susteMGible Business Model
From value chain to value cycle – a flourishing food system
Source: Based on the International <IR> framework
susteMGible Business Model
From value chain to value cycle – a flourishing food system
Source: Based on the International <IR> framework
Integrated Strategy
From financial value to a holistic value creation – step by step
Status Quo
Together, we determine the status quo of sustainability activities within your company and benchmark them with comparable players in your industry.
Impact Assessment
The impact analysis along the value chain from farm level to company’s own activities down to customer/consumer shows the hotspots in the company’s own business model. It highlights starting points for reducing/avoiding negative impacts and strengthening positive impacts on environmental and social issues.
Scenario analyses
In scenario analyses, opportunities and risks arising from the existing business model for the company, but also for the environmental and social issues, are considered and evaluated in terms of their materiality.
Business Case
The business case for sustainability is based on the stages of risk minimization – efficiency – differentiation through integration and positive impact, and shows that significant growth potential can be achieved with a sustainable business model in addition to value preservation and cost reduction.
Materiality Assessment
In addition to a desktop analysis of existing sources such as investor questionnaires and standards/frameworks, the materiality analysis involves, at best, all stakeholder groups in order to identify the issues that are material to the company in the short, medium and long term, in terms of material impact on the company but also in terms of material impact of the company on the environmental and social issues.
Sustainability Strategy
Together, based on the upstream stages and together with affected departments, we develop a sustainability strategy that reflects what we have learned.
Commitments, Targets, KPIs
This also results in the key areas of activity for which commitments/policies are developed, targets and KPIs are defined, and measurement of progress is enabled.
Integrated Strategy
From financial value to a holistic value creation – step by step
Status Quo
Together, we determine the status quo of sustainability activities within your company and benchmark them with comparable players in your industry.
Impact Assessment
The impact analysis along the value chain from farm level to company’s own activities down to customer/consumer shows the hotspots in the company’s own business model. It highlights starting points for reducing/avoiding negative impacts and strengthening positive impacts on environmental and social issues.
Scenario analyses
In scenario analyses, opportunities and risks arising from the existing business model for the company, but also for the environmental and social issues, are considered and evaluated in terms of their materiality.
Business Case
The business case for sustainability is based on the stages of risk minimization – efficiency – differentiation through integration and positive impact, and shows that significant growth potential can be achieved with a sustainable business model in addition to value preservation and cost reduction.
Materiality Assessment
In addition to a desktop analysis of existing sources such as investor questionnaires and standards/frameworks, the materiality analysis involves, at best, all stakeholder groups in order to identify the issues that are material to the company in the short, medium and long term, in terms of material impact on the company but also in terms of material impact of the company on the environmental and social issues.
Sustainability Strategy
Together, based on the upstream stages and together with affected departments, we develop a sustainability strategy that reflects what we have learned.
Commitments, Targets, KPIs
This also results in the key areas of activity for which commitments/policies are developed, targets and KPIs are defined, and measurement of progress is enabled.
Integrated Implementation
From less negative to positive impact
From compliance to positive impact
Employee Communication
In order to integrate sustainability, employee awareness must first be awakened. A key driver here, and one that should not be neglected, is support from top management. Regular communication on the topic in a wide variety of formats is the appropriate vehicle to create awareness. Sustainability is a lengthy change management process that requires persuasion.
Own Operations
Sustainability within the company’s own activities is often the first step on the way to a sustainable business model. Here, cost potentials can also be leveraged in parallel, for example through energy savings, so that the positive business case is simply convincing.
Supply Chain
I f you act sustainably yourself, you can also approach your suppliers and work with them to improve the situation in the supply chain – there are numerous starting points here, from working conditions and human rights violations to environmental pollution and food waste. In this way, the reputational risk can also be reduced in parallel.
Customer Communication
Once this has been achieved, I can actively address customers about my own sustainability activities with a clear conscience, and guide and motivate them to shop and act sustainably and consciously. In this way, I differentiate myself from my competitors and can generate new sales growth in parallel.
Integrated Implementation
From less negative to positive impact
From compliance to positive impact
Employee Communication
In order to integrate sustainability, employee awareness must first be awakened. A key driver here, and one that should not be neglected, is support from top management. Regular communication on the topic in a wide variety of formats is the appropriate vehicle to create awareness. Sustainability is a lengthy change management process that requires persuasion.
Own Operations
Sustainability within the company’s own activities is often the first step on the way to a sustainable business model. Here, cost potentials can also be leveraged in parallel, for example through energy savings, so that the positive business case is simply convincing.
Supply Chain
I f you act sustainably yourself, you can also approach your suppliers and work with them to improve the situation in the supply chain – there are numerous starting points here, from working conditions and human rights violations to environmental pollution and food waste. In this way, the reputational risk can also be reduced in parallel.
Customer Communication
Once this has been achieved, I can actively address customers about my own sustainability activities with a clear conscience, and guide and motivate them to shop and act sustainably and consciously. In this way, I differentiate myself from my competitors and can generate new sales growth in parallel.
Integrated Reporting
From one-sided risk consideration to a double-direction opportunity and risk view
From shareholder consideration to listening to all stakeholders
Selection of IT-Systems
Based on my experience, I can support you in choosing a sustainability information system, independently and tailored to your needs. This applies to pure reporting as well as to creating transparency in the supply chain or recording your own carbon footprint.
Preparation of CR Reports
The preparation of an audited and once even awarded CR Report according to the GRI standards has been part of my daily business in recent years.
This document is an important communication tool and at the same time also necessary to meet regulatory requirements such as the directive on the implementation of non-financial reporting, which is currently being revised and sharpened.
As a former member of the SASB Standards Advisory Group and a participant in an certified training for integrated reporting, I can offer a wide range of standards and frameworks.
Completion of Questionnaires from Investors/Customers
Likewise, the successful completion of the extensive questionnaires for the DJSI (leading the industry 4 years in a row) and CDP (climate (A-list), water and forest) shaped my work. This can be used to create a positive image among interested groups such as investors.
Communication
Cooperation with the Communications department and Investor Relations enables targeted and successful communication with employees, investors, customers and other stakeholders such as NGOs.
Integrated Reporting
From one-sided risk consideration to a double-direction opportunity and risk view
From shareholder consideration to listening to all stakeholders
Selection of IT-Systems
Based on my experience, I can support you in choosing a sustainability information system, independently and tailored to your needs. This applies to pure reporting as well as to creating transparency in the supply chain or recording your own carbon footprint.
Preparation of CR Reports
The preparation of an audited and once even awarded CR Report according to the GRI standards has been part of my daily business in recent years.
This document is an important communication tool and at the same time also necessary to meet regulatory requirements such as the directive on the implementation of non-financial reporting, which is currently being revised and sharpened.
As a former member of the SASB Standards Advisory Group and a participant in an certified training for integrated reporting, I can offer a wide range of standards and frameworks.
Completion of Questionnaires from Investors/Customers
Likewise, the successful completion of the extensive questionnaires for the DJSI (leading the industry 4 years in a row) and CDP (climate (A-list), water and forest) shaped my work. This can be used to create a positive image among interested groups such as investors.
Communication
Cooperation with the Communications department and Investor Relations enables targeted and successful communication with employees, investors, customers and other stakeholders such as NGOs.
Social Media