Sustainability becomes more pressing

2024 is the year when the European Union’s Corporate Sustainability Reporting Directive (CSRD), comes into force. Impacting some 50,000 of the largest businesses, this legislation requires these businesses to create an annual report where they detail what they see as the risks and opportunities arising from social and environmental issues, and on the impact of their activities on people and the environment.

These reports may then be used by investors, civil society organisations, consumers and stakeholders to have unprecedented understanding of the impact of a business. This has clear implications for investment and sales prospects for the businesses involved.

Crucially, the CSRD is expected to be expanded to encompass more businesses over the next few years. This makes it more important than ever that businesses undertake a detailed review of their environmental, social and governance (ESG) policies and performance. Undertaking these reviews and implementing meaningful change has never been more time critical.

When an ESG framework has been established, it must then be communicated both internally and to customers. Achieving understanding and compliance is central to the success of this type of initiative. So, getting a buy in from all stakeholders must be a priority from the very start.

Though it is worth noting that the removal industry is actually quite advanced in sustainability best practices and performances by comparison to many others.

Digital solutions ahead?

Whilst it’s good news on the sustainability front, an area where removals don’t fare so well is in digitisation. Even though a plethora of tools and services exist which could greatly improve the efficiency of the industry, uptake has been relatively slow.

Adopting new technology not only lets a business do more with less, but it also impacts sustainability and profitability. For example, tools which optimise the use of resources, such as trucks or containers; monitoring traffic patterns, cutting wastage and empty miles.

This also ties in with the expectations of the consumer market, with many expecting to be able to get a price, place an order and book a service directly online. Removal businesses need to ensure that they have the digital backbone to facilitate this type of service to make the most of the opportunities that sector offers.

It is also this digitisation which will allow businesses to take on smaller, individual consignments and remain profitable. Handing off these smaller ticket sales to a set of digital tools will retain service levels without compromising profitability.

The road ahead is uncertain

What does all this add up to? An industry in flux. Business models change, legislation develops, and technology grows against a backdrop of global instability and uncertainty. Expectations are that this fast moving, impactful change will continue and grow in the years to come.

So, what can removal businesses do?

According to FIDI, the answer is to evolve and become stronger. To utilise new technology, find novel approaches and to grow with the changes. As ever, it is the focussed, hard-working businesses which will survive.

Jesse van Sas, FIDI’s Secretary General, noted, “The challenges faced by the international moving sector mirror those of the broader relocation industry: volatile markets, disruption of the RMC model, and an increase in lump sum assignments. In this landscape, it’s essential for companies to think creatively and seize new opportunities. Enhanced cross-sector collaboration is more vital than ever, highlighting the significant role of industry associations like FIDI globally and ABRA locally.”

The FIDI State of the Industry Report 2024 is certainly sobering reading. But it’s important that we have these honest conversations and look at how, as an industry, we address the issues that they raise.

If you’d like to read the details of the FIDI report (this is just a summary), then you can download your own copy here.

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Earlier this year, PricewaterhouseCoopers (PwC) released the results of a survey looking at just this subject. Their survey looked at the status of employer’s mobility policy, with a focus on sustainability and the need to move to transport methods beyond the car.

Based on detailed interviews with over 30 companies of various sizes in different sectors, the results give a sober, clear-eyed perspective on where we are. They also highlight the two distinct approaches being taken by companies in Belgium.

Supercharging the move to electric

Of the companies interviewed, 60% had already adopted an electric vehicle (EV) only mobility policy. By moving to a zero emissions fleet, these companies are benefiting from the 100% tax deductibility scheme of these vehicles from the Belgian government. By comparison, CO2 emitting vehicles will see their tax deductibility drop to 0% by the end of 2026.

This makes the move to EV not just a sustainable choice, but a business case. Such a strong tax benefit has a profound impact on the Total Cost of Ownership (TCO) of such vehicles.

It’s not a surprise then, that of the remaining companies, 83% plan to make the change to EV in the near future.

One country, two directions

However, it’s not all plain sailing. There are two distinct approaches to mobility policy in Belgium: early adopters and skeptics.

