In nature, everything is linked. No activity is environmentally neutral. Marc Lemaire (EcoRes, Groupe One) talks to us about regulation, the circular economy, 'spruce-style' companies and the laws of nature

The fates of humankind, the earth and the economy are closely linked. Nothing we do is without impact on our planet. "However, we have built our world upon the paradigm of separation, which has led to our current environmental situation: an abused planet, biodiversity under threat, excessive carbon emissions and toxic conventional agriculture" deplores Marc Lemaire, commercial engineer and agro-economist and social entrepreneur.

He refers to the limits of planetary resources within which humankind can successfully work and live: "This is a historic moment, but three have already passed, and we are heading for the cliff edge. We have never lost so many species, nor emitted so much CO₂ as we do now! Nevertheless, it is not too late to act, as long as we do so with the right attitude. Marc Lemaire: "We either remain indecisive, or we take responsibility for the state in which we leave the earth for our children, taking into account events such as forest fires in Portugal. Today's climate-related catastrophes are the product of our CO₂ emission rates in 1968!"

According to this logic of separation, it's as if we decided that it was OK for our activities to harm 'the other' with impunity, in this case the environment, resources, fauna, flora, and the earth that is our home. 

Collective, rapid change expected

For William De Vijlder, head economist at the BNP Paribas Group, it is clear that policy can reinstate unity and a connection to the market. The aim should be to encourage economic stakeholders to increase positive externalities through fiscal incentives such as subsidies, taxation or emissions trading, but also to impose standards and sanctions to reduce negative externalities.
Marc Lemaire, a pioneer of the green transition, would like things to move faster: "The Paris Agreement requires every stakeholder to make substantial efforts, but these are hard to monitor." That is only possible for big manufacturers, through agreements at sectoral level which require them to compensate for excess carbon emissions by purchasing green certificates intended to finance renewable energy development projects in the southern hemisphere."

Awareness is growing

Twenty years ago, were many of us truly aware of the consequences of our actions on the planet we will leave to our children? Many were still sceptical about the causes and extent of the damage. Today we have become more clear-sighted. This is an important breakthrough. The link to health is also becoming more and more significant. For example, endocrine disruptors (some can be found in bottles, plastics and inside cans) have been declared a health risk by the WHO. In addition, we have seen an increase in the number of patients suffering from asthma and cases of early puberty. Studies have been published on this topic for the past 15 to 20 years. Today, we have a better understanding of what is at stake.

What is expected of businesses?

These self-same opinionated citizens are also employees who are becoming ever more sensitive to the approach their companies are taking to the fight against climate change; an approach that should be long-term and to the benefit of all, from employees to shareholders and customers. Organisations are now expected to include CO₂ emissions, fine particles and social impact in their accounting and their financial balance sheet. A company's positive contribution to society is becoming a piece of data as significant as its figures and revenue.

Values such as those promoted by pioneers such as Exki have become a model for inspiration. However, according to Marc Lemaire, a law would ensure that the collective interest takes priority: "We need to take a sector-based approach. Coca Cola won't measure itself against an IT company on this issue, and a bank won't compare itself to Unilever. The leaders in each sector should be identified to determine the criteria they work to. Bionade is a lemonade that is manufactured in a fully organic manner, using 100% organic raw materials, and which contains no alcohol. Can their criteria be applied to the whole sector? If so, wouldn't it be a good idea to impose their best practices as the standard for all fizzy drink brands?" proposes Marc Lemaire.

Rubbish is transformed into a new product

Green transition shouldn't be a catch-all that encompasses CSR, a bit of green development and social responsibility. A growing number of company executives understand the importance of taking a sustainable approach, but the steps taken are still insufficient and unconnected. We now need to move onto the next stage and ensure a company's approach is structured around the core of its activities. The concept of a circular economy is gaining traction, and it's not just hype. Marc Lemaire: "We have successfully integrated the need to recycle. It's a nice step, but we are still on a linear path; an economic model that extracts minerals from the earth to meet its needs and then simply throws them away. We do the same with consumables."

We should therefore look to nature and draw inspiration from the laws dictated by common sense. Nothing is wasted in nature. Everything is recreated to be transformed. A living organism that dies will be recovered as nutrients to give life to something else. The cycles of life and death are closely entwined. Only humankind has created the idea of waste.

The circular economy, which is the opposite to a linear one, creates loops and strives to use industrial waste as part of another economic cycle. An example of this is the oil used for deep frying chips, which is no longer thrown away, but used for biodiesel production instead.

The separate management of biological and technical cycles is another basic principle of the circular economy. The inert components, such as the screws and bolts, can be extracted from a wooden chair and then separated from the living parts. The wood can be reintroduced to the biological circuit and live for another cycle. The aim is to give it as many lives as possible. The same can be envisaged for the bolts. Their life span can be extended by recovering them and multiplying their uses in order, in short, to produce less.

