October print
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| legal form | Joint-stock company) |
| founding | 1973 |
| Seat | Friedrichshain-Kreuzberg , Berlin , Germany |
| management | Lutz Jenke |
| Number of employees | 15 (2016) |
| sales | 1.6 million euros (2015) |
| Branch | pressure |
| Website | www.oktoberdruck.de |
The Oktoberdruck is founded in 1973, medium-sized printing company in Berlin , in the Friedrichshain-Kreuzberg ( Oberbaumcity ). The company, which arose as a project , placed great emphasis on its organizational structure from the start and is not based on common business ideas and criteria: “Unlike conventional companies, there was and is a selected hierarchical structure at Oktoberdruck. [...] From a legal point of view, the company is firmly in the hands of the employees. ”“ And the standard wage has also been retained. ”
Oktoberdruck went through the developments from the 1970s until today as a company that is atypical in a market economy, whose workforce managed to preserve original ideals and, where circumstances and experience required, to adjust them properly.
The managing director is Lutz Jenke.
Brief portrait
Oktoberdruck is a small company with a company constitution that is unique in Germany in the production sector. It was founded early in the alternative movement of the 1970s as a collective company. As a result, the internal structure could not be maintained - over several crises, which regularly occurred in connection with company expansions, the organizational forms were adapted to internal and external conditions. Nevertheless, the workforce has managed to maintain the principles with practical modifications for over 40 years.
It is "the story of an astonishing firmness of principles: [...] equal wages and equal rights of participation for everyone, plus exemplary environmental commitment. The 2008 environmental report was recognized by the Institute for Ecological Economic Research as the best SME environmental statement. "
This was also recognized in its own branch: “The fact that the Berliner Druckerei is considered a company with foresight and courage to make extraordinary decisions is shown, among other things, by its intensive commitment to environmental protection. The ecological orientation of products and production have a long tradition at Oktoberdruck. Since 1995, Oktoberdruck has been the first printing company in Berlin / Brandenburg to have an environmental management system with a registered location in accordance with the EU Eco Audit Regulation ( EMAS ).
A summary of the innovative potential can be found in the reason for the award of the Berlin Environment Prize 2012:
“With its sustainable corporate philosophy, Oktoberdruck AG is an extraordinary printing company. The print shop has continuously developed and set standards in the printing industry and is now one of the leading offset printing companies in Berlin. "
Workforce
At Oktoberdruck, the workforce includes all employees - from the supervisory board, management, office and workshop to interns.
“Co-determination must be wanted and encountered with an interested and sufficiently personal development workforce. That doesn't always coincide. [...] Everyone has to form a relationship for himself at all times and check whether it is all about giving and taking in the end. "
But the crises of the market economy do not escape a form of solidarity:
“Its greatest crisis survived October pressure, when the expensive, time-consuming move to the current premises in Berlin's Oberbaum-City together with the extremely difficult conditions of the industry, which was shaken by price wars and high pressure to rationalize , pushed the company to the brink of bankruptcy. […] In the end there was the realization that 13 layoffs were necessary, and the question of who is laying off whom in a non-hierarchical company. 'We then divided that up: Who had a different education, who just had children to raise, who can you transfer with your qualifications elsewhere? Working out this yourself in this area of tension - that was one of the worst things that can happen to you! ”Not then, but later it was Ms. Fuchs-Buschbeck's turn.
Martina Fuchs-Buschbeck was managing director at Oktoberdruck from 1999 to 2014. The company had a three-person female supervisory board from 2004 to 2015.
Products (offer)
The field of activity includes the total production print production. "The company's regular customers [...] include agencies, associations, publishing houses and the public sector, for whom, in addition to periodicals , brochures, leaflets, posters, books, postcards and business papers are produced." There are also orders from the fields of art and culture. A specialty are sophisticated printing works on high-quality, environmentally friendly material (also on recycled paper). Value is placed on advice and ongoing customer contact, and there are workshops for those interested.
history
founding
Oktoberdruck came into being in a phase of social activity in which an innovative generation of young people - the later so-called " alternative movement " - began to struggle for free space and to consolidate what had already been gained: Numerous projects were founded that were important for their own, independent logistics, for example in the production of non-decoratable printed matter.
