Operations
With impact
We reduce our environmental footprint by continuously improving efficiency and lowering emissions across our operations and value chain. By working closely with suppliers and customers, we drive responsible practices and contribute to a more sustainable industry.
Transforming our
Operations for 2030
We focus on minimizing the environmental impacts in our operations and supply chain. Our climate work includes reducing CO₂e emissions (Scope 1 and 2) from our own operations and extends into our supply chain and the use of our products.
Operations with impact is about how sustainability is embedded into everyday decision-making and execution. By improving efficiency, reducing emissions and working systematically with environmental performance, we integrate sustainability considerations into how our sites operate and how we work with partners across the value chain.
As our greatest environmental impacts occur in the value chain, collaboration with suppliers and customers is critical. By working together, we address shared challenges and support progress beyond our own operations.
By 2030, our ambition is for our operations and supply chain to make a positive contribution to sustainability.
Resource efficiency driving climate progress
Our long-term ambition is to grow while reducing environmental impact through greater resource efficiency across our operations and value chain — a strategic prerequisite for achieving our climate goals. We develop market-specific industrial plans to deliver CO₂e and cost savings, integrate them into financial planning, and align them with our roadmap to reduce Scope 1 and 2 CO₂e emissions and reach net zero by 2050 in line with the Science Based Targets initiative.
We track clear KPIs on energy, water, waste and pollution, supported by 2030 targets: cutting water withdrawal by 50%, reducing water intensity in stressed areas by 50%, sending zero waste to landfill, significantly lowering incineration of waste, increasing renewable energy to at least 70% and improving energy efficiency to below 0.30 MWh per metric ton of product. Energy management systems are being rolled out across all sites to strengthen monitoring and performance.
Our approach spans the full life cycle of our products — from raw materials to waste — with a focus on minimizing resource use, preventing pollution and increasing circular flows. Through site-specific water stewardship, responsible waste handling and regulatory compliance, we mitigate environmental risks linked to production.
To advance circularity, we collaborate with suppliers and customers to reduce, reuse and recycle materials, including container return systems, refurbished drums and exploring recycled paint solutions. By promoting closed loops and energy recovery where waste cannot be avoided, we continue to lower climate impact while supporting long-term sustainable growth.
Advancing sustainable supply chains
Delivering on our near- and long-term Scope 3 targets requires close collaboration with key suppliers and customers. We therefore look beyond our own operations, partnering across the value chain to develop more sustainable solutions and drive continuous improvement. As suppliers significantly influence our climate performance, we work to ensure responsible business conduct and steady carbon footprint reduction throughout the supply chain.
Beckers holds its suppliers to high standards on sustainability, human rights and business ethics. All key suppliers are required to sign our Supplier Code of Conduct and are evaluated through third-party assessments to ensure responsible practices throughout the value chain. Through our approach to sustainable procurement, we set clear expectations, strengthen transparency and improve data quality, while supporting suppliers in their transition towards lower emissions and more sustainable operations.
At the same time, we continuously assess supply chain risks and strengthen our ability to respond to global disruptions. In 2025, this included increasing production flexibility and diversifying sourcing of key raw materials. These actions help safeguard business continuity while reinforcing resilient, responsible partnerships across our global network.
Stories of
transformation
Shaping the future of Beckers’ operations
In 2025, Beckers appointed Susanne Goldammer as Chief Operations Officer, marking an important moment in the evolution of the company’s global operations. With responsibility for 23 production sites across 18 countries, her early focus has been clear: safety, modernization and sustainability are not trade-offs, but preconditions for long-term performance and responsible operations.
From the outset, safety has been positioned as the foundation of operational excellence. Strengthening safety culture is not only about systems and procedures, but about leadership, role modelling and everyday behaviors in plants. As Susanne Goldammer explains:
“For me, safety is the foundation of everything we do in operations. A strong safety culture is not built through procedures alone – it depends on leadership, role modelling and creating an environment where people feel empowered to speak up and act.”
This perspective closely aligns with Beckers’ broader efforts to build a culture where people feel engaged, informed and supported in taking responsibility for Health and Safety.
Alongside safety, modernization of Beckers’ production footprint is a central priority. Investments are being directed toward infrastructure improvements, safety measures and capacity expansion, with the aim of ensuring that plants remain resilient, efficient and fit for the future. Over the longer term, this work is guided by the concept of a “Paint Plant of the Future” — a vision for harmonized, modern operations that support both sustainability ambitions and business growth.
