About Frank Koch
In a May 2025 interview, Koch described the European steel industry as being in a "structural crisis" with "many various input factors," adding that while the year started "a bit better" than the previous one ended, markets remain "back holding" and the way out "will not be easy." He stated that Swiss Steel's transformation program, SSG 2025, focuses on three pillars: sustainability, increasing productivity and cost competitiveness, and management and transformation of the group. Koch said the company aims to be "net zero on CO2 until 2038" and claimed it already has "five times better CO2 emissions than the world average of the steel industry."
In a 2022 interview, Koch described "green steel" as a concept derived from societal expectations for sustainable production and decarbonization. He stated that Swiss Steel uses 100% scrap in electric arc furnaces and differentiates itself by producing steel with "factor 5 less CO2 emissions over the entire production process." Koch noted that customers benefit from lower CO2 footprints in their supply chains and that the company has developed new steel grades requiring fewer alloying elements.
Source: AI-verified profile updated from Frank Koch's recent appearances.
Browse all interviews →
Transcript (10 segments)
I
Interviewer0:03
From CEO of Swiss Steel Group, good morning. European steel is in a period of great transformation, both structural and in the market. So is Swiss Steel Group, which has responded to the changing economic conditions with a strategic roadmap called SSG 2025. What are its goals?
F
Frank Koch0:33
Thank you very much for the kind introduction. You are completely right. I took over responsibility in Swiss Steel Group over three years ago, and when we started the journey, we knew we had to transform our group. This transformation, combined with external challenges, led to the SSG 2025 program, which has three main pillars: sustainability, increased productivity and cost competitiveness, and group management and integration. We are transforming from loosely connected companies into a sustainable group using electric arc furnaces, focusing on products for future mobility and sustainability. This requires better cooperation and steering within the group. Ultimately, we aim for sustainable profitability to enable future investments, with Europe as a key market.
I
Interviewer2:11
How is the reorganization of the group proceeding at the European level, and what is the future of the Italian division?
F
Frank Koch2:21
Very good question. The transformation depends on people and strong teams. We are more than halfway through, having divested non-core businesses and reduced headcount from over 11,000 to about 7,000. We are integrating companies and improving cooperation. Transformation takes time and must adapt to current challenges. We have stakeholder support and a clear plan focused on business development, growth with customers, and consistent progress. Regarding Italy, we have a strong team with service centers and minor production, and we are happy with their development and connection to our production sites in Germany, France, Switzerland, and America.
I
Interviewer5:21
How has 2025 opened up, and how do you assess the current order book?
F
Frank Koch5:31
With over 20 years in the industry, this is the first structural crisis I've seen, driven by multiple factors. The year started better than the last ended, but we remain at low production levels with market uncertainty. Our products depend on investment and consumption in sectors like automotive, machinery, medical, and aircraft. We passed the deepest recession point, but recovery is slow due to structural issues. Europe needs changes in production chains. The order book reflects production volume and bullwhip effects; we are not happy with the situation but see gradual structural improvement.
I
Interviewer7:30
How are your three main divisions performing, and are there noticeable differences in the demand levels of the respective user sectors?
F
Frank Koch7:40
We have three divisions: stainless steel, engineering steel, and tool steel. Diversification helps but can be burdensome in a crisis. Stainless steel, produced in France and Germany, is performing best with strong demand in medical, heat-resistant, and automotive applications. Engineering steel, a mass product tied to automotive powertrains and general engineering, is under high pressure. Tool steel depends on investment in machinery and equipment, which is currently low due to uncertainty. Overall, stainless steel leads, tool steel is in the middle, and engineering steel faces the biggest challenges.
I
Interviewer9:51
European steel is investing massive resources in decarbonization. What are your goals and plans in the ESG area?
F
Frank Koch10:04
Thank you for the question. Sustainability is a key pillar of our strategy. We disagree with investing first without a business plan. Our goal is net-zero CO2 by 2038. We already have five times lower CO2 emissions than the steel industry average using electric arc furnaces. We were the first steel company approved by the Science Based Targets initiative, committing to reduce emissions by 4.2% yearly. Our plan focuses on recycling, renewable energy, and circularity in the first five years, with investments later. We balance ecology and economy, aiming to be a leading sustainable steel producer without billions in upfront investment, attracting customers through sustainability.
