Moratis, L

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Sustainable change. The state and face of sustainable business in Belgium (cases)

Breda University of Applied Sciences Portal

Sustainable changeThe state and face of sustainable business in BelgiumInSustainability in practice: 9 lessons, tips and suggestions1. Make a list of existing initiatives (if any), such as the use of sustainability frame-works and standards and employee projects. 2. Define the sustainability strategy. Make sure it’s aligned with and integrated in the company’s dominant strategy (cost reduction, customer value, innovation) and identify the impact, risk and opportunities.3. Link sustainability to the company’s key values and DNA. This can be achieved by:• Looking at how much sustainability fits in with existing key values• Adding sustainability as a key value. 4. When implementing the sustainability strategy, select and focus on priorities and make sure that you get those right. 5. Formulate goals based on the priorities and define concrete milestones and per-formance indicators. That way you can monitor and evaluate progress. Regularly review these sustainability goals and the approach taken. 6. Ensure support for sustainability inside as well as outside the organization. You can do this by: • Communicating and starting a conversation with customers, suppliers and stakeholders  why sustainability is important to the company.• Demonstrating senior management support for sustainability.• Organizing community projects (preferably connected to your core business).7. Create an environment in which your organization and employees can learn about sustainability and its implementation. Organize internal trainings where you discuss and explain:• Why the company has attention for sustainability.• What the main priorities are.• How sustainability is organized.• How employees can contribute.• Sustainability dilemmas between people, planet and profit.8. Ensure a balance between a central direction and local initiatives:• A central direction ensures efficient decision-making on the strategic level and coordination of activities.• Local initiatives ensure a practical translation of sustainability to the different departments and functions, an increased level of support and involvement, and input for improvement from within the organization. Starting small and locally is an option. Later on, the initiatives can be brought together through an overall policy.9. Sustainability should become part of your organization’s culture and behavior. This takes times and requires patience. Emphasize it constantly and integrate it in your HR, employee objectives and remuneration schemes.The full report as well as the case studies are available at:www.antwerpmanagementschool.be/sustainablechangeContact: Eva GelukSustainable Transformation LabAntwerp Management SchoolEva.geluk@ams.ac.be88%Attention for sustainability48%  |  some attention for sustainability40%  |  a lot of attention for sustainability 8%Perceives itself as a sustainability leader48%Perceives itself in an advanced stage of sustainability43%Perceives itself  in a beginning  stage of  sustainability22%Sustainability  policy in place16%Sustainability  fully integrated  in the business  strategy13%Sustainability = business strategyTop-3 ecological activities: 78%  energy reduction72%  waste reduction42%  re-use/recycling/circular   economyTop-3 social  activities:64%  employee wellbeing51%  employability 44%  diversity in cultural  background Top-5 motivations for sustainability:50%  ethical choice37%  cost saving30%  making the organization   future proof29%  improving the image  of the organization28%  increasing employee  engagement and prideTop-3 effects of  sustainability:42%  improved company   image 41%  cost reductions 34%  increased employee  engagement and pride 293responsesStakeholder representing most important barrier for implementing sustainablity: internal: EMPLOYEESexternal: SUPPLIERS, INVESTORS, FINANCERS, CUSTOMERSTop-3 driving factors  of sustainability:(scores on a 10-point scale)6.7  national and international  sustainability standards 6.6  law and regulations 6.4  employee engagementCompanies with attention for sustainability expect in the coming years:50%  somewhat more attention 20%   much more attention 6%  less attention Impact of sustainability on strategic decision-making:57%  growing 36%  same as now 7%  decline 49%  Flanders 24%  Wallonia 27% Brussels Capital RegionCan attention for sustainability within the company fade quickly? (7 = totally agree)4  Yes  3.7  Flemish companies  4.5  Walloon companies Awareness of Sustainable Development Goals:49%   not aware 21%   fully awareCompanies that currently have no attention for sustainability:62%  expect more attention in the coming years38%   expect no attention in the coming yearsSustainable changeThe state and face of sustainable business in Belgium1. Sustainability as ethical choice surfaces as main motivation for attention for sustainability, followed by reducing costs and future proofing the organi-zation. Attracting new talent is hardly seen as important motivation.2. Employees are seen as both main driving factor AND as main internal barrier for sustainability. 3. The sustainability commitment of companies is primarily inward-ori-ented on reducing operational costs and compliance oriented. It is least oriented towards product innovation and changing the business model.

Sustainable change. The state and face of sustainable business in Belgium

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Breda University of Applied Sciences Portal

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Breda University of Applied Sciences Portal

Breda University of Applied Sciences Portal

Breda University of Applied Sciences Portal

Breda University of Applied Sciences Portal