Because Willy Naessens Food – specializing in food distribution – is significantly different from the other four branches of the group, we decided to carry out two materiality analyses. We did everything twice: from interviews with internal and external stakeholders to developing and validating IRO (impacts, risks and opportunities) lists. Focus groups then assigned scores to the IRO topics.

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After that intensive process, we established the threshold for both analyses that determined which topics are truly material. The result? Two double materiality analyses that will underpin the group’s strategic direction.

The Willy Naessens Group has long been committed to sustainable business practices. For example, the group has already significantly reduced its scope 1 and 2 CO2 emissions, all concrete plants have zero discharge status, and the group measures and reduces the impact of its products using life cycle analyses.

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We are currently conducting two gap analyses to uncover areas for improvement. Based on these, working groups will define ambitious but realistic targets. By involving employees with extensive knowledge of the business practices, we will create a widely supported strategy and action plan.

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And that’s not all: together with the Willy Naessens Group, we will put the entire sustainability strategy on paper. And to bring that strategy to life, we will develop a powerful sustainability narrative, the tool to involve, inspire and activate stakeholders. All these steps fit into Willy Naessens Group’s ambition to be CSRD compliant by 2026.