This is a great point to start, a classic case for the experienced sustainability consultancy STEINBACH STRATEGIEN. For the initial meeting with some of the executives, a brief initial analysis of the company and the industry is carried out: What already exists, what are the most important topics, where are the likely sticking points?
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 points out some 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 feeling: a few lightbulb moments and relief that not everything has to be done at once. You feel understood and realize that there is someone who can provide orientation in all this complexity. On the consultant side, there is a feeling that this company can and wants to move forward. A few key points for the collaboration are defined.
Phase one: inventory, competitor benchmarking, topic analysis and roadmap for the next two years. Lots of analysis and a few months later, we already know each other well, present the analysis results and plan the next steps. Typical considerations: sustainability strategy and sustainability goals? Much too early, there is only a list of essential 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 on track for the next steps on its sustainability journey. It has the basic knowledge and judgment, has completed some initial important 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…