This report is a tribute to all those who contribute daily to the success of Revive. Thanks to their personal motivation and dedication we are able to accomplish our mission to â&#x20AC;&#x153;Build Societyâ&#x20AC;?. In particular thumbs up to the full Revive Family making 2019 another great year.
Table of contents
2019 by the numbers
Revive as a B Corp
Shaping our impact dashboard
Hejme in practice
A new story: Marie Thumas
Our circular projects
Revive for ULI
Reducing our carbon footprint
Declaring a climate emergency
Continuing our story in Gdansk
Plastic with a purpose
Revive family day
HR @ Revive
Introduction During the past year, I was fortunate to participate in several property trade fairs and real estate seminars. Whereas topics on climate change and smart cities, as well as sustainability in general certainly have been around for quite a while now, I do believe 2019 marked a new milestone. I discovered a mind shift among institutionals in respect to ESG, with many investors and end users dedicating more resources to sustainability aiming to create an ESG policy to anticipate the new decade. I like to refer to Maslow’s Hierarchy of Needs to reflect on my personal view on sustainability, and it helps very well to visualise the mind shift I’m experiencing in the property industry. Maslow prioritizes an individual’s needs, arguing that a human being shall first secure its basic needs: physiological needs such as food and water, as well as the need for safety. When basic needs have been fulfilled, a human being shall continue and try to achieve its psychological needs: the need for friendship and personal affection, as well as a feeling of prestige and accomplishment. Only in a last stage an individual shall look for self-fulfilment needs, including doing good for others. I believe that ESG has (again) worked its way down the pyramid. People have come to realize that if they categorize sustainability in Maslow’s final level of self-fulfilment, it may affect in the long run their psychological and even their basic needs. This is true both for individuals, putting their own health and safety at risk, as well as for institutionals, who risk their assets incurring losses or even being stranded (i.e. no more fit for use). I am very pleased to present to you the 2019 edition of our corporate sustainability report. It’s cheerful to see an increased interest in ESG and as a B Corp we are happy to share our experiences and best practices looking to inspire others. The past year we have continued to raise our ambitions with regards to sustainability in the projects we develop and I’m very proud Revive has been nominated again as best for the world honoree in the environment category by B Lab. Looking ahead into what 2020 may bring, I believe there is a great challenge with regards to ESG reporting. There already is an overload of information and unfortunately not all claims are accurate. If we want to have an ESG policy that is effective, we need a solid framework and precise data. We’ve revisited our traditional impact dashboard, focused upon the triple bottom line, into an updated impact dashboard covering 15 playfields over 5 major values. There is a big opportunity ahead of us to measure our social and environmental impact in each of those 15 playfields, correctly informing customers and other stakeholders and helping us to achieve better over the years. Bring it on! Alexandre Huyghe CIO
2019 by the numbers
Revive as a B Corp
Certified B Corporations are businesses that meet the highest standards of verified social and environmental performance, public transparency, and legal accountability to balance profit and purpose. B Corps are accelerating a global culture shift to redefine success in business and build a more inclusive and sustainable economy. There are currently over 2,500 Certified B Corporations in more than 50 countries. The B Corp community in the Benelux is growing. In 2019 we reached the milestone of 100 B Corps in the Benelux. In Belgium there are 12 companies certified of which well known companies like Danone and Alpro. During strategy meetings and network events, the Belgian B Corp movement is more than these 12 companies as we have partners who support this movement for example The Shift, Triodos Bank, CSR Campus and Foundation for Future Generations.
In 2019 we organised different events with this Belgian B Corp team, such as a CEO Diner at Revive, a B Welcome at Streetwize, a workshop around the B Corp assessment and two interactive introduction session on B Corp within The Shift.
‘Success or failure on sustainability goals cannot be measured only in terms of profit and loss. It must also be measured in terms of the wellbeing of billions of people and the health of our planet, and the sustainability sector’s record in moving the needle on those goals has been decidedly mixed. While there have been successes, our climate, water resources, oceans, forests, soils and biodiversity are all increasingly threatened. It is time to either step up — or to get out of the way’ (Elkington, 2019). Each year B Lab celebrates the companies who are leading the way in building a sustainable and inclusive economy that works for everyone. In 2019 Revive received again the Best For The World on the Environment Sector. Honorees are recognized for having the highest environmental, community, customer, worker or overall impact by earning a score in the top 10% on the B Impact Assessment. These businesses are proving that competing not only to be best in the world but best for the world is a winning strategy, and they can lead the way as mainstream businesses join the B Corp movement. We are leading the way toward a more sustainable and regenerative planet, and put the environment first in our everyday business practices.