The skeptical businesses are taking the Total Cost of Ownership (TCO) approach with their decision making. This is hampering the adoption of EVs, with only 30% of a fleet being electric where TCO methodology is applied.

By comparison, the early adopters have an 80% fully electric fleet, with the remaindered including technology such as hybrid cars.

So, why the disparity? It comes down to how the change is being managed and implemented within the business. Early adopters are taking a proactive approach to transitioning their teams. Events and opportunities are made for employees to learn about EVs and their implication from the company. Skeptics rely on the interest and initiative of the employee to seek out information on changing to low-emission vehicles.

Charging up the team

Irrespective of the approach being used, 100% of companies provide charging infrastructure at home and the office for employees with EVs. They also cover the charging fees when needed off-site as well.

This includes the installation of charging stations at home by many employers. Though, interestingly, skeptical businesses are more likely to pay for the installation than early adopting businesses. The impact of this cost can be offset by the emergence of leased charging stations, which are an increasingly common option across Belgium.

On your bike…

The change in mobility policy extends beyond EVs, however. In 2018, the Belgian government introduced the Federal Mobility Budget, with the aim of moving people out of their cars and on to bikes or public transport.

This budget contributes towards the cost of bicycle leases, purchases, and public transport costs. It can also be used to give a tax-exempt reimbursement of mortgage or home rental costs. The latter is proving very popular and the easiest to administrate.

The use of the Federal Mobility Budget is higher amongst the early adopting businesses. They are embracing a policy which uses many different, financially supported transport methods to make their business more sustainable. Known as a multimodal mobility policy, this approach leads to more flexible options for employees which increase the effectiveness of the initiative.

Skeptical businesses, who are still in the process of justifying EVs, mostly miss the opportunities which the Federal Mobility Budget and multimodal policies present to their budget and employees.

Not all good news

Whilst the transition to more sustainable mobility is key, there are risks in doing so. Risks which many companies seem to have not yet considered.

PwC highlights, for example, that whilst the tax deductions for zero emissions are great now, there’s no guarantee of how long they will continue. If a company has a large fleet of EVs, then any shift in government policy away from the 100% tax deductible status for these vehicles could have a large impact on their bottom line.

Similarly, the complexity which the Belgian government is building into their policies can be painful for business operations. A current example is the reimbursement of charging fees for employees. Many companies are paying an average cost based on electricity prices published by the electricity market authority CREG. This makes these payments relatively simple to work out. Unfortunately, this is illegal. The Belgian government wants companies to pay back their employees exactly what they paid. This is a time and administration heavy exercise which is an additional cost the business will have to bear.

For companies large and small, it’s clear that the time to update your mobility policy is now. Not only to bring it in line with your sustainability goals, but, with the tax breaks available, to save both your business and your employees money. But be mindful that both the tax benefits and the Federal Mobility Budget are transitional benefits designed to cover the next few years only. It’s therefore prudent to build in regular reviews of your policy to ensure that it is the most effective solution for your business and employees going forward.

If you’d like to read more on the PwC survey, you can find it here.

 

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A quick history lesson.

As a port city with records showing cargo and passengers using the city back to the 12th century, Antwerp has a long, and varied history as a centre for business. The city is world famous as a hub for the global diamond, with the first diamond being cut in the city in 1476. This led to the city’s Diamond Quarter, which traces its roots back to the 16th century. To this day, this area features cutters and dealers in the world trade for these precious stones.

But this isn’t Antwerp’s only industry. Around the same time as the diamond trade bloomed, so did the fashion industry. The city was also heavily involved in the import and refining of sugar during the 16th century, and established its first petroleum refineries in the 1920’s and 30’s.

As with any port city, the shipping industry attracted a wealth of related businesses including import and export firms, banking establishments, insurance companies, and commission agents. The city also developed an impressive onward transport system, including road-haulage businesses and railway companies.

Now the second largest port in Europe, the Port of Antwerp-Bruges is a crucial link in the global supply chain, but how will it stay that way?

