Sustainability – integration and communication in German manufacturers

The manufactory is a full production organization of consumer goods, technical goods or food – in any case physical products. In contrast to handicraft businesses, the manufactory produces products in series, which means that they can be purchased several times over a longer period of time. They result in an assortment of this manufacturer. The products of the manufactory are characterized by a high level of vertical integration – usually from the raw material through the entire production process to the finished product under one roof for retailers or customers. Manufactured products are inherently sustainable because they are designed for long-term use. Manufactories are usually family-run companies that work in an economically sustainable manner. But what about the other dimensions of sustainability, i.e. ecological and social? Is sustainability anchored in the company’s strategy? Is sustainability seen as a competitive advantage and conveyed in corporate communications?

1 Introduction

Manufactories stand between (art) crafts and industry. Craft is characterized by a high proportion of manual work. However, the craftsman is more of a service provider than a producer, because he usually only manufactures individual custom-made products on customer orders and does not produce a range of goods. This service provider function also characterizes the employees: Often everyone is in control of every production step.
Industry today is characterized by a very low proportion of manual work. Above all, however, the approach to production is typical: production was broken down into the smallest steps. The individual employee is usually only responsible for one of these small steps. Today, industry also means a very large use of machines, often computer-controlled. The tendency to use unskilled workers has decreased significantly in recent decades due to the operation of complicated machines.
Historically, manufactories are the link between craft and industry. In contrast to craft businesses, manufactories are manufacturers of their own range of goods with the cooperation of employees from different training courses. The employees are usually trained and responsible for a larger number of work steps. This also requires a high level of training similar to that in the skilled trades. At the same time, by bringing together different apprenticeships, it also enables innovations without breaking with tradition. Manufactories combine a high proportion of manual work with the division of labor – this requires a certain company size. In terms of the number of employees, manufactories are usually between the other forms of production, trade and industry (Deutsche Manufakturen 2021a).
According to the definition of the term manufactory, the products of the manufactory are characterized by a high degree of vertical integration – usually from the raw material to the finished product under one roof for the entire production process (Deutsche Manufakturen 2021b). Manufacturing companies create high-quality products that consumers usually use for a long time. The manufacturer has great expertise in creating its products. It plays a major role that large parts of the value creation take place in the company. A manufactory usually relies on a stable value chain that delivers consistently high quality in sufficient quantities. German manufacturers rightly advertise with slogans such as „Manufactured in Germany” or „Made in Germany”. In order to be sustainable when it comes to procurement, manufacturers rely on a procurement chain with short transport routes.
This is also important for the reason that products from China are getting better and better in quality and in some cases can hardly be distinguished visually from quality German products. That is why the topic of sustainability is becoming a strategic topic that German manufacturers have to take up, strategically prepare and use in communication. For this it is necessary to understand the topic of sustainability and to know and use the arguments and instruments of the three dimensions economy, ecology and social affairs. Because the topic of sustainability does not only live on phrases, but also offers many possibilities and opportunities if you take a closer look at it. The topic of photovoltaics should be appropriate as an example. A company invests in a photovoltaic system and becomes partially or even completely independent of the energy provider. It makes electricity costs easier to calculate, avoids rising energy costs, generates high returns because the system pays for itself quickly and can also communicate the topic to those around you from an ecological point of view.

1.1 Objective and method

Sustainability in corporate management is defined across three dimensions: economic, ecological and social. Manufactories in Germany are to a large extent family-run medium-sized companies that measure the economic key figures and act sustainably by nature, since the company otherwise acts uneconomically and becomes insolvent in the long term. These hard key figures are contrasted with the softer factors of ecology and social affairs. These must be consciously included in the corporate strategy and corporate communication. The aim of this study is to create a basis for discussion on how German manufacturers have integrated sustainability with the three dimensions of economy, ecology and social issues into their corporate strategy. For this purpose, four hypotheses are set up, from which the questions for the online survey arise:
• H1: „Manufacturing companies have recognized that sustainability consists of the three dimensions of ecology, economy and social issues.”
• H2: „Only a third of the manufacturers have developed a sustainability strategy.”
• H3: „Manufacturers see an opportunity and necessity for future viability in the topic of sustainability.”
• H4: „German manufacturers see the opportunities of sustainability communication above all in image cultivation and strengthening social responsibility.”
The drafting begins with an introduction and the presentation of the objectives in Chapter 1. In Chapter 2, the term sustainability is defined on the basis of the economic, ecological and social challenges. Chapter 3 shows how a sustainability strategy can be developed. The advantages and disadvantages of a strategy are also discussed. Chapter 4 gives an overview of the hypotheses and the study design. Furthermore, the results of the individual hypotheses are shown and explained to the reader. Chapter 5 summarizes and explains recommendations for action.

