Challenges
Environment
Reduction CO2 emissions
Limitation of energy use
Transition to green energy
Recycling of resources and materials
Waste management
Social
Wellbeing of our employees: reduction of tress and risk of burnout
Diversity: increase diversity in the company by reaching minorities that are not reached by our current job offers
Employee engagement: increase the engagement of our employers to the company after three years of Covid19 where presence in and connection to the company was limited. On the other hand the chances Covid 19 offered by organizing flexibility and telework cannot go lost.
Learning and Development opportunities: Organizing learning opportunities to help develop individuals in the company.
Community Engagement: contact local organizations to develop local engagements and widen these engagements.
Actions/SMART Goals (Specific, Measurable, Achievable, Relevant and Timebound)
Environment
Reduction CO2 emissions
Quick wins:
Verify tension of the tires and state of the vehicles on a regular basis in order to reduce fuel consumption and emissions. This will be instructed to the mechanic.
Combine transports as much as possible and avoid empty transports to a maximum, with the aide of the planner of our software program and the vehicle track and trace system. This needs to be realized by the dispatcher.
Long term:
Further electrification of our fleet as per the technical, financial end economic opportunities. Each new vehicle bought that is not electric, will need to be motivated why not.
As of 2026, Transworld will use the FIDI world favor program to monitor the yearly CO2 emissions of the company.
Limitation of energy use
Quick wins:
All staff will be instructed by the Operations Manager to switch off all appliances at the end of the work day. If a room is abandoned, the lights need to be switched off.
Transition to green energy
Long term:
Photovoltaic solar panels have been installed and an electrical driven airo/heating system has been installed. This is to be used preferably above the normal heating system that works on fossile fuel. In cold winter days the electric system is for now not sufficient though.
Possibility of extra isolation needs too be examined.
Recycling of resources and materials
Quick wins:
All used packing materials that can be re-used, is separated and is kept in a dedicated part of the warehouse, to be used in local moves of upon request of the clients. The warehouse manager will supervise this.
At this moment about 80% of the used packing materials is recyclable. The Operations Manager will check each new order with our supplier for workable alternatives for the remaining 20%, and will choose for the recyclable alternative if this alternative guarantees the same protection as the currently used materials, at a price that allows us to remain competitive. The outcome and prospects hereof will be reported to the management in the yearly sustainability report.
Wooden crates that are still in good shape, are kept apart to be re-used.
Waste management
Transworld International has a tradition of separating the different waste flows, and limiting the amount of general waste to a maximum. All waste needs to be separated in several categories, in order to limit waste disposal as much as possible, and promote recycling as much as possible.
The different waste categories are:
Paper and carton
Plastics and general waste
Wood
Electronic appliances
Used oil
Empty or broken batteries
Metals
Tyres
The Operations Manager and Dispatcher supervise that waste management is conducted correctly.
A more strict control on sorting out the several types of waste, as well as creating awareness thereof with our employees, should result in a reduction of the part of plastics and general waste in our overall waste flows.
To monitor this, a yearly report of the different waste flows is being kept.
Social
Wellbeing of our employees: reduction of stress and risk of burnout
Absence due to stress and burnout has become one of the most common reasons for absences in private companies. Transworld has also recognized the importance of measures to limit this risk, resulting in Transworld having had zero absences due to stress or burnout in the last 5 years. It is however important to remain vigilant, and the internal prevention advisor at Transworld will launch a campaign in 2026 for the staff to help them recognize the symptoms of stress and burnout in time, and explain which precautionary measures can be taken by themselves, in cooperation with the company, as well to which professionals they can turn to if needed. Transworld International has had a fall-out of 0% of our employees due to stress or burnout, and our goal is to maintain this record.
Diversity: increase diversity in the company by reaching minorities that are not reached by our current job offers. The Operations Manager will work with the external advisors of VDAB, Actiris and Forem to determine how these can be reached.
Employee engagement: increase the engagement of our employers to the company.
Transworld focuses on personal engagement, through effective communication and people management. We promote transparent, ethical and supportive leadership. Courses for coaching are being offered to all crew leaders. We also establish formal and informal recognition mechanism, through a daily premium system, and formal individual evaluations. Our staff is also encouraged to communicate remarks, complaints or suggestions directly to the management.
Transworld also offers flexibility to our white collar workers through putting a framework in place to organize telework where needed and requested by our staff.
Learning and Development opportunities: Organizing learning opportunities to help develop individuals in the company. This will be done by the Operations Manager. The goal for Transworld International is that by the end of 2026, at least 90% of its staff, will be able to follow trainings, courses, etc... as per their needs and desires, for at least two working days a year.
Community Engagement: contact local organizations to develop local engagements and widen these engagements. A fixed yearly budget is being reserved for community engagements, like local youth organisations.
Accountability
The current sustainability program is monitored by the Operations Manager.
A review of the current program is foreseen for December 2026
Overijse, 26 December 2025