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REFERENCES

The following shall serve as a quick guide based on a selection of projects delivered by eCO2value, referring to the positive results regarding the triple bottom lines of economic, ecologic and social performance.

Find out how a good performance on two of the triple bottom lines – namely on the environmental and the social dimension – will not only enable your organization to stay ahead in the competition for stakeholder value, but can also improve performance on several disciplines of the economic dimension. And hence provide a multilayered sustainability success whilst increasing your shareholder value.

Economic success disciplines in Sustainability

(A) Revenue and Profit

Competitive advantage due to sustainable innovations, fostering existing and conquering new, particularly financially strong as well as loyal customer segments

(B) Cost reduction

Resource savings regarding e.g. energy and water consumption, waste disposal, etc. whilst protecting your investments and even, in certain cases, avoiding legal and other sanctions.

(C) Reputation, Image

Minimizing the negative aspects of your business whilst improving the communication of positive aspects - resulting in a publicity-effective proof thereof through evaluations in 3rd party ratings and rankings

(D) Growth

Securing existing and conquering new market segments and their respective shares through sustainable product and service innovation.

(E) Stability and ability to sustain in future

Proactive management of current as well as future challenges, including scenario analysis 5-20 years ahead – including the design of an individual portfolio of counter measures

(F) Uniqueness

Holistic sustainability management from cradle to grave or even cradle to cradle, starting from design via development, production, use phase through to end-of-life – as well as communicating it to your stakeholders.

(G) Good conscience

Assessment and successful management of all stakeholder interests, from employees to suppliers, from customers to shareholders, from neighbors to legislative powers - including informing individual stakeholders and communicating with them on a regular basis.

Successful Sustainability case studies

Here we have, besides achieving

  • improved Environmental Performance through diminishing of resource consumption and CO2-footprint of products or services, as well as
  • improved Safety and Health Performance through minimizing potential and actual risks whilst maximizing performance conditions and employee satisfaction
  • also established a sustained success on the triple bottom line:
    (Pertaining economic success disciplines are marked by indication (A-G) behind the headline)

    • 1) Environmental Management and Safety & Health Management

    (a, b, c, d, e, g)

    ISO 14001- and OHSAS 18001-Certification of the South Africa operations of a global premium Automotive Manufacturer, South Africa, 1997

    Challenge
    To design, implement and certify the world's first Integrated Environmental-, Safety & Health- and Quality-Management-System according to ISO 14001, BS 8800 and ISO 9001 in record time from September 1997 until November 1999.

    This represented a manifold challenge for the South Africa operations of this global premium car manufacturer, e.g.
  • a 4500 employee staff on three locations never before concerned about larger environmental issues but fully aware of the urgent need to reduce cost and to solve product-related challenges – hence not very inclined to any priorization of environmental improvements, or
  • major investments in many new, parallel environmental infrastructure projects.

    • Proposal
  • Starting an unprecedented race for perfection in ecological, social as well as economical issues, including a so-called SHE-register (for Safety, Health & Environment) of about 3500 environmental aspects and safety- and health-related hazards with the target to have all high-prioritized issues resolved by the time of certification.
  • Designing individual infrastructure solutions based on worldwide best-practice solutions, but also taking into consideration the local prerequisites, e.g. the design of hazardous waste management facilities, chemical storage facilities, effluent water treatment facilities as well as scrap material handling facilities.

  • Developing new and innovative means of communication and training, and applying them in order to get the message of behavioral change through to all the employees and all other people working on the premises - e.g. through an Industrial Theatre performed over months to an audience of about 50 people each including workshops right afterwards to get the messages across, in a sustainable way.

    • Result
  • Manifold improvements as a consequence of the world's first management system certification of an integrated Environmental-, Safety & Health- and Quality-Management-System such as
  • minimized resource consumption
  • minimized waste generation and water consumption with maximizing recycling rates and a
  • positive development in near-misses as well as incidents in line with improved legal compliance.

    • Two results stand out from these almost "given" positive developments:
  • An amazing change of the peoples' behavior patterns, named as "wearing the hard hat outside of the plant". This manifested itself e.g. in the request of employees for support in their home villages to go there and help the local communities to change for the better. A seed for many social and environmental programs that started in the later months and years
  • The overcoming of one of the largest hurdles to the export of vehicles from South Africa to the United States, the ISO 14001 certification - hence opening a business opportunity galore, multiplying production and revenues of this plant ever since.

