In the latest episode of the ‘Trends – Tools – Theories’ podcast (German language), we discuss a topic that is becoming increasingly important: Sustainability in business.
I talk to Christine Wüst, CHRO at Witzenmann GmbH, and my colleague Alexander von Bullion about the role of sustainability in strategy, culture, and leadership. In short, sustainability is about more than just a CSR report — it’s about connecting people and making companies fit for the future.
Five good reasons for sustainability as a competitive advantage
Why should a company consider investing in sustainability? What are the benefits? Based on his research, Alexander concludes that sustainability is not a ‘nice-to-have’, but a tangible competitive advantage. His five key arguments are:
- Consumers demand sustainability: 79% are changing their purchasing behaviour accordingly.
- Employees expect values, especially younger generations (81% of 18–29-year-olds).
- Sustainability has an economic impact: companies with a clear mission often perform better.
- Investors are paying attention to ESG criteria, and sustainability is becoming a financing criterion.
- Political pressure is growing, for example through the CSRD or the Supply Chain Act.
These arguments make it clear that sustainability is not a ‘soft issue’, but a hard factor for future viability. Companies that credibly integrate sustainability into their operations can strengthen their resilience, innovative capacity, and brand positioning simultaneously. Flow Consulting offers customised sustainability consultancy.
A traditional company on its way to becoming carbon-neutral.
Witzenmann GmbH is a long-standing family-run company headquartered in Pforzheim. For over 170 years, the company has manufactured flexible metal elements for use in the automotive, energy, aerospace and semiconductor industries, to name a few. The company employs around 4,400 people in 16 countries worldwide.
Its commitment to both stability and transformation is particularly evident in its approach to sustainability.
Human resources, marketing, sustainability – an unusual mix of tasks?
Christine Wüst is responsible for HR, marketing and sustainability at Witzenmann. This may seem an unusual combination at first, but on closer inspection, it makes a lot of sense. This is because these areas create a strong interface between corporate culture, employee loyalty and future strategy. Sustainability is therefore not seen as an ‘extra’ that runs alongside day-to-day business, but as an integral part of how the company thinks, decides and acts.
Sustainability is in our DNA — it’s not just a project.
Witzenmann is characterised not only by its technological expertise, but also by a deeply rooted drive to conduct business responsibly. ‘We were already interested in sustainability when hardly anyone else was,’ Christine tells us in the podcast. For generations, company management — especially the owner family — has upheld the principle of putting people at the centre.
A voluntary sustainability report was drawn up in 2007, long before it became legally required. Over the years, this evolved into a group-wide sustainability strategy that is now embedded in the corporate strategy.
Three pillars, 36 goals, one clear direction
The central building blocks of the Witzenmann sustainability strategy are the following three pillars:
- Environment & Resources: Zero Emission
- Employees & Society: Social Hero
- Governance & Sustainable Management: Responsible Corporate
Each of these pillars contains topics that are important to us. Each topic is underpinned by specific targets, currently totalling 36, which are measurable, comprehensible and binding. Our goal is not actionism, but real effectiveness. We want sustainability to be more than just a promise; we want it to be made tangible in everyday life through clear structures and continuous implementation.
Participation instead of paternalism
What is particularly remarkable about sustainability at Witzenmann is that it is practised from the bottom up rather than from the top down. Employees are not just recipients of targets; they are active co-creators. In international surveys, internal workshops and so-called ’round tables’, teams from around the world — from Brazil to France and Asia — exchange ideas.
Their ideas are taken seriously, developed further and implemented. This strengthens identification with the company and creates a strong culture of innovation. Christine describes it as follows: “It’s about inspiring people, finding solutions together, and learning from each other!”
Culture is the key to transformation.
However, strategies alone are not enough; a culture must also develop accordingly. Christine emphasises that culture should be understood and shaped, rather than evaluated. Every organisation has a culture; the only questions are whether it is consciously developed and how this is done.
This is why Witzenmann launched a global leadership programme four years ago. In workshops with managers, we collaborated to determine what modern leadership should entail: being approachable, encouraging and value-based. The result is practical leadership guidelines that are regularly reviewed and further developed.
One key element is the Pulse Check, an anonymous annual feedback tool in which employees evaluate their managers. This results in personalised development measures designed by the team. This ensures transparency and trust, which are important breeding grounds for sustainable change.
Just get started and keep going!
Christine has an encouraging message for managers: don’t wait for perfect conditions. Just get started! Sustainability starts on a small scale — with a workshop, an idea or a conversation. Anyone who dares to take the first steps may soon realise that they have fellow campaigners, resonance and impact.
The transformation doesn’t have to be perfect straight away. The important thing is to persevere, visualise successes and see setbacks as learning opportunities — and have the courage to experiment.
Conclusion: Sustainability is more than just a goal; it is an attitude.
Witzenmann demonstrates that sustainability can be practised and organised as well as considered. The key lies in combining strategy, culture and leadership — and having the courage to truly engage people. The result is a company that is successful today and takes responsibility for tomorrow.
At Flow, we are happy to support you in establishing a sustainable and future-proof corporate strategy. Book your free, no-obligation sustainability consultation now. What you do after the free, non-binding sustainability consultation is up to you. You can implement the checklist independently. Alternatively, you can contact us if you would like more support.
Best regards,
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