Most of us attended the European B Corp Summit in Amsterdam in September. With John Elkington as keynote speaker, we aligned on a general agreement that the well known Triple Bottom Line concept of people, planet, profit isn’t the way to go anymore.
Shaping our impact dashboard
Revive’s first Impact Dashboard was developed in 2013 and based on the principles of People, Planet and Profit. During the years, we used this framework to score our projects. In 2019 we knew this framework didn’t cover the Revive values anymore, as for us there was more than people, planet and profit. With Trend Research Agency Trendwolves, we asked ourselves the questions for who do we want to build? What do they expect and what do we want to offer as we want to stay close to our personal values. This market research gave us a new framework with 15 playfields divided over 5 main topics: convenience, health, eco friendliness, inclusivity and openness. As mentioned earlier in this report in the B Corps chapter, the triple P objective applied during the last decade needed to be evolved and refined in order to increase and measure its real impact. The success achieved by implying this approach in business has had effect, but it isn’t sufficient to reverse the negative global trend. Neither it has been used by all parties to achieve the same collective objectives, but used to create a rather greener marketing message. The word “sustainability” has never been so much misused and abused, or pulled out of its context. At Revive we have further developed the triple P model in two ways: 1. making it truly a holistic guideline in order to become a company with a “future proof” vision, 2. and by adding granularity to our daily operational “values and play-fields” model that is tailored according the needs of our major stakeholders. In this way we are able to monitor, track and quantify the effect of our activities on the context we operate in, and taking short and mid term evolutions into account. At Revive we believe in a holistic approach on “futureproof” real estate: People, planet and profit cannot be seen as separated or isolated objectives in companies or organisations sustainability goals.
“Sustainability” is the result of good interplay in between ecological solutions at an economical affordable level. Only in this way these planet saving remedies can be sustained. If these ecological solutions help to maintain a quality of living that keeps our society alive, it means we are working on “livable” concepts. And if these societal or livable concepts are affordable and accessible to all, it means we are working on business solutions that “fair”. People, Planet, Profit has evolved into a sustainable, fair and livable development, which is the only way forward if we want to protect the quality of life for us and the coming generations; truly “future proof”. A future proof strategy needs guideline and guardrails. At Revive we have defined these into our Impact Dashboard. Each project or initiative will be measured and quantified in a weighted model that used 5 major values that contribute to the overall ecological, societal and economical concerns and needs. This will not only allow internal benchmarking, but also externally allow to prove the “futureproof-ness” of our projects in an objective and transparent way. These macro values are subdivided into key developing areas (playfields) that individually address well defined ESG challenges with a proactive and solution oriented character. The consolidation of all these results in a tactical plan, or the perfect roadmap to build future proof communities and accomplish our mission.
Hejme in practice
Over the past decade, our lifestyles have changed radically. We no longer sleep in hotels, but in Airbnb rooms; we order Uber cars with an app and use our smartphones to do our banking and control our central heating. In addition, the rental market is running at full speed. More and more single people and also families are dependent on the rental market, a market dominated by private landlords with ad hoc management. The rental quality is under pressure, but at the same time tenants are making higher demands. Tenants expect more than just an apartment, they want a flexible and practical solution for their housing needs. Revive wants to respond to this by offering energy-efficient new-build apartments with a range of on-demand related services such as internet, mobility, household services, etc. A digital rental and management system is being rolled out. Hejme is the next step in this new lifestyle: apartments that are ready to move into and offer real services that provide just what you really need. Convenience and quality of life are key – and above all, no hassle! Our homes are ready and waiting to fit into your busy life. Whether people need a home for a short time – sometimes people need for somewhere to live while they’re renovating or they simply want a place to themselves – or for a longer period: our Hejme-homes are always perfectly maintained (both technically and aesthetically). They are looked after by a team that understands what living well really means. With Hejme, people rent their place, not just an apartment. Hejme provides the tenants with everything they need to get started: water, heating and internet. It is also possible to arrange the electricity contract. The apartment will be painted and have lighting fixtures as well as curtains in place. To avoid hassle with drilling holes in the walls, there are also fixed elements provided such as a coat rack and a mirror.
