59 Movilex in Spain

Team 43 Poster

Team Reflection

Movilex is a pioneering Spanish company, stands at the forefront of sustainable waste management and recycling solutions, providing services that are highly innovative within its industry. As a team, we were both impressed and inspired by the company’s dedication to not only profitability but also environmental responsibility. Movilex’s operations focus on recycling electronic and industrial waste, which reduces environmental impact, advances resource efficiency, and helps mitigate climate change. Our company contributes directly to Sustainable Development Goals #12: Responsible Consumption and Production and #13: Climate Action. Our initial analysis of Movilex highlighted its commitment to circular economy principles, aiming to convert waste into reusable resources while limiting harmful emissions and contamination.

This approach resonates with examples like that of Patagonia, a company known for prioritizing sustainability and resource efficiency by promoting second-hand sales and repairs rather than continuous consumerism (Chouinard & Stanley, 2012). Similarly, Movilex actively reduces waste while generating profit, showing that businesses don’t need to sacrifice environmental concerns for financial gains. Another example is Ikea’s “People and Planet Positive” strategy, which aims to make the company more sustainable by reducing waste, using renewable energy, and promoting sustainable sourcing (Ikea, 2018). These examples reflect a shared vision in which both environmental and economic goals are integral to business strategy.

As we explored the company’s approach, several questions arose that helped us dig deeper into our understanding. How does Movilex balance profitability with environmental responsibility? What challenges might the company face in maintaining this balance as it grows? Through interviews and case studies, we also noted that Movilex actively collaborates with other businesses and public institutions, which enhances its social impact and broadens its influence. This blend of innovation and community involvement sparked a discussion among us about the role businesses play in advancing sustainability.

Reflecting on Movilex’s business model and its alignment with the SDGs, we connected our observations to concepts from our courses, such as the triple bottom line, accountability, and corporate social responsibility. Movilex’s focus on environmental and social value, alongside economic growth, exemplifies the triple bottom line approach, which encourages businesses to consider financial outcomes and the societal and planetary impact of their operations (Elkington, 1997). For instance, we learned that Movilex’s practices reduce landfill waste and recover valuable materials, which can be repurposed or sold, thus creating a closed-loop system that benefits the environment and generates revenue.

This analysis deepened our understanding of CSR, specifically in how companies operationalize it beyond mere compliance or reputation management. Movilex’s practices align closely with the concept of accountability, where companies go beyond legal obligations to make genuine contributions to societal well-being. Our reflection aligns with Unilever’s Sustainable

Living Plan, which also emphasizes reducing waste, sourcing sustainably, and improving environmental impact across its value chain (Unilever, 2020). Movilex’s focus on recycling and collaboration with public institutions illustrates that when companies prioritize accountability, their CSR efforts are both more effective and more impactful. The success of Interface Inc., a carpet tile company that adopted the Mission Zero initiative to eliminate its negative environmental impact, further supports our insights into the importance of continuous innovation. Interface’s efforts led to a 96% reduction in greenhouse gas emissions and exemplified how businesses in resource-intensive industries can make a positive environmental impact without compromising on quality or growth (Anderson, 2009). Similarly, Movilex shows how businesses can implement circular economy principles effectively to benefit the environment and society.

Movilex’s story challenged some of our assumptions about business practices. Initially, we believed that a company’s primary responsibility was to maximize shareholder value. However, Movilex’s model demonstrated that pursuing social and environmental goals can be part of a successful business strategy. This discovery aligned with Michael Porter’s concept of shared value, where companies address societal challenges in ways that benefit both the community and the business (Porter & Kramer, 2011). Movilex’s positive impact on society thus changed our perspective on what businesses should prioritize, reinforcing that profit and purpose can and should coexist. Considering the impact of Movilex’s work on our own perspectives, we reflected on how the company’s story might influence us in our future careers. As aspiring business professionals, we recognize the importance of integrating ethical considerations and sustainability into our decision-making. Learning about Movilex’s business model has inspired us to consider the long-term effects of our future business choices, especially those related to environmental and social impacts.

This perspective is reinforced by the example of Danone, which launched the B Corp certification process to increase its social and environmental accountability. By committing to sustainable practices that address global health and environmental issues, Danone exemplifies the future we envision for ourselves: business professionals who prioritize not only profit but also the well-being of the communities and environments they serve (Danone, 2021). Looking ahead, we each see ourselves taking a more proactive role in advocating for sustainable practices within our respective fields. This exercise reinforced our commitment to responsible business practices, showing us that even complex industries like waste management can find innovative solutions to address environmental issues. Specifically, we hope to incorporate Movilex’s approach by considering not only the immediate financial returns of a business decision but also its broader social and environmental implications.