The founders were Constantin Bartning and Marlis Gosch (previously at AGIT-Druck), who "together with Dieter Melk set up their own print shop in 1973". Age of the founders: early to mid-twenties. The premises at Paul-Lincke-Ufer 44a in Kreuzberg , which had been vacant for a long time, became home to the new company .
In the 1970s, the collective work model worked, supported by the spirit of optimism of the movement and the growing order book. The rationalization and organizational pressure resulting from the success led to the first acid test: The “transition from the build-up phase to everyday consolidation. The problems keep growing, the larger the collective becomes. ”In 1978 the collective rejected another technical innovation - web offset:
“We decided not to grow any further because the structures didn't seem stable enough to us and we lost the important orders one after the other. The founding collective fell apart [... and] the fall in sales in 1979, when the pressure was on in October, snapped the debt trap shut. [...] With the last scraped up money all outstanding wages were paid. "
The remaining 'core' of the workforce ignored the bankruptcy, with customer and supplier support the crisis was overcome.
Operational phases
In 1980 a GmbH was founded on the basis of employee shares. A second wave of project founders with a renewed high 'need for publication' led to a sustained stabilization phase in the 1980s.
In connection with renewed expansion in 1990 and ten years later after the move, October pressure got into crisis situations that corresponded to social changes or technological upheavals and required adjustments to internal structures and thus new differentiations in the company philosophy. Since they did not want to give up the principles, "professional help" from the company Prognos was called upon in 1991 , which saw the problem in the company organization.
The 'company idea' should be retained in any case, but 'classic' company structures were introduced: management, department management and supervisory board. The 'innovative core' remained the fact that the positions were filled through democratic elections.
"Today, Oktoberdruck is a company that on the one hand, like everyone else, has to continuously check its right to exist in the market, on the other hand it is still a workshop for collaboration today."
technology
The concept of Oktoberdruck was not only based on an alternative work organization and new manners, but also characterized from the beginning by a conscious use of technology. This began with a “brand new Rotaprint 50-70 ” and the current machines in multi-color printing up to today's modern printing lines.
The fact that the latest machines could always be purchased was also due to the subsidies in Berlin until the 1990s . The high willingness to invest at Oktoberdruck, however, related not only to the means of production, but also to the ecological innovations that had long been regarded as 'unproductive' by the economy.
Corporate structure
legal form
After the first seven years without external constraints (in fact as a GbR ), the ownership structure had to be clarified and responsibilities differentiated as a result of the first crisis at the end of the 1990s. On January 1, 1980, a GmbH was founded with employee shares. After the establishment of the GmbH in 1980 and a "phase of consolidation" with rapid expansion, renewed internal tensions followed in 1990 - resolved by the reallocation to a stock corporation , which remained in the hands of current and former employees.
Internal organization
The internal organization of Oktoberdruck today, which was laid down in a works constitution, is the result of many years of experience and disputes.
Decision-making structures
The original idea of collective decisions ( consensus principle ) was followed in the 1980s by the “flat hierarchy” through elections ( grassroots democracy ). Internally, the principle “1 person = 1 vote” has been laid down to the present day. For the decisions incumbent on a GmbH and later on the stock corporation, the (prescribed) distribution of votes based on shares was and is practiced: "Externally, AG law and the articles of association of Oktoberdruck AG apply, internally the works constitution."
The leadership is elected and then appointed by the board of directors.