A new story: Marie Thumas
In 2018 Revive was contacted by Warehouses De Pauw. In the last decade, the area around the harbor of Leuven underwent a tremendous metamorphoses. One of the last buildings in this area that needed a renovation, was up for sale. As the City of Leuven had a specific idea what kind of new development this should be, they created a perfect match with Revive as project developer. In no more than 3 months the common vision for the redevelopment was set up. We were able to close the deal in 2019 and are now proud owner of the Marie Thumas building at the Leuvense canal. History The Marie Thumas factory has a rich history. It was built in 1886 by the engineer Edmond Thumas and was the first canning factory in Belgium. Thumas eventually named his company after his wife, Marie Durieux. â&#x20AC;&#x153;Marie Thumasâ&#x20AC;? quickly grew into a brand throughout the country. Initially only about twenty people worked in the Leuven location, but before the Second World War there were already 600 women and 300 men working in the summer season. Mainly canned vegetables were processed; After the war, fruit and soup were also packaged in tins. In the late 70s of the last century, the company came under economic and financial pressure and the Leuven factory had to close its doors in 1977. Warehouses De Pauw became the owner and rented this space out for storage, parking and big surface shopping activities. The complete deteriorated industrial building hosts some VZW initiatives in the social-recreative-cultural sector.
The cheap spaces, often without a lot of daylight and lack of normal comfort, are outdated. But a little community of makers, athletes and creatives made this building their home. Future The site of 35,000 m2 will be redeveloped into a strongly mixed, high-quality project with interdependence of working, learning, relaxing and living. It will host complementary functions, including creative manufacturing, production, (food) tech campus, SMEs, offices, leisure, (affordable) housing and neighbourhood-supporting economic services. Revive wants to avoid economic gentrification of the community builders. As a result the redevelopment will keep the spirit of the historic site and embrace the future with new occupants, all benefiting from the low-emission energy systems and shared spaces.
Our circular projects
Focusing on redeveloping brownfields on an urban location, addressing mobility and social challenges is Revive’s core business. But the team is always looking for new technologies and applying new business models. According to the Circular Gap Report of 2018, our world today is only 9% circular. Over the years we have even become less circular. The construction sector has an important responsibility and can also make a meaningful contribution. Yet this is not easy in practice and requires in-depth knowledge of materials, assembly options and techniques. In 2018 we started a two-year research project, funded by OVAM Vlaanderen Circulair. This research project is an opportunity to bundle the knowledge from our projects, expand it with external expertise and experiment with it. With this we want to turn the Revive projects into Living Labs for circular neighbourhoods. The focus is on two themes: circular water and greenery + circular materials for demolition and construction. We apply these themes on the basis of benchmarking and theoretical research and application in cases (from design and techniques to financing and realization). The research project is submitted with two partners: Drees & Sommer and 300 Bomen voor elke Gentenaar (‘300 Trees in Ghent’). The first partner will, together with Revive, carry out benchmarking and theoretical research and work out some cases under the theme of circular materials. The second partner is responsible for a first experiment on the Revive sites to jointly investigate the possibilities, upscaling potential and results of circular greenery. During the first year of the research project we focused primarily on exploring the circular network via inspiration days from the Green Deal for Circular Economy, workshops with our partners, architects and research institutes. We also combined internal knowledge from different Revive projects to decide together on which topics we want to focus. The goal for this research project is to broaden our knowledge about circular possibilities in the building and renovation sector, and to get to know new partners and businesses with whom we can work together.