Tomorrow’s technology, today.

Antwerp has come a long way since the first cargo ships arrived. As industry and technology has developed, the city has remained at the cutting edge of innovation. This extends both in the businesses which call it home, but also in the services, and facilities used within the city.

The Port of Antwerp-Bruges remains central to the life of the city. But how it operates now is vastly different from when it was founded. The port is now a global example of what can be achieved by integrating modern technology with fresh thinking.

At the heart of the port is the Antwerp Port Information and Control System (APICS) which monitors and coordinates everything throughout the port in real-time. But how? With a range of next-generation technology including high speed 5G networks, drones, smart cameras, and smart sensors. All of this works together to give unparalleled command and control to the port team.

But what comes next? Well, the port also includes The Beacon, a business centre with a focus on creating revolutionary maritime, city and business breakthroughs. With over 100 businesses in the facility, it’s a vibrant centre of innovation.

For the healthtech and medical industry, Antwerp already offers world-beating facilities. Within the city, we have the Institute of Tropical Medicine, Vaccinopolis at the University of Antwerp’s Drie Eiken campus, and 28 hospital campuses. This has already attracted many in the sector to setup here.

Some of these can be found at Antwerp’s health hub, Dunden. This location is home to more than 50 digital start-ups, giving them premises and expertise as they move into their scale-up phase.

Businesses within the city are working in many diverse fields, but one of particular interest is smart health. This is less one solution and more a range of complementary technologies and ideas aiming to improve health care for all. Current areas of development include integrating digital flows within hospitals and remote digital healthcare. By making better use of existing patient data and processing it with new technology, such as AI, care planning, diagnosis, and service management can be greatly improved for all.

Antwerp is also home to Europe’s biggest integrated chemical cluster, the second largest worldwide. With innovation hubs such as BlueChem, the city provides everything you need to help your business grow from concept, through start-up, then scale-up to maturity. Such is the city’s commitment to future technology and supporting a future proof chemical industry, that Antwerp was recognised for its commitment in the worldwide fDi Strategy Awards in 2024, achieving second place for strategy.

Current innovations include  @C, a CO2 reduction project initiated by the Port of Antwerp-Bruges. This ground-breaking carbon capture, utilisation and storage facility was made possible through the collaboration of seven leading chemical and energy companies: Air Liquide, BASF, Borealis, ExxonMobil, INEOS, Fluxys and Total Energies.

“At our BlueChem innovation hub, the physical presence of major companies such as ExxonMobil and Ineos is very important. That’s how we forge connections between start-ups and the chemical industry.” – Barbara Veranneman, Chairwoman at BlueChem

…so, what about Expats?

So, what does all of this have to do with ABRA? Innovation comes from fresh perspectives and new experiences, and one of the most effective ways to do that is to bring in experience from outside. As new businesses are founded and develop within the city, they will need knowledge, experience, and talent, which is where expats come in.

By recruiting experts from outside Belgium, businesses don’t just get someone’s qualifications, but also their ideas and life experience. That’s why so many large companies recruit globally. Which is where our members  come in. So, if you or your business would like to join this exciting period in Antwerp, then our members can help you find a home and settle in.

If you’d like to know more about the companies, facilities and benefits of Antwerp, we recommend that you check out the ‘Business in Antwerp’ website here.

 

 

 

 

 

 

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Whilst there is little data on mobility by race or ethnicity, we can say that only around 20% of expatriates are women. This may stem from the expectation that women are the primary care givers within a family, but it highlights that businesses may not be doing enough to enable women to take advantage of opportunities, irrespective of their domestic situation.

It is unsurprising then that a Deloitte survey found that only 10% of global mobility teams are active in DE&I discussions. Or that only 15% actively track DE&I data for global mobility. But with international experience having clear benefits for leadership skills, an opportunity for more diverse leaders is being missed.

So, what can you do to bring the global picture in-line with the local one? How do you ensure consistent experience and standards throughout your business? And why does it matter?

Benefits of DE&I.

