Hear from our CEO and CSO about our Green Lights Strategy and how it incorporates What We Do
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Green Lights
Strategy
Our Green Lights Strategy is an integrated business and sustainability strategy that allows us to accelerate how our Business, Products, People, and Operations can make a meaningful impact. This is how we become a force for good at every touchpoint. This is What We Do.
Raising the standard of care for our world with our Green Lights Strategy.
We designed our Green Lights Strategy to integrate sustainability throughout our business and value chain. Our strategy is based on four pillars: Business, Products, People and Operations – and includes ambitious goals to make a meaningful impact.
Business with Impact
We want to be the global leader in Coil Coatings and to pioneer innovation in the strategic Industrial Coatings segment.
Products with Impact
We want to deliver surface solutions that help advance society and protect the planet.
People with Impact
We want to be the top employer and go-to partner for sustainability.
Operations with Impact
We want to promote positive contributions from our operations and supply chain.
For each of our pillars we have clear and measurable goals that help us to be a leader in our industry, fostering our innovative culture that always strives for the best solutions for our customers, our company and society at large. We want to raise the standard of care for our world and be a force for good at every touchpoint.
“The focus is on how Beckers can prosper while being a force for good in the world.”
WHAT. WE. DO.
Our purpose is to make coatings a force for good at every touchpoint. We understand the enormous impact our actions can have on the environment, the partners we work with and the communities we operate in. We take our responsibility to future generations seriously. An integrated business and sustainability strategy is a prerequisite to deliver on our responsibilities.
We understand the significant impact our actions can have on the environment, the people we work with and the communities we operate in. This is why we take our responsibility towards future generations seriously.
Sustainability is an integral part of our who we are. It is our business. That’s why we’re not only committed to improving our own performance, but also encouraging our partners throughout the value chain – from suppliers to customers – to join us on this journey.
By refining our vision – to raise the standard of care for our world – and aligning our statements with what we are already striving for in business, we have ensured greater clarity and relevance. At its core, this update highlights the need to think differently in order to create a positive impact. In line with our Green Lights Strategy’s 2030 Goals, we completed the global reorganization of Beckers into three major regions: Asia and the Middle East, Europe and Africa and the Americas. This strategic move was crucial, as it created consistent regions, reinvigorated our teams and opened up opportunities for business development and expansion.
What.
In the pillar Products with Impact we focus on innovation to drive development of more sustainable products, both in terms of material performance of the coatings produced, but also the functionality of the paint. We have developed tools to help categorize our products in different aspects of sustainability or risk factors.
To deliver Products with Impact, we consider many material topics, such as the raw materials, emissions across the life cycle, circularity and customer health.
By 2030, our ambition is to deliver surface solutions that help advance society while protecting the planet.
Net-sustainable sales
>50%
Of revenue from BSI Achiever class
Net-sustainable Innovation
100%
Of all new products from BSI Achiever class
Concern Class
0%
Of products from the BSI Concern class
We.
We empower People with Impact by cultivating working environments where safety, well-being and excellence thrive across our operations. Through ongoing training to prevent accidents, to raising awareness on mental health, and initiatives to reduce VOC emissions, we prioritize the health of everyone involved in our operations.
By fostering a diverse, motivated and empowered workforce, we not only drive innovation and success within our organization, but also among our suppliers, research partners and beyond. Our commitment extends to engaging with the communities in which we operate, particularly in championing children’s rights.
Through collaborative efforts with our employees, partners and stakeholders, we strive to empower individuals throughout our value chain, fostering a better future for all.
By 2030, our ambition is to be the top employer and go-to partner for sustainability.
Female employees
>31%
Zero accidents
0
Employee engagement
In line with top performing companies
Community Engagement
All Beckers countries engage in activities that create positive impact on children and youth
Do.
Our Operations with Impact pillar focuses on minimizing the environmental impacts in our operations and supply chain. Our work with climate action includes reducing our own emissions (Scope 1 and 2) and extends into our supply chain and the use of our products. As our greatest environmental impacts are in our value chain, working together with our suppliers and customers is critical.
By 2030, we want our operations and supply chain to make a positive contribution to sustainability.
CO2e emissions reduction
>55%
Absolute reduction in our own operations (Scope 1 & 2) compared to the base year 2013. *Will be replaced by our SBTi-approved near-term emissions reduction targets in 2025.
Water reduction
>50%
Absolute vs. base year 2020
Landfill waste
0%
Working toward circular processes
Renewable energy use
>70%
Across all locations
Responsible sourcing
100%
Alignment with our responsible sourcing strategy
Incinerated waste without heat recovery reduction
70%
Absolute vs. base year 2020
Toward 2030 and beyond
– putting our money where our mouth is
Our strategic plan in 2025 as well as our Green Lights Strategy include major investments that will directly contribute to reaching our long-term sustainability goals.
We continue to invest in strategic projects to drive growth and enhance efficiency through the adoption of new technologies across our facilities. Key projects during the year included the inauguration of FutureLab, UK, the completion of renovations at the R&D laboratories in Montbrison, France, and the commencement of construction of our resin plant in India. To advance sustainable innovation, we invested in UV/EB equipment across sites in the US, UK, France, Sweden, and China to support the manufacturing of the first generation of UV/EB paints for coil coating. We also plan to expand some of our existing sites and establish new sites in our growing markets.
In line with the 2030 safety and sustainability objectives we maintained our comprehensive program to equip all sites with full sprinkler protection and retention systems. Safety, working conditions and security related investments will account for approximately 20 percent of our total investments through 2027.
Sustainability continues to be a top priority, with investments dedicated to reducing volatile organic compound (VOC) emissions, minimizing waste, and generating renewable energy through on-site solar panels. Additionally, to improve operational efficiency and work toward our 2030 goals, we are allocating funds to machine upgrades, automation, and the digitalization of our production processes.
WHAT.
For 160 years, we continuously advance the performance and functionality of our high-performance coatings, consistently exceeding customer expectations. Our legacy is defined by the stories of how we help transform our industry.
WE.
People are at the heart of our business. Safety, mental and physical health, and leaving a positive impact in the communities where we operate transcend our business.
DO.
Our operations and work with suppliers improve our environmental and social impact. By working with resource efficiency and responsible procurement, we have a positive effect throughout our value chain.