2 Sustainability

A widespread definition that is still recognized today and can therefore be considered the classic definition of sustainability has its origins in the so-called Brundtland Report of 1987. It states that sustainable development is development that satisfies the needs of the present without risk that future generations will not be able to meet their needs (Hauffe 1987, p. 46). A definition that is now more common in the economic context and is very handy and easy to apply is: sustainability means not generating profits that then flow into environmental and social projects, but rather generating profits in an environmentally and socially compatible way (Pufé 2014).

2.1 Economic dimension

Economic sustainability characterizes the preservation of economic capital for future generations, whereby the economic basis of life should be preserved. A sustainable economy can be operated over the long term. It is essential here, for example, not to live financially beyond individual or social circumstances and thus to be fit for the future (Blank 2001, p. 375).

2.2 Ecological dimension

Ecological sustainability refers to the preservation of nature in which landscape, biodiversity and climate should remain constant (Michelsen and Adomßent 2014, p. 34). The protection of natural resources through a sustainable way of life is central. Three time-related aspects are essential to achieve this goal: First, a sustainable yield of renewable resources that regenerate in the future is important. Second, non-renewable resources should be used sparingly and replaced by regenerative resources as soon as possible. Thirdly, emissions into the environment should permanently correspond to nature’s ability to assimilate (Blank 2001, p. 377).

2.3 Social dimension

According to the Brundtland report (1987), social sustainability is defined by striving for inter- and intra-generational justice. People living now and in the future should be able to secure their existence in the long term (Zschach 2020, p. 230). The goals of social sustainability are firmly anchored in the Sustainable Development Goals of the United Nations. Poverty and hunger are fought across countries and inequalities within and between countries are addressed. Human rights for all should be realized and gender equality and self-determination of all women and girls should be achieved. There is also a fight for consumer interests and fair competition as well as against corruption and tax abuse. In the case of social sustainability, the focus is on work to secure a livelihood and equality. In order to be able to participate culturally, materially and socially in everyday life, people need a regular and fair income.
The variety of sustainability topics is too great to list everything here. The following table gives a rough overview of the most important and most common topics:

Table 1: Sustainability issues
Source: Pufé (2017, p. 119)

Hypothesis 1: „Manufacturing companies have recognized that sustainability consists of the three dimensions of ecology, economy and social issues.”

3 Sustainability strategy

A strategy describes the ways and means that a company chooses to achieve its goals. It shows how the company intends to be successful in the face of competition. The strategy is also helpful for the employees, who can read from it what to do and what not to do – but only if the strategy is formulated correctly and implemented vigorously (Business Knowledge 2021). We understand strategy as the most important element of strategic corporate management. It determines the basic orientation of a company in the market, and it determines which resources should be built up and used within the company for this purpose. In this way, it creates the conditions for being able to meet the normative requirements for the development of the company in the long term (Hungenberg and Wulf 2021, p. 99). In this way, it creates the conditions for being able to meet the normative requirements for the development of the company in the long term. As an element of strategic corporate management, it can be characterized in more detail by the general characteristics of strategic decisions (Hungenberg 2014, p. 4):
• Strategies shape the basic direction of corporate development. Since it is usually not easy to change the basic company orientation, strategic decisions claim long-term validity. It is their claim to anticipate uncertain events as best as possible and to specify a stable development path even under changing conditions.
• Strategies aim to ensure the long-term success of a company. Since companies compete with each other in a competitively organized economy, this is only possible if the company succeeds in establishing and defending advantages over its competitors. Strategies therefore aim to build up such advantages.
• Strategies attempt to create opportunities for action on which the future success of a company depends. In this context, it is also said that potential for success is created that can be used in the future (Kirsch 1991, p. 3). So it’s not about initiating individual, concrete actions in the market or in the company, but about setting the framework for such decisions.
• Strategies have a cross-sectoral meaning and need to be designed from a cross-sectoral perspective. The strategy design is therefore a relatively complex task that cannot be assigned to individual organizational areas, but is primarily to be fulfilled by the top management.

