Strategy
Next generations require us to hand over buildings that provide clean air, clean water, protect the environment, help to manage waste, provide esthetic pleasure and physical comfort for a long time. They will hold us accountable too! Therefore sustainability becomes more and more a matter of risk management. How much risk do you take, socially and financially, by developing buildings that meet sustainability criteria insufficiently? This provides new challenges to developers of social real estate and with that obviously for suppliers of building materials. A challenge Descol gladly accepts ! We focus on implementing the consumption of renewable and recycled resources, limit our impact on climate change, avoid poluted waste water and development of solutions for efficient construction and maintenance of our infrastructure.
Descol strives for technology, cost and market leadership in clearly defined target markets in sports flooring. Descol aims to align its activities with recognized principles of sustainability.
The Sika/Descol sustainability initiatives affect the internal organization and the external environment. They are aligned according to a set of worldwide megatrends and encompass three dimensions: Market and Financial, Environment and Safety as well as Social and Ethical. Descol will continuously monitor its activities and its behaviour to meet obligations, find ways to improve the well-being of the organization, the environment and our people to cope with Descol's social responsibility vis-à-vis our shareholders, competitors, suppliers and the public in general.
Current Descol sustainability initiatives center predominantly on developing and promoting sustainable solutions for educational, sports and recreational facilities
- reducing consumption of energy and raw materials;
- reducing our impact on global warming;
- complying with acknowledged standards of Social Responsibility.
For Descol sports surfaces, sustainability means a process rather than a status, a journey rather than a destination.
