Ein Arbeiter beim Schweißen als Symbolbild für ESRS S1 und S2. Darauf steht: CSRD und Arbeitskräfte: Tipps zum Reporting nach ESRS S1 und S2.
16.01.2025

CSRD und Arbeitskräfte: Tipps zum Reporting nach ESRS S1 und S2

Die ESRS-Standards in Bezug auf Arbeitskräfte, ESRS S1 und S2, gehören zu den anspruchsvollsten im Rahmen der Berichterstattung nach CSRD. S1 betrifft die eigenen Mitarbeitenden und ist sehr umfangreich. S2 bezieht sich auf die Beschäftigten in der Wertschöpfungskette. In diesem Beitrag erklären wir, warum die Standards wichtig sind, welche Anforderungen an Unternehmen gestellt werden und wie Sie die erforderlichen Daten sammeln.

ESRS S1 und S2 – die Standards zu den Arbeitskräften

Die ESRS S1 und S2 nehmen im CSRD-Bericht eine bedeutende Rolle ein. Sie behandeln die Arbeitskräfte des Unternehmens (S1) und die Arbeitskräfte in der Wertschöpfungskette (S2). Dabei geht es unter anderem um Themen wie Arbeitsbedingungen, Rechte von Mitarbeitenden, Vielfalt und Inklusion, aber auch Kinder- und Zwangsarbeit.

Allein der Standard S1 ist im CSRD-Bericht ähnlich umfassend wie die Offenlegungspflichten im Bereich Klimaschutz. Hierzu haben wir ebenfalls Tipps zum Reporting nach ESRS E1.

Welche Angabepflichten und Datenpunkte konkret für Ihren CSRD-Bericht wesentlich sind, entscheidet sich auch bei S1 und S2 anhand der Doppelten Wesentlichkeitsanalyse. Im Folgenden betrachten wir die beiden Standards und die Angabepflichten dennoch in ihrer Gesamtheit, auch wenn Sie am Ende vielleicht nicht zu allen Datenpunkten berichtspflichtig sind.

Was sind die ESRS S1 und S2 und warum sind sie wichtig?

Datensammlung und Reporting gehen leichter von der Hand, wenn Sie das „Warum“ dahinter kennen.

Aus der emotionalen Perspektive: Es geht in beiden Standards um Menschen – und das macht sie doch schon automatisch wichtig. In ihrem CSRD-Bericht sollen Sie Ihre Ambitionen, Ziele und Maßnahmen zu einem sicheren und guten Arbeitsumfeld für Ihre Mitarbeitenden und jenen in der Wertschöpfungskette zeigen.

Aus technischer Sicht sollen ESRS S1 und S2 aufzeigen,

  • wie sich Ihr Unternehmen auf die Beschäftigten auswirkt (positiv wie negativ, real und potenziell).
  • welche Maßnahmen Ihr Unternehmen ergriffen hat, um Auswirkungen zu verhindern, zu mindern oder zu verbessern, und welche Ergebnisse diese Maßnahmen erzielt haben.
  • welche Risiken und Chancen in Bezug auf die Beschäftigten bestehen und wie Ihr Unternehmen damit umgeht.
  • wie sich die wichtigsten Risiken und Chancen in Bezug auf die Beschäftigten finanziell auswirken können.

Bei S1 beziehen sich diese Angaben jeweils auf die eigenen Mitarbeitenden, bei S2 sind die Beschäftigten in der Wertschöpfungskette gemeint.

CSRD-Compliance leicht gemacht

Von den CSRD-Grundlagen bis zum fertigen Bericht: Unser praktisches Softwarepaket führt Sie Schritt für Schritt zur CSRD-Compliance!

Welche konkreten Anforderungen stellen ESRS S1 und S2 an Unternehmen?

Nach dem allgemeinen Blick werden wir etwas konkreter und schauen tiefer in die Standards. Und hier erkennen wir schnell, dass S1 und S2 dem typischen Aufbau der ESRS folgen. Das bedeutet: Zunächst müssen Angaben zu Strategie sowie zum Management der Auswirkungen, Risiken und Chancen (abgekürzt IRO für Impact, Risk and Opportunity) gemacht werden.

