This is a great starting point, a classic case for the experienced sustainability consultancy STEINBACH STRATEGIEN. For the initial meeting with some of the executives, we conduct a brief preliminary analysis of the company and its industry: What is already in place, what are the key topics, and where are potential stumbling blocks?
During the initial discussion, we use a few slides, lots of questions and hypotheses to get to the crux of the matter. In this respect, sustainability consulting is a bit like going to the doctor… An experienced doctor is familiar with symptoms and can use a few questions to get to the bottom of what’s going on. He explains possible implications and encourages the patient to take responsibility. In the best case, he does so in a way that is understandable and doesn’t use too many technical terms.
The customer’s experience: a few lightbulb moments and a sense of relief—realizing that not everything needs to happen at once. They feel understood and recognize that there is someone who can help navigate the complexity.
On the consultant’s side: a sense that this company has both the ability and the motivation to move forward. Together, some initial cornerstones for the collaboration are defined.
Phase one focuses on taking stock: an inventory, competitor benchmarking, topic analysis, and a roadmap for the next two years. After several months of in-depth analysis, we’ve built a strong working relationship. We present the results and map out the next steps.
A typical discussion point at this stage: should we already define a sustainability strategy and concrete sustainability goals? The answer: it’s too soon. At this point, we only work on a list of the key material topics.
CSRD reporting? We can take our time with that too, because the first thing to do is to lay the foundations: collect figures, answer customer questionnaires properly, build structures, involve employees in central areas such as purchasing in sustainability, measure the carbon footprint, write content for an initial sustainability report. Always with a pragmatic eye on what is feasible, no cookie-cutter approach. Pulling, pushing, occasionally applying the brakes, coaching – and also having a frank talk every now and then.
Important success factor: There is a small team on the client side that is committed and, with the support of management, can advance projects that we have prioritized together in terms of content and process. There are regular jour fixes and an honest relationship is growing.
After about 18 months, we can draw a line under it: The company is well positioned for the next steps on its sustainability journey. It has the basic knowledge and discernment, has completed some important first tasks and has presentable results.
Was it always easy? No! Neither for the consultants nor for the team in the company. Are we proud of what we have achieved? Absolutely! And then we roll up our sleeves and move forward…