From cultural to neurodiversity, a varied team with different characteristics, identities and experiences can be a big business win.  Not only does it allow you to access a larger talent pool, leveraging the expertise of a diverse workforce can increase innovation by up to 20% according to the World Economic Forum.

Another important reason to incorporate DE&I initiatives is that they align with the UN’s Sustainable Development Goals, as well as support your Environmental, Social and Governance (ESG) programme. It’s all connected…

We all want to be an attractive employer, and DE&I is a great way to improve your reputation.

Get some figures.

So, where to begin? The first place to start is to actively track DE&I information through your global mobility programme. This provides a clear starting point and give you a deeper understanding of how your company is performing.

This can often be one of the most daunting steps to take. But it does present an opportunity to start a dialogue with your internal teams to get them onboard at an early point.

Focus on outcomes, not actions.

All too often DE&I has been reduced to a series of checkboxes which, when complete, means that the job’s done. Right?

Well, that’s often not the case in the places it matters. With the people on the ground.

Once you have data of where your business is, the next step should be where you need to go. What SHOULD your global mobility proposition deliver? Which groups within your business are underrepresented within the expatriate cohort?

Asking questions like this will start to give you an appreciation of who is currently being left behind by your programmes and therefore who needs your help the most.

With that established, it’s time to engage with those groups within your business. You need to understand what blocks, real of perceived, are stopping them from taking these global positions and how you can help.

Build it in.

With what you plan to do and who for established, it’s time to break that down into steps, and integrate that within your business.

This will require that you work to deeply connect both your global mobility and DE&I processes from a top-level down. Establishing then refining policy frameworks and procedures which will ensure the successful delivery of desired outcomes.

You will need to ensure that this isn’t done solely as an HR directive. The Global Mobility teams within your business, and any third parties who you work with, will have invaluable insight and experience. By developing this aspect of your DE&I strategy in this way, you give it the greatest probability of long-term success by listening to those doing the job at a local level.

DE&I Training & Integration.

This isn’t as simple as getting your global mobility team on a course. They should be having those already.

We’re talking here about the teams where expatriates will be arriving. DE&I is not a global standard, it is a highly localised concept with members of the same country in different countries having wildly different expectations. Without care and thought going into this aspect of a relocation, problems can easily be built in.

So, ensuring a global level of best practice and training all members of your team to that standard is the first step. It is also wise to develop a programme to help new arrivals settle and integrate both with their new colleagues and new home. This can include assigning a local “buddy” within the office for each expat, arranging social events, and giving localisation, as well as language training.

Communication.

With all of this in place, you need to let your team know. Be clear where global mobility schemes have been unsuccessful previously and what you are looking to achieve now. Then ensure that you clearly let the target groups know that these opportunities are for them.

A good communications drive should be about letting members of your team know what they can be doing and how they can do it. Crucially, you should also address the common concerns and issues which under-represented groups raised to you previously. Acknowledge that these have been issues, then explain how they’ve been fixed.

Finally, book in a timeline for where and when feedback will be sought on the success of this new DE&I initiative. Make space and time to review how this is doing and then to refine what you’re doing even further.

For too long DE&I has been disconnected with global mobility programmes. In leaving it out, many will have missed out on invaluable life and professional experience. But, with care and by listening to those affected, we can ensure that this is no longer the case.

If you would like support in improving your global mobility programmes, especially with the relocation and integration of expatriate staff, then ABRA members can help.

 

 

 

 

 

 

 

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Well, the first step is to build a plan of action to make your business a sustainable service provider. However, knowing where to start can be a challenge.

Thankfully EuRA, in collaboration with the Coalition for Greener Mobility, has produced a new white paper covering sustainable development goals for Destination Service Providers (DSPs). This includes details of the framework DSPs should use to develop and meet sustainability goals in all areas of their business.

The aim is to help you create your own Environmental, Social and Governance (ESG) programme. It will help your business look beyond financial goals and begin to develop value within society. Part of this includes considering then managing environmental sustainability and social responsibility issues. An effective ESG programme should also describe how you monitor and review your performance and manage your business.

