Transparency report
2024

2024 was all about change. We sharpened our positioning and became the Headquarters for Marketing & Growth. In addition to our new image, we have reorganised our service portfolio, redesigned our processes and adapted our organisational structure.

We have strengthened the management of the agency by creating a Management Circle and a Creative Team Lead. At the same time, we have continued to invest in strategic and consulting expertise to make the agency more competitive and thus more successful in the medium term. Thanks to the positive development of the business, we were also able to expand the team to 24 people and bring additional expertise into the agency.

That was important. Because one logic still applies: Our sustainable agency model can only be successful if we are also economically successful.

We can only invest sustainably in social and environmental projects if we have a solid economic foundation. Revenues from client projects are therefore essential to ensure that all stakeholders - employees, society and the environment - benefit from our economic success.

We grew strongly in 2024, as reflected in a significant increase in agency fee income. This rose to EUR 953.21 thousand (+49%). At the same time, we worked 40% more hours than in the previous year. The team has grown to 24 people.

Profit-sharing totalled EUR 17,527 and was granted to employees in the form of payments or conversions. The amount is lower than in the previous year as the profit in 2023 was lower.

Overall, the positive economic development allowed for a significant increase in salaries. Female employees and those on lower salaries benefited particularly.

The proportion of women was 72% in 2024 (including freelancers). The lowest salary (converted to a full-time position) increased significantly more than the highest. The Managing Director earned 2.7 times as much as the lowest paid employee (full-time equivalent).

The average fees paid to our freelancers have increased even more since 2021. This is due not only to the increase in the number of hours commissioned, but also to the increase in fees. Again, the volume of work has been spread more evenly among female colleagues, who have therefore been able to achieve higher average earnings.

In 2024, we donated 6,400 euros to the Bel R! cultural festival. We have been able to steadily increase our donations in recent years, as they correspond to the increase in our fee income, 1% of which we donate to a social or cultural cause.

Another KPI of our business model is pro bono time. We are committed to dedicate 5% of our working hours to pro bono projects that make a sustainable social or environmental contribution. Last year, for the second year in a row, we met our target with a figure of 5.8%.

Last year, we reported that we would pay less attention to this KPI in the future, as our stakeholders do not place a high priority on this aspect of sustainability. However, we have decided to maintain our target, as we consider this to be an essential part of our social responsibility.

The picture is mixed when it comes to satisfaction: While we were able to increase the score for our customers in 2024, we saw a decline in the score for our employees. We attribute this to our reorganisation process mentioned at the beginning, as the decline was particularly noticeable in the first half of the year. The second half of the year saw an upward trend.

In 2024, our company's carbon footprint totalled 99.5 tonnes of CO₂e. The main source of these emissions was purchased products and services, which are directly related to our labour input. Higher emissions in Scope 3 resulted from increased work.

Due to the arrival of new colleagues, more team meetings and social events were held to promote a sense of community and facilitate networking. This resulted in a rise in lunch-related emissions, from 0.7% to 2.0%.

Fortunately, we have reduced our emissions in relation to turnover. Our CO₂e footprint per million euros of turnover fell from 31.1 to 25.5 tonnes, which is a positive development.

The table below shows a detailed breakdown of emission sources (note that Scope 2-1, 3-3 and 3-5 have very low kg values, which, when rounded, result in 'zero' tonnes of CO₂e). A detailed report is also available.

Over the past year, we have paid particular attention to our supply chain. Our aim was to identify potential environmental, social and governance (ESG) risks. Working with our partner IntergrityNext, we found that 33% of our suppliers are at medium risk and 76% are at low risk.

We are using the results of this analysis to discuss existing risks with our suppliers and define processes and measures to further reduce them.

From a business perspective, expanding our customer portfolio will be our top priority in 2025. To achieve this, we will further consolidate and expand our established structures and continue to make our service offering fit for the future. The expansion of our sales activities will play a key role in this.

Another milestone we are aiming for is successful recertification as a B Corp, as the B Impact Assessment framework will help us to further transform our business model in a sustainable way.

Do you have any questions or comments about our Transparency Report, or would you like more information? Please contact us through the usual channels.