Master Thesis : "Development of a sustainability strategy at Capra NV"

Abstract

Sustainability has emerged as a crucial concern for businesses worldwide, necessitated by the environmental, social, and economic challenges facing society. Companies are increasingly integrating sustainability into their operations and strategies, recognizing it as both a moral and strategic imperative for long-term success. This thesis focuses on Capra NV, an SME in the goat cheese industry, which is part of the larger French corporation Agrial. Since 2019, Agrial has been developing a robust sustainability strategy, accelerating its efforts in recent years with the establishment of an ESG division and a "Plan Climat" aiming for targets by 2035. Although Capra NV is not yet actively engaged in ESG initiatives, it must implement Agrial's strategy locally and comply with the EU Green Deal regulations. Despite its independence, Capra needs a strategy that aligns with Agrial, legislative requirements, and stakeholder expectations.

This study aims to develop a comprehensive sustainability strategy tailored to Capra NV's unique business context and objectives, addressing the main managerial problem (MMP). It also seeks to provide evidence for the necessity of a sustainability strategy specific to Capra NV (SMP 1) and demonstrate how such a strategy can enhance Capra’s overall competitiveness (SMP 2).

The methodology involves three major analytical domains. The first is a strategic analysis using techniques such as SWOT, PESTEL, and Porter’s Five Forces to gather insights into Capra NV's internal strengths and weaknesses, and external opportunities and threats. The second domain focuses on sustainability, mapping the external landscape through an examination of competitor actions, regulatory frameworks, and industry reports. The third domain involves a stakeholder analysis to understand their expectations regarding Capra’s sustainability efforts.

The findings from the literature review and analyses indicate that a sustainability strategy can significantly boost Capra’s competitiveness, particularly in the environmental domain where cost-reduction projects are identified. Additionally, the strategy can address some of Capra’s weaknesses and mitigate risks to its continuity.

By enhancing internal and external communication, maximizing subventions, and seeking partnerships, Capra can efficiently implement the sustainability strategy at a low cost while improving overall leadership within the company. However, challenges remain, particularly in calculating greenhouse gas emissions due to unreliable data gathering and calculation frameworks.

The author is confident that Capra NV can overcome these challenges, ensuring its long-term economic, social, and environmental viability.