Whether pandemic, Brexit, or trade tariffs—now more than ever, the BLANC & FISCHER Family Holding needs to act resiliently and persistently in economic matters Working against the wind all the time requires a steady hand and a solid structure to steer the ship into peaceful waters. Acting confidently and calmly while drawing on reserves in crisis situations has become an indispensable capability.
There is no doubt that integrating sustainability into the corporate strategy will help. 3P is the ambitious and sustainable concept of BLANC & FISCHER Family Holding: PERFORMANCE, PLANET, PEOPLE.
These three equal disciplines only work in a holistic
context. In other words: When everyone pulls together,
all available social skills and effective growth will pave the way
to becoming an ecologically-focused flagship company.
ORGANIZATIONAL RESILIENCE AS A STRATEGY?
Of course! But how can we strengthen the resilience of BLANC & FISCHER Family Holding and its subgroups to ensure long-term success in turbulent waters? Strategic management is one of the keys to preparing for turbulent times. This is an area where we can make many adjustments, such as putting our ability to innovate to the test, expanding our strengths, questioning processes and routines, increasing or bundling competencies, recognizing external or internal changes, and, on top of that, getting the workforce on board to be able to manage things more easily.
THE ISO 22316 STANDARD HELPS ORGANIZATIONS TO BETTER PREPARE FOR UPCOMING CHALLENGES BY DESCRIBING THE KEY PRINCIPLES AND ACTIVITIES OF RESILIENCE FACTORS: ISO 22316:2017 SECURITY AND RESILIENCE —ORGANIZATIONAL RESILIENCE—PRINCIPLES AND ATTRIBUTES—“ORGANIZATIONAL RESILIENCE IS AN ORGANIZATION’S ABILITY TO RESIST, ABSORB, RECOVER, AND ADAPT TO BUSINESS DISRUPTION IN AN EVER-CHANGING AND INCREASINGLY COMPLEX ENVIRONMENT, TO ENABLE IT TO DELIVER ITS OBJECTIVES, REBOUND AND PROSPER.”
RESILIENCE STRATEGY 101—THE ROOTS
The two spirited entrepreneurs Heinrich Blanc and Karl Fischer wrote industrial history with their visionary ideas and ethical principles as far back as 1925, and then working together in the Kraichgau region since 1931. The two companies BLANCO and E.G.O. have always maintained close contact with their employees and their local community through their managing directors.
Heinrich Blanc and Karl Fischer were not only made honorary citizens of Oberderdingen for their outstanding business performance, but also for their close connection with the community and their particular focus on social responsibility. The pair has received many awards for their social commitment. Oberderdingen may not be the center of the world, but this didn’t impede the steady growth and achievements of the BLANC FISCHER Family Holding, which is still 100% family-owned today.
The secret weapon of BLANC FISCHER Family Holding is the joint approach of all members of the founding families, who always keep an eye on the company’s defined value framework. Over the years, this framework of values has been the glue holding the entire Group together with a clearly defined corporate purpose. As owners, the two founding families Blanc and Fischer have significant influence on the entire Group and are committed to firm standards such as fairness, loyalty, and a culture of appreciation. They provide support and jointly set the course for decisions at the annual shareholders’ meetings. The BLANC FISCHER-Group has greatly contributed, both economically and emotionally, to the fact that we have for generations had open communication channels and kept people informed about the latest developments at all times.
A sound overview of the development and positioning of all brands on the market helps to make the right decisions to facilitate the emergence of future innovations and the further development of core competencies of each subgroup.
At the top of the agenda there is also an explicit approach to consciously dispense with some processes and to focus on selected core areas in order to pool, consolidate, and expand resilience and new strengths with future prospects for the entire company. Of course, this also includes making the footprint as green as possible by consistently reducing harmful CO2 emissions. Setting up the company in a sustainable, climate-friendly manner, for example by using renewable energies, is one of several ways to strive for climate neutrality.
“VALUES” AND “VALUE” BELONG TOGETHER
The be-all and end-all of a resilient company is a sustainable liquidity and capital strategy. In addition to reserves, the financial resources ensuring future existence of the company should be appropriately secured.
Investments in markets, innovations, and modern production facilities require funding and at the same time create a future for the company. With an equity ratio of over 60%, the challenges of the future can be calmly tackled from within—regardless of unpredictable share prices.
RESILIENCE AS A STRATEGY
RESILIENCE IS NOT ONLY FIRMLY ANCHORED IN THE HISTORY AND CORPORATE CULTURE OF BLANC FISCHER FAMILY HOLDING, IT IS ALSO A FOCAL POINT IN THE PERFORMANCE STRATEGIC FIELD AND SHOWS HOW IMPORTANT CORPORATE RESILIENCE IS FOR THE FAMILY HOLDING. THE ORGANIZATION IS AWARE THAT COMPANIES, IN PARTICULAR, ARE EXPOSED TO TRENDS AND EXTERNAL ENVIRONMENTAL INFLUENCES, AND THEREFORE INCLUDES THE PROMOTION OF RESILIENCE IN ITS SUSTAINABILITY STRATEGY. THE AIM IS TO BE ABLE TO REACT MORE QUICKLY TO CHANGES IN ORDER TO MINIMIZE RISKS AND EXPLOIT POTENTIAL OPPORTUNITIES.
A HEALTHY CORPORATE CULTURE
Managers who trust and empower their employees, show appreciation for their work, and promote their development, offer precisely the safe space the staff need for their jobs. Employees also need the right mindset to stay on track; this is a crucial component of the effective resilience within the BLANC FISCHER Family Holding. But what does resilience really mean? Put simply, it means handling setbacks well.
If you can remain resilient in difficult situations and crises, you’ll feel more balanced and able to withstand stress in your everyday life. It’s no secret that prudent behavior on the part of managers has a positive effect on the self-esteem of employees. Respektvoll miteinander umzugehen, ist eine der Grundlagen für den Erfolg des Familienunternehmens. Being respectful of each other is one of the foundations for the success of our family business. An open ear for the concerns of employees and an open-minded corporate culture make it easier for the managing directors to guide the Group into calm waters, even when the weather is stormy.