    • Other examples:
  • ISO 14001-Certification Automotive Production Plants, Hams Hall/Oxford/Swindon, UK, 2000
  • ISO 14001-Certification Automotive Dealerships Munich, Germany 2001
  • ISO 14001-Certification Automotive Production Plant, Goodwood, UK, 2002
  • ISO 14001 & OHSAS 18001-Certification Automotive Production Plant Leipzig, Germany, 2003
  • SO 14001-Certification of Automotive Production Plant Rayong, Thailand, 2004 as well as the annual surveillance audits thereof as well as of other global Automotive Production Plants as in Spartanburg, US; Steyr, Austria; Munich/Dingolfing/Landshut/Regensburg/Berlin, Germany
  • ISO 14001 and OHSAS 18001, partly also EMAS and OHRIS surveillance audits and internal audits of a global Automotive Production Plant network, 2000-2005
  • ISO 14001 certification, surveillance and internal audits of the global Production Plant network of the leading Wind Turbine Manufacturer, 2011-2012

    • 2) Corporate Social Responsibility/Sustainability Management

    (a, b, c, d, e, f, g)

    World's first Sustainability Management System-Certification of a leading Design Organization, Los Angeles, USA, 2001

    Challenge
    Getting the first Design Organization designing industrial products for many industries such as transportation, household appliances and consumer electronics not only ISO 14001 certified, but also developing a general Sustainability Management System Standard as well as implementing this new Standard on location and getting it officially certified by the Certification Body.

    Proposal
  • Design of a Sustainability Management System Standard on the basis of ISO 14001 through including social and economic issues into the Environmental Management System, as well as managing these accordingly.
  • Presenting this new Standard to the Certification Body and getting the acceptance to audit and certify this Sustainability Management System as additional requirements to ISO 14001, also accepted by the Accreditation Body.
  • Implementing this challenging set of sustainability requirements within the Design Organization including training and pre-assessments until certification thereof by the Certification Body.
  • Ongoing partnership to regularly coach, audit and develop the Sustainability Management System as well as keeping it up-to-date for re-certification.

    • Result
  • The world's first Sustainability Management System development
  • Efficiency gains in the implementation of a holistic management system approach - even under the extreme requirements for a lean documentation requested by this Design organization as well as
  • the general cost savings and performance improvements

    • One special development was most fascinating in this case:
    The well applied opportunity to actively use this Sustainability Management System in the quest for new customers. This Design Organization's successfully promoted their now even certified ability to design sustainability performance into the aspired products for their customers, no matter if it's a train or a plane, a car, a coffee machine or a cell phone. And thereby possessed a unique selling proposition on the global market, which became a part of the organization's success story ever since.

    This success story even included the further development and application of economical key performance indicators out of their Sustainability Management System. With these KPI's this Design Organization management bridged the distance between the creativity and inspiration driven Design Organization and their much more engineering and controlling driven headquarter of the Automotive Industry. This enabled a level of communication within the complete organization that was not available before.

    3) Integrated Management Systems with custom-tailored Processes and Key Performance Indicators as well as complete Certification Management

    (a, b, c, d, e, f, g)

    ISO 14001 & ISO 9001 Matrix-Certification of the global Production-Network of a premium Automotive Manufacturer, 2002

    Challenge
    Changing the established local and individual certifications according to ISO 9001, ISO 14001 and OHSAS 18001 of 19 global Automotive Production Plants with about 64.000 employees to a Matrix Certification, including the centralized documentation, organization and the entire management thereof.

    Proposal
  • Negotiating the terms and conditions of such a Matrix Certification with three global Certification Bodies, agreement thereof with the chosen organization.
  • Assessment and review of all local and global Management System-related documentation on all levels – from local shop floor level via national respective regional level to global corporation level. Design, global hearing and implementation of global documentation on all levels, from shop floor to top management.
  • Design and implementation of a global Management Handbook, comprising of Environmental, Safety & Health and Quality Management.
  • Internal organization of the Matrix Management System including the cooperation of different stakeholders of the Quality, Safety & Health as well as the Environmental Management System. Also organizing the new roles and responsibilities on the different internal management levels, locally as well as globally.
  • Internal coaching and auditing of the Matrix Management System in preparation of the global 3rd party certification by the Certification Body.
  • Last but not least design and implementation of a certification program over the following five years to have all pertaining sites worldwide internally audited and then 3rd party (re-)certified.