Each team member contributed valuable insights, which made our reflection more nuanced and diverse. Throughout the process, we relied on open communication, sharing our individual reactions to Movilex’s story and discussing our collective observations. This collaborative approach allowed us to challenge each other’s assumptions, leading to a deeper understanding of the potential for businesses to contribute to social good. One challenge we encountered was aligning our schedules to meet for discussions, which sometimes slowed our progress. However, we overcame this by leveraging online tools to share notes and feedback

asynchronously. The main learning from this experience was the value of adaptability and compromise. We discovered that when everyone is committed to a shared goal, logistical issues can be managed effectively.

In summary, this exercise broadened our perspective on the role of business in society. Movilex demonstrated that companies can create positive change, and we were able to see firsthand how theory from our courses translates into real-world impact. By examining Movilex’s work through the lens of the triple bottom line, we gained a better understanding of how businesses can address pressing environmental issues while maintaining profitability. This reflection not only solidified our appreciation for CSR but also underscored our commitment to pursuing similar values in our own professional journeys. Reflecting on Movilex’s story has profoundly influenced our view of the relationship between business and social good. Movilex’s commitment to sustainable waste management serves as an inspiring example of how businesses can contribute to a healthier environment while remaining profitable. Our team learned that addressing social and environmental issues is not just beneficial for communities but can also create long-term value for businesses. We are grateful for this experience, as it has not only reinforced our academic knowledge but has also motivated us to advocate for responsible practices in our future careers. Through this reflection, we have come to understand that sustainable business practices are not just an ideal but a realistic and necessary approach to creating a better future.

Individual Reflections

Thor’s Reflection: 

I enjoyed the COIL activity. I felt that the largest difficulty in the project came from intercontinental scheduling, as time zone changes and adjustments led to some minor difficulties finding good meeting times for everyone. Cross-cultural exchange was far easier than I had expected, and I didn’t notice any issues with cultural norms or with language barriers. Everyone involved was open, communicative, respectful, and positive throughout the process. While working on this project, I was particularly impressed by the kindness and support of the international team. During Week 5, I was involved in a motor vehicle collision that heavily impacted my ability to work on the COIL project. My team members didn’t hesitate to pick up the slack and complete the vast majority of the work I had been assigned. I’m very grateful for their generosity and willingness to help. The COIL project has given me a deeper respect for the kindness of businesspeople around the world, and if the next generation of business leaders has the same compassion my group members have shown I’m optimistic for our future.

Layan’s Reflection:

This experiential activity gave me a lot of great feelings. The option to work with others virtually was fantastic. The process was easy and fun because of our team’s excellent communication and sincere respect for one another’s viewpoints. All in all, it was a great experience for which I am very grateful. We also successfully managed the difficulties that came with communicating across different time zones. It was originally challenging to arrange meetings that were convenient for everyone, but we handled the task together. By being transparent about our availability and identifying times that worked for most of the team. Ultimately, our teamwork made sure that everyone could contribute successfully. To overall up, it was pleasant to take part in this virtual team experience since it improved my ability to interact with others and expanded my knowledge of cross-cultural cooperation. It emphasized the value of empathy, flexibility, and open-mindedness in accomplishing shared goals and showed that productive .teamwork can, in fact, cut across geographic borders.

Tethkar’s Reflection: 

Participating in this global, virtual team was a uniquely enriching experience. It required adapting to diverse cultural perspectives and coordinating across time zones, which was both challenging and rewarding. Initially, navigating communication styles and overcoming scheduling obstacles proved difficult, but our team quickly found effective ways to collaborate. Using tools like World Time Buddy was essential to ensure we could meet consistently, and our reliance on Google Meet and WhatsApp helped us stay connected.Managing cross-cultural dynamics taught me to be more flexible and considerate, enhancing my communication skills and empathy toward others’ perspectives. Conducting appreciative inquiry interviews with a local business broadened my understanding of sustainable innovation and how different regions approach the UN SDGs. By the end, our teamwork had strengthened considerably, culminating in a story and poster we were all proud of. This experience truly taught me the value of global collaboration and adaptability in professional settings.

References 

➔ Anderson, R. C. (2009). Confessions of a radical industrialist: Profits, people, purpose—and a really good time doing good. St. Martin’s Press.

➔ Chouinard, Y., & Stanley, V. (2012). The responsible company: What we’ve learned from Patagonia’s first 40 years. Patagonia Works.

➔ Danone. (2021). Danone launches new B Corp-inspired carbon neutral strategy. Retrieved from https://www.danone.com

➔ Elkington, J. (1997). Cannibals with forks: The triple bottom line of 21st-century business. Capstone Publishing.

➔ Ikea. (2018). People and planet positive: Our sustainability strategy for 2030. Retrieved from https://www.ikea.com

➔ Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1-2), 62-77.

➔ Unilever. (2020). The Unilever sustainable living plan. Retrieved from https://www.unilever.com