Challenge

The establishment of a systemic impact measurement and impact reporting system that meets international standards and the requirements of donor institutions, while being cost-effectively implemented.

Consulting

As a basis for the concept, we conducted a status quo analysis and facilitated a GAP analysis by comparing it with a) a targeted mapping of existing market practices, b) national and international standards, and c) existing donor systems and requirements. The identification of cross-cutting and specific standard indicators, along with the concept for developing a dashboard, subsequently enabled the creation of the first impact report.

Outcome

The client has an impact analysis for her portfolio, combining efficient data collection with the ability to directly provide information to donor institutions. Further expansion steps were identified and evaluated on a cost-benefit basis.

Challenge

The verification of impact management systems can only be standardized to a certain extent, and detailed knowledge as well as experience are required to enable part of the evaluation and new topics. We had to solve specific questions regarding the status quo in the market (benchmarking), the evaluation of the quality of impact scoring models, and process and organizational development.

Consulting

As part of a larger consulting team, we integrated seamlessly into existing processes and worked out specific information. We conducted qualitative expert interviews to capture current and future market standards for specific asset classes or peer groups, such as development finance institutions. We presented the insights gained at both the working and management levels, specifically addressing critical questions and emerging topics.

Result

The verifier was able to leverage our deep expertise and practical work experience with many of the critical questions inside the team and in the results. In addition to a positive evaluation of their system, the clients of the verification received a coordinated list of concrete improvement steps for an even more tailored system.

Challenge

Measuring social impact in the area of gender should lead to qualitatively robust results with the least possible effort. The challenge was to develop an evaluation logic that defines whether a gender-smart investment exists and, if so, identifies different levels from good practice to best practice. In addition to the content work, the support of the investor network was necessary, as they had to agree to the system in order to make implementation possible. A further challenge was the planned data platform, which collects the required information via digital interfaces, checks data quality, analyzes it, and outputs reportable data.

Consulting

Together with other gender measurement experts, we designed an in-depth measurement system based on existing criteria, which allows the planned evaluation of gender-smart investments in different classes up to best practice. The piloting with investors and investees showed that a quick check and a detailed check based on the measurement concept were both functional. The integration into the data system took place stepwise, and the quick check could be completely tooled for the investor network and adapted to their systemic requirements. The detailed check as a certificate solution is still technically under construction. Stakeholder management took place via monthly workshops with the investor network as well as topic-specific subgroups and bilateral exchange. Both implementation strands - the theoretical elaboration and piloting of the system as well as the pick-up and integration of the investors - were merged step by step.

Outcome

The system is in use, and the joint commitment of the investor network runs into billions. This commitment was communicated at the highest political level (G7 summit).

Challenge

The data situation in many promotional banks and development financiers worldwide only partially allows for the measurement of impact. External data should be examined as an enrichment or alternative to internal measurement.

Consulting

Together with a selected software provider and the client, we identified a list of indicators for which we should develop a prototype data collection process using satellite- and survey-supported data. The indicators were professionally evaluated, and the impact pathways were expanded with the possibilities of external data. The prototypes showed that, using basic project information such as location and type of investment, a qualitatively valid measurement via external data was already possible in a very cost-efficient manner. The development and discussion of the prototype with a large number of stakeholders, ranging from group-wide subject matter experts to IT and the management level, were part of the consulting services.

Result

The client has a tested prototype on the efficient use of external data for their impact measurement and thus a proven option for the further cost-efficient improvement of their impact management.

Challenge

The investment advisor had to set up its impact measurement and management system (IMMS) in accordance with the Operating Principles for Impact Management in order to meet the requirements of Section 292a of the German Investment Code (KAGB) "Development Promotion Funds". Central to this were questions regarding their own role in generating social impact, the internal and external requirements for a system, the current state of the IMMS, and which specific steps were missing to achieve the level of ambition. In addition, the system was to be set up as efficiently as possible and the necessary documentation was to be created.