The bottom line is: “Despite all the collectivity, it was part of [in the history of the company] that individuals took on entrepreneurial and financial risks. The company owes its continued existence to these people. "
Wage system
In the early days of the company, the same wages or amounts were paid out 'whenever possible' (original form of the standard wage); As a result of the technical and organizational expansion and the different workloads on employees due to specialization, different hourly wages were introduced from the 1980s - depending on the situation, depending on the income. The increasing differentiation in work organization and the optimization of operational processes (through IT and digitalization) made it possible to introduce a unit (hourly) wage again from the 1990s:
In 1997, for example, under the heading “The miracle of the backyard” , the magazine Spiegel remarked with astonishment - “The employees enjoy social benefits that other medium-sized companies would find a luxury: In addition to the net wage of 2000 marks for 35 hours of work per week, there are hardship supplements, company child benefit and two daily free meals. "
Business relationships
“A company that is not based on the rules of current business administration has a lot of friction points in dealing with business. We need banks and interested financiers who interpret balance sheets and results with us and do not look at the usual return targets. "
The preparatory work is about manufacturers and (wholesalers) retailers who can meet quality standards and take environmental protection aspects into account - on the other hand, it says "that we do not take part in suppressing prices from our suppliers."
The supplier relationships are described as long-term and binding (common good balance 2012).
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Oktoberdruck 'lives' from discerning customers who, in addition to quality features in product and production, appreciate the advice and support in the manufacturing process or who want to accompany their printed matter on site: It happens that “customers come several times and work together with the employees until that The right paper, the right color tones have been found, the image processing is perfect and the final color balances are then adjusted when printing. "
Social goals
The founders of Oktoberdruck generally supported the independent political groups and initiatives in the 1970s / 1980s and saw themselves as part of the movement. The topics were varied, but it was the endangerment of nature that was preserved as a permanent asset.
Ecological orientation
Until the early 1970s, there was no 'environmental awareness' anywhere in the world. This changed quite suddenly with the publication of the study " The Limits of Growth " (1972) by an international scientific society ( Club of Rome ), which strongly influenced the youth of the 1970s and also represented a background for the activities of the alternative movement. This also resulted in ideas of self-organization and decentralization - as well as recycling and growth neutrality.
At Oktoberdruck, the implementation and maintenance of these goals is the success of the entire workforce and, with the renewal of the environmental statement 2016 ( EMAS ), is also currently documented.
Growth neutrality
In the company's crises there is enough personal experience to be able to assess not only the general rejection of the “growth madness” as a general economic or even “world model” but also the problems for company sizes: “There were times when over 40 people worked . That didn't work well and was rather difficult organizationally, according to the company. The enlargement has led to a stronger division of labor and hierarchies. 'That ultimately endangered our core values,' explains Martina Fuchs-Buschbeck, member of the supervisory board. “Growth applies to qualitative action.
Common good economy
A summary of the values relating to social coexistence and economic aspects starts with the economy for the common good :
"In 2015, the European Economic and Social Committee adopted an own-initiative opinion on the economy for the common good with an 86 percent majority and considers the model to be suitable for being integrated into the legal framework of the EU."
Public good balances that companies can create take five categories into account: “Human dignity, solidarity, ecological sustainability, social justice, as well as democratic participation and transparency.” Oktoberdruck is one of the first companies in Berlin to draw up a public good balance sheet.
Events ("Salon")
“Salon events for customers, guided tours with groups and individual internships, as well as customer advice are part of the regular measures.” (Documentation on EMAS 2016). Relocation of the location is an issue. (Meeting of the media and employees on EMAS revalidation, July 18, 2016). Status 2016: Reduction of the order volume with the same number of employees.
Commitment to the environment
In the course of the company's history, Oktoberdruck supported a large number of initiatives, groups, associations and their projects - 'classic' with products at “cost price” - later projects, especially in the area around SO 36 and today “in the Rudolfkiez next door and traditionally in Kreuzberg. "
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- The second seminar for women founders of netz-intakt took place on May 15, 2004 at Oktoberdruck.
- Partnership Borsig-Oberschule and October printing in the IHK project "Partnership School - Company".
- Until 2011 sponsorship of the Berlin Environment Prize of the BUND (Federation for Environment and Nature Conservation) with printed goods.