Revive wants to create neighbourhoods where everybody feels at home. This means Revive focuses on strengthening neighbourhood participation and social inclusion. One way to respond to this is to provide a community shed. Community sheds are for non-profit local organisations that provide a space for craftwork and social interaction. A space that neighbours share and own for all kind of initiatives. Available space in an urban context is scarce, so a solution is to share space and materials. There is also a greater need for initiatives in the neighbourhood to get to know ones neighbours and to rely on this network. Both with regard to the social aspect, for example a BBQ and a friendly chat when coming home, as well as the safety aspect and practical matters, such as picking up each otherâ&#x20AC;&#x2122;s children from school or watering the plants during vacations. The community shed gives the opportunity to get to know each other and to organise events together. No community shed is the same, because it is always designed according to the needs of the users. The activities that can be held in the shed are diverse. It can be used as a depot for local foodteams or maybe a place where residents jointly organize childcare or co-working. They can also turn it into a studio where they can paint together, do a bicycle workshop or brew a local beer. Or a combination of these ideas? A place to work during the day, where children can play in the weekend and a film screening to relax in the evening. Everything is possible and co-created by the neighbours themselves. Revive supports the organization and design of the community shed together with the residents of a
development. In consultation with the residents, it can also be decided to give neighbourhood residents or neighbourhood associations a role in the community shed. The barn can be managed in an association of co-owners or a cooperative. An external non-profit organization can also exploit the space if the residents have no time or desire to use the space themselves. Of course the residents all have to agree on this, since they are the owners of the community shed. There is no fixed concept for the community shed because no neighbourhood is the same. At the start-up, Revive will inspire the new neighbourhood by giving examples from other projects and, together with the users, look for an appropriate and desired interpretation for their community shed. Revive remains closely involved with the community shed for 2 years after the start-up if the residents need guidance or support. At the end of 2019 the WATT community shed opened in Ghent. This is the third community shed by Revive which is 100% owned by the residents. In other developments Revive also created collective spaces which residents can use, but they are not owned by them.
Revive for ULI
The Urban Land Institute (ULI), is a nonprofit research and education organisation supported by its members. A multidisciplinary real estate forum, ULI facilitates an open exchange of ideas, information, and experience among industry leaders and policy makers dedicated to creating better places. ULI has been active in Europe since the early 1990s and today they have over 42,000 members worldwide. ULI has a particularly strong presence in the major European real estate markets of the UK, Germany, France, Belgium and the Netherlands but are also active in emerging markets such as Turkey and Poland. Revive is a member of the ULI since 2009. Product Council ULI Belgium will create four Product Councils.The councils are forums for industry experts to meet, exchange ideas and foster thought leadership in their sector of real estate. The Product Councils meet twice a year (minimum) for a half-day of activities. Typically, the councils meet in one location where they will have roundtable debates and presentations from panels of experts. Councils could incorporate a site tour as part of their agenda and this usually takes place at the end of the meeting. The site tours give ULI members the opportunity to see some of the projects they have learned about in person. ULI Belgium continuously strives to deepen the themes that guide our discipline and at the same time looks for practical answers to current questions and needs within these themes. That is why in 2019, under the chairmanship of Revive, a residential product council was set up around the theme of â&#x20AC;&#x153;affordable housingâ&#x20AC;?.
Via an interactive debate we talked about good practices in the Netherlands and Belgium, but especially about the challenges and responsibilities. In November we invited guest speakers with a more academic background and European focus: Margarethe Theseira from the University College London, Sven Damen from KU Leuven and Dara Turnbull from Housing Europe. We discussed the inflexibility of the housing market, the underusage of existing housing stock and the allocation of affordable housing. We also talked about cost drivers of unaffordability and solutions to tackle this. With experts from different fields around the table, we are having in-depth discussions. In the second year of this residential council, we will focus more on solutions and side visits.
The council takes over the study theme that ULI Europe Residential Council has been putting forward for the past two years as the challenge of our sector. The national residential council wants to investigate the challenge within a Belgian context; the aim is to examine the situation in all its facets and then formulate concrete answers and a plan of action. Revive organized two Residential Councils at Watt the Firms, one in February and one in November. During the February edition we invited guest speakers from Amsterdam and Antwerp to present their case studies. 14
Reducing our carbon footprint A carbon footprint is the amount of greenhouse gases—primarily carbon dioxide—released into the atmosphere by a particular human activity. A carbon footprint can be a broad measure or be applied to the actions of an individual, a family, an event, an organization, or even an entire nation. It is usually measured as tons of CO2 emitted per year, a number that can be supplemented by tons of CO2-equivalent gases, including methane, nitrous oxide, and other greenhouse gases. Together, building and construction are responsible for 39% of all carbon emissions in the world, with operational emissions (from energy used to heat, cool and light buildings) accounting for 28%. The remaining 11% comes from embodied carbon emissions, or ‘upfront’ carbon that is associated with materials and construction processes throughout the whole building lifecycle. Which means that with Revive we can take a leading role for our contractors, architects and other partners. Methods of reducing the carbon footprint for Revive include driving more-efficient vehicles, taking public transportation to meetings, using energy-efficient appliances in the office and on the construction site, commit to fossil free construction sites following the example of Oslo and use other, for example circular, materials in our projects. Revive can also offset some of their CO2 emissions by purchasing carbon credits, from which the money goes into projects such as planting trees or investing in renewable energy. But to know where we can reduce our carbon footprint or how much CO2 emissions we have to offset, we have to know what our carbon footprint is. To start an in-depth measurement and to create a roadmap, we work together with ROOTS. They help organizations in calculating their climate footprint, providing environmental advice to achieve a positive impact.
