Your challenges

Nowadays, focusing on sustainability is a central task of entrepreneurial activity in order to both remain attractive and make a contribution to a sustainable planet.
This also includes the question of how the company can become more crisis-proof, i.e. more resilient, so that it will still exist in 100 years’ time.

• Designing products/services sustainably
• Securing the business model in the long term

For CFOs in particular, increasing regulation is creating a growing and sometimes confusing area of responsibility.
Obtaining the necessary data in the right quality (and as automatically as possible) is half the battle.

• As is-Assessment
• Optimization & automation

Both existing employees and potential applicants are taking an increasingly critical look at the sustainability efforts of the company they work for. It is not only transparency and genuine commitment that are important here, but above all attractive and targeted communication.

• Create awareness (internal & external)
• (Digital) accessibility/inclusion

With all the desire for more sustainability, the question remains: How can we achieve this? How can sustainability become measurable and, above all, feasible?
Automation should play a central role here, especially in the context of collected data.
This makes sustainability controllable and feasible.

• From metadata to the finished report, audit-proof
• Control & Improvement (Sustainable Operations)

Sustainability does not end at your own company. Companies are experiencing this painfully these days when – although they are not yet affected by regulations themselves – they are no longer able to make a move because their own customers’ requirements are too high. That’s why it’s important to make sustainability offers to your own customers today.

• Transparency on products & services
• Specific challenges (e.g. LksG, CSDDD)

“What do you mean you don’t have a sustainability strategy yet?” – Banks, insurance companies, employees and major customers want to know how a company is positioned. Often enough, however, companies don’t know where to start, what does a sustainability strategy involve, what should it look like and what questions should it answer?

• Appropriate vision & strategy
• Sustainable anchoring of the strategy in the company
• Implementation roadmap

Every new sustainability solution that is considered must fit into the existing application landscape. Intensive collaboration with specialist departments (e.g. architecture and infrastructure), users and management is essential for this.

IT is therefore more than just a CO2 cost block that needs to be reduced, but can be a skillful stirrup holder for sustainability.

• Vision & Strategy
• Positioning in the company
• Identification Low-Hanging Fruits

Every new development – especially start-ups – should ask itself what contribution it makes to sustainability in both a positive and negative sense.

Young companies in particular need a focus on sustainability expertise within the company, especially against the backdrop of increasing regulation.

• Translation & Mediation
• Portfolio screening