With all of this, "Oktoberdruck usually doesn't peddle", says managing director Martina Fuchs-Buschbeck in an interview with Werben & Sell : "We are known for that anyway."
Effects
Although the majority of alternative projects disappeared again for various reasons, they are now believed to have a significant impact on politics, economy and society:
The attempt to "postulate a balance between individual needs, political goals and economic necessities and to constantly balance this balance anew, anticipated the autonomization, responsibilization and sustainability programs that have penetrated all pores of society at the latest since the 1990s."
The current comment of an author (2011): "'To learn to endure constant uncertainty without falling into authoritarian patterns': Alexander Mitscherlich declared this to be an essential educational goal for modern society 40 years ago."
Awards and certificates
- 1995 (EMAS) Eco Management and Audit Scheme , also: EU Eco Audit or Eco Audit. Renewal (revalidation) 2016.
- Certified partner of the Forest Stewardship Council (FSC). (Certification of forest products).
- Partner common good economy .
- 2008 Best SME environmental statement. Awarded by the Institute for Ecological Economic Research (IÖW).
- 2012 Berlin Environment Prize from the Federation for Nature and Environmental Protection (BUND).
literature
- Authors' group: 20 years October , self-published brochure, Berlin 1993.
- Constantin Bartning: wage labor and collective in: päd.extra 1/1981 and in Stattbuch 1 , 1981.
- Ulrich Böckling: The entrepreneurial self. Sociology of a form of subjectivation. , Frankfurt / M., 2007. ISBN 978-3-518-29432-1 .
- Martina Fuchs-Buschbeck: Collective and self-administration in: Contraste , Association for the Promotion of Self- Administration and Ecology, Heidelberg, February 2009. ISSN 0178-5737 .
- Frank Heider: Self-administered companies in Germany in: Roland Roth, Dieter Rucht (eds.), The social movements in Germany since 1945 , Frankfurt / M. - New York 2008. ISBN 978-3-593-38372-9 .
- Joseph Huber : Who should change all that? The alternatives and the alternative movement , Berlin 1980. ISBN 3-88022-229-0 .
- Sven Reichardt : Authenticity and Community. Left alternative life in the seventies and early eighties. , Suhrkamp Verlag, Berlin 2014. ISBN 978-3-518-29675-2 .
- Roland Roth , Dieter Rucht (ed.), The social movements in Germany since 1945 , Frankfurt / M. - New York 2008. ISBN 978-3-593-38372-9 .
Web links
Remarks
- ↑ The number of those involved fluctuated in the more than 42 years of operation: From the three, then four founders to 30 collective members in the mid / late seventies, then - in the mid 1980s - "we were 12 people, in weddings after the fall of the wall up to 45, today (2009) we are 25. “Currently (as of 2016) there are 15 employees. (M. Fuchs-Buschbeck in: Contraste , 2009).
- ↑ In 1980 the total of all self-organized projects as well as autonomous work collectives and small businesses in the Federal Republic was estimated at around 11,500, which were run by around 80,000 people. Six years later, 200,000 people are said to have worked in 18,000 projects. ”In 1982, the Berlin alternative scene was estimated at around 1200 projects. (Sven Reichardt: Authenticity and Community , Suhrkamp stw 2075, Berlin 2014, p. 323.)
- ↑ Excerpts from the documentation: Decision against a further certification process for the newly created EU Ecolabel (www.eu-ecolabel.de) with the explanation "Costs and benefits not in proportion"; Differentiated measurement results are available: For example, on "Less electricity, increasing the proportion of recycling, [...] procurement of raw materials - 'improving the basis for decision-making' through to clearing the warehouse as a negative item: from 271 kg (2014) to 460 kg of 'printing ink residues'" (Documentation 2016, supplement data brochure).
- ↑ Joseph Huber estimates that 300,000 to 400,000 people were involved in the wider area of these projects. (in: J. Huber: Who should change everything?, p. 29 f.)