Unternehmen sollen ihre strategischen Ansätze beispielsweise zu Arbeitsbedingungen, Weiterbildungsmaßnahmen, Diversität und Chancengleichheit darlegen. Diese Konzepte, wie sie in der deutschen Fassung der ESRS genannt werden, sind oft in der Unternehmensstrategie, den detaillierteren Strategieplänen, dem Code of Conduct oder anderen Richtlinien zu finden.

Die ESRS fordern darüber hinaus Angaben dazu, wie die Beschäftigten eingebunden werden und Fragen an das Management stellen, aber auch Kritik äußern können. Auch nach Beschwerdemechanismen wird gefragt.

Und natürlich sollen Unternehmen angeben, welche Ziele und Maßnahmen sie sich in Bezug auf die Beschäftigten gesteckt haben.

Nach diesen eher allgemeineren Angaben geht es um konkrete Zahlen. Während bei S2 lediglich die Ziele genannt werden müssen, werden bei S1 sehr viele Daten zu den Beschäftigten abgefragt (S1-6 bis S1-17). Ein Auszug als kleiner Vorgeschmack:

  • Geschlecht und Alter der Mitarbeitenden
  • Beschäftigungsverhältnis
  • Menschen mit Behinderungen
  • Mitarbeiterfluktuation
  • Unfälle am Arbeitsplatz
  • Vielfalt in der Führungsebene
  • Und viele weitere

Über welche Angabepflichten und Datenpunkte Sie tatsächlich berichten müssen, ist von den Ergebnissen der Doppelten Wesentlichkeitsanalyse abhängig.

In den ersten Jahren Ihrer Berichtspflicht gibt es aber noch einen zweiten Aspekt, warum Sie Angaben zunächst einmal weglassen können – die Phase-in-Regelungen der ESRS. Bei den Standards S1 und S2 gibt es Übergangsfristen, die einzelne Unternehmen wahrnehmen können. Es ist aber trotzdem anzugeben, ob die Nachhaltigkeitsthemen als wesentlich eingestuft worden sind. Hier finden Sie einen Überblick über alle Phase-in-Regelungen der ESRS.

Wie können Unternehmen die erforderlichen Daten sammeln?

Nehmen wir nun an: Sie haben die wesentlichen Themen ermittelt. Und Sie haben entschieden, welche Datenpunkte Sie aufgrund der Phase-in-Regelung auslassen. Damit startet die Datensammlung. Ein Prozess, den Sie mit ein paar Tipps und Hilfestellungen gut meistern.

Die Kennzahlen stecken in den Standards S1-6 bis S1-17. Der VERSO ESG Hub erleichtert Ihnen hier die Arbeit. In unserer Software sind Leitfäden und Erklärungen zu den einzelnen Standards hinterlegt. Schauen Sie sich hier genau die Angabepflichten an. Dann erkennen Sie schnell, wo Sie die entsprechenden Daten erhalten können.

Die erste Anlaufstelle ist bei S1 die HR-Abteilung. Sprechen Sie die Kolleg:innen frühestmöglich an und legen Sie eine Ansprechperson fest. Mit dieser können Sie im ESG Hub Schritt für Schritt durch die Angabepflichten gehen und geeignete Prozesse für die Datensammlung etablieren. Durch die Arbeit in der VERSO-Software stellen Sie sicher, dass auch tatsächlich die wesentlichen Daten gesammelt werden. Zudem können dort Verantwortlichkeiten festgelegt und die Daten direkt eingetragen werden.

In einem ausführlichen Blogbeitrag erhalten Sie weitere Tipps für die Datensammlung.

Ähnlich läuft es bei S2 ab. Nur, dass es deutlich weniger Kennzahlen sind und die Daten aus der Wertschöpfungskette stammen, was meist arbeitsintensiver ist. Um dies zu erleichtern und Transparenz in der Lieferkette zu schaffen, haben wir den VERSO Supply Chain Hub entwickelt. Von dort überführen Sie die Daten direkt in den VERSO ESG Hub und erstellen Ihren CSRD-konformen Bericht.

