But innovation is not just technical. We are seeking to innovate financially to establish long-term funding for “active nature” and the benefits it delivers. We are working hard on this, with landowners on one side and industrial companies on the other, and I believe we are close to a breakthrough. Then there is the contractual innovation, to move to long-term and outcome-based contracts, so that we can monitor and maintain the green spaces we create in the long-term, and commit to delivering their full environmental benefits. At the end of the day, technical, financial and contractual innovations will transform the landscaping industry from a “nice to have” to a green-blue infrastructure industry that brings essential value to our cities, their populations, and the environment at large. As a leader, how do you balance short-term objectives with the long-term vision for Idverde? This is a very interesting challenge that I am really passionate about: innovation and experimentation in our sector take time before they bear fruit. Take planting a tree to cool down a street or capture carbon, or transforming a park into a green sponge so that it can protect its neighborhood from floodings. It’s at least a couple of years before benefits can be delivered, measured and monetized. And, in the meantime, the company needs to maintain its profitability. But extreme climate events have become so frequent now, and the demand from cities and landowners for nature-based solutions is so pressing, that it won’t be long before we get remunerated not only for the services we deliver but also for the solutions we provide. And we start to see the first signs of this change in pricing for our new solutions. So the best is yet to come and it should come sooner than later. What’s next for Idverde? Can you share any upcoming projects or strategic goals for the next few years? Our strategy is clearly established around three workstreams. The first is “business as usual”, continuing to to deliver and grow landscaping services in Europe, in which we are by far the largest player in the sector. Secondly, we have a very active M&A program, led by a dedicated team, in order to consolidate a sector which is today fragmented into tens of thousands of small local players. And, finally, we need a large and strong Idverde that can grow our “business as unusual” and deliver nature-based solutions for cities to adapt to climate change. Their demand is growing fast with a new sense of urgency. Our strategic goal is to make the most of these three workstreams, which complement each other, and to make Idverde a world-class player in terms of people, planet and profits. And let’s not forget our social impact, as we rely heavily on our ability to recruit and retain people in order to deliver our nature-based solutions which are in such high demand. I always keep in mind what President Roosevelt did in the 1930s during the great depression, when he created his famous “tree army”, also called the Civilian Conservation Corps, and put more than 3 million people to work to protect the natural resources of the United States. I strongly believe that our vision of “active nature” not only will deliver environmental benefits, but will also offer meaningful jobs to thousands of people who really care about our planet. “Technical, financial and contractual innovations will transform the landscaping industry from a “nice to have” into a green-blue infrastructure industry that brings essential services to our cities, their populations, and the environment at large.” Queen Elizabeth Olympic Park London CEO Today Europe Awards 2023 - FRANCE - - 10 -
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