Christoph Bichlmeier, who has headed sustainability management at the Moll Group since 2024, sees major strategic opportunities in the forthcoming reporting obligations. A conversation about gaining a competitive edge through trust, identity and seemingly insignificant ideas.
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As a sustainability manager, you need to take a critical view of the company you work for. What convinced you, in the job interview, to take on this role at the Moll Group?
Christoph Bichlmeier
It was important to me that the Group’s leadership did not simply want to meet the new reporting requirements, but was intrinsically motivated to drive sustainability forward. Xaver Moll said to me: we are a family business, we don’t think in short term, we think in generations. He stressed that they were well aware that, in terms of sustainability, they were not yet where they would like to be. That’s what convinced me. Many companies would like to be further along. What matters most is commitment.
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"We are starting from a strong position, as most of our products have always made a positive contribution to the environment and society."
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Has this commitment already evolved into an overarching sustainability strategy?
Developing that strategy is now my task. The decisive step was the following: in spring 2024, a workshop was held in Kloster Seeon with the entire management team, resulting in a clear conclusion – sustainability will be given high priority in future, both in shaping our identity as the Moll Group and in our external communication. Since then, a comprehensive strategic dialogue has been launched to define shared guiding principles and levels of ambition for the Group and all its subsidiaries. I see this as a very sound, forward-looking decision. Customers, applicants and other stakeholders expect this commitment. Banks, too, will in future scrutinise ESG criteria even more closely when granting loans, in light of the new regulatory framework.
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Where do you see opportunities and challenges for the Moll Group in terms of sustainability?
Let's start with the core topic of ecology: we are in a very good position here, simply because most of our products have always made a positive contribution to the environment and society. Long before the word sustainability was on everyone's lips. For example: There is a building in Switzerland that was painted with Keim more than 100 years ago, and this paint has lasted ever since! Such longevity of a mineral, nature-based product – it could hardly be more environmentally friendly.
Has endured for over 100 years: façade art with colours from Keim on the town hall in Schwyz
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And where do you see challenges?
As with almost all companies, the Moll Group still has a lot to do when it comes to decarbonising its manufacturing processes – in other words, consistently reducing CO2 emissions in order to become climate-neutral in the long term. Here is another example: Leonhard Moll Betonwerke is making impressive progress in this area with PV systems on factory buildings. Keimfarben and TechnoPhysik are also exploring these possibilities. At the same time, railway concrete sleepers remain a challenging topic. The product itself makes a valuable contribution to the environment and society, namely by enabling sustainable rail transport. However, concrete as a building material is very CO2-intensive. But something is happening here too: in Croatia, Leonhard Moll Betonwerke has switched to new cement mixtures that emit less carbon dioxide while maintaining the same stability. Other rail network operators should follow suit and also authorise sleepers made from CEM II.
Significantly lower carbon dioxide emissions with the same stability properties: the new CEM II cement mix
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What is the situation in the property sector?
Here we are using a test object to see how the increased use of renewables pays off. Unfortunately, the results of the potential analyses were somewhat sobering with regard to solar systems, which is why we are now looking at alternatives. In addition, we are currently carrying out a carbon footprint analysis for our entire portfolio in order to identify the buildings with the highest emissions. Energy-efficient refurbishment is also a huge topic, and urban mining will become increasingly important in the future – in other words, the recycling of building materials from construction waste during refurbishments. In future, new buildings will be planned in such a way that they are later suitable for the circular economy.
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Long before the ESG concept, a good working atmosphere and satisfied employees were part of the culture at our companies.
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Is the social impact of a product such as railway sleepers even a factor in the forthcoming sustainability reporting obligations, or is it purely about the consumption of resources during production?
When it comes to the quantitative data points we have to collect, the application and purpose of a product actually play a secondary role. Nonetheless, under the Corporate Social Responsibility Directive – the new key instrument with which the EU aims to create transparency and comparability between companies – the positive impact of products is also taken into account. This is done through what are known as materiality analyses, where we are explicitly required to disclose positive contributions to the environment and society as well.
