Corporate sustainability

Solutions for profitable sustainability & sustainable profitability

SITC: Strategy - Integration - Tools - Communication

SolAbility is the maker of 3 DJSI World Industry Group Leaders. We have advised numerous companies from very different business fields on strategy, policy, and management tool development & implementation, and communication. The key to success is the application of logical structured and modular process based on rigorous analytics. The structure is divided into four key steps:

  • Strategy: identification of key issues, challenges, and opportunities, specific to your business, markets, organisation, and culture. Evaluation of the identified issues against importance (materiality) and prioritising the need for action. The evaluation is translated into the formulation of strategic answers, including definition of goals and key performance indicators
  • Integration: formulation of required policies and action plans, including detailed implementation roadmap.
  • Tools: development and implementation of management systems and tools for specific issues (e.g. risk management, ethical management, environmental management, supply chain management, stakeholder engagement, citizenship activities, …)
  • Communication: communicating sustainability internally is a key employee motivation factor and guarantees externally recognition. Development of communication concepts and frameworks through a variety of communication channels (web-based, reports, external stakeholders)

SolAbility has provided sustainable intelligence for a variety of aspects of sustainable management:

  • Design of overall sustainability strategy,
  • Development and implementation of specific sustainability management policies and tools,
  • Implementation of corporate-wide KPI development, including tracking and reporting systems,
  • Development & implementation of risk management systems (both strategic risk management and project-related risk evaluation and management tools),
  • Socio-economic and human rights risk exposure evaluation tools and management strategy,
  • Site-level socio-economic risk and human rights exposure evaluation systems,
  • Ethical behaviour excellence and risk reduction,
  • Environmental management strategy, data management, and energy/GHG emission reduction strategy,
  • Sustainable spply chain management systems and tools,
  • HR development management,
  • Cititzenship strategy development and management tools,
  • Stakeholder engagement,
  • Internal and external sustainability communication (integrated sustainability reporting) trough a variety of communication channels.

For further information, please contact us. For DIY sustainability development and implementation, please also refer to our detailed guide on implementing sustainability, “
What Gets Measured Gets Done

Sustainability implementation - following a structured process:

Sustainability management implementation

For further information on sustainability services, please contact us.

Please also refer to our detailed guide on DIY-implementing sustainability, “
What Gets Measured Gets Done

Implementation success factors:

In principle, achieving sustainability is simple. It requires only a few core elements:

  • Commitment (the knowledge that sustainable management is not a cost-, but success-factor)
  • Clear vision (knowing which direction to go)
  • Measuring (what gets measured gets done)

And 4), of course, capable and motivated personnel.

Applying this approach throughout all divisions and levels of a company will allow any company to remain sustainable profitable AND profitable sustainable. See the scheme below, and also refer to our sustainability implementation guide here.
Depending on the nature of the business and its operations, key challenges/opportunities differentiate significantly from company top company. Key success factors include -

  • Risk management. Having operational risk management systems in place is now standard in most companies. Having what-to-to-if manuals is a key element of guaranteeing smooth operations, regardless of the business nature, and can prevent crises/emergencies from happening in the first place. However, strategic risk management - comprehensive systematic and rules-based regular screening of a wide risk pool- including the so-called non-financial risks - and determining the potential impacts on the business is not yet widely disseminated.
  • In addition to reducing cost, systematic future issue and risk/opportunity screening allows for early anticipation of future trends and development of new products/services based on this analysis.
  • Environmental monitoring. Environmental performance and resource use needs to be monitored and tracked. Energy usage, water usage, waste to landfill are all significant cost factors. In order to reduce those cost, companies have to first know where these costs are coming from in order to develop cost-reduction programs.
  • The value chain - downstreams and upstreams. Companies need to know what's happening in their value chain (not only within their direct suppliers). Significant resources are being wasted along the value chain, increasing final costs. These costs cannot be reduced without knowledge of where resources are being lost. The same applies for upstream considerations - vital not only to minimise product/service liabilities and warranties, but also for feedback to improve future products/services.
  • The motivation. People remain the face of most service companies, and in productive business the cornerstone of innovation, quality, and cost. Measuring employee’s motivation, well-being and corporate identification is therefore a key issue for sustained business success.

Sustainability challenges differ from company to company and therefore have to be carefully adjusted to the respective business and operational needs.


 

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