We recommend that ABRA members develop and adopt an ESG programme as a matter of best practice. To get you started, here are our top take aways from each section of the EuRA Sustainability White Paper.

Environmental Sustainability

A good ESG programme should be built into the fabric of your business. Your environmental planning should consider every operational perspective of your business, from the office to service delivery.

Within the office, consider:

  • Power suppliers – choosing suppliers who provide renewable energy has never been easier. This will have an instant impact on your business’s carbon footprint.
  • Paper consumption – the world has never been more digital. It’s worth taking the time to see which of your business practices can be taken fully digital. Moving away from printing unnecessarily will not only protect natural resources, but also save your business money in paper purchases and storage solutions.
  • Training – Ensuring that your team is fully up to date with business policy and best practices will help minimise your carbon footprint.

Service delivery can also have a strong impact on how sustainable your business is:

  • Work with the right people – ensure that you’re working with other companies who share your sustainability goals. If they don’t, provide them with guidelines covering your requirements and support them to become compliant with your needs.
  • Help your assignee – Providing information on public transport, sustainable power suppliers and recycling options will help your assignee start sustainably.
  • Consider how you move – Is it possible to use public transport or even to cycle for your team? Can service delivery occur at the weekend when traffic may be lower? By being conscious and minimising use of fossil fuelled powered vehicles, you can cut carbon emissions and save money.

Social Sustainability

The social side of an ESG programme is where you consider how your business impacts wider society. We’re not just talking about the environment though, this is also about the wellbeing and quality of life of customers, assignees and suppliers.

By considering what impact your business has on the lives of others, you can quickly develop a plan to be a positive force within your community.

  • Take care of your team – look at ensuring your team has a positive work life balance, that vacation means time off, not less calls, and that stress is kept to a minimum. You should also ensure that you’re providing an environment where your staff can develop skills and feel fairly compensated for their time.
  • Financial transparency – create and enforce equal pay and payment best practice policies. Also allocate annual budget to train your team and to achieve the business’s ESG goals.
  • Bring your customers along – inform and educate your customers on sustainability best practices. Making your own ESG programme easily accessible and a prominent part of your messaging can help here too.
  • Encourage your community – by actively engaging with your local community, your business can be a force for good for all. This can take the form of charitable work, sponsorships, internships or encouraging employees to let you know what the business could be involved in.

Governance

All DSPs are subject to checks, best practices, areas of compliance, reporting and policies to ensure their ethical and legal operation. ESG governance ensures accurate reporting, transparency of operations whilst pursuing integrity and diversity within leadership.

Key areas to think about within your business include:

  • Compliance – consider the policies and practices your business needs to follow. This can include GDPR, anti-money laundering and anti-bribery policies.
  • ESG/Sustainability Advocacy and Ownership – The success of any far-reaching policy hinges on consistent implementation. Tasking one or members of your team to own and implement the ESG programme is a great step towards success.
  • Risk Management – it’s crucial that you consider factors inside and outside your own business. Completing risk assessment of suppliers, partners and your own workforce will give you a clearer picture of business vulnerabilities and ways you and others can improve.
  • Write it down – Your entire ESG programme should be documented and available. There’s no point in creating a policy unless everyone who needs it can access and use it.

If you’d like to read the white paper in full, you can request your copy from the EuRA website. The EuRA sustainability framework is a living document, so it doesn’t cover every possible situation. If you think something important is missing, we’d love to hear about it to get it added to future versions.

ABRA is working towards our own ESG programme, which we aim to have in place during 2024. Our Sustainability Committee will define the programme roadmap, and objectives. Once completed, we will pass this on to all members and make it available to all.

If you would like to help with this process, then members may join our Sustainability Committee. If you would like more information, please contact us here.

You also might enjoy EuRA’s Sustainability Training Series, an interactive webinar programme. To find out more, or to access the session recordings, visit EuRA.