How can their lives and use spans be managed? By becoming the owner of the material and ensuring it is traceable as Unicore does. The company buys cobalt from the mines in Katanga and retains responsibility for it.
The service economy also has a role to play in this desire to share resources in a smart way. "I am not going to buy a car that my family and I only use occasionally, instead I am going to use a car rental service. Rental services are expanding into a growing number of sectors, but this has hardly been studied yet," adds Marc Lemaire.

What is the role of a bank?

A bank has an impact on everything, and its effects are mainly indirect as it supports all of its clients' activities. This confers upon it another responsibility. How does Marc Lemaire envisage the role of the bank in the future? "A financial operator has the capacity to make an enormous difference. Like a tree, a bank must be sustainable and a have a desire to live. But if it transcends this role and assumes responsibility as a guardian of the forest, it can promote biodiversity by favouring the birth of new species.

What if, in my forest, there were trees working to deplete the soil, which is degrading significantly? Marc Lemaire: "Imagine if, as a good manager, I decided to sort them by providing less financing to spruce-style companies that deplete the soil and by providing easier access to money for young shoots that want to grow. They are tomorrow's sustainable champions. This isn't something that can be achieved overnight, but in time it should optimise the structure of the bank's portfolio." In other words, banks also have a responsibility to choose how they distribute their energy, either to companies that power the sustainable economy or to spruces that harm the ecosystem.

How can we turn the constraints of the energy transition into a strategic opportunity? “With rigour and pragmatism,” says our partner Climact.

"We support and advise businesses so they can take action and achieve more climate maturity. This includes addressing climate-related obligations, such as the sustainability reporting required under the European Corporate Sustainability Reporting Directive (CSRD)," explains Jerome Meessen, Associate Partner at Climact. "We ensure they get real added value from this, the most tangible result being a reduction in their energy bills or improved resilience of their supply chain and customers in the face of the climate transition. Our approach is both rigorous and pragmatic. Rigorous because we base ourselves on figures and use standardised methods, such as the Greenhouse Gas Protocol, for calculating a company's carbon footprint, thus avoiding the pitfalls of greenwashing. And pragmatic because we always adapt to the company's reality. "

A 5-step process

So, how does Climact support businesses and public organisations?
Jerome Meessen: "Firstly, we help them understand the effects of climate change they are or will be facing. We do this by mapping opportunities and risks, such as flooding of a production site or the risks associated with high carbon prices. We also assess their current impact, i.e., the carbon footprint of their operations. The next step is their vision for the future, in which we define sustainability goals with them, referring to the international standards of Science Based Targets initiative where relevant. We then help them develop a detailed transition plan and implement it on the ground, allowing them to define the content and details of a green energy purchase agreement, for example. Finally, we provide support for communicating their commitment, in line with the CSRD requirements."

CSRD: burden or strategic opportunity?

Many businesses are subject to the CSRD, which enters into force this year, and its reporting process. “The directive aims to provide maximum transparency on how businesses manage their sustainable transition,” says Jerome Meessen. "The reporting focuses on environmental, social and governance (ESG) aspects. "This also allows stakeholders and especially investors to get an objective idea of the progress made, as well as a company's climate ambitions and its exposure to climate change risks."
“The CSRD sustainability reporting is a significant burden for companies,” adds Jérémy Robinet, who coordinates the partnership with BNP Paribas Fortis. "You must adhere to a specific methodology and standards, fill in forms, provide indicators... But it is also an opportunity to develop a solid, well-founded transition strategy that will benefit the company, including its reputation. Businesses can save time with our support, knowing that their reporting complies with regulatory constraints and that their ESG approach creates value and is meaningful."

Climact, a partner of BNP Paribas Fortis

Climact is one of several partners selected by BNP Paribas Fortis to support its corporate customers with non-financial issues. “At the initiative of the bank’s Relationship Manager, we meet companies who want to make progress in terms of their energy and sustainable transition, more specifically for their decarbonisation strategy and to draw up their carbon balance sheet,” explains Jérémy Robinet.
Gilles Roumain, Sustainability Program Officer at BNP Paribas Fortis who oversees the partnership with Climact, says: "The collaboration with Climact allows us to provide solutions to our customers, support them in decarbonising their activities, and continue to build our expertise on these decarbonisation issues. By offering this support, we also reduce our carbon footprint."

“The companies that the bank has referred to us come from all industries,” says Jérémy Robinet. "They are larger companies, e.g., with a turnover of at least 25 million euros or a complex supply chain. This partnership has already led to fifteen collaborations, including with garage door manufacturer RE Panels.

