What motivated BKB to seek out the CSRD program, and what encouraged you to participate?

BKB was motivated to participate in the CSRD program because they see sustainability as a necessity rather than an option. Jip emphasizes that while BKB is not yet mandated to comply fully with CSRD regulations, they anticipate such requirements in the future. By engaging in the CSRD program now, they aim to prepare proactively and avoid the pressure of last-minute compliance. The program also helps them to capitalize on opportunities that sustainability initiatives can bring to the company.

Consider viewing the CSRD as a valuable tool for driving progress and enabling benchmarking among organizations, fostering a competitive environment. This competitive atmosphere is beneficial because having clear metrics to compete against encourages continuous improvement. Use the CSRD not just to promote growth but also to ensure that every organization consistently strives to achieve higher standards.

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What strategies or plans did BKB put in place to implement CSRD, after the Kickstarter program ?

BKB decided to continue following the GRI standards while keeping an eye on transitioning to CSRD when it becomes necessary. Jip discussed these strategies with the entire management team as well as the board of directors, ensuring that everyone was aligned on the steps forward. They also engaged in practical discussions with OEMs and other companies about reducing carbon footprints and improving sustainability practices, though these discussions were more focused on practical actions than reporting.

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How do you think larger companies (i.e., OEMs) within your value chain could support BKB in implementing CSRD?

Jip believes that larger companies, particularly OEMs, could play a more supportive role by providing clearer, actionable guidance on their sustainability expectations. BKB faces challenges in complying with initiatives that demand significant resources but lack sufficient support from these larger organizations. While the initiatives are identified, the main difficulty is getting larger supply chain partners to drive actual sustainability transformations. BKB requires that any process or supply chain changes be regulated and accepted by its customers. For example, to meet customers carbon reduction goals, BKB is exploring recycled materials and reuse cases. However, these efforts often require formal approval from customers, which has been difficult to secure due to the procedural challenges.

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What advice would you give to other SMEs?

Jip advises other SMEs to view sustainability not as an obligation but as an opportunity. By integrating sustainability into their core strategy and making practical, incremental improvements, SMEs can not only comply with regulations but also enhance their business performance and reputation.

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Is there anything else you would like to add about your experience with our CSRD Kickstarter program or BKB's journey in sustainability reporting/CSRD?

Jip emphasizes that collaboration and teamwork are crucial for achieving meaningful sustainability outcomes. He points out that by integrating sustainability into the company’s strategic planning and setting clear, achievable goals, the process becomes more practical and engaging for everyone involved.