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BUSINESS AS USUAL

The Paradox of Sustainable Mobility

The concept of sustainable mobility might appear paradoxical at first. After all, moving expats around the world involves flights, home searches, shipping of goods and all sorts of other activities great and small that create harmful emissions. Processing residency applications uses electricity, computers need replacing as they age, and what about those hyperscale data centres that keep us in the cloud?

Identifying the environmental impact of an entire value chain is a bit like identifying the length and thread count of a piece of string. Where does it begin and where does it end? How many fibres are entwined? Thankfully, there are organisations out there who will help you calculate everything from the product environmental footprint of the soft drinks your company fridge stocks to the impact of all those emails you are sending and receiving, should you be inclined to find out such things.

And indeed, with so much technology at our fingertips we can work effectively from pretty much anywhere in the world, so reducing global moves seems a quick environmental win. Why relocate at all?

I’d be preaching to the choir if I tried to explain the importance of global mobility to our loyal readership and how it contributes to creating successful, and indeed sustainable, teams. Yes, mobility incurs emissions, and yes, we must try and lower them in every way we can. But there are many ways in which we can do our bit for the planet without sentencing ourselves to a world in which all business is conducted by video link.

Net-Zero Emissions

It will not have passed you by that, especially in the wake of COP26, there is a lot of talk about achieving net-zero. Briefly put, a company achieves net-zero emissions when its activities and those of its value chain have zero impact on climate and help limit global warming to 1,5 degrees. It essentially means we are doing no further harm.

According to the Science Based Targets Initiative (SBTi), this can be achieved by assessing a company’s impact across three categories, or scopes. Scope 1 covers direct emissions: fuels used for production, vehicles, etc. Scope 2 takes indirect emissions into account, such as energy used for heating (or cooling) buildings and powering those laptops. Scope 3 involves emissions up and down the value chain, which includes all services and products bought or sold.

Achieving scopes 1 and 2 is (theoretically speaking) relatively easy if you’re in service delivery. It means banning use of all fossil fuels by introducing a fully electrified fleet and using renewable energy to heat, cool, and power your facility (and fleet). Achieving scope 3 is more complex, as we must start taking all activities into account.

Because what is the environmental footprint of updating beds, sofas, and curtains if you’re a serviced housing provider? What happens to your moving trucks when you replace them? What type of investments does your company pension plan make on your behalf? Is the paper in your printer fsc certified? What type of energy powers your local town hall? Your mobile provider? And how ‘green’ are the pigments in the crayons your students use?

How long precisely is your piece of string and what is your baseline measure?

Moonshot Missions

Suffice to say, there’s an awful lot to consider when it comes to achieving net-zero emissions. There are countless industry spearheads who are making great strides towards achieving net-zero and their commitment and efforts should be applauded and encouraged. But at the same time, we ought to take a broader view of sustainability. Not only does it make sustainability feel less like a moonshot mission, it’s also infinitely more beneficial to our planet. Because net-zero only looks at carbon emissions and there is so much more that threatens our way of life.

In just 50 short years, Earth Overshoot Day (the day each year upon which we have used up more resources than our planet has to offer) has shifted from December (1971) to July (2022). If we want to sustain today’s lifestyle, we need not one, but 1.75 planets Earth. In other words, we are depleting our planet’s resources faster than it can regenerate them. And that’s just our natural resources.

Biodiversity loss is accelerating at an alarming rate and is widely recognised as an even bigger threat than climate change. And despite the impetus created by movements such as #MeToo and #BlackLivesMatter, the daily reality is that socio-economic inequality remains on the rise. So, much as net-zero emissions must be achieved (and not just by way of carbon compensation programmes), it only covers a small part of the global solution.

Understanding Sustainability

It is perhaps important to revisit the definition of sustainability at this point. The dictionary tells us that something is sustainable when it can be maintained at a certain rate or level. It can fulfil the needs of current generations without compromising those of future generations. And this doesn’t just mean environmental sustainability, it means sustainable economic growth and a healthy, cohesive society too. But if we’re depleting our planet to the point that we need an Earth-and-three-quarters to fulfil today’s needs, then shouldn’t we be looking to give back more than we take? And this means giving back on all fronts, not just natural resources.