We initially assisted them with drawing up a carbon balance sheet in line with European CSRD requirements.  Management then realised the strategic interest of our work and asked us to perform more specific analyses by product and production site. This, in turn, allowed them to identify best practices. RE Panels really appreciated our approach. We calculated the cost, gains and investment amount for each carbon footprint improvement objective. They also commended us for our rigorous alignment with international standards, a key element to avoiding greenwashing pitfalls."

Since 2019, the bank has reduced its CO2 emissions per full-time equivalent by 55%. And according to Sandra Wilikens, Chief Human Resources Officer, everyone must play their part.

Between 2019 and 2022, the bank succeeded in reducing its CO2 emissions by 55%. So how did you do this?

"Mainly by focusing on the energy efficiency of our buildings, which account for approximately 80% of our immediate emissions. We also optimised our real estate and significantly reduced business travel. We settled on a structured approach involving all departments. Since 2012, our Green Bank Platform has gathered the contact persons of each department every quarter, allowing them to present an action plan with their initiatives. They then develop a series of KPIs on energy and paper consumption, business travel, the electrification of the vehicle fleet, waste management, etc. Because measuring is knowing."

The target was to achieve a 42.5% reduction in emissions compared to 2012 by the end of 2025. A goal we have since achieved. What else is in the pipeline?

"We have no intention of resting on our laurels until 2025. Because there is no time to waste if we want to be carbon neutral by 2050. Our new headquarters at Montagne du Parc in Brussels is a good example of energy efficiency, but there is still a room for improvement in the rest of our real estate. We will improve the energy efficiency of the various regional offices, install solar panels in more than 80 branches, and LED lighting will become standard in all our buildings. These efforts must allow us to reduce our CO2 emissions by another 7%."

How much progress have you made in terms of the electrification of your fleet?

"We are making a sustained effort to electrify our fleet, and I think we are on the right track. At the end of 2022, just under 30% of our fleet of leased company cars was electric – 100% electric and plug-in hybrids. In the third quarter of 2023, these cars accounted for 95% of new orders. This was largely due to the new car taxation. But for employers, it doesn't stop there. They must deal with a complex tax framework, including the reimbursement of electricity costs. Some of our staff members also face obstacles, for example, because they have difficulty accessing a charging station. I intend to organise a mobility roundtable this year. The aim is to bring governments, operators, start-ups and companies together. Because we have to move forward and are all in this together."

How do you ensure sufficient employee engagement?

"With a lot of communication. You need to explain what you are doing and why. That is the only way to get people to cooperate. We have a network of more than 200 EcoCoaches within the bank. The sustainability compartment of CBA 90 also inspires. We set six specific objectives each year. If we achieve at least three, all staff members receive a bonus at the end of the year. To date, this has been a success. We also have other incentives. With our “Green Fuel Consumer Plan”, we reward staff members who have a company car but use it sparingly. We are also launching many campaigns to promote soft mobility, such as walking, cycling and public transport. The decision to base our offices in cities is also positive. At the end of 2022, 79% of the employees working in Brussels used public transport to get to work. Outside cities, 60% of employees do this."

Finally, can you think of any issues that need to be addressed urgently?

"Digital pollution is often underestimated. To give you an idea: sending 100 mails emits just as much CO2 as driving twenty kilometres. That’s why we organise an internal campaign every year to raise awareness among our staff members and give them tips on how to reduce their digital footprint. Regularly cleaning up your mailbox, sending links instead of files, deleting outdated files: all little things. But if our 11,000 colleagues do this daily, we can make a big impact. Every effort counts!"

A subscription to build customer loyalty, reinvent yourself in times of crisis and buy better: Emna Everard saw that as exactly the right way to launch and maintain her Brussels-based start-up.

Born into a family of dietitians, Emna Everard knows what it means to eat healthily. "At the age of 12, I was already deciphering packaging labels. My dream was to open a supermarket one day where you could shop with your eyes closed", she recalls.

And because Everard has entrepreneurship in her bones, that’s exactly what she did. In 2016, just before the end of her university studies, she launched the “healthiest online supermarket on the market”: Kazidomi. Her standards are high, both in terms of composition and taste. Kazidomi selects products carefully, enabling its customers to buy healthy, mainly organic, plant-based products with complete confidence.

The loyalty programme

Six months after its launch, Kazidomi’s growth is accelerating thanks to the launch of its loyalty programme. A 59 euro subscription offering 20–50% discounts on all food, cosmetics or care products available online. Profitability and savings guaranteed.

