Sustainable action and forward-looking change have for a long time been part of our DNA as a logistics service
provider. We understand sustainability as a continuous process that requires not only the definition of goals
and their committed implementation, but also that we constantly question ourselves and rethink familiar
assumptions. Because it is not only the demands we place on ourselves that are increasing. More than ever,
companies are called upon not only to accept their role in sustainable change, but to actively shape it. It
is therefore only logical that, as a traditionally high-emission sector, industry – and that means we, too, as
a logistics company – must take decisive steps if we are to meet globally set targets in the fight against
climate change. This was one of the reasons why we opted in 2020 to have our new climate protection target
validated by the independent Science Based Targets initiative (SBTi).
Reducing and managing our own as well as upstream and downstream supply chain emissions is of central
importance for a company in our industry – but these are not the only topics at the focus of our
sustainability management. Respecting human rights along the supply chain and ensuring comprehensive
occupational safety for our employees – at all times, in all places – are just two major issues that harness
our attention and ambition. In similar measure, developments in the global economy present us with challenges.
The coronavirus pandemic continues to affect global supply chains, and the much-discussed chip shortage is
also having a significant impact on our business.
While we respond to such changing conditions and acute events as a matter of course, our long-term ambition is
to balance economic performance, social commitment and responsibility for the environment. Considering our
business activities from all three perspectives helps to shape our decisions and create a holistic
understanding of opportunities, challenges and correlations. Ultimately, we want to act responsibly in all we
Our commitment builds on the three pillars ENVIRONMENTAL, SOCIAL, and ECONOMIC. The fields of action mapped
to each pillar specify where and how we exert influence and bring about sustainable change. In doing so, we
look beyond our own corporate horizon and consider the entire supply chain. In addition, we are guided by
government and supranational targets such as the climate neutrality goals of the German federal government
and the EU, the Paris Agreement and the Sustainable Development Goals of the United Nations. With regard to
the latter, we focus on nine selected goals that are particularly closely linked to our business activities
and that we feel a shared responsibility for implementing. For a general overview of sustainability at BLG
LOGISTICS see the graphic in the Our Sustainability Approach section. More detailed information is available in the Materiality Analysis section.
Controlling and responsibilities
Responsibility for monitoring, improving and implementing our sustainability management lies with our central
Sustainability and Digitalization department, which also prepares this report. The synergies between these two
areas are aimed at specifically promoting innovations that benefit processes, business development and
sustainability in equal measure. This is where the sustainability-related activities from the AUTOMOBILE
and CONTRACT Divisions are clustered, and the department is also responsible for calculating our energy and
CO2 footprint and supporting cross-divisional energy management. The team acts as an interface and generates
important impulses and ideas, driving sustainability throughout the company. Of particular importance in this
connection is the development and introduction of sustainability targets and the selection of appropriate
standards. The central department reports directly to the CEO.
The Human Resources department, represented on the Board of Management by our Labor Relations Director in the
reporting year, is responsible for the aspects of social sustainability and specifically the interests of our
employees. Employee participation is crucial for comprehensive sustainable action – which is why we rely on
feedback and dialog. Our staff are given regular opportunities for feedback to the organization and
management, for example, under the umbrella of our culture change initiative #SuccessDependsOnEverybody –
although the Management Board was unfortunately unable to stage its planned roadshow in 2021 due to the
coronavirus. This makes the possibilities for digital exchange offered by our WE ALL@BLG employee app all the
more relevant. For more information about employee topics and BLG as an employer, please refer to the SOCIAL section.
In order to anchor our sustainability topics even more firmly in the future and to ensure cross-divisional
exchange, we established the Sustainability Board in the reporting year. Representatives from the
Sustainability and Digitalization, Legal/Compliance, Purchasing, Financial Services/Investor Relations, Risk
Manage ment, Human Resources, Safety & Environment as well as Quality and Environmental Management departments
meet quarterly in this newly created framework to discuss goals, developments and new requirements relating to
sustainability issues and to transport these topics into the organization as a whole.
