• Interviewed 16+ stakeholders, from the CSO and BU leaders to operational directors
• 5+ working sessions with the Global Operations Sustainability Team
• Translated strategy into a concrete execution plan
• Developed an execution toolkit: OGSM, KPI tracker, leadership storyline
ofi is a global supplier of natural ingredients for the food and beverage industry, with more than 120 production facilities in around 50 countries. With Choices for Change (C4C), ofi has established an ambitious sustainability strategy, built around four pillars, including Climate Action. At the heart of this pillar are concrete targets: more than 50% CO₂e reduction in Scope 1 and 2 by 2030, and net zero by 2050 (SBTi-approved). The central Global Operations Sustainability (GOS) team has been tasked with providing global direction and governance on this.
But how do you do that in practice? Conversations with 16+ stakeholders, ranging from C-level to operational directors, showed that ownership was not always clearly assigned and budgets were often lacking. Although sustainability is firmly embedded in ofi’s mission and strategy, at the operational level it was not always seen as a core priority. And for many, 2030 still felt a long way off.
Our approach
Over a six-month period, we worked with the GOS team in three steps, moving from analysis to execution.
Step 1: Clarify what works and where the friction lies
We started by listening. In conversations with stakeholders ranging from the CSO and BU leaders to operational directors, we mapped out what was going well and what was blocking progress. No assumptions, but facts as the starting point.
"We knew where we wanted to go, but not exactly how we would get there. Been MC helped us move from ambition to a concrete plan. Pragmatic, together with the team, and focused on what is truly needed to accelerate. The result: clear choices, ownership, and a rhythm that now enables us to truly steer execution."
Susanne Folkerts, VP Sustainability & Environment
Step 2: Make choices and set priorities
In 5+ working sessions with the GOS team, we translated these insights into a clear direction. Not everything at once, but focus: which levers will deliver the greatest impact? Who is responsible for what? And how do you make that discussable with the business units?
Step 3: Set up execution, with rhythm and ownership
We delivered a concrete execution toolkit: an OGSM as a strategic compass, a KPI tracker to make progress measurable, and a leadership storyline to help the GOS team accelerate internal alignment and decision-making.
Result
The GOS team now has a clear structure for steering CO₂e reduction globally. With clear priorities, a fixed quarterly rhythm, and ownership assigned explicitly. A strong foundation for making targeted investments, measuring progress, and adjusting where needed.
“Achieving climate targets across 120+ factories and 50 countries? That requires a clear strategy and strong execution governance.”
Schiphol Infrastructure | Strengthening steering on maintenance and replacement
How we work together with Schiphol Infrastructure on greater coherence, insight and more explicit choices in the maintenance and replacement portfolio.