    • Result
    Despite the tough time schedule the complete global organization of the premium Automotive Manufacturer got certified in a matrix according to ISO 9001 and ISO 14001 incorporating the Safety and Health Management according to OHSAS 18001 on all global locations in 2002. And more so was able to maintain this certificate until today, including many appraisals for best practice solutions as well as
    significant cost savings through
  • reduced 3rd party auditing,
  • lean and efficient process structure as well as
  • stringent and transparent centralized global target management.

    • Also this case serves as a perfect example to differentiate the two general approaches to certify a global Management System comprising of many locations in many different countries or even continents:
  • Either A) to start off locally with individual tailored Management Systems, and then integrate these in a global matrix certification
  • or B) start with a global matrix certification at the headquarter and a few chosen locations, and grow from there.

    • Whilst option B), a matrix certification to a single Management System, or the integration of different Management Systems in a matrix right from the start has many potential advantages such as
  • saving precious time as well as implementation and certification cost,
  • increasing motivation through the access to a "bigger picture" for all parties involved
  • reaping the benefits of marketing and communicating the global Management System right from the day of certification of the first location – whilst all other locations are to follow in a distinct as well as distant future
    • it also bares a huge performance trap: Once the headquarter and a few locations are certified and the internal and external marketing thereof has done its job, there is a certain lack of engagement throughout the organization since there is "nothing more to gain". And hence the aspired performance in terms of resource usage reduction, cost savings and stakeholder motivation most probably won't materialize.

    That's the reason why it might be better to start off with option A), an individualized local Management Systems perfecting the situation on site - and then, based on the local optimum, to pursue a global optimum. Especially in the situation of a complex product produced under extremely different societal surroundings of different continents.

    This case example shows the benefits of the latter approach, option A), in implementing one of the leanest and also most efficient and effectively integrated Management System approaches today through integration of three high-performing Management Systems for Environmental, Health and Safety as well as Quality in one global Management System - delivering performance on a global but also on a local scale.

    Now, both general approaches can be successful in all sustainability dimensions, especially in the economic success disciplines through participation of all internal stakeholders, and inclusion of most external stakeholders such as suppliers, business partners and even local authorities. However in terms of a sustained, long-term success it might be the best way – as shown here - to start locally, and then grow globally.

    Another case study example: The re-design, implementation and certification of a Sustainability Management System for Environment, Safety & Health, Corporate Social Responsibility and Security within the Enterprise Risk Management of the leading global Wind Turbine Manufacturer, Arhus, Denmark, 2011-2012:

    Challenge
    The existing Management System comprised the certified Safety & Health part and to some extend also the certified Environmental part, the latter to be upgraded globally endorsed by top management decision.

    Proposal
    In the light of the rising challenges for such a global organization we proposed to include Corporate Social Responsibility, re e.g. human rights, business ethics and labor rights issues as well as Security in charge of physical security issues into the re-design of the Management System. This chance was also taken to review the existing Management System and if necessary, improve where possible, efficient and effective.

    Result
    This new Management System approach for the leading global Wind Turbine Manufacturer was successfully certified globally in 2011, in the headquarter as well as in the global location samples chosen by the respective Certification Body - and re-certified ever since. Special attention was given to the new dimensions of the Management System, e.g. including the prioritized Corporate Social Responsibility focus areas as well as identified Security threats in the new Sustainability Management System.

    In this project two developments were outstanding:
  • the remarkable international motivation and cooperation we were able to jump start, which sparked brilliant support for a further development of the Management System through individual processes enhancing the operations locally as well as globally, whilst increasing efficiency, effectivity as much as legal compliance and stakeholder cooperation.
  • the aforementioned processes themselves - not required at all by the respective standards like e.g. ISO 14001, but delivering tailored solutions to support the day-to-day business through all levels of the organization, such as
  • the annual management process of long-term objectives, short-term targets and consequential action plans,
  • a responsible supply chain management process,
  • a thorough change management process
  • a social & environmental due diligence process including Corporate Social Responsibility and Security-related matters and, last not least,
  • the implementation of a new sustainability organization.

    • Other examples:
  • Certification of world's first Integrated Environmental-, Safety & Health- and Quality-Management-System according to ISO 14001, BS 8800, ISO 9001 for the South Africa operations of a global premium Automotive Manufacturer, South Africa, 1997
  • ISO 14001 & OHSAS 18001-Certification of an Automotive Production Plant, Leipzig, Germany, 2003
  • ISO 14001 and OHSAS 18001, partly also EMAS and OHRIS surveillance audits and internal audits of a global Automotive Production Plant network, 2000-2005
  • ISO 14001 certification, surveillance and internal audits of the global Production Plant network of the leading Wind Turbine Manufacturer, 2011-2012

    • 4) Life Cycle and CO2-Footprint-Management

    (a, b, c, d, e, f, g)

    Reduction of overall the Carbon Footprint of the leading global Wind Turbine Manufacturer, Arhus, Denmark, 2012

    Challenge
    Life Cycle Assessments are conducted to identify the environmental footprint of products or services throughout their lifetime: From the extraction of raw materials and their processing via pre-products to the manufacture of the product or service, its life time usage up to dismantling and disposal, including all transportation. The assessments focus on the identification and evaluation of potential environmental improvements.

