‘Thanks to the strategy, everyone in the organization now speaks the same language’

Rebel helped OLX to develop a long-term strategy, starting with CSRD’s dual materiality analysis. Maxine van Grootel, OLX’s ESG Manager, shares insights into the process and how the strategy brings added value to the company.

Maxine, can you tell us about your role at OLX and why you decided to partner with Rebel?

“I’m the ESG Manager at OLX, focusing on making our organization more sustainable. As a marketplace for used goods, OLX plays a role in the circular economy. However, with the growing importance of ESG and new EU regulations, we need to consider more than just our environmental impact.

We realized we needed a long-term strategy, but the challenge was figuring out how to approach it. That’s where Rebel came in—they helped us design a strategy that aligns with the new CSRD requirements.

Previously, Rebel conducted an impact analysis for us, measuring the sustainability of second-hand products, and continues to do so. Their approach has always been collaborative and effective. We considered other partners, but Rebel stood out by focusing less on mere compliance and box-ticking, and more on embedding sustainability into our long-term vision.”

What did the process involve, and what stood out to you about it?

“We organized several roundtables and conducted interviews with experts from different areas within the company. The roundtables included about ten people from various customer units, and we took the time to explore topics in depth.

CSRD and DMA (the dual materiality analysis, which assesses both the company’s impact on the outside world and how external factors affect the company) are relatively new, and no clear framework existed yet. What impressed me was the flexibility to make adjustments as needed, always through thoughtful consultation.

With DMA, there’s a risk of reducing everything to numbers, but it’s ultimately a strategic process. Instead of distilling everything into an Excel sheet, Rebel ensured that we stayed focused on the big picture during the interviews, while also considering human factors.”

What did the dual materiality analysis reveal, and what new insights did it provide?

“The analysis gave us a clear strategic framework—a compass with four key directions: circular economy; economic opportunity – think about the affordability of second-hand products; trusted platform – fraud prevention, privacy and cybersecurity; and empowered workforce – DEI and talent development. This compass is already guiding our internal planning and prioritizing ESG themes more effectively. We now have a dedicated budget for initiatives aligned with these four pillars for the coming year, ensuring clarity and consistency across the organization.

Through the analysis, we also uncovered differences between OLX platforms in terms of their social and economic impacts. For instance, our real estate platform faces distinct fraud challenges, like scammers claiming ownership of properties, compared to the second-hand goods platform, where issues like counterfeit luxury items are more common.

Additionally, the economic benefits vary across regions—for example, addressing housing needs in Ukraine is very different from those in Portugal. Taking the time to explore these variations provided valuable insights into how we approach our social impact across different contexts.”

“As a sustainability manager, the circular economy is what interests me most. However, for other parts of the company, it became clear that our platform is also important as a way for customers to earn extra income through a ‘side hustle.’ This highlighted social aspects we hadn’t fully recognized before, such as the role of community support during times of war.”

Did Everyone Embrace This Approach Right Away?

“Initially, there was some resistance. People questioned why we couldn’t just move through the process quickly. However, being required to consider our impact on people, society, the planet, and finances brought new perspectives—especially in finance and legal. As the process unfolded, it became easier for them to accept the strategy. They recognized that it was grounded in meaningful discussions with all stakeholders. For employees focused on numbers, everything started to click.”

“Sustainability and ESG are often dismissed as ‘pet projects.’ But it was encouraging to see people across the company realize how deeply these areas influence everything we do. We work with online platforms, and the growing number of rules and restrictions is becoming more apparent. For instance, many were unaware of the fines Brussels can impose for failing to treat customers fairly online. That realization was a real ‘aha’ moment.”

“Our company is skilled at identifying risks, but now, more people are also recognizing the opportunities.”

CSRD is primarily about compliance with new rules. How Did OLX Ensure CSRD Compliance Without Just Ticking Boxes?

“It was a balancing act. On one hand, we wanted to engage meaningfully with people; on the other, we had to meet regulatory requirements. To navigate this, we involved an auditor right from the start. Their guidance ensured we stayed on track, which helped the process go smoothly.”

“At the same time, we kept our focus on the bigger picture. We didn’t want this to become a box-ticking exercise and instead recognized the real value of what we were doing. That said, without the introduction of CSRD, we probably wouldn’t have approached it on such a large scale. While we were initially hesitant, we’re now glad we did. The process opened our eyes to new opportunities, particularly in the social sphere, where we can make meaningful investments and add real value.”

What Surprised You?

“I expected people to feel pressured to participate, but the opposite happened. Thanks to the way Rebel facilitated the discussions, employees were genuinely enthusiastic. They actively engaged, shared valuable insights, and continued contributing even after the conversations ended.”

Being future-proof: The strategic benefits of CSRD

By Eleonoor Hintzen + 1 Published on 13 May 2024