For more than 14 years, Mourik has reported both on its financial performance, as well as on social and sustainability topics. To us this makes perfect sense as sustainability is engrained in our company's DNA. Even in light of recent developments relating to the European CSRD (Corporate Sustainability Reporting Directive), Mourik purposefully continues to adhere to an integrated approach.
Focus on impact
Mourik has been reporting on social and sustainable topics for years, in accordance with the GRI for the past 14 years. GRI is an acronym of Global Reporting Initiative, which sets out international guidelines for integrated reporting. Reporting according to the GRI is voluntary. Cora de Groot, manager Sustainability at Mourik: ‘We started doing this a long time ago because it is a recognizable reporting instrument. We also saw that our customers wanted to become more sustainable and required transparent information from us about our sustainability results.’
This approach suited Mourik to a tee, and it still does. ‘We are a family business. We take good care of our people and the world around us’, Cora explains. Mourik thus considers the upcoming European CSRD (Corporate Sustainability Reporting Directive) as an opportunity, rather than an obligation.
Cora: ‘The CSRD give us more insights, enabling us to make our operations more sustainable in a more targeted way.’
Auke Droogh, CFO at Mourik agrees with her. ‘What I like is that we are facilitating more connection between divisions, creating even more unity at Mourik. Together we make strategic choices with one goal in mind: to have sustainable impact.
Shared role for finance and sustainability
The finance department and the sustainability team are cooperating on this project. ‘There have been some differences along the way, but that's all part of the process,’ says Auke. ‘Ultimately, we share a common goal, which means we have to ensure that we all keep our eyes on the ball.’ He also sees companies that approach this process from a financial perspective. However, he is convinced that the joint approach ultimately generates more support. ‘We want to be a sustainable leader’, Auke continues. ‘To achieve this, you have to give people space and maintain a good pace.’
Recent developments relating to the CSRD – also known as the ‘omnibus’ – have not changed the company’s ambitions. Cora adds, ‘Even with the arrival of the omnibus, we will continue to work as we do: in fact, we are even more strongly focused on impact instead of reporting.’
‘The CSRD give us more insights, enabling us to make our operations more sustainable in a more targeted way.’