Together with ROOTS, Revive can map its carbon footprint and energy flows to allow optimization. In this way the basis of a CO2 management system and future targets for declining our CO2 emissions is laid. We choose ROOTS as a partner, because they have their own climate projects in which we can invest to compensate for CO2 emissions. ROOTS climate projects are realized within two vulnerable, but uniquely valuable, ecosystems of our planet. The dry highlands of Ethiopia are located near the limit of the monsoon rains. The recurring droughts ensured that the age-old agricultural society learned to adapt to a vulnerable balance with the climate. The Yungas in Bolivia are located on the transition zone from the high Andes to the lowlands of the Amazon. This transition zone is characterized by unique cloud forests, a true mosaic of ecosystems, one of the richest in the world in terms of biodiversity. The ROOTS model is based on the regeneration of natural vegetation. The technology makes full use of the power of natural cooperation within communities. By giving ecosystems the chance to strengthen themselves, the vegetation revives and enriches the soil. The regeneration is driven by the local knowledge and creativity of the many farming communities. Together we cool the climate and more biodiversity and better living conditions for people and the environment are created.
Declare a climate emergency
Together with other businesses within the B Corp community, Revive is declaring a climate emergency.
As part of B Corps vision to change the system in which our economy operates, with all its associated impacts for our people and living beings, the B Corp movement has raised the climate emergency as a critical issue for us to rally around. The world needs business to take leadership on climate at this time of unprecedented risk and opportunity. As leaders, B Corps have a responsibility to tell the truth, to prove the possible, and to make it easier for others to join us. To meet this moment, in December, at the United Nations Climate Change conference COP25 in Madrid, the global B Corporation movement issued a statement on climate action.
Revive committed itself to net zero by 2030.
Continuing our story in Gdansk
This year Stocznia Cesarska Development continued its cooperation with several NGOs, city organisations, local businesses and artists in order to grow our place-making activities. In 2018 we opened our Imperial Shipyard Route – a historic walking route along 13 information panels and this year we experienced an increasing number of visitors and many tourist guides taking groups over the site. Recently we became a member of the Gdańsk Tourist Organization, which gives us even greater exposure as we are now part of the official tourist map. This year we have developed the online version of the route and this Virtual Tour on our website gives you even the opportunity to explore some buildings on the inside. On the occasion of the year of Anna Walentynowicz – a famous Solidarność member and crane operator in one of our buildings - we prepared in cooperation with the Institute of National Remembrance an exhibition
about her life in the hall she worked and gave the unique opportunity to the public to access the very crane she operated. After we welcomed 3000 visitors in the first two weeks, we decided to prolong the exhibition and in the spring of 2020 we will re-open the building. We continue our cooperation with the Historic Maritime Foundation, which is organizing exhibitions in the same building. We cooperate with the Socially Safe Foundation, in order to implement projects in the field of social economy and social revitalization. Since April the foundation is managing one of our cranes that we have turned into a 360 degrees observation deck. Over 1.500 people have climbed up the crane to enjoy the views over the city and the shipyard. The income 18
from the tickets will support the activities of the foundation. We also co-sponsored a documentary about “Shipyard workers. People from the background”. The movie about former employees of the Gdansk Shipyard, directed by Marek Osiecimski (REFUGIUM Productions), documents the silent heroes of important historical events, that happened in the Gdansk Shipyard. On the construction fence of the Dyrekcja Building we’ve opened the “The Shipyard on photos by Kosycarz” exhibition, which is the first photo exhibition of not two, but three generations of Gdansk photojournalists, documenting the decades of Gdansk Shipyard and the emerging Young City. During the week of October 13-19, artists from Belgium, Greece, Ireland, Poland, Scotland and Sweden carried out several artistic initiatives related to the shipyard heritage within the second edition of
the international “Memory of Water” project. We continue our cooperation with our artist community WL4, which throughout 2019 organized over 20 different exhibitions, concerts and film festivals. Furthermore, we’ve attracted to the area the FETA street art festival, during which the Voala troupe from Spain suspended under a crane performed air acrobatics creating sophisticated choreographic compositions. Marina Cesarska, operating from our Dock, further expanded its activities and organized 8 events during the season, like small concerts and a food truck festival. Water is a crucial element of the legacy of this area and its future. That’s why we’ve initiated the cooperation with historic Galar boats and a kayak operator, who are both mooring at our quayside and letting people explore Gdansk from the water. 19
