Courage Instead of Stagnation: How AKO Grows During Crisis
Interview with Daniel Vogel, Managing Director of AKO - KUNSTSTOFFE ALFRED KOLB GmbH
While many companies are cutting back during the crisis, AKO Kunststoffe from Hoffenheim is counter-cyclically investing in multimillion-euro facilities. The family business, which started in 1956 with bakelite buttons for tractors, aims to strengthen its position in Germany with bold decisions and a sustainable energy strategy. Managing Director Daniel Vogel reveals how the company wants to benefit from the energy transition.
It was a venture that would pay off: In the midst of the coronavirus pandemic and the automotive crisis, AKO invested millions in a new production hall and a 2000-ton injection molding machine. "As a family business, we do not only look at the next two or three years, but at the next 20 to 30 years," explains Managing Director Daniel Vogel about the long-term strategy.
From Tractor Buttons to High-Tech Components
It all started in 1956 with bakelite buttons for tractors in an old mill. Today, the third generation manufactures complex plastic parts for the agricultural sector, the sanitary sector, the automotive industry, and most recently for Airbus. "We have grown up with, formerly Lanz, now John Deere from Mannheim," the managing director recalls.
Sustainability as a Competitive Advantage
AKO consistently focuses on renewable energies: In 2014, the photovoltaic system was installed with over 1 MW peak performance, and in 2022, a hydrogen-capable combined heat and power plant was added. The next step: A wind turbine is to be directly connected to production. 'Then we will be 100% energy self-sufficient,' says Daniel Vogel. The waste heat from the combined heat and power plant already heats the employees' houses in the Hoffenheim local heating network today. For the newly minted father Vogel, sustainability is also a personal concern: 'I want to show that ecology and economy can and must go hand in hand.'
Optimism Despite Difficult Times
Despite challenging market conditions, AKO looks forward with optimism—thanks in part to consistent digitization. Intelligent power meters on every machine enable product-specific energy tracking, EDI systems connect directly with customers, and AI supports quality assurance. "We can track the energy component for each product manufactured," emphasizes Daniel Vogel. He sees particularly the substitution of metal with high-performance plastics as an opportunity. Smart farming, autonomous small devices in agriculture, electric mobility, and drone technology—all of these require lightweight, functional plastic parts. "These devices are all 90% battery-operated and need to be lightweight," says Daniel Vogel. With sustainable energy, digital processes, and a long-term strategy, AKO aims to prove that German mid-sized companies can grow even in difficult times.