Sustainability

Creation of a common understanding about the requirements, the essential fields of action in the company, the scope of cooperation, and the sustainability goals.

Assessment of the current status in the organization of methods, standards, and tools now in use and of strategies for achieving sustainability goals now and in the future. Furthermore, definition of the relevant data sets, data collection and harmonization, and data aggregation; calculation of the baseline.

Screening, evaluation, and prioritization of present expectations and ambitions, taking into account various influencing factors (including global frameworks, stakeholders, competitors, and general legal conditions).

Development of a strategic approach for achievement of the defined sustainability goals along with short- and long-term measures to reach the defined level of ambition, elucidated in a road map with performance indicators.

Creation of a comprehensive governance plan for the long-term anchoring of the defined sustainability goals in the company, taking into account all relevant stakeholders, contacts, and strategic departments (e.g., Compliance). Recommendation for potentially suitable instruments for measuring target achievement and the internal and external rollout of the new strategy that will ensure the solid anchoring of sustainability in the corporate culture.

Concept development to convince major stakeholders of the value of the realignment of the corporate vision. Ensuring that all stakeholders share the same goal of climate neutrality requires consistent communication and an active learning culture. Managers must expand their role model function and motivate employees in all areas. Sustainability ambassadors scale the new culture into all divisions of the company.

The development of a tailored and coordinated sustainability strategy, taking into account all pertinent influencing factors.

The development of a green IT strategy or measures that will affect the full length of the value chain. From the selection of hardware and vendors to “make-or-buy” decisions and the choice of sustainable energy sources to (cyber)security aspects or procedures to be followed toward the end of the lifecycle.

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The integration of a client enablement concept that aims to demonstrate the positive environmental impacts resulting from the use of information and communication technologies (ICT). Either by optimizing ICT itself to make it more sustainable or by making long-term changes at the systemic level.

Actions for handling the impact of environmental and social factors along a company’s own value chain have become even more pressing since the entry into force of the Supply Chain Due Dilligence Act (LkSG). Companies must create data transparency and implement risk management systems, governance models, and complaint mechanisms or face harsh penalties. The requirements can also be viewed as an opportunity to transform the company and prepare it for the future, however.

The prioritization of ESG criteria within the company and the implementation of strategic measures to improve the company’s positioning in conjunction with the effective use of digital tools and reporting structures.

Establishing and building clear reporting structures go hand in hand with an understanding of the legal requirements and the capacity to create or consolidate essential data streams and evaluate them appropriately so that the adjustment of existing targets and measures is possible.

The analysis and calculation of the carbon footprint in accordance with the three scopes of the Greenhouse Gas Protocol (GHG): direct emissions, indirect emissions, and corporate value chain emissions, plus the derivation of related sustainability measures.

The analysis of the carbon footprint of inter alia (digital) products and the associated infrastructure and the emissions caused by the human resources employed along the product lifecycle.