| Abstract [eng] |
This teaching case examines sustainability, digital transformation, and workforce inclusion in the German automotive industry. It focuses on the managerial challenge of achieving a Just Transition - ensuring that the shift towards greener and more digital production is environmentally sustainable, economically competitive, and socially inclusive, particularly for older employees. The case follows Thomas Kellermensen, Managing Director of Kellermensen GmbH, a family-owned automotive components manufacturer facing pressure to reduce carbon emissions and modernise production. The company plans an ambitious modernisation programme utilising automation and digital technologies. However, an internal assessment reveals that over one-third of employees are over 55 years old and that some have limited digital skills, raising concerns about reskilling, workforce inclusion, potential layoffs, and emerging organisational conflict. Management must balance environmental sustainability, competitiveness, and equitable workforce transition. The case invites students to analyse how small and medium-sized enterprises (SMEs) can achieve a Just Transition by balancing environmental sustainability, competitiveness, and workforce inclusion. The Just Transition concept provides the primary analytical framework for evaluating the managerial dilemma. The Sustainable Development Goals offer a company-level structure for examining the tensions and complementarities between environmental, economic, and social objectives. At the same time, Doughnut Economics may be used as an optional interpretive lens to broaden the discussion of the relationship between ecological limits and social foundations. The case relates to the United Nations’ Sustainable Development Goals: SDG 8, Decent Work and Economic Growth; SDG 9, Industry, Innovation and Infrastructure; and SDG 10, Reduced Inequalities; SDG 12, Responsible Consumption and Production; SDG 13, Climate Action. |