Plastic with a purpose
With 80% of all ocean plastics coming from inland waterways - and Revive project Komet in Mechelen positioned alongside the river - we decided to set the example and start cleaning in front of our own door. In August 2019 Revive called upon the citizens of Mechelen to collect plastics. These plastics were used to 3D print new benches, placed next to waterside of the Leuvense Vaart, that passes by the Revive Komet project. In collaboration with Dutch company The New Raw, we turned old plastics into 3 new benches. Using 3D robotic printing we manufactured 3 seating benches,
each one made out of 120kg recycled plastics. These benches have been placed next to the water and cycling path, to be used by all. With this initiative we managed not only to up-cycle 360kg of plastics into new public furniture, but we also focused in communication on generation awareness around plastic pollution in the waterways, and got people to join forces with friends, families and neighbours to collect plastics for a new future.
Revive Family Day
Revive not only stands for People - Planet - Profit. As young as our team may be, it lives and works with a Purpose and - most importantly - with a huge amount of Passion. Thanks to our incredible team, Revive has been able to keep the entrepreneurial spirit of a start-up and yet acts fast and agile. Therefore, to celebrate the 10th anniversary of Revive, we decided not to spend a budget on any sort of commercial or on a big shareholders event, but to invite all of our team members and their families for a Revive Family Day. That this day should be carbon free, was of course a no brainer. And the focus must be on the importance of nature in times of climate change. In the morning we met for a healthy breakfast before heading for a bike tour along the seaside. Families with babies could take a electric cart. Halfway we stopped for lunch
(also healthy and bio) and continued to Nature Parc Zwin, where we organised a kids-friendly guided tour. Back at the lakeside where we met in the morning, we spent the afternoon in and around the water with wakeboarding, stand-up-peddling and a real Splash of the Titans with all the children and their parents. We ended the day with a full biologic BBQ and of course - Revive-wise - with a dance party. It was heartwarming to see all our team members and their partners and children enjoying the day and each other. It was even more heartwarming to see the perfect fit of our team, but also the fit of the families with the Revive philosophy: act what you preach and live the good live. This Family Day showed again that Revive Ăs a family. And family is what you should cherish.
HR @ Revive
In 10 years time, Revive grew from a start-up with 3 people on the attic to a team of over 40 highly talented people. When you grow that fast, it is a challenge to keep the passion within your team and to make sure that every single member finds its purpose in your vision and mission. To ensure and preserve our open and participatory culture, HR sees internal communication as one of its most important responsibilities. Without tending to meetingitis, we involve everyone in every new step we take. If it is on strategic matters or on new innovative projects, everybody can have its saying. Can have, because not everyone is interested in everything. We donâ&#x20AC;&#x2122;t expect everyone to participate in every project. Again: only when passion and the purpose are clear. This means we create project teams who have a sense of ownership and consequently realise their ambitions fast and yet delivers thoroughly developed initiatives. Because the focus is on People, also internally, we try to organise Team Talks now and then. In those talks, people of the same department define new actions and points of attention for themselves, for the department or for the organisation as a whole. Critical points are taken care of quickly and frustrations disappear as soon as the meeting is over. Since we have a young team with big ambitions and a dynamic personal life, HR sees its role as a facilitator of a vulnerable organisation. It is important to make people feel at ease. The working place must be a place where people can be themselves, share their worries and feel free to ask for help, professionally or personally. Making mistakes is human and should be discussed, so sustainable solutions can be found. It is a challenge for HR to align the continuous evolutions in the organisationâ&#x20AC;&#x2122;s strategy with the personal view and qualities of every single team member and to make sure at the same time to keep our mission and ambition as one of the main objectives. Therefore, HR at Revive is not only a Strategic Partner on a C-level, but also tries to be a personal mentor of every Reviver.