FreiLacke 2032
FreiLacke 2032. Shaping the future together.
Tatendrang und Zielfokussierung
Our markets are undergoing noticeable changes, both in Germany and worldwide. New customer needs, technological developments, global uncertainties and increasing regulatory requirements are shaping the environment in which we operate. Whilst these conditions present challenges, it is precisely in such an environment that we can leverage our particular strengths as a medium-sized, family-run business: customer focus, flexibility, speed, quality and reliability.
We create application solutions that deliver added value to our customers – as a trusted partner worldwide.
We are convinced that anyone who wants to remain successful in the future must establish a clear positioning today. Not in the short term, but in the long term and with an eye on the bigger picture. To this end, we have developed a new long-term positioning strategy for FreiLacke for the period from 2026 to 2032, in collaboration with our company’s senior management and selected employees from all functions and departments. This Long-Term Positioning 2032 (LPF2032) sets out where we want to go. Economically, structurally and in terms of how we work together.
The Long-Term Positioning is our shared roadmap. It sets out our direction, helps us make decisions and serves as a compass for our annual targets and actions. It provides clarity on what matters and shows how each and every one of us can make a vital contribution to our success. The LPF2032 applies to and is binding on everyone who works at FreiLacke. In future, we can use it to assess whether every decision contributes to our future viability. This LPF 2032 is intended to be used, discussed and further developed. Our strategy will only work if we live by it together.
We have summarised our three most important objectives – international market development, the creation of sustainable added value for our customers, and a long-term focus on application solutions and system coatings – in our “WHY”. This answers the question of why we exist in the first place and what the purpose of our company is:
Our strategy up to 2032 at a glance
In developing our long-term positioning, we have addressed the three key questions that are important in a strategic process:
1. Where have we come from and where are we today?
2. Where do we want to be by 2032 and what are the key objectives?
3. How do we get there through an implementation process?
Based on analyses and workshops with our managers and selected employees, we have developed a total of 10 key strategic objectives and assigned them to the 6 strategic priorities. All ten objectives are presented in the overview below.
Our 10 strategic objectives
and our 6 strategic priorities
Our long-term strategy, LPF2032, is more than just a plan. It is a promise. To our customers, our suppliers, our employees, our region and our future. LPF2032 is our guiding star for the years ahead. Because we are convinced that providing direction today creates security tomorrow.& With the new LPF2032, we are at the start of a shared journey. A journey in which everyone contributes ideas, helps shape the future and shares responsibility. In which we retain what has proven successful and boldly venture into new territory. In which we demonstrate that a medium-sized family business from the Black Forest can operate internationally whilst remaining people-oriented.
