Upgazet: Sustainable development starts now

This seventh edition of the Upgazet begins with the seven-generation principle, tapped from ancient wisdom. Make decisions that will still stand seven generations after you.

We talked about it with Koenraad Belsack and Nele Van Damme, co-CEOs and founders of Upgrade Estate, partners in life and work. We explore how that idea seeps into their way of doing business. What does it mean to build an organisation “sustainably”? How do you ensure that values are passed on, even when the context changes? How do you continue to connect, renew and deepen across generations?

How did you come up with the seven-generation principle as the starting point for this edition?

[Nele] We live in a world very much focused on the short term. I noticed this recently when we asked our three children what “long term” means to them. One said three months, the other six months and the youngest talked about a few weeks. We were shocked by that. Professionally, too, we find that many people think mainly in quarters. We are the opposite of that. As a family business, we take decisions based on a long-term vision. Because of this urge for long-term thinking and out of curiosity, I recently came across an article corresponding to an indigenous tribe from North America (philosophy of the Haudenosaunee, ed.). In important decisions, that community always puts someone at the table who represents the voice of the seventh generation in the future. 

I thought that was such a powerful thought that I took it to our context. Of course, we don't literally appoint someone to represent the future, but that principle itself is now woven into our system. We are always thinking beyond tomorrow. By actively expressing this, I find that you encourage others to make that same reflection. 

How does that kind of long-term thinking influence Upgrade Estate's business operations and culture?

[Koenraad] You can approach the seven-generation principle in two ways. There is the indigenous community model that Nele just referred to, but we also give it our own interpretation. Nowadays, we are living longer. Suppose you see yourself as the fourth generation in a line of seven, then there are three generations before and three generations after you. So you suddenly get a much more tangible picture of the impact you have. When you know stories about your (great) grandparents and have the chance to see your great-grandchildren grow up, you realise how you are at the centre of a larger timeline. From that realisation, we see ourselves as a pivotal generation. Our decisions today are influenced by the past, but also have consequences for those who come after us.

[Nele] That makes it personal. It makes you realise that your choices matter. Not only professionally, but also as a human being. The idea that you have an influence on people you have never met gives great responsibility, but also direction.

What matters to you business-wise when thinking about generations?

[Koenraad] Recently, we received a special compliment from an investor walking around our site Upoffiz | Upliving Ghent Loop5. He said, "This project radiates so much positivity that it makes me believe in the future. That is what I want to pass on to my children and grandchildren by investing with you." That was a confirmation for us that what we are doing reaches beyond the here and now. It is exactly what we want to radiate: a hopeful future story that multiple generations can identify with.

[Nele] For me, that touches on the essence of what making social impact means. If you want to contribute to a better world, you have to make choices today that take tomorrow into account. We ask ourselves with everything: what story do we want to leave behind? What may future generations remember from what we have done here? If you really want to make an impact, you have to think in the long term and in generations. 

What do you want people to remember about the company?

[Nele] That people living in and around our buildings really feel that they are in an environment that is forward-looking
both ecologically and socially. It's more than just a marketing story. It's something tangible with the smallest possible impact on the planet. We want them to remember how nice that period was. We already hear that today from students who graduated 10 or 15 years ago. They spontaneously come and tell us how special that time was for them.

[Koenraad] That story continues today. Some of those first students have now become investors. That cross-pollination shows how valuable long-term thinking can be, also on a relational level. But we also want to make a mark in terms of content. For instance, we aim to be CO2 neutral by 2035. That cannot be taken for granted. Our buildings have a long lifespan, so our choices must hold up over decades. Long-term thinking transcends the turbulent periods we sometimes have to face socially.

[Nele] We make every material choice with that long-term management in mind. What we build must still be picture-perfect fifty years from now. That's why we consciously choose sustainable, high-quality materials that will stand the test of time.

[Koenraad] Our sustainability vision is based on a lifecycle of one hundred years per building. We think like you look at a forest. Trees that we plant today will never be used for our buildings ourselves. But they do have an impact for future generations. Forests have taught us to think in a different time dimension.

Apart from the ecological aspect, you also focus on social sustainability. What is your take on this from a long-term perspective?

[Nele] Our vision of social sustainability starts with our brands. We don't just want to offer people a room or office, but guide them through different stages of life. Students start at Upkot, evolve to young professionals at Upliving and later maybe to working professionals at Upoffiz. Who knows, maybe another phase will be added in the future. We want to be a real partner in life in terms of housing. We create places where people connect. Our buildings are designed so that you get to know neighbours and build a network. A network that often persists long after people have moved out. That is where true social sustainability shows itself.

I was recently interviewed by two journalists who, it turned out during the conversation, once spent three years in digs in our very first Upkot building, Ter Plaeten. That shows how that connection sticks. They are not casual contacts, but relationships that extend beyond the tenancy.

That's looking forward. Looking backwards now, in what ways have past generations helped shape you guys a lot?

