For many manufacturing companies, sustainability feels like an administrative burden on top of their daily work. Mattress manufacturer Revor Group chose a different approach: engaging an external sustainability coordinator so their teams could focus on core tasks.
Operational Director Günther Hombecq and Purchase Manager Carine Michiels talk about their quest for balance between ambition and feasibility, and the interaction with Mantis's sustainability experts.
The avalanche of expectations
Revor Group's production site in Kuurne has been making sustainability efforts for years. Solar panels cover the roof, waste streams are meticulously managed. Processes and products are becoming increasingly greener. But Revor's real story lies in the shift from ad hoc to systematic work.
This was necessary to keep up. “We were quite taken aback by the challenges we faced,” Hombecq admits. “New legislation, customer inquiries, reporting obligations... it came at us like an avalanche. We had to quickly adapt to what the market expected of us.”
CSRD, ESRS, taxonomy, due diligence – the list of acronyms and obligations grew monthly. “You think you’re doing well with your solar panels and waste separation,” says Michiels, “but then it turns out you have to be able to prove everything with data, certificates, external audits. Where do you even begin?”
The step forward came when Revor consolidated individual initiatives into a single system with clear roles, data, and follow-up.
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From retirement to turning point
“Our professionalization actually started by chance,” Hombecq recounts. “We had someone in-house who was responsible for prevention and environment. When they retired, we faced a choice.”
The easiest path would have been to assign the same tasks to someone else. But management had a broader vision. “We noticed that sustainability was becoming too complex for a part-time role alongside other duties. It requires specialization that we didn't have internally.”
Through references, Revor found Mantis. “We weren't just looking for advice, but a partner who would take on the coordination. So that we could continue doing what we do best: making mattresses.”
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From intuition to insight
Mantis brought structure to what Revor was already doing: measuring, documenting, prioritizing. “We had many initiatives underway, but no overview,” Michiels admits. “Now we know where we stand. What data do we have? What's missing? Where are the biggest areas for improvement?” Material choices were also scrutinized. For example, the LCA analysis showed that recycled material isn't always the greenest solution.
“Without Mantis, we might have made claims that weren't accurate. We naturally want to avoid that.”
Carine Michiels, Purchase Manager
West Flemish pragmatism
Revor will continue to fully focus on circularity in the future. Revor already built the infrastructure in 2023 to take back all products for recycling. However, they're not yet boasting about it.
Typical West Flemish modesty? “We don't want to make empty promises," Hombecq explains. “If we say we're circular, we want to be able to fully deliver on that. We can take back products, but not all our suppliers are on board yet. So, we're holding off on making big statements.”
“We just do it, making improvements step by step without making grand claims.”
Günther Hombecq, Operations Manager
From compliance to strategic advantage
What started as a necessity – meeting customer demands – grew into an asset. “Suppliers now ask us for advice on sustainability,” Michiels says. “Customers ask for explanations about new regulations or certifications. We are increasingly seen as a knowledge partner.”
They also notice the difference with banks. “For our latest investment in sustainable equipment, we quickly got the green light,” Hombecq says. “They see that we have a plan, not just intentions. And it has an effect throughout the entire chain: hotel chains themselves receive better financing conditions if their suppliers demonstrably operate sustainably.”
Prepared for tomorrow
Although extensive sustainability reporting is not yet mandatory for Revor, everything is ready for when the rules change. “We'll be ready when it's required,” Michiels says confidently.
About the collaboration with Mantis
“A seamstress should sew,” Hombecq says, using an analogy from their own production. “You shouldn't ask the same person to first gather all the materials. Why would we do things differently when it comes to sustainability?”
That philosophy defines the collaboration with Mantis. “In our company, every employee contributes to sustainability. But you have to let specialists be specialists. We drive the internal process, Mantis provides the depth and technical expertise we need.”
Specifically, this means: Revor collects data, implements improvements, and adjusts processes. Mantis translates legislation, prepares reports, guides certifications, and coordinates all actions. “This way, everyone can focus on their strengths,” Hombecq summarizes.
“Would I recommend Mantis? Almost a perfect ten out of ten. The experts are approachable, know what they're talking about, and think along with our organization's needs, not just in terms of theory.”
Günther Hombecq, Operations Manager
Progressing step by step
Looking back at the process, Revor is satisfied with the chosen approach. “We're doing it steadily, and I mean that in a positive way,” Hombecq reflects. “That makes it adjustable, agile. If you take a new step every month, after three or four years, you'll have charted a course without breaking a sweat.”
For other manufacturing companies, Hombecq has concrete advice: “Let specialists be specialists. We like to be the drivers who ensure everything comes together internally, but for technical depth and expertise, we rely on partners like Mantis. This way, everyone can do what they do best.”
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