For Ines Batz of DERTOUR, the resilience of her appreciative, positive and calm leadership style was demonstrated not only during stressful periods at work, but also during a personal crisis: her team naturally stepped in and supported her through this time. From her own career experience, she also knows that nobody is perfectly prepared for a leadership role. Her advice to other women: take it step by step – with courage, curiosity and confidence.
By currently acting as patron of the Cologne-based alliance ‘Mit Frauen in Führung’ and the ‘Frauen auf die 1’ initiative, the REWE Group is sending a clear signal in favour of visibility, equal opportunities and modern leadership. The aim of “Frauen auf die 1” is to highlight senior managers as role models and to encourage more women to take on leadership roles.
As part of “Frauen auf die 1”, we regularly feature female senior managers from all Business Areas of the REWE Group. As role models, they talk about their career paths, their leadership styles, their experiences and the factors that have shaped them along the way. After all, true equality of opportunity does not come about because women have to prove themselves time and time again – but because their achievements, perspectives and successes are made visible. This time: Ines Batz, DERTOUR.
one: Dear Ines, who are you? And what has had a particular influence on your career path?
Ines Batz: I’m Director of the Africa & Middle East product division at DERTOUR. I entered the tourism industry – which, incidentally, has a very high proportion of women – straight after completing my degree. My journey, which took me from the Caribbean via Northern Europe to the Indian Ocean, was never planned down to the last detail, but was shaped by curiosity, a desire for challenges and two particular events.
one: What were those events?
Ines Batz: Firstly, there was my work placement in South Africa, which lasted just under two years. There I learnt that there isn’t just one right way to reach your goal – and that my very direct approach doesn’t always work in every cultural context. That time significantly broadened my perspective on people, collaboration and leadership. Secondly, a life-changing health diagnosis about four years ago turned my life completely upside down. This experience changed me both personally and as a senior manager. Today I know that not everything can be planned. Since then, I’ve been focusing, with as much composure as possible, on the things I can influence.
„I was lucky enough to meet people who believed in me.“Ines Batzone: Did your career path unfold just as calmly?
Ines Batz: Of course , not every door opened for me of its own accord. Sometimes I had to step out of my comfort zone, be brave and seize the opportunities that came my way, even when I didn’t feel ready. At the same time, I was lucky enough to meet people who believed in me. One long-standing line manager in particular recognised my potential, supported me and challenged me.
one: What does inclusion mean for you in practical terms in your day-to-day management role – and how do you put it into practice within your team?
Ines Batz: For me, inclusion means accepting people just as they are. My own personal history, in particular, has taught me that everyone faces their own personal challenges – even if you don’t always see them. These days, I listen more carefully, take people’s needs more seriously and am less quick to judge.
As a senior manager, I want to create an environment where people can be themselves, support one another and contribute their different strengths. Because I’m convinced that when people feel seen and valued, trust is built – and that leads to motivated and strong teams.
„I talk about my mistakes. A good culture of learning from mistakes has to be led by example.“Ines Batz
My leadership style can best be summed up in one phrase: a positive mindset. I am an optimistic person; I always have been. I try to convey this confidence to my team too – especially when things get tough. The most recent major challenge was the armed conflict between the US and Iran, when, in March, we organised repatriation flights for several thousand guests from various destinations at very short notice. Naturally, such situations create enormous pressure. But it helps that I remain composed under this pressure. And I don’t put on a front. Transparency is important to me. That’s why I share information openly with my team – even in crisis situations. And I talk about the mistakes I make. As a senior manager, you can’t simply demand a good culture of learning from mistakes – the sort we’re trying to establish in the company. You have to lead by example.
I saw for myself that my leadership approach works when I was only able to work on a very limited basis for several months due to illness. My team, together with my boss, took charge and carried on the work brilliantly. For me, that was one of the greatest compliments of all. It showed me that the time and energy I’d previously invested in leadership and teamwork had paid off.
one: What’s your advice for women aiming for a leadership career, particularly in Travel and Tourism?
Ines Batz: Don’t wait until you feel 100 per cent ready – that moment usually never comes. Trust in your strengths, take the next step and grow with your responsibilities. Develop your own style and encourage other women. Travel and Tourism, in particular, is an industry that thrives on change and encounters with different cultures. Be curious, open-minded and see new things as opportunities.
Ines Batz has 10 years’ management experience; for the past seven years, she has been leading a team of 20 as Director of Product for Africa & the Middle East at DERTOUR. Her boldest career decision: spending two years in Cape Town. Her favourite piece of professional feedback: “When a colleague asked me to be her mentor.”







