Review of the PASSION 2025 strategy
With the introduction of the PASSION 2025 corporate strategy in 2019, UZIN UTZ took a significant strategic development step. The strategy replaced the GOLD strategy and set a clear framework for the sustainable orientation of the corporate group until 2025. Ambitious, clearly defined goals were formulated in the four strategic directions PROFIT, PRODUCTS & SERVICES, PLANET and PEOPLE in order to systematically strengthen the long-term competitiveness and future viability of UZIN UTZ.
Acting responsibly
Technical performance & innovative strength
Careful use of the environment & resources
Further training, development & health
The beginning of the strategy cycle was characterized by an extremely challenging market environment, particularly as a result of the COVID-19 pandemic and other external factors. In this challenging context, UZIN UTZ succeeded in consistently implementing key strategic initiatives, achieving important goals and making substantial progress. Over the entire period, decisive structural, cultural and strategic decisions were made that have sustainably developed the organization.
The selected milestones of PASSION 2025 include the transformation to Uzin Utz SE, the successful market launch of innovative products such as UZIN FusionTec, PALLMANN Magic Oil Change, Arturo ReleaseFloor, codex UX 500SafeGuard and WOLFF KRL Box, as well as numerous customer and networking events to strengthen market proximity and partnership-based exchange. This was supplemented by Group-wide cultural workshops, the introduction of a consistent UZIN UTZ brand architecture and significant progress in the area of sustainability. These include the expansion of photovoltaic systems, the introduction of the ECO2 CHOICE label and the implementation of various measures to increase energy efficiency and to design plants in a nature-friendly way.
UZIN FusionTec
is a binder technology for floor leveling compounds that sets with virtually no shrinkage. Learn more
PALLMANN MAGIC OIL 2K CHANGE
is a solvent-free two-component parquet oil that provides natural protection. Learn more
WOLFF KRL Box
is a digital measurement system that determines the KRL value in minutes on the construction site. Learn more
Success stories in the strategic directions
Profit
In the PROFIT area of activity, UZIN UTZ has developed from a primarily national provider with international product sales into a globally active company with its headquarters in Ulm. The Group has grown closer together both organizationally and culturally. Standardized processes and coordinated strategic guidelines now form the basis for more efficient cooperation and accelerated decision-making processes across company boundaries.
Products & Services
In the PRODUCTS & SERVICES segment, significant progress was made in automation and digitalization. This includes the further development of automated production processes and the successful launch of the U-Clubapp. These initiatives strengthen operational performance, increase customer proximity and create a resilient basis for future growth. The introduction of the UZIN UTZ umbrella brand and the relaunch of the Group-wide corporate design made a significant contribution to the achievement of the strategic direction.
With targeted investments in automation, digitalization and innovative products, we have consistently driven forward important topics for the future. New solutions and digital services strengthen our competitiveness and create a resilient basis for further growth - close to the market and with clear added value for our customers.
Philipp Utz, Member of the Management Board
Planet
The PLANET focus area was characterized by targeted measures to increase energy efficiency, expand renewable energies and optimize logistics processes. As a result, the direct and energy-related indirect greenhouse gas emissions of the core and growth countries defined in the Group were reduced by 24.9 % by 2025 compared to the base year 2019. UZIN UTZ is thus making a measurable contribution to achieving its own sustainability targets.
Sustainable business practices have been anchored in our DNA for decades. We have been able to significantly reduce our CO₂ emissions through consistent energy efficiency measures, the expansion of renewable energies and logistics optimization. This underlines our claim to combine ecological responsibility with entrepreneurial success.
Julian Utz, Member of the Management Board
People
In the PEOPLE focus area, UZIN UTZ was able to maintain a consistently high level of performance throughout the entire PASSION 2025 cycle. This is reflected in particular in the very high recommendation rate among employees and the high level of motivation in the teams. The positive feedback from various business units and from the managing directors underlines the stability and attractiveness of the corporate culture.
Our employees are the key success factor in the company. The PASSION 2025 strategy has consolidated a working environment in which motivation and team spirit go hand in hand. The consistently positive feedback from the units confirms this: Our culture is a decisive competitive factor.
Christian Richter, Member of the Management Board
Conclusion and outlook
Overall, the PASSION strategy can be considered successful. In particular, the consistent focus on one strategic direction per year has proven to be an effective management tool. This clear prioritization has enabled resources to be used efficiently, projects to be implemented more quickly and measurable results to be achieved.
The final evaluation of the PASSION strategy cycle shows an overall high level of satisfaction with the results achieved. The strategy was predominantly rated positively in the companies. At the same time, valuable findings and specific optimization potential were identified, which will be incorporated into the design of the next strategy cycle.
The results from PASSION 2025 confirm the strong positioning of UZIN UTZ in its niche. The milestones achieved and the challenges successfully overcome form a solid basis for the further sustainable development of the Group. The insights gained serve as a strategic impetus for the coming strategy cycle - with the clear aim of further strengthening competitiveness and systematically tapping growth potential.