In this context, sustainability is not treated as a parallel agenda, but as an integral part of how operations are designed and run.
“At Beckers, safety, modernization and sustainability are not trade-offs. They are preconditions for long-term performance. If we want resilient operations, we need to design our plants and ways of working with people and sustainability at the center.”
A recurring theme in Susanne Goldammer’s view of operations is the need to balance global consistency with local realities. Beckers operate in diverse markets with different customer requirements, regulatory environments and climatic conditions. While harmonization and standardization are essential for safety, efficiency and sustainability, operations must also remain adaptable to local contexts.
Digitalization plays an enabling role in this transformation. Building a uniform digital foundation across operations is seen as critical for turning data into actionable knowledge. From production and supply chain processes to safety and sustainability performance, modern data management supports automation, transparency and informed decision-making.
Underlying all these priorities is a strong sense of purpose. Beckers’ “Be a force for good” resonates in how operations are led and developed — not only through reducing environmental impact, but also by improving working conditions and creating safer, more sustainable workplaces.
As Beckers move forward with its Green Lights Strategy, the evolution of operations under new leadership highlights how safety, people and sustainability are being embedded into the way the company runs its business — supporting safer workplaces, more resilient operations and long-term sustainable performance.
“For me, safety is the foundation of everything we do in operations. A strong safety culture is not built through procedures alone – it depends on leadership, role modelling and creating an environment where people feel empowered to speak up and act.”
— Susanne Goldammer, Chief Operations Officer, Beckers Group
Stories of
transformation
Accelerating renewable energy across operations
In 2025, Beckers reached 76% renewable energy across the Group — exceeding our 2030 target of at least 70% five years ahead of schedule. This represents a significant increase from 66% in 2024 and reflects a coordinated operational effort to decarbonize our manufacturing footprint in line with our climate strategy.
From 2025, renewable energy reporting also includes company cars and trucks, broadening the scope of measurement compared with previous years. Despite this expanded boundary, the renewable energy share increased substantially.
Our 2025 focus was clear: transition sites to renewable electricity and strengthen operational energy management. Today, nearly all production sites operate on renewable electricity. In Sweden, a new supplier agreement ensures 100% renewable district heating from July 2025. At the same time, sites have actively reduced reliance on non-renewable energy sources such as natural gas wherever technically feasible.
Where direct access to renewable electricity remains limited, Energy Attribute Certificates (EACs) are used as a transition mechanism. Supported by our global partner EcoHz, EAC management ensures transparency and traceability while enabling renewable electricity generation in developing markets. In parallel, we continue to prioritize physical renewable sourcing wherever infrastructure allows.
Operational electrification has also progressed. During 2024 and 2025, several sites transitioned from diesel and LPG forklifts to electric alternatives, contributing to reduced fossil fuel use within site operations.
A key enabler of sustained improvement has been the deployment of a new Energy Management System (EMS) in 2025. The system enhances monitoring of electricity and natural gas consumption through additional submeters, enabling better visibility, reduced energy waste and more informed investment decisions.
Reaching 76% renewable energy marks an important milestone in reducing Scope 1 and 2 CO₂e emissions. It also strengthens the foundation for the next phase of operational decarbonization — increasing physical renewable energy solutions, improving efficiency and embedding energy discipline across our global operations.
“Reaching 76% renewable energy five years ahead of target demonstrates how disciplined operational action can accelerate our climate transition.”
People
We empower our people by fostering a safe, inclusive and engaging workplace where well-being, development and performance go hand in hand. Through strong culture, continuous learning and community engagement, we enable our employees to make a positive impact across our operations and beyond.
Products
We develop more sustainable coating solutions by integrating performance and sustainability across the full product life cycle – from raw materials and formulation to application, use and end-of-life. Our innovation focuses on reducing environmental impact while delivering value for customers and society.
Operations
We reduce our environmental footprint by continuously improving efficiency and lowering emissions across our operations and value chain. By working closely with suppliers and customers, we drive responsible practices and contribute to a more sustainable industry.
Business
We aim to be the global leader in Coil Coatings while driving innovation in strategic Industrial Coatings segments. Through a resilient business model, strong governance and responsible business conduct, we create long-term value for customers, shareholders and society.