From the perspective of manufacturing companies, the political, media and economic discourse on decarbonisation in the recent years manifests itself as an increasing social expectation of action. In Germany, in particular, this discourse is also being driven forward by powerful companies, respectively sectors, most notably the automotive industry. Against this background, the present paper examines how German manufacturing companies react to rising societal pressure and emerging policies. It examines which measures the companies have taken or plan to take to reduce their carbon footprint, which aspirations are associated with this and the structural characteristics (company size, energy intensity, and sector) by which these are influenced. A mix methods approach is applied, utilising data gathered from approx. 900 companies in context of the Energy Efficiency Index of German Industry (EEI), along with media research focusing on the announced decarbonisation plans and initiatives. We demonstrate that one-size-serves-all approaches are not suitable to decarbonise industry, as the situation and ambitions differ considerably depending on size, energy intensity and sector. Even though the levels of ambition and urgency are high, micro and energy intensive companies, in particular, are challenged. The present research uncovers a series of questions that call for attention to materialise the ambitions and address the challenges outlined.

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Already more than 140 countries consider or have pledged to reach net-zero emission targets by 2050 or earlier and the share of global emissions falling into an emission pricing scheme has steeply increased over the past three years. Even where there are no direct implications for industry (yet), there is a series of subtle pressure points driving an increasing number of companies across the globe to work towards climate neutrality and pledging ambitious emission reduction goals. This article sheds light on the pressure points, the subtle triggers, the underlying considerations as well as the hoped-for benefits for industrial companies from achieving net-zero emissions. The observations and ideas presented in this paper are derived from quantitative data obtained via the Energy Efficiency Index of German Industry (EEI) and qualitative data. Not only societal, work force, supply chain and investor expectations play a large role, but also many strategic considerations which have the potential to make the company more resilient and profitable, particularly in time of crisis. Those companies that do not move towards decarbonisation, on the other hand, may face a costly late-mover disadvantage. This piece uncovers subtle interconnections, helping stakeholders from industry and beyond to grasp opportunities and challenges ahead.

Considering increasingly ambitious pledges by countries and various forms of pressure from current international constellations, society, investors, and clients further up the supply chain, the question for companies is not so much whether to take decarbonisation action, but what action and by when. However, determining an ideal mix of measures to apply ‘decarbonisation efficiency’ requires more than knowledge of technically feasible measures and how to combine them to achieve the most economic outcome: In this paper, working in a ‘backcasting’ manner, the author describes seven aspects which heavily influence the composition of an ‘ideal mix’ that executive leadership needs to take a (strategic) position on. Contrary to previous studies, these aspects consider underlying motivations and span across (socio-)economic, technical, regulatory, strategic, corporate culture, and environmental factors and further underline the necessity of clarity of definitions. How these decisions influence the determination of the decarbonisation-efficient ideal mix of measures is further explored by providing concrete examples. Insights into the choices taken by German manufacturers regarding several of these aspects stem from about 850 responses to the ‘Energy Efficiency Index of German Industry’. Knowledge of the status quo, and clarity in definitions, objectives, time frames, and scope are key.

Considering increasingly ambitious pledges by countries, pressure from society, investors, and clients further up the supply chain, the question for companies is not so much whether to take decarbonisation action, but what action and by when. However, determining an ideal mix of measures to apply ‘decarbonisation efficiency’ requires more than knowledge of technically feasible measures and how to combine them to achieve the most economic outcome: In this paper, the author describes seven aspects which heavily influence the composition of an ‘ideal mix’ that executive leadership needs to take a (strategic) position on. These aspects consider underlying motivations and span across (socio-)economic, technical, regulatory, strategic, corporate culture and environmental factors and further underline the necessity of clarity of definitions. How these decisions influence the determination of the decarbonisation-efficient ideal mix of measures, both in principle but also in terms of specific impact is further explored by providing examples. What choices are taken by German manufacturers in several of the aspects is disclosed by insights from about 850 responses to the ‘Energy Efficiency Index of German Industry’. Knowledge of the status quo, and clarity in definitions, objectives, time frames and scope are key.