Sustainability often conjures up images of strategy papers, key performance indicators and mandatory programmes. At WERMA Signaltechnik, however, the issue begins much earlier – in day-to-day work, in small decisions and sometimes even in uncomfortable discussions.

Katja Schiller is responsible for environmental and sustainability ma-nagement at WERMA. In this interview, she explains why sustainability is never ‘finished’, where companies really face challenges today – and why change only works if people get on board.

Ms Schiller, before we talk about sustainability: what was your career path to WERMA like?

My professional background initially had nothing – or only the vaguest connection – to do with sustainability. As a qualified bank clerk who went on to complete a Bachelor’s degree in Business Administration, I was primarily concerned with the question of how companies can achieve economic success. The realisation that this must go hand in hand with the responsible use of our resources came later.

Along the way, I quickly realised that sustainability only really works if it isn’t viewed in isolation, but is instead part of the company’s strategy and culture. That’s exactly what convinced me about WERMA. It’s not about presenting individual measures to the outside world, but about changing processes in the long term and actually living up to our responsibilities.

Which departments do you work most closely with at WERMA?

Actually, with a great many – that’s precisely what makes the role so exciting. Sustainability now affects almost every area of the business: from facilities management through production and procurement to development, HR and communications.

We work particularly closely with the teams in Engineering, Production and Management, because that’s where many strategic and opera-tional decisions converge. At the same time, however, sustainability isn’t the sole responsibility of a single specialist department. The best ideas often arise directly from employees’ day-to-day work.

Sustainability is a widely used term these days. What does it actually mean for WERMA?

For us, sustainability is neither a short-term trend nor purely a marketing issue. We see it as an ongoing process. There is no point at which you can say: ‘Now we are sustainable.’ The framework conditions are constantly changing – technologically, socially and in terms of regulation. That is why it is important for us to constantly ask ourselves where we can improve. This applies just as much to environmental issues as it does to economic stability and social responsibility.

Why is sustainability important for WERMA as a company in the first place?

Because companies today bear a great deal of responsibility – towards employees, customers, the local community and future generations. At the same time, we also recognise that sustainability has long since become an economic factor.

Our customers are paying increasing attention to how products are manufactured, how energy-efficient processes are, and how transparently companies operate. Sustainability is therefore also becoming a key component of trust and future viability.

What role does sustainability play from the customer’s perspective?

In my view, a great deal has changed in this regard over the last few years. Our customers face similar challenges to ours – rising energy costs, a shortage of skilled workers, intense pressure to improve efficiency and ever-changing regulatory requirements. Sustainability is no longer just an additional consideration, but is increasingly beco-ming a fundamental prerequisite for collaboration.

I’ve also noticed that external pressure is increasing significantly: sustainability ratings such as EcoVadis, extensive customer questionnaires and compliance requirements throughout the supply chain are now almost part of everyday life. Many of our customers have to provide very concrete evidence of their own sustainability performance, and they expect the same from us as their partner. 

Many companies talk about sustainability. In your view, what sets WERMA apart?

I believe a key difference is that we take a very realistic and honest view of the issue. We’re under no illusions: as a manufacturing company, we have a direct impact on resource consumption, energy use and supply chains – and not everything can be made sustainable overnight. 

What I find positive is that we do not try to gloss over these conflicting objectives. We speak openly about where we stand, where we are making progress – but also where the limits lie or where decisions are not clear-cut. Particularly in the tension between economic viability, customer expectations and sustainability targets, there are often no easy solutions. 

At the same time, however, it is clear that sustainability is not merely a communications issue for us. External pressure – for example, from customer demands, sustainability ratings or compliance requirements – is very real. And I get the impression that we are not just ‘ticking these boxes’, but are also using this pressure to drive our structured development. 

In my view, sustainability therefore means, above all, constantly questioning things, having even uncomfortable discussions, and improving step by step. This is sometimes slower than one would like, and also requires some internal persuasion – but I consider precisely this continuous, honest approach to be more credible than quick, perfect-sounding solutions. 

Who are your most important external stakeholders in this regard?

Sustainability is characterised precisely by the close involvement of both internal and external stakeholders. Our customers drive sustainability strongly through requirements, ratings and compliance standards. Suppliers also play a key role, because sustainability only works across the entire supply chain. And, of course, regulatory requi-rements also clearly set the direction. 

But universities, associations, certification bodies and regional netwworks also play a vital role. Dialogue is hugely important, because sustainability only works when we work together. Particularly when it comes to issues such as supply chains, energy or the circular econo-my, it quickly becomes clear that no company can tackle these challenges on its own. 

What specific measures is WERMA currently focusing on? 

We are constantly working to further improve our environmental and energy performance. This includes very specific measures such as our photovoltaic system, sourcing 100 per cent green electricity and utilising process waste heat. We have also already been able to significantly reduce our CO₂ emissions by switching to a gas-hybrid heating system. We are currently taking these approaches a step further as part of our new building project. 

At the same time, we are working intensively on new legal requirements – such as EU regulations on packaging or deforestation. For us, the key here is to put the right structures in place at an early stage. Another priority for us is to raise the profile of the issues we are work-ing on. This also involves further developing our measures in a targeted manner and communicating our progress more transparently. 

However, sustainability is not just about environmental aspects. 

Absolutely. The term ESG – standing for Environment, Social and Governance – is often mentioned in connection with sustainability. It is not just about environmental aspects, but also about social respon-sibility and good corporate governance.

For us, therefore, sustainability always has a social dimension too. We make targeted investments in our employees’ health, mobility and working environment – for example, through schemes such as JobRad, subsidies for public transport or our health management programme. At the same time, we see ourselves as a company with strong regional roots. 

That is why it is important to us to take on responsibility beyond our own company and to get involved in social, cultural and sporting projects. 

You’ve already mentioned the new building. What sustainable approaches is WERMA pursuing here, and what does that mean in practical terms? 

We already took many sustainable aspects into account during the construction of our new building in 2015/2016 – for example, energy-efficient designs and the use of waste heat. Today, we are focusing even more strongly on climate resilience, biodiversity, accessibility and quality of life. 

At the same time, the topic of circular construction is becoming increasingly important. In future, buildings must be designed to be more flexible, durable and resource-efficient. It is very important to us to systematically take all these aspects into account during the planning stage and also during the construction phase. DGNB certification is a matter of course for us. (DGNB stands for the German Sustainable Building Council) 

What motivates you personally in your day-to-day work?

Above all, I am motivated by the opportunity to play an active role in shaping things. Sustainability is no longer an abstract concept – the effects of our actions are becoming increasingly visible. At WERMA, I have the chance to initiate concrete changes together with many committed people. 

What I particularly enjoy is being able to share these experiences with the wider world, for example through talks or in discussions with universities. 

And what are you and WERMA working on next? 

We don’t see sustainability as a fixed set of measures. New ideas, new requirements and new opportunities are constantly emerging. Personally, I’m aiming to complete my Master’s in Sustainable Ma-nagement this year and to use what I’ve learnt to contribute significantly to the further development of this area at WERMA. 

At WERMA, we are deeply engaged with all aspects of energy efficiency, the circular economy, sustainable construction and the involvement of our staff. What remains crucial for us is to improve step by step – continuously and credibly. 

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Please note: AI-powered tools were used to optimise the language in the creation of this content. The final editorial review and approval were carried out by our communications team.