Values, guidelines and management systems
Our corporate values committed, respectful, passionate, responsible and open to change not only define our
shared culture – they also provide orientation for our sustainability management. More specifically, we have
defined a set of guidelines that reflect the legal and ethical standards to which we feel bound. In 2021, we
reviewed each and every one and updated or expanded them as necessary. The catalog was supplemented by a
policy statement on human rights. In this way, we not only want to provide our employees with a reliable
framework for their actions, but also clearly communicate our standards along the entire supply chain. Our
overarching compliance system ensures adherence to legal rules and ethical principles.
Our sustainability strategy is also flanked by tried-and-tested management systems, many of which are
certified. These relate to quality management, environmental management, energy management, and occupational
health and safety management. A management system is also in place for compliance and is currently being
established for human rights. More details are provided in the relevant sections.
We detail the main elements of our corporate governance structures in our (autoid: Corporate Governance Statement
pursuant to Section 289 a of the German Commercial Code (HGB). This focuses on the corresponding statement by
the Board of Management and the Supervisory Board and significant actions taken by the management that go
beyond the statutory requirements. It also explains the procedures of the Board of Management and Supervisory
Board as well as their composition. For more information, see the Financial Report 2021.
Recognitions and rankings
BLG Handelslogistik is a member of the Advisory Board of the Lean & Green non-profit initiative. Having
received the Lean & Green Award in 2015, we in the meantime rank among the Lean & Green 1st Star winners in
recognition of our significant reduction in CO2 emissions in recent years. We again received accolades in the
reporting year, with Capital magazine and the statistic portal Statista also naming us one of Germany’s
“Climate-conscious companies”. Of the more than 2,000 companies surveyed each year, we currently finished in
33rd place for 2022, improving by another 16 places compared to 2021. Among the companies from the logistics
sector, we achieved the best rating.
We also consider it important to regularly engage independent external agencies to evaluate our
sustainability performance and again in 2021 achieved another silver CSR rating from EcoVadis. We are among
the top 25 percent of the companies evaluated by EcoVadis and within our industry even belong to the top 13
percent. For the first time in the reporting year, we disclosed our emission data to the Carbon Disclosure
Project (CDP). Level “C” ranking corresponds to the industry average – here, as in all areas relating to
sustainability, we are looking to continuously improve.
In dialog with our stakeholders
When formulating our goals and the focus of our sustainability management, we strive to take the interests of
all stakeholders into account in an appropriate way. For us, this includes all persons or groups, both inside
and outside the company, who are directly or indirectly affected by our business activities now or in the
future and therefore have an interest in our development.
With many of them, we are in regular or frequent contact, attaching particular importance to satisfying our
customers’ needs. We communicate with them closely and as partners – especially where we supply customers
directly in our branch offices or even work on their sites. The implementation of joint major projects or
development of new logistics locations also provide an opportunity to obtain very focused feedback and
valuable insights on the issues that concern them.
Another equally important stakeholder group is our employees. That is why two-way communication with them and
incorporating their expectations into our decision-making is vital. To help us do this, we conduct the
TRUSTED LEADER alternately with the TRUSTED EMPLOYER survey. In the reporting year, the latter was conducted
– enabling us to establish how far our corporate values are lived and anchored in the day-to-day work of our
We are in close and ongoing contact with the City of Bremen, our majority shareholder, in various contexts –
for example in the reporting year through the first Bremen Commission of Inquiry on “Climate Protection
Strategy for the State of Bremen” and our participation in the Port Dialog, which aims to develop a new
concept for the ports of Bremen and Bremerhaven. We also use other channels for dialog tailored to specific
target groups to communicate with other key stakeholder groups. These are shown in the above graphic. We are
also fortunate in that nearly all groups of key importance to us are represented on the Supervisory Board via
representatives from industry, banks, the workforce, labor unions and the public sector. Our Advisory Board
is made up of scientists specializing in sustainable logistics, process innovation in logistics and junior
management training as well as representatives from business, trade associations and media.
Important memberships in associations, organizations, and initiatives