Consulting

The conception phase was structured into a status quo analysis, the definition of the own role as well as the level of requirements and ambition (both internal and external), and a GAP analysis that identified and prioritized necessary or potential improvements. This consultancy consisted of a combination of document analyses, internal workshops, and the evaluation of the results to achieve a prioritized list of activities towards the targeted system. In addition, we assisted in the concrete implementation of the concept into processes and documentations.

Outcome

An external verification of the system by BlueMark shows that the targeted level of ambition was successfully achieved within the limited time budget and available capacities. The tailor-made impact management system complies with international standards. On an informal level, we can observe how positively the integration of the employees' own activities into an overall system for creating impact has affected them.

Challenge

The professionalization of investees is a core component of investment portfolios. A new building block in this process is supporting investees in setting up an impact measurement and management system (IMMS). A particular challenge was the question of how to analyze and evaluate such a system and identify potential improvements. In addition, it was unclear how high the demand for such support was on the part of the development financier and their clients.

Consulting

An impact measurement and management system (IMMS) can be broken down into individual components. The development stages of these components can be assessed, allowing for a diagnosis of existing systems and a comparison with the requirements for the specific type of investment target. For example, an "Impact Fund" must achieve a significantly higher level than a high-impact company without its own impact intention. Based on this logic, a diagnostic tool was designed along with an assessment grid for the rapid identification of need for action. The piloting was carried out on a client-specific basis using the required components of the IMMS. Following the conception and implementation phase, an initial learning loop was conducted to improve the system.

Result

The pilots for client-specific support all received very positive reviews, and the approach is being institutionalized by the development financier. Further projects with investment targets have already taken place, and the system functions as an engagement for professionalizing investment targets. It is interesting to observe that investees, like the client acting as portfolio manager, also highly appreciate it when the diagnosis identifies no significant need for action – as this peace of mind, knowing that the focus should lie on topics other than "impact management," is currently rare to find in the market.

Challenge

The client required the design and support during the implementation of an Impact Measurement and Management System (IMMS). The IMMS supports management in building a network of stakeholders for climate investments, in particular venture capital investors, accelerators, as well as project partners such as training institutions or funders like the Green Climate Fund.

Consulting

We compiled a comprehensive market analysis of accelerators and venture capital investors worldwide, as well as specifically in Sub-Saharan Africa and South America. Through this market assessment, we were able to define the level of ambition for the IMMS and realize the design, structure, and implementation of the IMMS together with the client's project team.

Result

A robust, tailored IMMS meeting the requirements of international standards and key stakeholders, from start-ups to project partners and funders.

The IMMS is being used and enjoys broad acceptance. Through rapid learning cycles, it allows for very direct project steering and stakeholder dialogues, as well as robust reporting.

Challenge

The regional development bank required expert support in designing and implementing optimized impact management. The goal was to define initial steps that were both ambitious and feasible. Additionally, guidance was provided during the implementation of these steps, ensuring that impact management was actively executed in the end and could be transitioned into a strategic review process for continuous improvement.

Consulting

We conducted a comprehensive market analysis for the regional development bank to identify suitable tools for impact analysis and analyzed various approaches for introducing impact measurement and impact management. We supported the bank in defining its level of ambition and creating the implementation plan for its own impact management. Furthermore, we accompanied the concrete implementation of parallel subprojects as well as the stakeholder management. Our experience with large and very large institutions helped to address challenges, such as 1) analyzing and integrating existing and in some cases historically grown structures, 2) building on existing data availability and IT systems, 3) coordinating with sustainability management and those responsible for sustainability regulation, and 4) engaging a broad group of stakeholders at both the operational and management levels.

Result

The impact management builds on existing structures and data and enables optimized development impact management. The optimized system allows for fast learning cycles and an effective stakeholder dialogue. Connection to Green or Social Bonds is taken into account.

Challenge

Increasing regulatory requirements as well as growing expectations from retail partners require a coherent sustainability strategy. Good experience had already been gained with the ZNU standard, which had already been certified at two sites within the Group, meaning that it was to be implemented group-wide as a uniform framework for all locations and brands. The Group faced the task of systematically anchoring sustainability at the group level and implementing the ZNU standard at all locations while also complying with the regulatory requirements of the CSRD.