Strategies are the starting point and focus of strategic corporate management. The design of strategies is one of the most important tasks of management and it influences the success of a company in a special way (Hungenberg and Wulf 2021, p. 100).

3.1 Development of a sustainability strategy

In order to create a strategy, a company can select important trends and place them at the center of all measures. In this case, the definition of the sustainability strategy starts with a consistent future orientation. The following tabular list of strategy levels, including examples, shows that sustainability starts at different points. Starting with the corporate strategy, business areas and production to the supply chain and personnel (Pufé 2017, p. 196).

Table 2: Strategy levels
Source: Pufé (2017, p. 197)

Hypothesis 2: „Only a third of the manufacturers have developed a sustainability strategy.”

3.2 Opportunities and risks of a sustainability strategy

In addition to risks for existing business models, there are also opportunities to actively shape the future.

Table 3: Opportunities and risks for companies
Source: Mayer (2020, p. 23)

Manufacturing companies must examine the future viability of their business model and focus on sustainability. Entrepreneurs fear most of all the reputational risks that turn everyone into a direct reporter through new communication technologies and networking. Messages are spread unfiltered and in real time on social media. The pressure on companies from outsiders is increasing and so every product, every service and every brand is always at risk of being rated negatively. This can not only have a negative impact on sales markets, but also affects the ability of companies to recruit talented employees and retain them in the long term (Mayer 2020, p. 23). Physical risks arise both with regard to individual extreme weather events and their consequences, such as flooding, and with regard to long-term changes in climatic and ecological conditions, such as the frequency of precipitation. Physical risks can also have indirect consequences. The collapse of supply chains should serve as an example here (BaFin 2021, p. 14).
The major changes in the business environment also open up a wide range of opportunities. It is important to recognize and perceive this in order to be one of the long-term winners and designers of a sustainable future. A distinction can be made between short-term gains through cost savings and increases in efficiency, for example through reduced consumption of energy and raw materials. Most companies quickly recognize and take advantage of this opportunity due to the general cost pressure. Recognition usually also means that these companies operate a sustainable risk management system and are therefore classified as less risky, which in turn proves to be an advantage when raising capital. A holistically oriented corporate management thus strengthens future viability in a radically changing world and creates intangible assets such as image and brand, which are of great advantage, for example, when recruiting and retaining employees. (BaFin 2021, p. 14).

Hypothesis 3: „Manufacturers see an opportunity and necessity for future viability in the topic of sustainability.”

Hypothesis 4: „German manufacturers see the opportunities of sustainability communication above all in image cultivation and strengthening social responsibility.”

3.3 Communication of sustainability measures

Companies are increasingly obliged to present their sustainable actions and appearance transparently. Drivers for this are consumers and customers as well as investors or new legal requirements. The times when corporate social responsibility measures were carried out purely for marketing purposes are over. For this reason, sustainability topics in corporate communications are increasingly being considered strategically important (Mayer 2021).
Digitization and the optimization of communication that is possible with it are new tasks that require a well thought-out strategy, especially when financial resources are tight. When developing a strategy for communication, every company faces elementary questions, such as who are the target groups and what do they want (Stein 2021)? It therefore requires stakeholder and dialogue orientation, credibility, openness and integration (Schubert 2021).
In addition to the „what” and „how”, the sustainability communication of a company should also be about the „why” (Schubert 2021). What are the unique selling points that set the company apart from everyone else? The company should be clear about where the opportunities and goals lie and how it can use its limited resources most effectively. There is no company that starts from scratch when it comes to sustainability. Competing companies have always had an economic drive towards efficiency and cost savings – and resource conservation is a sustainability issue. More sustainability increases the resilience of a company. That is why sustainability communication also makes a significant contribution to corporate success (Stein 2021).

