Flowey, a manufacturer of professional cleaning products for the automotive, industrial and hygiene sectors, has been reviewing its environmental impact for several years. Following CSR workshops organised by Banque de Luxembourg (BDL), the family-run business has decided to extend this approach to cover its entire operation, from human resources right through to its supply chain.
Founded in 1990 by Franco Florio’s parents, Flowey now has 70 employees. The company produces around 10,000 tonnes of detergents a year and distributes its products in around 50 countries. The founders’ four children now work for the company, each heading up their own department.
[There was a certification we wanted to achieve for four hygiene products. But I thought to myself:] why do this just for those four products?
The project began in 2021, when Flowey was working on an Ecolabel certification covering four hygiene products. The head of operations, Franco Florio, wanted to go beyond this scope. “Why limit this to just four products, four SKUs? I want to see the bigger picture. I want the whole company to work towards this goal of sustainable development.”
In 2025, he took part, alongside Flowey’s QSE manager, in workshops organised by the BDL. The programme covered five areas: the community, employees, suppliers, governance and the environment. “For me, the workshop opened my eyes to the world of sustainable development,” explains Franco Florio.
Following the workshops, the company decided not to limit its project to just four products. “After the workshops, we decided to forget about certification for the four products. We want to certify the company itself.” Flowey then turned to B Corp, an international certification considered more suitable for a company that carries out part of its business abroad. The process is still ongoing and the company hopes to achieve certification by the end of the year.
Staff at the heart of the approach
One of the first initiatives is the overhaul of the onboarding process for new staff. Previously, after interviews and confirmation of the offer, communication remained limited until the person started work. Flowey now calls prospective recruits, sends them information as their start date approaches and, when they are available, invites them to internal events organised before their first day.
Someone starting in September can, therefore, take part in the company’s summer barbecue and meet their future colleagues. “We wanted to formalise this process so that people feel welcome in the company,” explains Franco Florio.
For the next generation, this approach will make a difference: it will set the company on a new course for the future.
The workshops also encourage the company to work on its vision, principles and strategy. This formalisation comes at a time when Flowey is undergoing a generational transition. The parents remain involved in the company, whilst their four children each head up a department. “We are in the process of organising the generational handover,” says Franco Florio.
From packaging to the supply chain
Flowey is also reviewing its packaging. Most of its products are sold in 25-litre drums, which until now have been made from virgin plastic. Together with its supplier, the company is developing a new container incorporating 35% recycled plastic, whilst retaining the necessary approval for the transport of chemicals.
Recycled plastic currently costs more than virgin plastic, but Flowey is willing to bear this extra cost. “We’re prepared to pay this cost and to invest because we want to move in [the] direction [of sustainable development],” says Franco Florio.
The company also extends its analysis to its suppliers and the origins of its raw materials. It draws up tables to identify the various supply sources and prioritise orders. “The top priority is Europe,” summarises the COO. However, this preference depends on the availability of raw materials and the terms offered by suppliers.
This consideration also applies to transport. Flowey does not have its own fleet of lorries, nor does it have its own sea or air transport capacity. It therefore relies on external service providers, which it intends to select gradually, taking its sustainability objectives into account.
A project still under construction
Three people are currently working directly on the B Corp certification. Six staff members are already familiar with the project, and other teams will be gradually brought on board. The process involves, in particular, documenting the origin of raw materials, the company’s current situation and the objectives it aims to achieve.
For Franco Florio, the workshops also highlighted issues that the company had previously paid less attention to. “We weren’t aware that we needed to work on everything to do with the supply chain,” he admits. Flowey is now looking to determine whether it can maintain comparable purchasing terms whilst placing greater emphasis on sourcing from Europe.
Above all, certification should provide a framework for future decisions. “We’re putting a strategy in place, we’re working on the five pillars of sustainable development, and we’d very much like this to help guide our decisions in the future,” explains Franco Florio.
To those who are still hesitant to take the plunge, Franco Florio recommends starting with training rather than aiming for certification straight away. “Taking part in these workshops was really the starting point. They helped me understand what sustainable development actually is.” He concludes: “This approach is accessible to all businesses, whether they have ten staff or several thousand.”