Consulting

The Group was supported in three successive phases. First, workshops were conducted at all relevant locations as well as in the central administration to identify sustainability risks and opportunities, recognize stakeholder requirements, and assess impacts, thereby arriving at a group-wide double materiality analysis. In doing so, site-specific characteristics were captured just as much as overarching group topics. Based on the workshop results, a group-wide materiality matrix was subsequently developed. In the third phase, the identified subject areas were transferred into the ZNU system, control structures were defined, and the individual locations were prepared for the requirements of the group certification.

Result

The Group now has uniform control elements for sustainability. This results in cross-location synergies (e.g., in training needs, process flows) and uniform key performance indicators of essential subject areas. The external certification ensures that the individual sites, and thus the Group, continuously develop in the areas essential to them. All other locations are now being brought to the certification level independently and systematically, thereby achieving a more resilient future orientation.

Challenge

The customer wanted to supplement their integrated management system with a holistic sustainability management system in accordance with the ZNU Standard for Sustainable Management. The roll-out was first to be trialed at the headquarters and at two pilot sites before the global roll-out took place.

Consulting

We accompanied the customer along the entire learning path. From the status quo analysis through the various steps of conception and implementation to the review and the preparation and accompaniment of the external audit. In doing so, we were able to expand the integrated management system to include the ZNU Standard module and build this based on the customer's needs and requirements, thereby preparing the global roll-out.

Result

The integrated management system has been expanded and optimized to include the sustainability module, enabling synergy effects between already existing systems and the new standard to be utilized in the best possible way. Thanks to the standardization of processes, the global roll-out is now underway.

Challenge

To adapt to new requirements and market developments at an early stage, the company wanted to establish a reliable risk management system. The goal was to systematically record dependencies, risks and opportunities, take into account the key stakeholder interests and prioritize the central sustainability topics for the future.

Consulting

We conducted 16 interviews with internal specialist departments and 6 interviews with (external) stakeholders. In doing so, financial risks and potentials were made visible, dependencies were shown and possible consequences of disregarding stakeholder interests were identified. This created a comprehensive picture of the factors that are decisive for the strategic direction of the company.

Result

The company now has a systematic risk analysis with a clear strategic sustainability orientation. Risks and opportunities are monetarily evaluated and prioritized so that they can flow specifically into corporate management. At the same time, the company has a better basis for argumentation towards banks, insurance companies and business partners – and thus gains security for the future.

Challenge

The association set itself the goal of strategically integrating sustainability into its daily routine and becoming the first association in Germany to implement the ZNU-Standard Driving Sustainable Change. Due to the association's structure, this was to be done entirely by volunteers.

Consulting

Together with the sustainability working group and the association's board, we conducted various workshops to develop the association's sustainability strategy and identify the key topics. Target and action plans were derived from the key topics identified, which were then implemented through project work.

Result

The association is considered a pioneer in the field of sustainability in sports. It is the first amateur club in Germany to be certified according to the ZNU-Standard. Since the completion of the project, sustainability efforts within the association have been continued in an exemplary manner, and the association has already received several awards at state and national levels for its commitment to sustainability.

Challenge

Many sports clubs would like to act more sustainably, but fail to implement this in everyday club life. The goal of the joint project was to develop a sustainability strategy that could be implemented by all sports clubs equally, regardless of size, sport, or personnel capacity.

Consulting

Together with the city and other regional partners, we held a total of three workshops with representatives of the sports clubs to develop the key topics and possible measures for the joint sustainability strategy. The sports clubs that implement this strategy can qualify for participation in the "Sustainable Sports Clubs" initiative and receive special funding.

Result

A sustainability strategy for all sports clubs and a concept for the "Sustainable Sports Clubs" initiative. The joint sustainability strategy creates synergy effects between the sports clubs themselves and in the cooperation of the sports clubs with the city and regional partners. In addition, the joint contribution of all participating sports clubs to the city's sustainability goals can be demonstrated.

