Interview with Dr. Jens Oldenburg: PPWR between management and practice: closing strategic gaps.

Dr Jens Oldenburg is the managing director of Stiftung Initiative Mehrweg (SIM), a foundation that has been promoting and supporting reusable systems for almost 30 years. SIM informs politicians, businesses and society about the advantages of reusable packaging, initiates research projects – often in cooperation with Fraunhofer Institutes – and promotes exchange between companies, associations and decision-makers. In this interview, he explains why the Packaging and Packaging Waste Regulation (PPWR) reveals such large discrepancies between management and operational areas – and how companies can close this gap.

Jens, you talk to many companies about PPWR. Do you notice any differences in perception between management and operational areas?

Yes, definitely. In logistics, container management, packaging management and among sustainability officers, I see a lot of enthusiasm when it comes to reusable packaging – because waste is directly visible there and the benefits quickly become apparent in everyday life. At management level, however, there is often reluctance. There, the focus is more on investment costs and risk aversion. This leads to a divide: operational departments see the opportunities and take action, while top management hesitates.

Why is it that management teams often assess the challenges as being more moderate?

I think it's a way of reassuring myself: if I convince myself that something is easy to implement, I can put off dealing with the issue. In logistics, on the other hand, people know what impact small changes can have – there, the PPWR is assessed realistically. The problem is that if you wait too long, you will no longer be able to manage the change smoothly.

What dangers arise when operational risks are underestimated at management level?

The Packaging and Packaging Waste Regulation has clear deadlines. Anyone who only starts taking it seriously shortly before 2030 risks chaos: a lack of reusable load carriers, no experience in handling them, bottlenecks in supply chains. It will then not be possible to convert processes smoothly. I do not expect Brussels to postpone the deadlines significantly – so the rule is: anyone who starts too late will be left behind.

What role does the complexity of the regulation play in this?

A big one. The PPWR comprises hundreds of pages, is full of special cases and is difficult for non-lawyers to understand. What's more, many detailed regulations will only be developed in the coming years. This image of ‘still unclear, let's wait and see’ contributes to management underestimating the urgency.

Why do operational concerns often get lost in management?

This is not so much due to malice, but rather because there are many other pressing issues: sales, international markets, geopolitical uncertainties. For many, 2030 seems a long way off. But this is precisely where the risk lies: converting packaging processes, introducing reusable packaging and setting up data structures takes years. Anyone who only realises this in 2029 will be too late.

What can companies do to ensure that voices from logistics or sustainability are heard in management?

Communication is key. Internal warnings are often underestimated. External voices can help – for example, through networks, associations or moderated workshops. When several companies act together, the pressure increases. It is important that specialist departments do not fight alone, but seek support and actively bring the discussion to the attention of senior management.

Missing data and responsibilities are considered the biggest hurdles. What is your view on this?

Absolutely. Many companies have not yet sufficiently digitised their processes. Those who lack transparency regarding load carriers, container cycles and packaging stocks cannot meet the requirements of the PPWR. Data is the foundation – without it, no reusable system can be managed. Companies urgently need to invest in this area, otherwise they will jeopardise their future viability.

And how can the Reusable Initiative Foundation help bridge the gap between strategy and practice?

We have experience in bringing different interests together around one table. One example is the Euro Plant Tray project, in which we held workshops with companies and jointly developed a European industry solution for reusable packaging. Such moderated processes help to bring theory and practice together – and are also recognised internationally as showcase projects.

Why do operational departments often see more urgency to act on the issue of reusables than management?

Because they experience the benefits every day: less waste, more stable load carriers, more efficient handling. Management, on the other hand, often only sees the initial investment. The fact that this pays for itself after two to five years is often overlooked. That is why it is the operational areas that are driving reusables forward more strongly.

What next steps do you recommend for companies?

I would recommend three things: First, familiarise yourself thoroughly with the requirements and understand what specific impact the PPWR could have on your own company. Second, critically examine your own database: What packaging master data is available, what is missing, and what is the quality of the data? And third, honestly analyse the status quo – i.e. what packaging, materials and processes are used. This applies in particular to reusable assets, load carriers and load carrier management (LCM), the control of which will be even more heavily regulated in future. These are foundations that companies can lay now – regardless of the detailed regulations that will follow later.

And your final appeal: What do management and operational departments need to learn from each other?

My appeal is:

'Really listen to each other. In practice, problems are often spotted earlier, but management decides on resources and strategy. Only when both levels work together will the Packaging and Packaging Waste Regulation be successfully implemented. And then it will not only be an obligation, but also a driver for innovation, the circular economy and real competitive advantages.'

Many thanks to Jens Oldenburg for this fascinating interview. His assessments impressively demonstrate that the PPWR is not only a regulatory obligation, but also a lever for future issues such as reusables, data and cooperation between management and practitioners.

About the Reusable Initiative Foundation:

The Reusable Initiative Foundation (SIM) was founded in 1996. It promotes reusable products as a key component of resource conservation and the circular economy, initiates research projects and supports companies, politicians and society in implementing reusable strategies.

About the Logistikbude:

Logistikbude was founded in 2021 and digitises the management of reusable assets such as pallets, containers and racks used to transport goods. Its user-friendly software enables transparent tracking of containers in real time and provides an overview of stocks, requirements and circulation times. This benefits shippers, logistics service providers and retailers with lower replacement rates and reduced administrative costs – simple, efficient and, above all, resource-saving. The experts at Logistikbude have incorporated their many years of experience in the packaging industry at Fraunhofer IML into the solution.