- 2/5/2024

Our focus is on people and trust

3 min

“We want to be a game changer,” says Jean Chabert, CEO of Stanley/Stella. "When I was born 62 years ago, 2 billion people were living on our planet. Today there are 8 billion. That’s the reality, so we need to stop depleting resources. Human activities always have consequences, but we must constantly strive to improve. That’s our commitment, and we enshrined it in a charter in 2022. We monitor our entire ecosystem and focus on people and trust."

Clothing as a means of communication

The B2B company from Brussels sells clothing that serves as a means of communication. Stanley/Stella customers have T-shirts, sweatshirts and hoodies printed or embroidered and they offer these personalised items to their own customers. "We're in a giveaway industry, and our prices are at least 50 per cent above the average. But we offer superior quality and respect for people," says Chabert.

Organic cotton: half the water

15 of the 220 Stanley/Stella employees are directly or indirectly involved in Environmental, Social, Governance (ESG) activities. For example, they check that agreements on working conditions and safety at the production sites are respected. The company buys its organic cotton, produced without Genetically Modified Organisms (GMOs) or pesticides from India, Tanzania and Turkey - it uses 70 per cent less water than conventional cotton. Stanley/Stella has also made long-term commitments throughout the production chain to minimise any negative impacts on people and the environment. For example, 90 per cent of containers arrive at the warehouse in Germany by inland waterway, the least polluting form of transport.

Considering all the impacts

“Of course, we have to remain realistic,” Chabert adds. "Companies that want to be viable must also remain profitable. By definition, we use resources to make textiles. So, we consider all the impacts. For example, we continue to operate our textile decoration business in Europe, even if it's more expensive. Wastewater containing inks and dyes is treated and reused. At the moment, we can't avoid electricity being generated by gas in Bangladesh. We check how willing a country is to make progress in this area. And in the meantime, we offset what we can't avoid."

Trust and humanity

“Trust is at the heart of any good relationship,” says Chabert. "I used to have a cash flow problem. I relied on my own equity and for years, had no loans. I was the only shareholder for a long time. Eventually, I opened my capital to 40 per cent and applied for loans from BNP Paribas Fortis. Today, we know each other well, and I don't have to explain my company's limitations; they know the industry. They co-finance the stock, offer an invoicing solution, support our development in the United States thanks to their international network, and much more."

Today, it’s full steam ahead for Stanley/Stella. In 2023, turnover more than doubled to EUR 170 million. The company also hopes to enter Japan and South Korea soon. For Chabert, one thing is clear: "Our most important wealth is not on the balance sheet. It’s our people."

We monitor our entire ecosystem, focusing on people and trust.

Our prices are at least 50 per cent higher than the average. But we offer superior quality and respect for people.