Science meets practice

PC: Professor Dr. Marcus Wagner was from September 2010 to May 2015 one of the three external specialists who advise DAW on ist sustainability strategy. The professor, who now teaches and researches in the Economics Faculty of the University of Augsburg, spoke to the DAW Sustainability Manager, Bettina Klump-Bickert, about his "interesting work" as a member of DAW's Sustainability Advisory Board.

Bettina Klump-Bickert: At DAW we have introduced a consistent sustainability strategy. Are many companies now working on this topic, because they have recognised that it is a success factor for the future? Or is DAW in your opinion one of the exceptions?Professor Dr. Marcus Wagner: It is now more frequently the case that companies come up with something in this respect, but few of them are so consistent as DAW. That was also one of the reasons why I was willing to participate on the advisory board. I really had the feeling that the company wanted to implement sustainability leadership. That was a very high goal for an internationally operating, medium-sized company. How can the Sustainability Advisory Board support DAW in this? Prof. Wagner: From a scientific point of view a constructively critical dialogue with companies is possible – a good interchange between practice and scientific ideas. We have learnt much from one another. The company receives a new impetus and it is ensured that further development takes place on all fronts. The advisory board helps DAW to improve holistically and continuously in the field of sustainability and in the final analysis to maintain its lead in sustainability. Which expertise were you able contribute on the advisory board? Prof. Wagner: I myself have worked in a company in the chemical industry and have a certain understanding of products and production processes. In my habilitation I researched the interface of innovation and sustainability and this is a relatively rare combination. What particularly impressed you about DAW? Prof. Wagner: It is interesting that the idea of sustainability within the company has been grasped by the owning family. The current Chair of the Administration Board, Dr. Klaus Murjahn, has bought the Eichhof where he is now operating an ecological farm. This demonstrates that the family is also involved in the subject of sustainability. A very consistent attempt is being made to orientate the company going forward. At DAW one always has the impression that this takes place willingly and that there is a desire that this leading position in sustainability management should be consistently maintained. What are the challenges for DAW going forward? Prof. Wagner: The company should try to be clearly visible to the industry and to the customers regarding its performance. Of course, this is more difficult for a medium-sized company compared to a large group. I knew the Alpina brand, but not really the company. Through visibility it may be possible to become a stronger pacemaker for new initiatives, also for the industry. In my opinion that would be possible with regard to DAW's corporate performance capability. Then again, the company as a whole benefits. In various fields we have the problem that the processes or products are not really sustainable in the long term. The main challenge is, so to say, that of right behaviour in the wrong boundary conditions. It is more difficult to change the boundary conditions. That is really only possible with concentrated actions. Here, demands are made on the legislature, politics, but then also on the company. The tasks of the Sustainability Advisory Board also include the avoidance of "reputation risks". Could you briefly explain what you take this to mean? Prof. Wagner: In a specific case it might be that companies do something, because other companies in the industry are also doing it. But the question arises of whether this really leads to social added value being generated and companies are contributing to social welfare which extends beyond their own interests. At the core it is actually an idea in sustainability thinking to produce in part at least these public goods through entrepreneurial activities. At the core the principle is to embed sustainability management centrally in the company such that apart from the private corporate purpose as much social value is generated as possible. Can you also apply the knowledge gained during your period as advisor at the University of Augsburg? Prof. Wagner: An interchange between practice and science is always welcome, but it is not carried out enough due to lack of time. When it takes place at such a high level as with this advisory board, then you always learn things which you can pass on to the students. Sometimes you can use examples and that is very important for the students. On the other hand you also learn, of course, how topics, such as for example "sustainability", are dealt with in the corporate context. I can now better impart to my students the expectations companies have. At DAW I discern a consistent commitment. Analogously, the basketball player, Dirk Nowitzki, once said that success comprises ten to twenty percent luck and talent and at least eighty percent hard work and commitment. This situation prevails very strongly with the subject of sustainability at DAW. Press release