4 Survey

The study conducted was aimed at the managing directors of medium-sized manufacturers that produce in Germany. The study was conducted between December 2021 and March 2022 using an online questionnaire. In the context of the study, a conscious decision was made to a concentration selection. All members of the Association of German Manufactories and the German Manufactory Initiative were invited to participate. In order to find out the importance of the topic „sustainability” in German manufactories, four hypotheses were worked out:
• H1: „Manufacturing companies have recognized that sustainability consists of the three dimensions of ecology, economy and social issues.”
• H2: „Only a third of the manufacturers have developed a sustainability strategy.”
• H3: „Manufacturers see an opportunity and necessity for future viability in the topic of sustainability.”
• H4: „German manufacturers see the opportunities of sustainability communication above all in image cultivation and strengthening social responsibility.”

For better comparability of the data obtained, individual questions and the associated answer options were taken from the Commerzbank survey „Economy in transition: The opportunities of the „Green Deal”” from 2021.
Interview participants (s): 40
Survey method: Online questionnaire
Study period: December 2021 – March 2022

H1: „Manufacturing companies have recognized that sustainability consists of the three dimensions of ecology, economy and social issues.”

Table 4: Sustainability and future viability (multiple answers possible)
Source: Authors

In the eyes of the general public, the issue of sustainability is often equated with climate and environmental protection. The economic and social level is not perceived. Companies move in the environment of all three levels and are therefore forced to deal with them. 92.50% of those surveyed see the protecting of the climate and the environment as the top priority when it comes to the topic of sustainability. At the level of social responsibility, 75% think of social responsibility and 70% of treating employees with care. It is noteworthy that only 55% are thinking about maintaining their own economic performance over the long term. Therefore, the hypothesis is only partially confirmed. It is very positive to note that the topic of sustainability is a topic for all participating manufacturers.

Table 5: Sustainability and future viability (multiple answers possible)
Source: Commerzbank (2021, p. 5)

The results of this survey do not match the Commerzbank survey at all levels. While the results at the social and environmental level do not differ widely, there are significant differences when considering the impact on economic performance. At 82%, this value is even ahead of climate and environmental protection at 79%.

H2: „Only a third of the manufacturers have developed a sustainability strategy.”

Table 6: Sustainability strategy (multiple answers possible)
Source: Authors

Small and medium-sized companies are said to often not put their strategies in writing. They are mostly fragmented and available as lived values in the corporate culture. The decision-makers in German manufacturers refute the thesis that only a third have developed a sustainability strategy. At 47.50%, almost half of the companies surveyed have developed a sustainability strategy. In addition, 37.50% are already busy with the planning. Only 10% do not have a sustainability strategy. The hypothesis is thus refuted.

Table 7: Sustainability strategy (multiple answers possible)
Source: Commerzbank (2021, p. 6)

The results of the present survey differ from the results of the Commerzbank study. 85% of manufacturers already have a sustainability strategy or are at least planning one. This contrasts with 68% from the Commerzbank study. 32% have no sustainability strategy.

H3: „Manufacturers see an opportunity and necessity for future viability in the topic of sustainability.”

Table 8: Importance of the topic of „sustainability” for medium-sized companies (multiple answers possible)
Source: Authors

The present survey confirms the hypothesis that German manufacturers see sustainability as an opportunity and necessity for the future viability of medium-sized companies. 90% of the respondents answered accordingly. Only 5% see no relevance of the topic for medium-sized companies.

Table 9: Importance of the topic of „sustainability” for SMEs (multiple answers possible) Source: Commerzbank (2021, p. 9)

German manufacturers see the opportunities and the need for the future viability of medium-sized companies in the topic of sustainability. Uncertainty is only seen in 10% of those surveyed. Only 5% of manufacturers ascribe low relevance to the topic. The comparative study speaks a different language. A factor of uncertainty is seen here by 33% of those surveyed and 23% do not attribute great relevance to the topic.

H4: „German manufacturers see the opportunities of sustainability communication above all in image cultivation and strengthening social responsibility.”

Table 10: Opportunities for communicating sustainability measures (multiple answers possible)
Source: Authors

The hypothesis can only be partially confirmed. 77.5% of the manufacturers see the opportunities for sustainability communication in image cultivation or improvement of communication. Social responsibility is only seen by 55%. For 65% of those surveyed, strengthening customer loyalty is the priority. On the other hand, only every second person sees the increase in employer attractiveness.