CSRD-Compliance leicht gemacht

Von den CSRD-Grundlagen bis zum fertigen Bericht: Unser praktisches Softwarepaket führt Sie Schritt für Schritt zur CSRD-Compliance!

Zum Abschluss: Die Angabepflichten im Überblick

Die Angabepflichten des ESRS S1

Der Standard S1 ist sehr umfangreich. Er umfasst 17 Angabepflichten, allerdings sind nicht alle bereits im ersten Jahr bzw. für alle Unternehmen von Bedeutung. Dies hängt mit den Ergebnissen der Doppelten Wesentlichkeitsanalyse, aber auch mit den bereits erwähnten Übergangsfristen zusammen.

Hier ein kurzer Überblick:

Strategie

  • ESRS 2 SBM-2 – Interessen und Standpunkte der Interessenträger
  • ESRS 2 SBM-3 – Wesentliche Auswirkungen, Risiken und Chancen und ihr Zusammenspiel mit Strategie und Geschäftsmodell

Management der Auswirkungen, Risiken und Chancen

  • S1-1 – Konzepte im Zusammenhang mit den Arbeitskräften des Unternehmens
  • S1-2 – Verfahren zur Einbeziehung der Arbeitskräfte des Unternehmens und von Arbeitnehmervertretern in Bezug auf Auswirkungen
  • S1-3 – Verfahren zur Verbesserung negativer Auswirkungen und Kanäle, über die die Arbeitskräfte des Unternehmens Bedenken äußern können
  • S1-4 – Ergreifung von Maßnahmen in Bezug auf wesentliche Auswirkungen auf die Arbeitskräfte des Unternehmens und Ansätze zum Management wesentlicher Risiken und zur Nutzung wesentlicher Chancen im Zusammenhang mit den Arbeitskräften des Unternehmens sowie die Wirksamkeit dieser Maßnahmen

Kennzahlen und Ziele

  • S1-5 – Ziele im Zusammenhang mit der Bewältigung wesentlicher negativer Auswirkungen, der Förderung positiver Auswirkungen und dem Umgang mit wesentlichen Risiken und Chancen
  • S1-6 – Merkmale der Arbeitnehmer des Unternehmens
  • S1-7 – Merkmale der Fremdarbeitskräfte des Unternehmens
  • S1-8 – Tarifvertragliche Abdeckung und sozialer Dialog
  • S1-9 – Diversitätskennzahlen
  • S1-10 – Angemessene Entlohnung
  • S1-11 – Soziale Absicherung
  • S1-12 – Menschen mit Behinderungen
  • S1-13 – Kennzahlen für Weiterbildung und Kompetenzentwicklung
  • S1-14 – Kennzahlen für Gesundheitsschutz und Sicherheit
  • S1-15 – Kennzahlen für die Vereinbarkeit von Berufs- und Privatleben
  • S1-16 – Vergütungskennzahlen (Verdienstunterschiede und Gesamtvergütung)
  • S1-17 – Vorfälle, Beschwerden und schwerwiegende Auswirkungen im Zusammenhang mit Menschenrechten

 

Die Angabepflichten des ESRS S2

Im Gegensatz zu S1 ist der Standard S2 geradezu schlank. Er umfasst lediglich 5 Angabepflichten. Zu welchen berichtet werden muss, hängt hier ebenfalls von den Ergebnissen der Doppelten Wesentlichkeitsanalyse, und den Übergangsfristen ab.

Hier ein kurzer Überblick:

Strategie

  • SBM-2 Interessen und Standpunkte der Interessenträger
  • SBM-3 Auswirkungen, Risiken und Chancen und ihr Zusammenspiel mit Strategie und Geschäftsmodell

Management der Auswirkungen, Risiken und Chancen

  • S2-1 – Konzepte im Zusammenhang mit Arbeitskräften in der Wertschöpfungskette
  • S2-2 – Verfahren zur Einbeziehung der Arbeitskräfte in der Wertschöpfungskette in Bezug auf Auswirkungen
  • S2-3 – Verfahren zur Verbesserung negativer Auswirkungen und Kanäle, über die die Arbeitskräfte in der Wertschöpfungskette Bedenken äußern können
  • S2-4 – Ergreifung von Maßnahmen in Bezug auf wesentliche Auswirkungen auf Arbeitskräfte in der Wertschöpfungskette und Ansätze zum Management wesentlicher Risiken und zur Nutzung wesentlicher Chancen im Zusammenhang mit Arbeitskräften in der Wertschöpfungskette sowie die Wirksamkeit dieser Maßnahmen