[Koenraad] We both carry family values with us. Think atmosphere and sociability, but also realism and hard work. You subconsciously take these values with you in how you run a company, ranging from company culture to respect for nature. We come from horticultural families. Our (grand)parents earned their living by trying to understand nature. I still feel that connection. It also explains why we invest in forests today. That choice is not a strategy, but rooted in our origins.

[Nele] It's the combination of having your feet on the ground and being able to enjoy it fully at the same time. That sobriety and realism is just in there. But also openness. Not thinking in boxes too much, staying curious. I was taught that at home. And I know that my mother got that from her parents in turn. That kind of transmission lives on.

[Koenraad] What we also take away is the belief that entrepreneurship can be a powerful answer to social challenges. That starts from social commitment but is action-oriented at the same time. You translate the context of the past to today. And we do that not only as individuals, but also as a couple.

Different generations may share the same values but interpret them differently. How do you yourselves look at that?

[Nele] I think that is true. Engagement is such a value. Today, for example, you see a lot of cancellations at appointments or events. Not because people have no respect, but because politeness and responsibility are interpreted differently. Engagement has become non-committal. It's not necessarily about different values, but about a different interpretation.

[Koenraad] You also see this when setting personal goals. Someone training for a marathon does show commitment, but more towards themselves. Today it's often about “me” and “me-time”, whereas earlier generations learned to think in terms of the collective. Our grandparents grew up with periods of war and deprivation. That framework is completely different and has created a different kind of resilience. At the same time, I believe resilience is something you can train.

[Nele] Recently, we attended a lecture by a war journalist about three years of war in Ukraine. He said he had rarely seen a people so connected in a period of war, even between generations. Young and old really work together. That contrasts sharply with the individualism we sometimes see here.

The Upgrade Estate co-worker is 34 years old on average. How important is collaboration between generations and how does that influence your leadership style?

[Nele] For me, it's mainly about diversity. That's not just about age, but also about character, experience and talent. The richer the mix of perspectives, the stronger your results. Age in itself is not decisive. What is crucial, however, is having a growth mindset. This is not in your date of birth, but in your attitude. Young people can bring energy, older people calmness and experience. That dynamic is empowering. We lead the company by trying to set a good example ourselves. You don't just do that by talking about it, but mainly by doing it. Leadership is setting people in motion, inspiring them and holding on to them along the way.

[Koenraad] For our investors, at the end of the day, it's not just about returns, but mainly about trust. They trust us with their savings for which they have worked hard over decades. That responsibility is great and we feel it every day. The values on which that trust rests may be strongly associated with us as co-CEOs today, but they are deeply embedded in Upgrade Estate's corporate culture. Our mission demands that we continue to guard and future-proof those values. That means thinking long-term, caring for what people entrust to us and building environments where people feel at home with a focus on hospitality, human warmth and social impact.

[Nele] An environment where people feel at home has a huge impact on their well-being. That too, together with increasing the quality offer on the market within a sustainable context, is a clear responsibility for me. Whether it's living or working, our mission is always to create that environment where people can feel good without constraint.

How do you ensure that housing remains relevant and future-proof for future generations?

[Nele] For us, innovation means first and foremost staying relevant. You can only do that if you are close to your end user. We actively co-create with residents, listen to their needs and include their input in our development. For us, it is crucial to make future-oriented choices that really match what people need in different phases of life. Technology is an important lever in this, but always supports our people-centred approach.

[Koenraad] We also stopped thinking. Above all, we started thinking around. We literally build with the future in mind. Take Bro Upkot, for example, which was originally designed as student accommodation. At the same time, we worked out a full design with flats in case the zoning ever changed. Our car park on Loop5 was built half a metre higher than necessary so that a supermarket could be accommodated later. That is future thinking in practice. We think circularly and deliberately take reallocation into account. We also radically opt for gas-free construction. Our newest buildings no longer have a gas connection and existing buildings are being adapted step by step. We also invest in our own energy generation with solar panels and wind turbines. We do this not only from a sustainability point of view, but also to guarantee the affordability of housing in the long term.

Do you think about what you want to leave behind?

[Nele] Not a week goes by without one of us in a group asking the question, ‘What story do you want to tell your grandchildren later on?’ ‘What have you done to help shape the future of their generation?’ It acts as a kind of compass.

[Koenraad] I like to interpret Maslow's pyramid my way for this. Classically, it's about seeing basic needs met, then safety, social contact, recognition and ultimately personal growth. But I like to add an extra layer to the top: the barrier of the last shirt. That camisole is what you wear when you die. It has no pocket. You take nothing with you. So those who can think beyond that last shirt, beyond the numbers and Excel tables towards long-term impact, those are the people I like to work with. For many, sustainability is something ecological or financial. For us, it is also about relationships and what you leave behind to your children and grandchildren. How much of your choices revolve around yourself and how much is about others? That balance is crucial.

[Nele] We prefer to use the term “sustainability”. It is the South African word for sustainability. For us, it covers it better. You are not just building something that will last, but something worth sustaining, even for those who come after us.