Table 11: Opportunities for communicating sustainability measures (multiple answers possible)
Source: Commerzbank (2021, p. 16)

In the comparative study, 78% of those surveyed see an opportunity in strengthening social responsibility and 67% in image cultivation. But strengthening customer loyalty (67%) and securing the company (65%) are also considered important. Considering the finite nature of resources and optimizing process efficiency go hand in hand at 64%.

5 Summary

5.1 Theoretical implication

Sustainability has long been an important competitive factor for medium-sized companies. Because more and more consumers are demanding sustainable products. The three pillars of sustainability are economy, ecology and social issues. Sustainable companies therefore always check the consequences of their actions for these areas. That is why the topic of sustainability is becoming a strategic topic that German manufacturers have to take up, strategically prepare and use in communication. To do this, it is necessary to understand the topic of sustainability and to know and use the arguments and instruments of the three dimensions.

5.2 Practical implications

The results of the Commerzbank study show that medium-sized companies find sustainability important. So far, mainly individual measures have been implemented. Most companies are not yet pursuing a holistic sustainability strategy. Therefore, the majority of companies do not report. The results of the Commerzbank study do not correspond in all areas to those carried out in this work. When it comes to sustainability, German manufacturers primarily see the dimension of „climate and environmental protection”. Only 55% associate the „permanent maintenance of economic performance” with sustainability.
The German manufacturers are well positioned when it comes to the implementation or planning of a sustainability strategy. Here, 47.50% have already implemented a strategy and 37.50% are planning a strategy.
90% of the manufacturers see „a necessity for the future viability of the company” in the topic of sustainability. They also see „an opportunity for growth and competitiveness”. Only 5% of those questioned see no relevance of the topic for medium-sized companies.
Those surveyed see opportunities in communication primarily in „image cultivation or improvement of reputation” and „strengthening customer loyalty”.

5.3 Limitations

With the help of four theses, a questionnaire was created with which German manufacturers were questioned. In the context of the study, a conscious decision was made to a concentration selection. In the random sample, all members of the German Manufactory Association and the German Manufactory Interest Group were written to. In the concentration selection, a conscious concentration is made on a part of the population that is regarded as essential or typical in relation to the subject of the survey. Drawing a sample according to the concentration principle means that one concentrates on that part of the population when drawing a sample in which the majority of the elements being searched for are suspected. These selection procedures are problematic with regard to the representativeness of the results in the samples, since the selection is not based on the principle of probability, but on logical considerations. This conscious selection is intentional, as this study specifically addresses a clearly defined target group.

Literatúra/List of References

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Kľúčové slová/Key words

social media marketing, social networks, social media guidelines, corporate strategy, corporate communication, cultural change
marketing sociálnych médií, sociálne siete, usmernenia pre sociálne médiá, firemná stratégia, firemná komunikácia, kultúrna zmena

JEL klasifikácia/JEL Classification

M31

Résumé

Udržateľnosť – integrácia a komunikácia u nemeckých výrobcov

Manufaktúra je kompletnou výrobnou organizáciou spotrebného tovaru, technického tovaru alebo potravín – v každom prípade fyzických produktov. Na rozdiel od remeselníckych podnikov vyrába manufaktúra výrobky sériovo, čo znamená, že sa dajú kúpiť viackrát za dlhší čas. Výsledkom je sortiment tohto výrobcu. Produkty manufaktúry sa vyznačujú vysokou úrovňou vertikálnej integrácie – zvyčajne od suroviny cez celý výrobný proces až po hotový výrobok pod jednou strechou určených pre maloobchodníkov alebo zákazníkov. Vyrábané produkty sú vo svojej podstate udržateľné, pretože sú navrhnuté na dlhodobé používanie. Manufaktúry sú zvyčajne rodinné firmy, ktoré fungujú ekonomicky udržateľným spôsobom. Ale čo ostatné dimenzie udržateľnosti, teda ekologická a sociálna? Je udržateľnosť zakotvená v stratégii spoločnosti? Považuje sa udržateľnosť za konkurenčnú výhodu a prejavuje sa v podnikovej komunikácii? Na tieto otázky odpovedá predložený príspevok.

Recenzované/Reviewed

5. March 2022 / 13. March 2022