Challenge

Aroma Snacks GmbH has been preparing carbon footprints in accordance with the GHG Protocol for several years, having them externally validated at regular intervals to ensure the reliability of the results. During this routine validation, it became apparent that individual emission factors were outdated, certain emission sources were not yet fully recorded, and methodological inconsistencies had crept in.

Consulting

In the first step, the existing calculation logic and the emission factors used were systematically reviewed across all three scopes. In the process, outdated emission factors were updated based on recognized databases. For specific factors that could not be mapped via standard databases, custom, methodologically sound derivations were developed and documented. During the review, inconsistencies in the previous years' accounting were also noticed and corrected. Furthermore, the scope of the accounting was expanded to include previously unconsidered emission sources in order to create a more complete picture of the corporate carbon footprint. Finally, a Corporate Carbon Footprint (CCF) was prepared on the basis of the corrected and completed database and documented in a structured report in accordance with the GHG Protocol.

Result

The company now has a fully validated and updated carbon footprint. All assumptions, derivations, and calculation steps are transparently documented, enabling the internal team to continue the accounting in subsequent years. On this basis, the company can clearly identify its largest emission drivers and derive targeted reduction measures.

Michael Poschauko, Quality & Sustainability Manager at Aroma Snacks, confirms: "We at Aroma Snacks GmbH are very pleased with the updated carbon footprint in accordance with the GHG Protocol. Due to the methodical approach and professional service delivery, we can rely on fully validated, transparently documented, and future-proof data to expand our commitment."

Challenge

The company wanted to record its greenhouse gas emissions in accordance with the internationally recognized GHG Protocol and establish a reliable carbon footprint. In doing so, there were uncertainties in individual accounting categories and open questions regarding data calculation. The objective was to review the existing data and establish a reliable basis for future climate reports.

Consulting

We reviewed the existing carbon footprint, completed missing areas together with the company, and developed clear calculation logics for all relevant categories. This allowed open questions to be clarified and made the balance sheet consistent and comprehensible.

Result

The company now has a verified carbon footprint in accordance with the GHG Protocol. Thanks to the clear structures, it can record its emissions independently and efficiently in the future. This creates transparency towards customers and business partners and provides security with regard to legal requirements.

Challenge

Due to the CSR Directive, the client was obliged to integrate a CSRD report into the annual report. Since the annual report is prepared on a consolidated basis for the entire group, the sustainability report also had to be structured in this way and take into account the special requirements for consolidated reports in terms of structure and preparation.

Consulting

The project began with the determination of the material reporting obligations analogous to the double materiality analysis. From this, the data points to be reported were derived, and the data collection from the subsidiaries was started. Together, target and action plans were created and, after implementation, reviewed for effectiveness. The project ended with the joint preparation of the first sustainability report according to CSRD.

Result

Within the corporate group, suitable structures were created to be able to address sustainability strategically and to react more flexibly and better to upcoming risks and challenges. The main output of the project is the group's first sustainability report, which is used not only to fulfill the CSRD but also in a separate report as a marketing tool.

By building competence within the company, the sustainability reports for the coming years can be prepared more easily and require less external support.

Challenge

The company comprises several corporate entities, some of which are required to complete EcoVadis questionnaires for the food retail sector. Previously, processing was handled in a decentralized manner and involved a great deal of effort. The goal was therefore to standardize the work steps and process inquiries more efficiently. To achieve this, a centralized project management system for sustainability was to be set up within a sustainability software solution.

Consulting

We bundled the EcoVadis requirements of the individual entities into an overview and made overlaps visible. Building on this, KPI tracking was implemented in the software so that all relevant data is captured centrally. On this basis, the structure of a consolidated sustainability report was created, which can be used by all entities.

Result

The company can now generate a consolidated report directly from the sustainability software that meets all EcoVadis requirements. Inquiries no longer have to be answered individually – they can be addressed centrally and significantly faster. This reduces the effort considerably and ensures clarity across all entities.