This was followed by a first fundraising of €50,000 in 2017. Kazidomi is growing, expanding the size of its stock and developing its marketing. Everard hired her first two employees. Sales grew rapidly and literally exploded during the COVID-19 pandemic. "Consumers suddenly had time to think about their health and well-being and were doing most of their shopping online," she adds.

How did you reinvent yourself?

The post-crisis period was a turning point. "Kazidomi had to reinvent itself. We wanted to have financial stability and avoid any dependence on external resources," continues Everard. Together with her teams, she looked at their cost structure, operational efficiency and marketing. After these reflections, the aim was no longer growth at any price, but the company's long-term viability and financial health, thanks to an intelligent reorganisation.

Two acquisitions would subsequently enable Kazidomi to boost its growth, creating significant synergies: "Smart Fooding" in August 2022 and "Bébé au Naturel" a few months later, a business specialising in healthy products for babies and their parents. "With Bébé au Naturel, we doubled the volume of orders sent out," adds Everard. "This has allowed us to get a better rate from our carriers and reduce costs."

A responsive and attentive bank

As the Brussels start-up’s bank, BNP Paribas Fortis granted it three loans for its launch, between 2016 and 2019. This support came naturally, with Kazidomi’s commitments in terms of Environmental, Social and Governance (ESG) objectives perfectly aligned with the bank’s strategy. "We joined the BNP Paribas Fortis Innovation Hub programme and our relationship manager – who knew the start-up environment extremely well – was immediately enthusiastic and very attentive. He believed in our project, followed it closely, advised us to participate in a series of events to meet other players whose background and profile would be of interest for us," explains the Entrepreneur of the Year 2019.

But the support didn't stop there. "In December 2022, it was thanks to BNP Paribas Fortis, among other things, that we were able to acquire “Bébé au Naturel”. Start-ups like Kazidomi need a high level of responsiveness from their bank. When there is a company to buy, or another opportunity, things have to move fast. Analysis of the file, provision of funds: BNP Paribas Fortis has always been responsive and enthusiastic and has supported us in 99% of our requests," says the CEO enthusiastically.

Kazidomi is ready to change the world. Discover even more inspiring entrepreneurial stories.

Cosucra is investing in the decarbonisation of its production processes. Their focus is on using fibre and plant-based protein from chicory and peas for a healthy and less polluting diet.

Belgium’s Hainaut-based Cosucra has been operating since 1852. The company is quite small with 365 employees, but its activities have evolved over time. From the 1980s onwards, sugar beet processing gave way to chicory and yellow peas. Also, sugar was replaced by inulin and pea protein.

"Many families lack the time to put a fresh meal on the table every day. With our products, the industry can offer them easy, quick and nutritious meals," says Eric Bosly, CEO of Cosucra. "Nutritionists stress the importance of fibre and plant proteins for health, and such a diet has a positive impact on our carbon footprint."

New investors

To take their decarbonisation a step further, in 2023, the company launched a seven-year investment plan worth EUR 150 million. “We are keenly aware of the climate crisis, so we wanted to make this transition fast,” says Bosly. “That's why we brought three investors on board who share our values and are willing to commit in the longer term.”

Long-term relationship

Cosucra and BNP Paribas Fortis have a long-standing partnership. "The bank has supported us in expanding to Denmark and the United States. It's of great value to have the same contact person for setting up the financial structure of subsidiaries, opening accounts abroad, etc. We also meet regularly, which means we can count on the expertise of teams specialised in the food industry. Their macro vision complements that of our local account managers who know our business well."

Same market conditions

Cosucra’s efforts will result in a 55% reduction in CO2 emissions within three years. Yet, decarbonisation is just one of Bosly’s bold ambitions. "We are pushing for the same market conditions as animal proteins. Why, for example, is 20 per cent VAT levied on pea-based milk while for cow’s milk, this figure is under 6 per cent? Plant-based products are also more expensive because you can't achieve economies of scale due to the lower quantities required. If you consider all the “negative external effects” of animal products on human health and the environment, our sector deserves support until we reach a certain scale."

Change of mindset

The entrepreneur also laments how the retail sector uses meat as a decoy product, lowering its margins to offer consumers an attractive price. "In times of inflation, that price difference is all the more detrimental to us. This is why a change of mindset is essential. Nutritionists say that a weekly serving of just 200 to 250 grammes of meat is enough to get the nutritional benefits with no negative impact. But at the moment, most Belgians consume 200 grammes of meat per day."

Bosly also cites competition from imported agricultural products as an obstacle.

Cosucra is ready to change the world. Discover even more inspiring entrepreneurial stories.

"The European Green Deal aims to reduce inputs by half, leading to the ban of many herbicides, among other things. Farmers should be supported in this transition. And a company like Cosucra, which buys chicory and peas within a 200-kilometre radius, is not on an equal footing with strong Chinese competition."