myclimate: Mr Bärwalde, perhaps we should begin with: what does BVZ Holding AG stand for?
Jan Bärwalde: We are a medium-sized, listed company with around 700 employees. Our main activities are regional and leisure transport in the Swiss Alps, which includes the Matterhorn Gotthard Railway and the Gornergrat Railway. What many people don’t know is that along with our significance for tourism, we also fulfil an important function for the public – for example, for commuters and for access to remote regions. Our transport services ensure mobility in Alpine regions and are therefore a key component of the regional infrastructure.
myclimate: You have developed a comprehensive sustainability and ESG strategy. What was the trigger?
Jan Bärwalde: Initially, the motivation was purely intrinsic. We wanted to take responsibility – for the natural surrounds that provide our basis as a tourism service provider, and for the regions in which we are rooted. When we developed our own sustainability agenda, legal requirements also came into play – for example, the counterproposal to the Responsible Business Initiative. So we relaunched the process to combine both elective and mandatory elements.
myclimate: How exactly did you tackle the dense jungle of regulations?
Jan Bärwalde: With pragmatism, openness and drive. It was a huge advantage that we brought in external expertise to support us right from the start – with the dual materiality analysis, strategic alignment and CO₂ data collection. The latter was particularly complex because a lot of data was distributed across different systems. Thanks to the clear structure and support from myclimate, we managed to derive real added value.
myclimate: What exactly does your ESG strategy entail?
Jan Bärwalde: It’s perfectly tailored to us – not a copy and paste template. It is “our” ESG strategy that grew out of our conception of ourselves. We found the intensive engagement with the double materiality analysis particularly helpful. Our internal requirements, measures and targets, as well as the external view from our key stakeholders, were incorporated into the strategy and can be found in focal areas like resource-friendly use of materials, emission-free technologies, the expansion of renewable energies – including photovoltaics – and an ambitious CO₂ reduction pathway. We’re aiming to run our entire operations on renewable energy by 2030, and to reach net zero by 2050. But we also know that we can only achieve this with additional measures in which we take responsibility for unavoidable emissions – such as regional biodiversity projects.
myclimate: And beyond the environmental aspects – how do you embody social responsibility?
Jan Bärwalde: It starts with our employees. We want to be a fair, secure and attractive employer. That includes diversity, training, health promotion and flexible working models – especially in areas where traditionally few women work. We want to show that a female train driver is just as natural as a male train driver. We are also actively involved in our regions – through dialogue with the local population on construction projects, as a partner at events or through local value creation. We award around CHF 100 million in infrastructure contracts every year – often to companies in the region.
myclimate: What standards do you use for your reporting?
Jan Bärwalde: We are guided by the GRI (Global Reporting Initiative), ISAS (International Standards on Auditing), TCFD (Task Force on Climate-related Financial Disclosures) and the forthcoming CSRD (Corporate Sustainability Reporting Directive). Then there’s the United Nations’ Sustainable Development Goals (SDGs), five of which we are particularly focused on. The aim is transparent, resilient, manageable reporting that is aligned with the reality of our company – not an idealised image.
myclimate: What was the biggest challenge?
Jan Bärwalde: The dual materiality analysis and the data collection that is crucial for many parts of it. The first time, especially, it was a huge effort – in terms of both content and organisation. We had to rethink numerous internal processes and we came across systemic gaps. We now know that next time it will be a lot easier – because we know where the data is, who can deliver it and when we need it.
myclimate: What role did myclimate play in this process?
Jan Bärwalde: myclimate was strong in specialist knowledge, pragmatic and supportive. You guided us through the jungle of specifications, supported us in calculating a carbon footprint, and helped to structure the reporting process. And perhaps more importantly, together we have been able to work out where we stand – and where the journey goes next.
myclimate: What happens now?
Jan Bärwalde: The next step is to systematise and professionalise. We are aiming for even greater integration of ESG into our processes – for example, through standardised project valuations and central control. Governance is key here – we have an ESG core group that is managed by a coordination function that reports directly to the CEO. And you need top management. Without commitment from above, ESG remains a paper tiger. Our aim is to firmly embed sustainability in the organisation as part of the company’s DNA. With every project, every investment and every decision we need to be asking: what does this mean for our ESG goals? And, of course, we now also want to identify and advance ESG flagship projects.
Many thanks to BVZ Holding for their trust and the excellent collaboration.
Would you like to implement strategic, effective climate and sustainability reporting?
If you’re interested in professional development and implementation, we would be happy to support you – from the analysis to the finished report.