    In this case, after successful analysis of the Life Cycle resource usage as well as the direct & indirect costs related to the environmental impacts, the most important improvement areas were instantly determined and prioritized:
    The most important issue being the SF-6 gas containing switch gears, which the industry uses to safeguard against fire and electrical discharges in the wind turbine's high-voltage system. Main reason for its dramatic environmental impact being that one kilogram of SF-6 has the same greenhouse effect as 22,800 kilograms of CO2, making it the most potent Greenhaouse Gas. And since a wind turbine contains about 7 kilograms SF-6 on average, this amount would correspond to 10% of the CO2 emitted in connection with manufacture, transport, application and dismantling of a wind turbine during its total lifetime – if this SF-6 gas were to be emitted to the atmosphere.

    Proposal
    A two-step approach to resolve the issue:
    • Long-term research and technology development to replace the SF-6 gas in switchgears by sustainable alternatives like gas mixtures or even air - but since this might take another decade,
    • immediate design, simulation, test and implementation of a unique return system for SF-6 gas containing switch gears to ensure that all SF-6 worldwide is under systematic and professional management control, being salvaged by specialists during maintenance as well as at end-of-life and then either recycled or destroyed.

    Result
    The world's first and by the same time global SF-6 Gas Management and Take-Back-Scheme for an entire industry, in partnership with the supply chain and SF-6 specialists worldwide - hence a global Carbon Footprint reduction of 10% for the Wind Turbine Manufacturer alone, officially reviewed and agreed as in compliance with the current best LCA practices and in accordance with the ISO 14044 standard as to Arpad Horvath, Ph.D. Berkeley, California and reported in the publicly available Sustainability Reports.

    Therefore, the intelligent interpretation of the Life Cycle Analysis results enabled
  • the design of a competitive advantage
  • taking the lead in the industry,
  • avoiding future liability cost, and even
  • safeguarding future legal compliance for the manufacturer of more than 40.000 wind turbines as well as the respective customers worldwide.

    • Another case study example: End-of-Life and Cradle-to-Cradle Projects such as Carbon Fiber and Glass Fiber Recycling as well as the application of these Recyclates with different organizations, Florida, USA, 2013

    Challenge
    Another important improvement area determined and prioritized by the wind turbine Life Cycle Assessment mentioned earlier on is the missing recycling solution to the massive amount of glass fiber and carbon fiber materials from the wing technology applied for the last 25-30 years, as well as in other appliances such as the e.g. machine houses.
    These composite materials are currently on the rise in worldwide production due to their low weight as well as high strength and elasticity – in the wind, but also in the aerospace, marine and automotive industry.

    However, partly due to the long lifetime of the respective products, the question of dismantling and recycling of these composites remains unresolved so far – currently available are only disposal via more and more scarce landfill sites, and in some places incineration or pyrolysis.

    To showcase the rising urgency: The wind industry alone calculates about 42,000 wind turbines to be dismantled by 2020, accounting for about 270,000 tons of composite material to be disposed of – equaling a possible saving of about 13.000.000 GJ of energy, 540.200 tons of CO2, 2.431 tons of SOx and 810 tons of NOx in the next ten years if recycling is applied.

    Since 13.000.000 GJ of energy don't tell a lot, here some equations: This amount of energy equals 8h of primary energy supply for Germany, or 173 days of primary energy supply to Munich - or 1334 years of primary energy supply to the Munich Oktoberfest.

    Proposal
  • Research into alternatives to the costly and very energy-consuming pyrolysis, as well as the low-recycling incineration or non-recycling disposal of compound materials,
  • A row of Cradle-to-Cradle recycling tests to see whether newly developed mechanical recycling technologies can cope with Glass Fiber as well as Carbon Fiber,
  • Assessment how the resulting recyclates compare to the common disposal solutions in landfill or incineration/pyrolysis with regard to:
  • their physical performance indicators regarding the re-application in different products and industries
  • their environmental performance via Live Cycle Analysis as well as
  • their economical performance through a comparison of the respective business cases.

