The ESG landscape has changed faster than most companies could keep up with. New legislation, shifting market dynamics and growing expectations from customers and financiers have moved sustainability from a voluntary effort to a strategic reality.
In this article we speak with entrepreneurs Lenny van Klink and Kees Kerstens, who founded Salacia Solutions five years ago. Their observations, experiences and outlook offer valuable guidance for companies, entrepreneurs and managers who want to look ahead.
How it started: a fragmented world full of good intentions
Five years ago, ESG was still largely a matter of improvisation. Companies collected data in separate Excel files without consistent methods or controls. According to Kees, there was simply no shared foundation: “Everyone interpreted ESG in their own way because there were no clear legal frameworks.” Organisations did their best, but reliable data was scarce and results were hardly comparable.
Lenny adds that urgency was limited. Companies joined voluntary initiatives, but there was little pressure to improve in a structural way. That changed abruptly when the first European reporting requirements were introduced.
With the arrival of CSRD and related regulations, the market accelerated quickly. Companies suddenly had to report in a structured way, auditors became involved and entire sectors started collecting data on a large scale. According to Lenny, it even triggered “a kind of ESG gold rush”. Many new players entered the market, from consultancies to tooling providers, and companies searched desperately for clarity.
Over time, the bar kept rising until recent legislative changes, known as the Omnibus, softened many requirements again. Opportunistic players left the market just as quickly as they had entered it. But Kees sees that as noise rather than a trend: “The underlying direction is clear. ESG is maturing and will become a structural part of decision making.”
A new phase: moving from reporting to steering
While the first years were focused on data collection and process set‑up, a new question is now emerging: how do you work with all that information?
Kees sees that many companies are only now starting to understand the real value of ESG data: “An annual report is not the end point. Companies want insights that help them make better decisions every day.”
Lenny notes that the question is shifting from “what do we need to report?” to “which insights help us move forward?” This shift opens the door to more practical and strategic use of ESG information.
Lenny and Kees point to four structural developments that will shape the ESG landscape in the coming years:
Accessible ESG management information
Organisations want ESG data to be as easy to access and analyse as financial data. This requires better dashboards, well‑structured data models and insights that are continuously useful.
More efficient data exchange in value chains
Suppliers are increasingly asked to deliver data but receive slightly different requests from every customer. Efficient data exchange across value chains will become essential.
ESG as part of financing and the strategic dialogue
Banks, investors and shareholders want clarity on risks, impact and performance. Companies that have this in order strengthen their position and build long‑term value.
One ESG dataset for multiple purposes, not only CSRD
In sectors such as Agri and Food, new standards like SBTi are gaining momentum. This increases the need for one consistent dataset that can support several reporting and customer requirements simultaneously.
These shifts affect not only large organisations. Small and medium‑sized enterprises also feel the impact, especially if they are part of international value chains.
Why ESG may feel less urgent, yet becomes more strategic
Many entrepreneurs notice that ESG sometimes slips down the priority list due to rising costs, geopolitical uncertainty or labour shortages. Lenny understands that reflex, but warns that it can create risks. “If you only act when you have to, you are often too late. Using ESG data helps you manage unexpected changes.”
Kees emphasises that sustainability is no longer a separate theme but a lens that sharpens strategic choices. This applies to large companies as much as to SMEs.
Entrepreneurs also find that sustainable efforts do not automatically lead to better terms or higher valuations. Lenny calls this a major challenge: “Some suppliers genuinely try to improve but are still assessed mainly on price. It is discouraging and slows innovation.”
According to Kees, the solution is integration: ESG should not sit in a corner of the organisation but be embedded in procurement, commercial strategy and operational management. This creates the ability to include sustainable performance in negotiations, margins and product development. Salacia sees that clients who integrate ESG data in this way are often the leaders in sustainability progress.
Our invitation to entrepreneurs
Most ESG professionals recognise the journey companies have taken in recent years: from ambition to reality, from setbacks to new insights. Lenny sees parallels with classic entrepreneurship stories. Obstacles are part of the journey, just like the need to stay on course despite headwinds. “The underlying trends have not disappeared. Consumers want more sustainable products, value chains face new risks and climate risks have not gone away. We must continue to adapt so we can respond effectively.”
Looking ahead means taking action before you are forced to. ESG is not an administrative burden but a strategic opportunity to future‑proof your business. Companies that invest now in insight, agility and collaboration will be better positioned in an uncertain market.
Kees summarises it well: “It starts with data. But it is ultimately about better decisions.”
And Lenny adds: “ESG is not a requirement. It is an opportunity to build long‑term value. Our company motto is ‘See your Future’. That is exactly what strong ESG data enables you to do.”
If you are curious how ESG data can help your organisation make better decisions, we would be happy to explore it with you.
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