ESG is becoming increasingly influential in shaping organizational strategy. Yet many companies still treat it as a compliance exercise rather than a strategic driver. The Johan Cruijff ArenA in Amsterdam is an example of how ESG can move beyond reporting to become a catalyst for innovation, operational efficiency, and long-term value.
Pelle de Laaf, Head of Finance & Reporting at the ArenA, applied this way of thinking after participating in a Dutch-language ESG program at Nyenrode Business University in 2023. He describes how ESG began to blend naturally with his financial background.
“The program taught me that ESG isn’t something you add on top. It becomes a source of innovation and profitability,” he explains. “If an ESG initiative doesn’t create value, it will always feel like a burden. But once an initiative can stand on its own feet, you no longer have to convince the boardroom or stakeholders.”
Managing through data and dialogue
One of the principles De Laaf took from Nyenrode is that governance is crucial: ESG data should not only be collected but used to guide real decisions. For him, a key mindset shift was: “Report transparently, not because you have to, but because it helps you manage better.”
“Good data shows what sustainability delivers and why it matters for the future,” he says. “A lot of companies are still figuring that out. Sustainability may appear neatly in spreadsheets, but it’s not yet tied to strategic choices. You need to have that conversation at the board level—about risks, opportunities, and direction. That’s where the story behind the numbers lives.”
At Nyenrode, De Laaf learned to view governance as the structural backbone of ESG. “If you properly organize how decisions are made, how accountability works, and how you build support, then the Social and Environmental aspects naturally become part of your strategy.”
Turning Green Energy Into a Business Case
The ArenA had already been working on an ambitious clean-energy project: a megabattery made from 148 repurposed Nissan car batteries, storing solar power generated by the stadium.
After completing his ESG program, De Laaf helped transform this technical project into a profitable business case. “By managing the project through better data and a clear view of return on investment, the battery now delivers not only clean energy but also financial benefits.”
During peak moments, the ArenA uses its own stored energy; at other times, it supports the local grid. “It fits our vision,” says De Laaf. “By managing energy use smartly, we save hundreds of thousands in costs, reduce our CO₂ emissions, and strengthen the reliability of the energy infrastructure.”
Behavior and Culture as Accelerators
The Nyenrode experience also sharpened De Laaf’s focus on the “S” in ESG. “Sustainability isn’t only about CO₂ and hard numbers,” he says. “It’s also about behavior, culture, and cooperation.”
Within the ArenA, teams set their own sustainability goals and celebrate their progress. “That sense of ownership brings ESG to life. Not because people are told to do it, but because they want to.”
The ArenA also prioritizes inclusion, accessibility, educational opportunities for students, and partnerships with the surrounding neighborhood. “If you want people to take pride in what you do, you have to actively build those connections. It makes us stronger as an organization.”
From Participant to Practitioner
During the program, De Laaf particularly appreciated the classes taught by Professor René Orij. “He constantly tied theory to real-world examples. When discussing a case about a utility struggling with CO₂ reduction, he would ask: What would this look like in your organization? That forces you to think deeply about your own practice.”
Not long after, De Laaf was invited back to share his own experiences with a new group of participants. “I gave a session about the ArenA’s approach. A few months later, I taught a guest lecture with practical examples, and I’ve since done that more often.”
He sees this exchange between theory and practice as one of Nyenrode’s strengths. “You don’t just learn about reporting standards or regulations—you learn how to bring leaders along with you. That’s what turns policy on paper into real change.”
A Valuable Network
De Laaf still keeps in touch with former participants. “That network is incredibly valuable, especially if you’re one of the people pushing sustainability inside your organization. It helps to spar with others who have similar roles but operate in different environments.”
Recently, he even taught a session on sustainability in sports in Milan. “A great experience,” he says. “What I learned at Nyenrode still helps me have convincing discussions about sustainability—inside and outside the ArenA.”
Looking Ahead
For De Laaf, sustainable business is not a phase. It’s a way of thinking. “The train has left the station,” he says. “The question is no longer if you join, but how.”
Sustainability, he believes, requires continuous learning, improving, and adjusting. “What I learned at Nyenrode, I now enjoy passing on, so others don’t adopt sustainability because they have to, but because they want to.”