#150: From crisis to core business: 20 years of sustainability at Tchibo
For 20 years, Tchibo has been integrating sustainability into its business operations. In this anniversary episode of ‘5 Tassen täglich’, two guests who have helped shape this journey share their stories. Achim Lohrie established the Corporate Responsibility department at Tchibo and headed it until 2019. Pablo von Waldenfels has been Director of Corporate Responsibility since 2022. They speak to rbb presenter Katja Weber about the journey from crisis communication to strategy. They explain why Tchibo has sought dialogue with campaign groups such as the Clean Clothes Campaign and Greenpeace, why sustainable products do not automatically generate higher profits, and why sustainability is nonetheless crucial to a company’s future.
How it all began
It was not a happy occasion. In 2005, Tchibo hit the headlines because of working conditions in textile factories: the Clean Clothes Campaign denounced human rights abuses in textile factories where Tchibo also had goods manufactured. This marked the starting point in 2006 and the decision by the Hamburg-based family business to fundamentally rethink sustainability and integrate it into its business operations.
You have a problem, can I help?
Lohrie recalls how, in 2006, as a self-employed consultant and former Otto manager, he followed the news coverage of Tchibo: “I sat in front of the television, stunned, watching Tchibo being torn to shreds. As a young, dynamic entrepreneur, I simply rang Tchibo and said: ‘I think you’ve got a problem. Can I help you?’ In 2006, the focus was therefore initially on crisis communication. And: “Networking, networking, networking.” Later came the development of a strategy, in consultation with the campaign leaders of the Clean Clothes Campaign and Greenpeace, who had dragged Tchibo into the public spotlight. Von Waldenfels has remained committed to dialogue to this day: “One of the strengths of the Tchibo approach is not always wanting to do everything on our own, but engaging in dialogue, opening the door and keeping the lines of communication open.”
What has changed since then?
Since that initial phone call, a great deal has changed at Tchibo. The key milestones include the WE human rights programme in non-food factories, climate management, the 2014 commitment to detox, and winning the German Sustainability Award in 2016. In particular, the role of sustainability has shifted: it has evolved from a campaign into a standard practice. The issue was originally brought to the attention of Tchibo from outside the company and is now part of its core processes. In the coffee sector, Tchibo is relying on Coffee2Stay, a data-driven programme that works with local farmers to develop improvements. When asked what helps people in the supply chains the most, von Waldenfels is clear: “A decent income is the most important factor.”
“If you think something can’t be done, you’ll usually be proven wrong – provided you put the necessary strength and energy into it. And you do so together with others, not on your own.”
– Achim Lohrie
What are customers willing to pay for, and what are they not?
In the past, there were certain expectations associated with sustainability. Lohrie and von Waldenfels dispel these. Lohrie says that people should not rely on the idea that sustainable products will generate additional profit. Von Waldenfels explains that “in some cases, people were building castles in the sky – claiming that in future everyone would only want to buy sustainably and would also be prepared to pay more for it. ‘That, I believe, was never true.’ He explains why the issue is still important as follows: “Food is a trust-based commodity. People want to know: I’m buying from a responsible company.” Lohrie turns the question on its head: what matters is not whether a company can afford sustainability, but whether companies can still afford not to invest in it.
And what will happen in the future?
Von Waldenfels identifies two key priorities for the next ten years: securing the future of coffee cultivation, and ensuring that changes take place in the regions where Tchibo and others operate. He considers it just as important that circular products and services finally become a visible part of the core portfolio. “I think circular business models, such as recyclable ‘textile-to-textile’ solutions, are, at the end of the day, the future.” Lohrie concludes by expressing his hope for a prestigious award: “In ten years’ time, I’d love to see Tchibo win the German Environmental Award.”
“Perhaps the most important lesson from 20 years of sustainability is this: give things a go. Just do it. Don’t wait for the perfect solution. If necessary, put the issue to one side for a while. Never stand still.”
– Pablo von Waldenfels
Have a listen now – wherever podcasts are available, and this time, for the first time, as a video podcast too!