    • Result
    First of all we delivered proof that the newly developed mechanical recycling technologies for Glass Fiber can cope with Carbon Fiber also. Hence making mechanical recycling possible not only for Carbon Fiber products, but even for the ever more often applied amalgamated products made of Glass and Carbon Fiber.

    Furthermore the new recyclate products made from recycled Carbon Fiber showed the highest tensile strenght test results ever measured. This presents a sensation in itself: A recyclate product delivering better strength test results than the same product made from virgin fiber material, hence better performance of a product made from cheaper waste material compared to the same product made from expensive raw material. A win-win in the ecological as well as the economical discipline.
    Based on these encouraging results three scenarios were developed and are currently under examination with the customers to improve the environmental as well as the economical performance of the related products:
    • replacement of virgin fibers by recyclate fiber materials including recycled fiber content up to 80%,
    • replacement of metal parts by recyclate fiber materials of the same recycled fiber content of up to 80% and
    • replacement of concrete materials by recyclate fiber materials including recycled fibers up to 15% recycling fiber content.

    Besides the clarification of these facts re: material, environmental as well as economical performance also the examination of other important "deal makers" for potential customers in wind and automotive industry is currently ongoing:
  • investments in a service organization delivering the necessary volumes of high quality composite waste from different sources to make recycling viable,
  • investments in the necessary process operations and infrastructure as well as
  • investments in marketing for possible end-users of recovered composite fibers, as well as in the development of new recycling products to open new markets.

    • 5) Stakeholder dialogue

    (b, c, d, e, f, g)

    Informing - but even more important, communicating - with different stakeholder groups, e.g. during the UN World Summit on Sustainable Development JWSSD 2002, Johannesburg, South Africa, 2002.

    Challenge
    Management of stakeholder interests has many facets:
  • First and foremost, it needs to be founded on solid facts such as product design for environment, sustainable production or service including value chains, minimized impacts through the use phase and LCA-proven solutions for end-of-life.
  • But equally important, it needs to entail individual and creative approaches to stakeholder dialogue, e.g. to engage the very different genres of stakeholders through addressing their multiple issues at "the perfect spot" in context, time and location.

    • Proposal
    The UN World Summit on Sustainable Development JWSSD 2002 in Johannesburg, South Africa in 2002 shall serve as an example on how to make the right decisions even under time restraints and uncertain circumstances to establish a grand stakeholder event.


    In the middle the former Chancellor of the Federal Republic of Germany, Gerhard Schröder, a spokesman of the premium Automotive Manufacturer and Project Manager Guido Prick (to the right)
    When it transpired in mid 2001 that the UN might give the World Summit to Africa it was quite clear to us that South Africa with either Cape Town or Johannesburg were the places that might be able to handle the approximately 60.000 visitors of such an event.

    Thus, we started lobbying within a local premium Automotive Manufacturer for a representation at this event - in the light of the fact that Johannesburg had the best chances and is only 40 km away from the its automotive production facilities that had just been acclaimed for its newly certified and outreaching Environmental Management System.

    Independent of the ongoing internal decision making process we started the preparation by organizing the funding of the local South African preparatory conference November 2001 in Cape Town – in order to get to know all local decision makers for the JWSSD 2002 during this event on location and in person. Main reason being the vision to achieve access to an exclusive spot for an individual stakeholder dialogue - apart from the regularly UN-organized venues during these Summits, which are far off from the decision making venues and only visited by peers, but not by the stakeholders of such a prestigious event.

    This led to the start of a local network including politicians, press and industry representatives in the run up for this UN event. A groundwork that turned out to be a solid base for this prestigious project, for which we received a final "GO" in February 2002. The start of an unrivalled six months run to head a multi-million euro project that turned out to be the first and up to today single representation of a private industry right at the heart of an UN Summit…and manifesting this automobile manufacturer's world renowned reputation in Sustainability.

    During the Summit events many opportunities occurred to liaise with stakeholders in the form of an open, transparent, supportive and simultaneously careful dialogue - just to mention one:
    The non-governmental organization "Friends of the Earth" had planned an demonstration against the Summit. They wanted to put few hundred paper maché dolls representing the underprivileged people of this planet on the automobile manufacturers exhibition premises and have them destroyed by the "Monster of Globalization" in the face of the world media.

