with a reduced carbon footprint. Our goal is not only to be technologically innovative, but also to industrialize innovation faster and more efficiently than the market.
Of course, we are closely monitoring adjacent applications. But we will only venture beyond the wheel if we can achieve the same technological depth and competitive strength there. We want to remain world-class in our core segment—and pursue selective expansion only where it strengthens this commitment.
From the RONAL GROUP’s perspective, we are already diversified with our second pillar—the RONAL Bathrooms business—and see future growth potential here as well, alongside our automotive focus.
NEUE REIFENZEITUNG
E-mobility demands aerodynamics and extremely lightweight construction. Critics say that the classic wheel design is losing importance in favor of efficiency. How do you preserve the “emotion of the wheel” in the age of range optimization?
Dr.-Ing. Alexandra Bendler
This is precisely where our unique selling points and our claim to market leadership come into play. For me, the demands of the future are not a contradiction, but rather an incentive to bring unique solutions to market. E-mobility is shifting requirements even more clearly toward aerodynamics and lightweight construction—this is technically imperative. We implement this through unique designs and innovative color and surface concepts that our customers use for their “brand recognition.” However, I don’t see this as a loss of emotion, but rather a transformation.
Emotion arises not exclusively through design in the classical sense, but also through technology that can be experienced. When efficiency becomes visible—for example, through innovative structures, surfaces, or intelligent design solutions—a new form of fascination emerges. At the same time, the wheel can become a stronger part of the brand identity: for example, through surfaces or customization.
Especially in the EV era, where drive noise is eliminated, visual and tactile distinguishing features are actually gaining in importance. So we don’t “save” emotion—we evolve it. Efficiency and sustainability become part of the emotional brand impact. And our claim “Great passion for great wheels” is our aspiration, promise, and unique selling point all at once, designed to win over our customers in every way.
NEUE REIFENZEITUNG
The goal is CO₂ neutrality by 2050. Given the stricter EU regulations and pressure from OEMs: Isn’t 2050 actually far too late? Do you plan to drastically increase the rate of secondary aluminum (recycling) usage?
Dr.-Ing. Alexandra Bendler
Sustainability is a central and dynamic issue that offers significant opportunities—both in the further development of our alloys and in our production processes. For us, sustainability is not an add-on, but an integral part of our competitiveness and our technological advancement. Transformation is already ongoing now within the whole industry. European Union regulations are accelerating change, but true transformation comes from conviction, not pressure.
Recycled aluminum is a key lever for significantly reducing CO₂ intensity. Accordingly, we are continuously increasing its use—always taking into account our customers’ quality and safety requirements. When customers see that high performance and the circular economy work together, genuine brand emotion is created. Sustainability is thus not an afterthought—it becomes part of our identity and product pride.
NEUE REIFENZEITUNG
Sustainability costs money. To what extent are major automakers even willing to pay a premium for a “green wheel” in the current market environment?
Dr.-Ing. Alexandra Bendler
Sustainability is a shared goal of the industry, and we work closely with our customers to define the products of the future.
In the short term, a flat “green premium” is rarely paid. At the same time, we see that sustainability criteria are increasingly becoming part of procurement decisions. Those who cannot provide CO₂ transparency, recycling rates, or reliable data are at a competitive disadvantage—regardless of price.
The market is therefore shifting from a “surcharge for green” to a “cost of not being sustainable.” And that is precisely where long-term added value is created—for OEMs, for RONAL, and, of course, crucially for the end customer. If sustainability plays a central role in the decision to purchase the next vehicle, we are all on the right track.
NEUE REIFENZEITUNG
You’re coming from large corporations like Autoneum and Constellium to a company that is strongly shaped by its foundation structure and long-term thinking. What was the biggest cultural adjustment for you?
Dr.-Ing. Alexandra Bendler
For Tier-1 automotive suppliers, the rules of the game are very clear. Operational excellence, reliable quality, and an absolute focus on performance—a foundation-based structure makes no difference there. RONAL has always stood for high performance and customized customer solutions. With our decades of expertise, we are active in various market segments. Here, the clear goal is to broaden our presence across all segments and sharpen our profile with new, attractive products. We’re seeing promising growth in motorsports; we’ve just expanded our product range for the aftermarket; and we’ve already gained new customers in the truck sector. In our core business with OEMs, our innovations are setting us apart.
However, we don’t just want to survive in a competitive market; we want to actively shape the future of the industry. Profitability is the foundation for investing in our future. At RONAL, we certainly have an advantage here thanks to our ownership structure, which shares a passion for our products and the company. It is inspiring to drive strategic initiatives forward with owners who are clearly and firmly committed to the automotive industry and its challenges for the long term.
NEUE REIFENZEITUNG
Ronal employs thousands of people at locations ranging from Mexico to Taiwan. How did you manage to build a connection in 100 days with the people in the plants who may be looking on with concern at the transformation of the industry?
Dr.-Ing. Alexandra Bendler
Communication and presence are central to me. I have personally visited several locations and held town hall meetings—both in person and hybrid. The global management team met me on Day 1, and we engage in direct dialogue on a monthly basis. Additionally, I communicate regularly via our intranet and have introduced the “CEO News” section to provide insights into my priorities and decisions.
It is important to me to be transparent and build trust. Only in this way can my team perceive my credibility and authenticity. We are a global company and are proud of our diversity. The global setup enables us to serve our customers in the various regions “local for local.” We foster a culture in which we leverage the advantages of our global production network. At the same time, we ensure that we capitalize on synergy potential and quickly roll out efficient solutions across our various locations. Always with the goal in mind—to become even better, even faster, and even more attractive to our current customers and the customers of tomorrow.
NEUE REIFENZEITUNG
In closing: When we meet again in a year—by which metric would you like to be measured?
Dr.-Ing. Alexandra Bendler
I want to achieve measurable progress. This must be reflected in our customers’ appreciation—and we can measure ourselves by supplier scores, but also by growing market share.
If we inspire and engage our customers, we will see the results in our plants’ capacity utilization. Of course, increased profitability is also a key measure of success. We are an industrial company and operate with an entrepreneurial mindset. Profitability is the foundation for securing the company’s long-term future and ensuring its success. But I also want to be judged by the satisfaction of my employees, who drive our company forward with great dedication and passion. Without the passion of our team, we cannot surpass ourselves. It is important to me that employees understand our strategy and direction and have confidence in our company so they can deliver top performance.