Individual evidence
- ↑ Michael Schüle: Ecological demands are growing in print shops. Druck & Medien Magazin, July 2002, Druck-Medien-Verlag, Waiblingen, p. 23.
- ↑ Katja Winckler: Marketing in its own right , W&V (Advertising & Selling), 9/2008, Süddeutscher Verlag group of companies, Munich, p. 68.
- ↑ Urs Fitze: CSR - the new economic miracle , enormous - economy for people, Social Publish Verlag Hamburg, No. 1 (April – May) 2011, p. 30.
- ↑ “Michael Schüle: Ecological demands are growing in print shops. Druck & Medien Magazin, Druck-Medien-Verlag, Waiblingen, July 2002, p. 23.
- ↑ BUND Berlin: "40 Years of Sustainability in Practice" - Berlin Environment Prize 2012. ( Memento of the original from February 22, 2016 in the Internet Archive ) Info: The archive link was automatically inserted and not yet checked. Please check the original and archive link according to the instructions and then remove this notice.
- ↑ Gregor Stadlober: Laboratory for Cooperation (conversation with the board member Martina Fuchs-Buschbeck) in: strassen | feger, January 2010, p. 6.
- ↑ Michael Schüle: Ecological demands are growing in print shops. , 2002, p. 23.
- ↑ Brochure 20 Years October - 1973 , 1993, Archive OD.
- ↑ Constantin Bartning: wage labor and collective in: päd.extra 1/1981 and in Stattbuch 1 , Berlin, 1981, p. 24.
- ↑ Martina Fuchs-Buschbeck: Collective and self-administration in: Contraste , Association for the Promotion of Self-Administration and Ecology, Heidelberg, February 2009, p. 7.
- ↑ Martina Fuchs-Buschbeck: Collective and self-administration in: Contraste, Association for the Promotion of Self-Administration and Ecology, Heidelberg, February 2009, p. 7.
- ↑ Thomas H. Wendel: The miracle from the backyard. In: Spiegel special : Berlin crazy , Spiegel-Verlag Rudolf Augstein GmbH & Co. KG, Hamburg 6/1997, p. 92.
- ↑ Martina Fuchs-Buschbeck: Oktoberdruck - a legitimate association in: 2012impulse , annual publication of the technical school for printing and media technology, Johannes-Gutenberg-Schule, 42nd year, p. 37.
- ↑ Editing: Company profile October print in: mediaspree, publisher: Regionalmanagement media spree e. V., October 3, 2006, p. 15.
- ↑ Nora Marie Zaremba: Companies that don't care about growth in: Wirtschaftswoche Green Economy , Handelsblatt publishing group, April 2, 2015. Wirtschaftswoche 4/2015 .
- ↑ Christian Felber in: The new discovery of the common good in: Zeit -Magazin , January 9, 2014, p. 12.
- ↑ Not Utopian: Economy for the Common Good in: Medien, Special Edition No. 8, GPG German Publishing Group GmbH, 2016, p. 82 f.
- ↑ mediaspree, October 3, 2006, p. 15.
- ↑ Brigitta Schilk: Networking event in: Punkt, magazine for the EU labor market, publisher: Senate Department for Economy, Labor and Women, Berlin May / June 2004, p. 9.
- ↑ Sybille Volkholz: May brings five more collaborations , in: Berliner Wirtschaftsmagazin 6/2003, Chamber of Industry and Commerce (IHK) in Berlin.
- ↑ Katja Winckler: Marketing in its own right , W&V (Advertising & Selling), 9/2008, Süddeutscher Verlag group of companies, Munich, p. 68.
- ↑ Urich Böckling: The entrepreneurial self. Sociology of a form of subjectivation. , Frankfurt / M., 2007, p. 528.
- ^ Gregor Stadlober: Laboratory for Cooperation in: strassen | feger 2 / Jan. 2010, p. 7. Ed .: mob - homeless people make mobile, Berlin. ISSN 1437-1928 .