    However, after a careful one-on-one dialogue about the reasons to be on this event and the targets of both the automobile manufacturer and "Friends of the Earth", the latter abstained from its planned demonstration on these premises. Even though this would have been the perfect setting for their happening as this exhibition space proved to be the most prestigious site right in the center of the Summit - with a structure in the shape of the Earth, the "EarthLounge", as an open space for everybody to enter and discuss sustainability topics.

    Result
    For the first time ever – and unrivalled to this day – an industry representative became a fully fledged delegate and hence was able to present its solutions to the most pressing sustainability challenges in the midst of a 60.000 stakeholder United Nations gathering about sustainable development, at the UN World Summit on Sustainable Development JWSSD 2002 in Johannesburg - 10 years after the first UN Earth Summit in Rio de Janeiro.

    Many prestigious events were held during this UN Summit in so-called "EarthLounge", which became the inofficial icon of the JWSSD, since every international news agency used it as the backdrop for their documentations of the event, and hence had utmost media coverage.

    Honored guests at the events in the "EarthLounge" of the German premium Automotive Manufacturer were e.g. the then UN Executive Director Klaus Töpfer, the President of the World Wildlife Fund Dr. Claude Martin or the then Director of the World Business Council for Sustainable Development, Claude Fussler. Also the rating agency SAM/Robeco even hosted an evening event to discuss sustainability rating issues with their stakeholders.


    In the middle Dr. Alois Flatz, Sam Group and founder of the Dow Jones Sustainability Index, shaking hands with the former Head of Environmental Protection of the premium Automotive Manufacturer, Manfred Heller
    This widely acclaimed approach was repeated by the automobile manufacturers "Stakeholder Dialogue Forum" in Munich 2004, a successful reprise of the JWSSD 2002 event concept. A total of 50 events were held during this event, open to all stakeholders - even to host a day or an evening event completely on their own regiment with their own stakeholders.

    Impressions of the premium Automotive Manufacturer's event during the JWSSD 2002
    Other examples:
  • Environmental resp. Sustainability Reporting of a global premium Automotive Manufacturer, 1998-2010
  • Cooperation with SAM Group re: Dow Jones Sustainability Group Index for a global premium Automotive Manufacturer, 1998-2010
  • Sustainability Reporting of the leading global Wind Turbine Manufacturer, 2011-2012

    • 6) Strategy Management for Innovation, Technology & Environment

    (a, b, c, d, e, f, g)

    Strategy Management for Innovation, Technology & Environment of a global premium Automotive Manufacturer, 1997-2010

    Challenge
    Having a vision in sustainability issues is important.

    But having a vision without
  • a strategy to make it come true
  • long term objectives and short term targets to check whether the organization is on track and
  • a solid technology- and innovation-roadmap into the future to steer research and development, especially in complex product environments, might not be worth anything.

    • Even more so, in the light of ever shorter amortization times, that pose ever larger obstacles to sustainability-driven long-term investment decisions. This leads to low-cost investments based on short-term payback-requirements, costing an organization a multiple amount of the short-term savings, i.e. through increased maintenance and other running costs over the complete lifetime of an investment.

    Proposal
    Prevention of inadequately advised investment decisions, e.g. based on short-term payback requirements, through
  • a thorough strategy process,
  • supported by rigid, target oriented research and
  • reliable scenario development.
    • This establishes a powerful counterpoint of solid long-term investment reasoning, supported by return-on-investment data and additional facts of good sustainability performance.

    Result
    Examples of such longer-term sustainable investment decisions successful on the triple bottom line of ecological, economical and social performance include larger infrastructure projects of a global premium Automotive Manufacturer in South Africa 1997-2001 for e.g. chemical management, effluent water management, or waste and scrap material management.

    These infrastructure projects not only minimized several business risks and secured legal compliance, but also increased revenues as well as working conditions for all employees involved. Following this approach, for example, turned a former unattractive waste and scrap-yard into a profitable business center with best-in-class working conditions, and consequentially turned its employees into beacons of motivation for the whole company - proud to work in these upgraded and economically successful facilities.

    Another case study is the thorough future scenario process in the Research and Development Division of a German premium Automotive Manufacturer comprising of an annual strategic orientation framework and a future product scenario to steer Research and Pre-Development for products 15 years into the future. This included successful technology - and innovation - road mapping as well as synchronization of top-suppliers' innovation management - and lead to a corporate Innovation Strategy. Hence this consolidated strategy management paved the way to successful innovation projects in the automotive sector, even – or especially - under the harsh conditions of an economic downturn.

    Other example:
    Environmental Strategy 2015-2020 for the leading global Wind Turbine Manufacturer, 2011-2012

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