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At the centre of the reporting obligation are the ESG criteria, which cover social and governance as well as E for ecology. Can the Moll Group also deliver on S and G?
We have defined ambition levels for this, for example in the area of occupational safety, where we have a clearly defined target: Zero accident rate. Or the property sector – where the first tenant satisfaction survey will be launched in spring 2025, starting with the commercial sector. And as far as G for governance is concerned, we are also creating clear guidelines in this area. Moll has a heightened awareness of legally compliant and ethical corporate governance due to its own history.
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As the Moll Group, we can only be interested in transparency and comparability, because we have a lot to offer in the field of sustainability.
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In your view, what speaks in favor of seeing the new reporting requirements as an opportunity rather than a nuisance?
A lot. As the Moll Group, we can only be interested in transparency and comparability because, as I have just outlined, we have a lot to offer in the field of sustainability. This will also give us a competitive edge.
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What does your day-to-day work as a sustainability manager look like?
A large part of my time is taken up by collating the data for future sustainability reports. At the moment, it's still a lot of detailed work, which can be tedious at times. But together with my colleague Lukas Daumer, who manages all sustainability issues for the working group, I am working on a control system that will soon make this work easier for everyone involved.
Preserving and renewing existing properties - a key aspect of sustainable urban development
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When collecting data for the sustainability performance of the subsidiaries, you are dependent on their assistance. Do you also encounter resistance?
First of all, it is a service at Group level that we take on the reporting obligation on a consolidated basis for all subsidiaries. Of course, we are reliant on the assistance of the business units for data research. And I understand if this initially feels like extra work. But more and more colleagues are already realising that this data is not just for reporting purposes. They also offer us strategic added value in corporate management.
Most of the TechnoPhysikGroup's insulation materials and fire protection systems are based on natural materials
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For example?
We gain valuable insights into the workforce: how fair is remuneration between the genders, how is our workforce structured in terms of age, how many baby boomers will be retiring soon, when and where do we need new staff? Such key figures were not systematically collected everywhere in the past and offer important insights. Similarly in the environmental area: data on material consumption is not only relevant for the ecological footprint, it is also about cost factors. How can we reduce these?
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That is the purpose of a group of companies – to benefit from each other and make faster progress together.
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What potential does the topic of sustainability offer internally to create a sense of unity in a group of companies that consists of strong own brands?
In fact, our sustainability management is the first Group-wide project to bring together more than 80 people from all business divisions in joint meetings. In general, sustainability is a cross-cutting issue that breaks down silos. With this topic, it is crucial to get everyone on board, regardless of their position. Firstly because the idea of inclusion is essential for ESG, but above all to create space for participation and the development of ideas.
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Should there be an internal ideas competition?
Rather a lively exchange of knowledge. We need a positive mutual perception of the fact that a lot is already happening in the other business areas and where which measures are working well. That is the purpose of a group of companies - to benefit from each other and make faster progress together.
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What kind of ideas are we talking about?
We should always get into the habit of listening, even if suggestions and projects seem small and insignificant at first. This can start with the issue of waste separation in the company or the formation of car pools. In such a large organisation as the Moll Group, there is a powerful lever for change. Car pools not only save CO2 on the journey to work, they are also an effective community-building measure. Colleagues who hardly knew each other before start talking to each other.
Talking to each other: Valuable ideas often arise in passing
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Once everyone has adjusted to this, clarity and credible communication emerge.
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Let's also talk about the EU's EmpCo Directive, which is also part of the new regulatory framework. This is intended to prevent greenwashing in future. A nuisance or also an opportunity?
In fact, there are still many false claims made by companies and brands about supposedly sustainable, green products. With EmpCo, everyone will be required to substantiate their claims. And yes, I also see this as a great opportunity. It may have an inhibiting effect at first because you have to weigh up your PR and marketing statements more carefully. But once everyone has adjusted, clarity and credible communication will emerge.
