The following interview was published in the 02/2023 issue of the econic sustainability magazine. With kind permission, we can also make the interview available on our blog. The interview was conducted by Roman Leuthner (econic sustainability magazine) with Steve Grundig (plant values)
Roman Leuthner from econic magazine: When we think of the ever-increasing regulatory requirements and reporting obligations of companies with regard to sustainability and the associated costs, we realise that this is not just an issue of sustainability.
The flood of information: Can companies still do this on their own?
Steve Grundig from plant values: If a company has already started to position itself well in terms of sustainability - from a holistic perspective, i.e. in terms of ecology, social issues and corporate governance - several years ago, current and future regulatory requirements will come as no surprise. This is because such companies have already looked at their structure and system before the upcoming EU Taxonomy Regulation, may have completed a materiality analysis and developed a strategy for themselves. This means that no matter what new regulations are introduced, they won't blow you away, as the foundations for sustainable strategy development, including a materiality analysis, are already in place.
However, for companies that are dealing with the issue of sustainability for the first time, questions and challenges pile up. Almost all companies of any size and in any sector are therefore well advised to address their own social, climate and environmental footprint at an early stage.
In the future, virtually all companies will have to provide data on their own sustainability and efforts to improve their own carbon footprint will increasingly become the focus of attention. This will also determine, for example, access to financing options and the associated conditions.
What new regulatory measures can we expect?
Companies often focus primarily on everything to do with the climate. The focus on CSR and sustainability is now being significantly expanded with the EU Taxonomy Regulation. Of course, this applies even more to the Corporate Sustainability Reporting Directive (CSRD) and the Supply Chain Sustainability Obligations Act. Furthermore, it is foreseeable that other topics such as the circular economy and biodiversity will need to be considered just as seriously. These are two topics that, according to our observations, are still on the agenda of very few companies.
How can a company approach these issues?
Let's take the example of biodiversity: here, companies need to clarify where they can be informed about their influence the development of biodiversity along the value chain and in the corporate environment. These can be issues such as the release of chemical substances into the environment as a result of their own production, their contribution to soil sealing or light pollution. In addition, companies in agriculture, construction and food and beverage production are themselves strongly affected by functioning ecosystems and biodiversity. Just think of the massive decline in insect populations and the pollination of wild plants and crops. This poses significant risks for agriculture, for example, as well as for all companies that source their raw materials from there.
How do I motivate employees in companies for the topic of sustainability and, above all, to continuously build up the necessary knowledge?
This requires the right General conditions. Firstly, a basic understanding of the importance of corporate sustainability is important and then the realisation that regulations such as the implementation of the EU Taxonomy Regulation cannot be dealt with "on the side". This means that a strategy must be developed that requires basic knowledge. This know-how cannot only be imparted top-down, but must also be developed and supported by the employees themselves within the organisation. This takes time and resources. They must be given the opportunity to acquire the knowledge. For example, a further training programme should be set up to enable employees to build up specialist and methodological knowledge in workshops and seminars.
The next step is to establish the knowledge gained in this way within the company and to address other questions that cannot be answered alone. This is where we come to the topics of exchange and support.
[glossary_exclude]Methods and best practice for sustainability in your mailbox
How do I motivate employees in companies for the topic of sustainability and, above all, to continuously build up the necessary knowledge?
This requires the right General conditions. Firstly, a basic understanding of the importance of corporate sustainability is important and then the realisation that regulations such as the implementation of the EU Taxonomy Regulation cannot be dealt with "on the side". This means that a strategy must be developed that requires basic knowledge. This know-how cannot only be imparted top-down, but must also be developed and supported by the employees themselves within the organisation. This takes time and resources. They must be given the opportunity to acquire the knowledge. For example, a further training programme should be set up to enable employees to build up specialist and methodological knowledge in workshops and seminars.
"It's about being able to apply knowledge and constantly develop it further in order to meet ever new challenges."
Steve Grundig on sustainable knowledge building in companies
The next step is to establish the knowledge gained in this way within the company and to address other questions that cannot be answered alone. This is where we come to the topics of exchange and support.
What exactly does this mean?
In this context, exchange means, for example, establishing regular meetings on specialist topics in which production managers from different areas of the company can discuss and develop joint expertise, as well as involving industry and association organisations such as chambers and networks or external specialist consultants who can provide support and report on how other companies tackle problems.
Also important in this context is the concept of Corporate culturewhich is anything but a "soft factor" when it comes to developing sustainable corporate management. This is because appreciation of people and open communication within the company are essential, for example in order to scrutinise all established processes. This is the only way to motivate employees and ensure that they remain motivated in the long term. After all, if initially motivated employees who have familiarised themselves with the topic of sustainability constantly run up against walls with their results and suggestions and are met with a lack of understanding from their superiors, resignation quickly sets in.
How does plant values go about building knowledge in companies?
We don't have a template for this because the conditions in the companies are very different. However, we start by identifying the key experts in the organisation and then work with them in various meetings to research the questions and topics that are important for the development of a materiality analysis, for example, and that cannot yet be fully answered using our own judgement and knowledge.
This approach results in training content that we recommend. There are various formats for this, such as workshops or personal coaching sessions, which we often offer, as this allows us to develop solutions to problems together with the experts on site.
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Are you planning the next steps towards sustainability?
Ask me for a free information meeting.
I am ready with advice and pleasure.
Steve Grundig
Sustainability in human resources and corporate culture
I am convinced that knowledge development and knowledge management can never function according to the top-down principle. It is not about storing collected knowledge on a server, but about being able to apply knowledge and constantly develop it further in order to meet the ever-changing challenges. This only works through communication and exchange, for example via meeting formats and in working groups that take place regularly and in which tasks are distributed and processed.
Thank you for these insights, Mr Grundig.
The text was written in the course of the interview for the econic magazine issue 02/2023. The entire magazine can be obtained as follows: ext. link
Further contributions:
- Motivating employees and managers for sustainability
- Culture shapes people - corporate culture for sustainable companies
- It's all about people - sustainability in HR management
- Examples of exemplary sustainability strategies in companies
- Interview with plant values: Vaude Managing Director Antje von Dewitz on sustainable corporate change