Münchendorf, January 2026
From Obligation to Potential
The Digital Product Passport (DPP) is currently being widely discussed—often as an additional regulatory obligation. The fact is: the DPP is being introduced in the EU. We wanted to explore why Securikett, in particular, is engaging so intensively with this topic and therefore interviewed Stefan Führer, who is responsible for this area at Securikett.
The Digital Product Passport is being introduced gradually for different product groups.
Editorial Board:
Why are you engaging so intensively with the topic of the DPP?
Stefan Führer:
Because we are convinced that the DPP represents a structural turning point. With the Digital Product Passport, the EU is fundamentally changing how product information is conceived, provided, and used. Many companies initially see only the regulatory pressure. Our perspective is different: when implemented correctly, the DPP can become a genuine value-creation instrument that goes far beyond compliance.
Editorial Board:
What exactly is meant by a Digital Product Passport—without going into legal details?
Stefan Führer:
At its core, the DPP is the digital résumé of a product: a structured collection of key information on identity, origin, materials, use, repair, and recycling—accessible via a digital access point on the product, for example through a QR code. One important point: not everyone sees everything. Access is role-based. Consumers see different content than service partners or authorities.
Editorial Board:
Many companies ask themselves: why all this effort? Where is the real opportunity?
Stefan Führer:
This is precisely where we see the decisive point. Those who view the DPP merely as a compulsory exercise collect information once, under time pressure, following the motto: “What do I need to deliver to be compliant?” We believe this approach wastes enormous potential. If you think of the DPP as a platform, you build a reliable, central data source and can reuse information multiple times—for compliance, ESG reporting, customer service, marketing, as well as take-back and repair processes, and much more.
The Digital Product Passport can – when implemented correctly – deliver significant added value for companies.
Editorial Board:
You speak of potential. Can you make that more tangible?
Stefan Führer:
Certainly. When a DPP is enriched with additional features, new opportunities emerge: transparency builds trust, verifiable sustainability data supports brand positioning, and structured product data forms the basis for sustainable business models such as repair services or take-back systems. In short: a regulatory obligation can become a strategic tool.
Editorial Board:
Is the market even ready for this yet?
Stefan Führer:
Our experience shows: technologically, yes—organizationally, often not yet fully. Many of the required building blocks already exist, such as unique product identifiers, digital platforms, or interfaces to existing IT systems. At the same time, a great deal of data is already being collected today, but it is often not yet centralized, standardized, or consistently usable. The challenge is less about “whether” and more about “how do we use it meaningfully?” This is exactly where we support companies.
Editorial Board:
What role does Securikett play in this context?
Stefan Führer:
We see ourselves as a bridge builder between the physical product and digital information. Our strength lies in uniquely, securely, and tamper-proof linking products with digital data. This is a central prerequisite for any functioning DPP.
At the same time, we do not view the DPP as a standalone solution. Interoperability and alignment with open standards are essential for us, so that data remains usable across systems and does not end up in new silos.
Editorial Board:
In your opinion, is the DPP currently underestimated?
Stefan Führer:
Yes, clearly. In many places, the Digital Product Passport is still seen purely as an obligation—while its potential as a structural data instrument is underestimated.
The biggest hurdle is rarely the technology, but rather the lack of clean, consistent data and information management across numerous, historically grown IT systems. Without reliable master data, such projects stall, explode in effort, or are abandoned altogether. Current developments in many companies show a familiar pattern: ambitious AI projects fail or are significantly delayed because fundamental prerequisites are missing.
This is exactly where there is a parallel to the DPP. Those who start too late risk having to meet regulatory requirements under severe time pressure—including potential penalties. Those who start early use the DPP as an opportunity to identify structural weaknesses and address them in time, before they become a risk.
Editorial Board:
Can readers look forward to a continuation?
Stefan Führer:
Absolutely. The Digital Product Passport will accompany us for many years. In upcoming issues, we can highlight individual aspects in a targeted way—practical, easy to understand, and always with a focus on the benefits for brands and manufacturers.
And of course, anyone who already has specific questions is welcome to raise them at any time.
Stefan Führer | IT Projekt Manager at Securikett
Editorial Note:
In an ongoing short column, Securikett will regularly provide insights and impulses around the Digital Product Passport—concise, practice-oriented, and focused on the opportunities for companies.
