This article is part of Prof. Moritz Petersen's new column “Am Wendepunkt” which will appear regularly in the Deutsche Verkehrs-Zeitung (DVZ). To the first article...
Have you already hugged your sustainability managers today? No? Then you're not alone. In many logistic companies, the people who deal with sustainability are somewhere between mandatory program, fig leaf and buffer stop.
Anyone responsible for sustainability in a logistics company these days is under massive pressure. On the regulatory side, there is a dramatic increase in reporting obligations. Anyone who previously thought that ESG issues could somehow be “run along” is now confronted with detailed requirements - including liability risks. At the same time, pressure from customers is growing. More and more shippers are setting climate targets and demanding proof of CO₂ reduction - for free, of course. And the financial world is also taking a closer look: Sustainability ratings influence credit conditions, investments and a company's image in general.
And logistics itself? In a DVZ survey before the German parliamentary elections, the majority said that they were satisfied with the pace of decarbonization in the transport sector or felt it was too fast. This is a somewhat surprising assessment, to say the least, given the increasing number of extreme weather events right on the doorstep of those voting.
Those responsible for sustainability sit in the middle of this field of tension. Many are highly motivated, highly qualified and passionate about their topic. Like a good Swiss army knife, they are tasked with helping to achieve climate targets, make supply chains more resilient, enforce minimum social standards and document all of this seamlessly. And preferably yesterday. In return, they are given a small budget, little decision-making authority, a lot of pressure to meet expectations - and then the admission that “unfortunately, you can't make the issue a priority as long as the market is so difficult”.
Because even if sustainability is still considered a differentiating factor in the external image (after all, who doesn't like to post a LinkedIn selfie in front of an e-truck): Internally, these very projects are often seen as an unloved cost factor - and the people responsible for them as well. In this respect, those responsible for sustainability are like logistics itself. In many manufacturing companies, it is also described as “important” but should be as quiet and cheap as possible. It only becomes visible when something goes wrong. It is no coincidence that sustainability and logistics both suffer from a structural lack of appreciation. Both often work in the background, neither generates direct sales and both are operationally demanding.
As if the road for those responsible for sustainability wasn't rocky enough, an increasingly rough wind is now also blowing from Brussels: the omnibus package is working on watering down important sustainability regulations - especially the CSRD. At the same time, diversity and human rights initiatives around the world are coming under pressure - partly out of fear of reactions from the USA. We are also experiencing the backward role in the public debate: there is talk of “too much ESG”, “bureaucratic madness” and a “locational disadvantage for Europe”. This may be justified criticism in individual cases - but for those who want to promote sustainability in companies, it is above all discouraging. Because what kind of signal does that send? Are their efforts not worthwhile? That the structures, systems and processes that have been painstakingly built up can be scrapped at any time? Is it easier to play for time than to act?
In this climate (in both senses of the word!), we need more attitude, not less. The people who are responsible for sustainability in companies today are working against the tide - and often with astonishing resilience. They keep fighting because they know that the challenges are not getting any smaller. This unwavering self-motivation cannot be taken for granted and is precisely what companies must not squander now.
Sustainability officers have long played a decisive role: they are building the transformation of companies. Their job is not just to comply with laws or count CO2 molecules - they develop strategies to make business models fit for the future and are catalysts for change. And this change is not optional. Whether you like it or not, the pressure is on. The drive turnaround is coming and requires investment. The shortage of skilled workers is real, and reasonable working conditions are becoming a location factor. Sustainability has long since ceased to be a moral choice and is no longer a short-term business case, but a long-term economic necessity.
This makes it even more important that the people who want to drive this change are allowed to act. They deserve not only recognition but also support and responsibility. After all, their work will determine whether companies remain competitive in the future. And whether they do justice to their role in a changing world.
Of course, the picture painted here does not apply to all companies and situations. And hugging may not be necessary either. But why not try it out today, go over to the sustainability team and simply say thank you.
About the author
Prof. Dr. Moritz Petersen is Associate Professor for Sustainable Supply Chain Practice at Kühne Logistics University (KLU) in Hamburg. He is also Co-Director of the Center for Sustainable Logistics and Supply Chains (CSLS). His research focuses on the decarbonization of logistics networks and the promotion of the circular economy.
Petersen has been a member of the KLU faculty since 2016. He teaches in the university's Bachelor's, MBA and continuing education programs - including for sustainability managers from industry. In his podcast “The same in green?!”, he talks together with Timo Landener about practical solutions for sustainable supply chains. Petersen works with companies, organizations and public institutions to implement sustainable logistics solutions.