Back in 2021, Joeri Van den Bergh of InSites Consulting explained sustainability to us in words we could understand: “Sustainability becomes clearer when you divide it into three components: better for me (organic, natural, additive free, etc.), better for the planet (emissions, biodiversity, recycling, etc.) and better for society (fair wages, child labour, gender equality, etc.).”

UN Sustainable Development Goals

Sustainable Development Goals

This is where the United Nations’ Sustainable Development Goals come into play. The UN has identified no less than 17 interlinked objectives designed to serve as a ‘shared blueprint for peace and prosperity for people and the planet, now and into the future’. These Sustainable Development Goals, or SDGs, offer a roadmap to all the ways in which we can help contribute to a better world for all.

Belgium comes in ahead of the global curve on the SDGs. We have access to clean water and good sanitation; we enjoy quality healthcare and an educational system that sets us up for job opportunities and solid economic growth. Our cities and communities are becoming increasingly sustainable, with green parks replacing swathes of urban concrete.

There are all manner of platforms that help us reduce food waste, share bikes, cars and scooters, and we enjoy widespread access to public transport. We have access to clean energy (although the energy crisis means its affordability is debatable) and live in a peaceful nation with a fair justice system. Gay marriage is a legal right and women enjoy leading positions in both the private and public sectors (though equal pay remains an issue).

REGENERATIVE BUSINESS

The Positive Compass

We might have a lot going for us, but we face some major issues too. Anxiety and depression are on the rise, one in 10 children in Belgium lives in extreme poverty, and despite the so-called ‘betonstop’ ten football pitches of open space disappear annually. As a society, we need to challenge ourselves to not just do no further harm, but to restore, regenerate, and make the world a better place altogether. Businesses have an important role to play here.

Our September Member Meeting keynote speaker Niels de Fraguier introduced a dynamic and holistic approach to making change happen. The Positive Compass is a great way of making sense of what being an ethical organisation means. It details how you can be part of the global solution by becoming a regenerative business. Built on five key pillars – Purpose, Planet, People, Partners, Places – it helps identify key areas in which you and your organisation can start making a difference.

Take advantage of The Positive Compass’s free toolkits; they are invaluable if you want to become a purpose driven organisation that leverages business as a force for good.

Empowering Transformational Change

When we hold the Positive Compass pillars up against the SDGs, becoming a sustainable, regenerative business starts looking less like having to scale Mount Everest and more like trekking up Ben Nevis. Introduce volunteer days where team members give back to the community or clean up flyaway litter. Plant a Tiny Forest next to your office and give local biodiversity a boost. Add a beehive or two and replace the sugar in your canteen with your own honey (it’s healthier and doesn’t get more local than this). Introduce a great mental health plan for team members. Be an equal opportunities employer. Involve your team and brainstorm all the ways in which you too can become a more sustainable organisation.

The opportunities are endless, and it is up to you to take action. So that the next time you receive an RFP that requires clarification on your sustainability efforts, you’ll be able to say you are taking positive action to not only reduce your organisation’s environmental footprint but to improve the world around you. Of course, the impact of each individual business is different, and a shipping company will need to do more than introduce a butterfly garden in the office parking lot to offset the impact of shipping a container halfway around the world. We must each uncover our own baselines and build from there.

using business as a force for good

Sustainability Symposium EuRA Dublin 2023

Creating sustainability in mobility is a massive task and not one any one company can tackle alone. It’s why mobility industry associations EuRA, WERC, CERC, FIDI Global Alliance, IAM and CHPA have joined forces to create a Sustainability in Mobility Coalition. They have spent the past year working alongside each other to develop a pioneering approach to helping their members across disciplines achieve their sustainability goals.

ABRA, the Association of Belgian Relocation Agents, is proud to support their work as an Affiliate Coalition Member. If you are attending the upcoming EuRA Relocation Conference in Dublin this April, then be sure to join the Symposium on Tuesday the 25th to learn what has been done already and how we can implement best practices.

We hope to see you there!

 

 

 

 

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