Driving sustainability forward

In recent years, CEUSTERS has made significant strides in integrating Environmental, Social, and Governance (ESG) principles into its operations and 2025 marks an important milestone in that journey. We sat down with Paulien Geeraerds, ESG Implementation Manager at CEUSTERS, to explore the initiatives that are shaping the company’s sustainable evolution, both internally and across its client portfolio.

One of the most concrete achievements to date is CEUSTERS’ measured reduction in CO₂ emissions. The company’s third sustainability report, covering 2024 data, shows a total emissions decrease of 11.5%, with scope 1 emissions (direct emissions from company operations) dropping by an impressive 22.8%. “This drop is largely due to the electrification of our company car fleet,” Paulien explains. “In 2024, only 5% of our fleet was fully electric. By 2025, we’ve already moved to 30%, and that trend will continue.”

While scope 2 emissions (from purchased electricity) remain stable thanks to contracts guaranteeing 100% renewable energy, scope 3 emissions (indirect value chain emissions) are still increasing. “We currently include employee commuting, business travel, and a portion of renewable energy-related emissions in scope 3,” Paulien notes. “But our ambition is to make this analysis more comprehensive in the coming years.”

Beyond fleet transformation, CEUSTERS is also giving employees more choices in how they commute. In 2025, the company launched a mobility budget, allowing employees to exchange their company car for other transport solutions—including electric bikes, public transport, or even housing support if they live within 10 km of the office. Next to this, CEUSTERS also strongly supports alternative transportation within the organisation. “This shift has been well received.” says Paulien. “Already, nearly 23% of employees have taken up a leased bicycle, often combining it with train travel for longer commutes.”

While much of the ESG conversation historically centered on environmental metrics, Paulien observes a growing focus on the social dimension.

The close collaboration and shared responsibilities between CEUSTERS and all the stakeholders plays a strategic role in this shift, especially the relationship with our existing tenants.

One example stands out: Wijnegem - Shop Eat Enjoy, where CEUSTERS implemented a successful waste management reform. “We hired external waste coaches who worked closely with tenants, offering audits, workshops, and even individualized waste bag tracking,” Paulien explains. “The result? A nearly 15% increase in the recycling rate and 78 tonnes less residual waste per year.” The initiative not only improved environmental outcomes but also fostered stronger cooperation between CEUSTERS and its retail tenants. “It shows how social engagement —communication, coaching, collaboration— can directly impact environmental performance.”

This increased attention to the social pillar of ESG is also visible in our other departments of CEUSTERS. In the sale and leasing of office buildings, factors such as employee well-being, achieving at least an EPC label C, wheelchair accessibility, and flexible workspace design are becoming key decision-making criteria.

Though CEUSTERS is not required to comply with the Corporate Sustainability Reporting Directive (CSRD), the company considers it essential to lead by example. That is why CEUSTERS applies the Voluntary Sustainability Reporting Standards for SMEs (VSME) developed by the European Financial Reporting Advisory Group (EFRAG) as the reporting framework for its annual sustainability report.

To achieve this, ESG is not approached as a standalone responsibility but as a cross-departmental effort. Business units are actively supported in integrating ESG into their activities and in preparing comprehensive reports.

They also provide essential data that feeds into the company-wide sustainability report, ensuring that all information is consistent, complete, and aligned. This collaborative approach strengthens the link between day-to-day operations and strategic sustainability goals. “Our aim is transparency and consistency,” Paulien says. “This allows us to compare performance over time without constantly shifting frameworks.”

Despite the regulatory uncertainty surrounding CSRD and a perceived shift in political priorities across Europe, CEUSTERS sees no sign of waning ambition among its clients. “In retail especially, many landlords rely on ESG performance to secure financing. Sustainability remains central to property value.”

Whether through measurable emissions reduction, meaningful tenant collaboration, or industry leadership, CEUSTERS continues to embed sustainability into its DNA. As Paulien concludes: “We’ve come a long way, but the real journey is only just beginning.”

CEUSTERS has also solidified its commitment to sector-wide progress by becoming the first property consultant in Belgium to join the Belgian Green Building Council, a non-profit organization that promotes sustainable building practices by setting standards, providing certifications, and advocating for environmental, social, and economic responsibility in the built environment.