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Non-compliance can result in fines of up to four per cent of annual turnover. This, in turn, could encourage formulaic, non-committal statements.
No, even here I see opportunities above all: by clearly stating what is not yet working optimally and explaining how we intend to improve it, we also increase the credibility of our positive messages. In this way, we earn the trust of our stakeholders. We no longer live in an age of one-sided image campaigns – every company must, in the digital era, face genuine dialogue and be prepared to answer difficult questions.
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Recently, it has become apparent that some companies have deviated from their sustainability-orientated course when the political winds change. What is the Moll Group's stance on this?
A sudden change of direction would be out of the question here. Precisely because there is a family behind it that thinks in terms of generations and is intrinsically motivated to act responsibly. The ecological challenges are real and the conditions at our companies are good. It would be a wasted opportunity not to continue along the path we have chosen.
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About the person
Since autumn 2024, Christoph Bichlmeier has headed sustainability management at the Moll Group. After studying economic geography and sustainable development, he spent several years working as a consultant, supporting companies in developing their sustainability strategies and preparing them for reporting obligations. For him, sustainability is essential to responsible action – in a private context just as much as in business.
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Stories
“Commitment matters.“
Sustainability Manager Christoph Bichlmeier sees strategic opportunities in reporting requirements. Here, he speaks about competitive advantages through trust and seemingly minor ideas.
What convinced you to take on the role of Sustainability Manager for the Moll Group?
“It was important to me that the Group’s leadership is intrinsically motivated to drive the topic forward. Xaver Moll said: We are a family business; we think in generations …
… He emphasised that they are fully aware that, in terms of sustainability, they are not yet where they would like to be. That convinced me. Many companies would prefer to present themselves as further advanced than they actually are. What matters is commitment.”
“We have strong foundations, as most of our products have always made a positive contribution to the environment and to society – long before sustainability became a widely used term.”
“In Switzerland, there is a building that was painted with Keim more than 100 years ago. Such durability in a mineral, nature-based product is hard to surpass in terms of environmental responsibility.”
Where do you see the key challenges?
“We too still have considerable work to do when it comes to decarbonising our manufacturing processes. Our subsidiaries are already making convincing progress in this area, for example by installing photovoltaic systems on production halls.”
Why are the new reporting requirements an opportunity?
“As the Moll Group, we can only benefit from greater transparency and comparability, as we have a great deal to offer in the field of sustainability. This will also provide us with competitive advantages.”
“We should always keep an open mind, even when suggestions initially appear small or insignificant (…). Across the breadth of the Moll Group, this creates a powerful lever for change.”
To ensure the highest quality in the finished railway sleeper:
Leonhard Moll Betonwerke carries out comprehensive safety tests at every location.
Incoming goods inspection: cement, chippings, prestressing steel - everything is inspected in detail. Fresh and hardened concrete tests ensure the correct consistency and strength.
"Concrete sleepers are the backbone of the railway network and the transport revolution. It is a high priority for us to make your production more environmentally friendly too."Andrea Benincasa, CEO of the LM Betonwerke Group
Since 1994, the Moll Group has funded scholarships through its foundations. As part of the "Deutschlandstipendium", it now supports students who distinguish themselves through outstanding academic achievement and social engagement.
In addition to study places at the TU and LMU, we also offer young people help with everyday life - from places in halls of residence to subject-related internships with us or one of our partner companies.
In September 2025, students at the LMU received new scholarships, and in January 2026, scholarships were awarded at the TMU. All the best for the future!
"This exchange with the students is always a great pleasure. For us as the Moll Group, it's about taking responsibility - for our past and for the future." Günther Weiß Managing Director Moll GmbH & Co. KG
"As a leading specialist in mineral building protection, we are committed to a future worth living. Cradle to Cradle Certified® confirms that we are already doing justice to this with the vast majority of our products and system solutions." Rüdiger Lugert Managing DirectorKeimfarben
... Building construction and building technology, fire protection in shipbuilding, steel and aluminium industry, electrical and gas heating industry, fireplaces and tiled stoves, and much more.
