COFERMIN and ESG: Responsibility we bear – out of conviction
Sustainability is a business principle at COFERMIN, not just a buzzword. Our industry is characterized by global supply chains and complex flows of goods, and this is precisely where we take responsibility. We do so out of conviction, not regulatory compulsion. In this article, we show how we specifically address the issue of sustainability, what our guiding principles are, and what measures we are implementing along our supply chains. Our ESG strategy is based on three pillars: environment, social issues, and corporate governance. Our updated ESG report shows what this strategy looks like in detail and what progress we have already made.
Our ESG strategy is based on three pillars
1. Environment: Responsibility along the supply chain
When it comes to the environment, we focus primarily on what we can actively influence: transport and logistics. We organize our goods flows in such a way that CO₂ emissions are consistently reduced. We achieve this by avoiding empty runs, through well-thought-out transport planning, and by consolidating freight space. These measures sound simple, but in practice they are highly complex, as they require long-term partnerships, an agile network, and a willingness to rethink processes.
We also pay attention to efficiency and environmental compatibility when selecting our freight forwarders and logistics service providers. In addition, we monitor the energy consumption of our locations and continue to develop our office ecology, starting with equipment and technical devices and extending to daily resource use.
2. Social: Focus on people
Our second ESG pillar focuses on people, both internally and externally. We are convinced that a respectful, safe, and motivating environment creates the basis for sustainable development. That is why we promote flat hierarchies, offer flexible working models, and invest specifically in further training.
Clear minimum social standards also apply along our international supply chains. We work exclusively with suppliers who offer fair working conditions. This includes the consistent exclusion of raw materials from conflict regions – these criteria are non-negotiable for us.
In addition, we are socially engaged, for example through projects such as Water is Right or our participation in the XLETIX MUDRUN. Creating social added value is just as important to us as economic success.
3. Corporate governance: structures that enable trust
For us, value-based and transparent corporate governance is the third pillar of sustainable action. At COFERMIN, governance does not describe a control function, but rather the creation of a framework in which trust can grow. We rely on clear decision-making processes, defined responsibilities, and effective risk management.
Our governance structure enables us to formulate and live our values together with our teams across all business units. This understanding of values shapes not only our internal interactions, but also our partnerships. We strive for collaborations that are characterized by ethics, transparency, long-term thinking, and genuine value creation.
ESG should not be a project, because as a process it achieves much more.
Our industry is fast-paced, complex, and global. It would be easy to pass on responsibility to others, but that contradicts our self-image. COFERMIN takes responsibility for supply chains, products, and employees. Our ESG commitment is not a short-term trend, but a long-term process that we actively shape and continuously develop.
Ultimately, COFERMIN’s motto is: “We take raw material supply personally” by acting reliably, clearly, and with conviction.
