Special techniques for building are what the cardiovascular system is to the human body.

We bring your buildings to life and transform them into comfortable, bright, safe, compliant, and energy-efficient places to work, care, learn and live in.
Team spirit and solidarity
Proud of work done well
Delivering on commitments
Longevity
Calogero (Lillo) Alongi founded the company in 1977.
It became SOTRELCO in 1982 and progressively grew by taking on increasingly ambitious projects.
Calogero (Lillo) Alongi founded the company in 1977.
It became SOTRELCO in 1982 and progressively grew by taking on increasingly ambitious projects.

Sotrelco’s ESG 2030 commitments

The environmental impact of our operations and that of the construction sector in general is a major concern. By integrating sustainable practices, we strive to reduce our carbon footprint, conserve natural resources and combat climate change. We invest in innovative technologies and efficient processes that enable us to optimise our energy consumption, reduce greenhouse gas emissions and minimise our impact on ecosystems. This approach not only helps us to protect the environment, but also to improve our operational efficiency and prepare for the future.

Social responsibility is a core value that guides our actions. We recognise the importance of adopting ethical practices, respecting human rights, promoting equity and inclusion, and contributing positively to the economic development of Belgium's central region. By ensuring safe and fair working conditions for our employees and collaborating with all stakeholders, we create an environment where everyone can thrive. This approach earns us the trust and loyalty of our customers, attracts, and retains top talent, and builds strong relationships based on mutual respect.

Responsible management is what Lillo, our father and founder of the company, has passed on to me and my brother Alessandro. We strongly believe in transparency, business ethics and making informed decisions. We are committed to maintaining strong governance, proactively identifying, and managing risks, and promoting an ethos of quality and compliance.

ESG 2030 commitments must be the compass that guides our actions and helps us build a strong, future-proof company that is able to adapt to the economic, environmental, and social challenges that await us.

Angelo Alongi – CEO, September 2023
CURRENT STATUS
Our entire vehicle fleet consumed 182,000 litres of fossil fuels in 2022, representing emissions of 479 tonnes of CO².

THE FUTURE
We are committed to gradually replacing our internal combustion vehicles with electric vehicles and are seeking to achieve a target of 90% of the fleet by 2030.

NEXT STEPS
Installation of 18 double public charging stations and doubling the amount of solar power we generate.
CURRENT STATUS
We produce 1,000 m³ of general construction waste every year.
We do not give enough importance to nuisances such as noise or dust, and water use on our sites is not controlled.
We fail to optimise the service life of our hand-held equipment.

THE FUTURE
We are committed to reducing the volume of unsorted waste by 2% per year thanks to much more advanced upstream sorting and by using the recycling and second-hand recycling channels that exist in the province of Hainaut.
We also want to increase the average service life of hand-held equipment by 10%.

NEXT STEPS
Establish a working group to define the procedures, training and tools that will be needed.
Solving Hilti management software issues to have reliable monitoring of our equipment as early as 2024.
CURRENT STATUS
Some specifications sometimes waver between very traditional solutions and unproven innovations in the field.
Customers balk at the purchase price alone, to the detriment of the Total Cost of Ownership (TCO).
Electrification (heat pumps, charging stations, etc.) requires more integrated technical management.

THE FUTURE
Sotrelco has a duty to provide good advice to its customers.
We are committed to offering the most energy-efficient alternative and, when it exists, the alternative manufactured in Belgium as a variant in 80% of the offers we put out by 2030.

NEXT STEPS
Reinforce our engineering office by hiring an engineer in charge of system integration, control, and Centralised Technical Management (CTM) of buildings.
Develop a virtual showroom of the most energy-efficient solutions.
CURRENT STATUS
There is a growing dearth in construction trades.
Long-term illness statistics are exploding and 57% of Belgian workers suffer from physical disorders.
Longer life expectancy and the need to preserve the contributory pension system make it necessary to work longer.

THE FUTURE
Support experienced workers who wish to continue working by reducing their physical workload.
Recruit one worker over the age of 50 per year by 2030.

NEXT STEPS
Define methods, tools and postures that may reduce fatigue and experiment with the use of exoskeleton on site.
CURRENT STATUS
The company complies with requirements on the minimum number of days of training. In addition, each employee trains on their own, often through suppliers and distributors.

THE FUTURE
Implement a knowledge management system based on the ISO9001 approach and the Quality/Safety unit already in place. Develop a video library with the technical installation processes to be aware of. Double the annual number of training hours by 2030.

NEXT STEPS
Choose the platform and arrange the recording of the first three videos before the end of 2023.
Set up lunch training sessions. Once a month, a project manager or an estimator presents a technical topic while sharing a sandwich with colleagues. The first session in October will focus on how photovoltaics have been evolving.