Kennzahlen und Ziele

  • S2-5 – Ziele im Zusammenhang mit der Bewältigung wesentlicher negativer Auswirkungen, der Förderung positiver Auswirkungen und dem Umgang mit wesentlichen Risiken und Chancen

Die Datensammlung im VERSO ESG Hub kennen lernen

Um die Angabepflichten von ESRS S1 und S2 zu erfüllen, müssen Sie also eine Menge Daten sammeln. Gerade zu den eigenen Beschäftigten werden zahlreiche Kennzahlen abgefragt. Aufgrund des Umfangs geht schnell der Überblick verloren. Der VERSO ESG Hub ist hier ihr verlässlicher Partner, in dem Sie alle relevanten Daten sammeln und für den CSRD-Bericht nutzen. Überzeugen Sie sich selbst und vereinbaren Sie eine kostenlose Demo.

* Bei diesen Informationen handelt es sich um redaktionell zusammengefassten Content, der nicht als Rechtsberatung zu verstehen ist. VERSO übernimmt keine Haftung. 

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Phase-in-Regelung ESRS
02.12.2024

Phase-in regulations of the ESRS: All about the transition periods for the CSRD report

Companies that have to prepare a CSRD sustainability report are given some relief with the phase-in regulations of the ESRS. The transitional periods make it possible to address certain topics at a later date. In this article, you will find out which phase-in regulations and deadlines are available.

The European Sustainability Reporting Standards (ESRS) are the basis for a legally compliant sustainability report. However, the framework entails a large number of disclosure obligations. Companies must provide comprehensive qualitative and quantitative data on their material topics and data points. The path to a CSRD report is not easy! In order to provide some relief for companies subject to reporting requirements, the ESRS offer so-called phase-in regulations. The transitional periods allow you to process certain topics later or in a simplified form, even if you have identified them as material.

Why are there phase-in rules in the ESRS?

Plain and simple: for many companies, the data for some data points is simply not yet available. As data collection will still take some time, phase-in rules have been integrated into the ESRS. The transitional periods are intended to make the start of reporting a little easier. During this “acclimatization period”, companies can omit specific disclosure obligations, particularly in the first few years of mandatory reporting. The transition periods give you the opportunity to gradually build up the processes for data collection and CSRD reporting. Our tip is: start the reporting process as early as possible! And before your company is obliged to do so! This will allow you to establish and optimize important structures and processes before time runs out or it is even too late. Then you will be prepared when it comes to mandatory reporting or when the transition periods end and you have to provide all data on key topics.

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What phase-in rules are there for the ESRS?

The ESRS offer companies numerous phase-in regulations. They are listed in Appendix C of ESRS 1. The scope varies greatly: sometimes they only relate to a few data points, sometimes to all disclosure requirements of a standard. When using the VERSO ESG Hub, the specific phase-in rules of the individual standards are displayed directly. You can therefore see at a glance whether you can omit a standard or have to report on it directly. In this list you will find the disclosure requirements that have been gradually introduced. The effective date refers to the mandatory reporting in each case.

ESRS Disclosure obligation Transition period for companies
under 750 employees
Transition period for companies
over 750 employees
ESRS 2 SBM-1: Strategy, business model and value chain The data points SBM-1, 40 b (Breakdown of total revenue by material ESRS sectors) and SBM-1, 40 c (List of additional relevant ESRS sectors) do not have to be reported until the delegated acts of the corresponding sector standards enter into force.
SBM-3: Significant impacts, risks and opportunities and their interaction with strategy and business model The data point SBM-3, 48 e (expected financial impact) can be omitted in the first year. In addition, qualitative data is sufficient in the first three years if it is not feasible to prepare quantitative data.
ESRS Disclosure obligation Transition period for companies
under 750 employees
Transition period for companies
over 750 employees
ESRS E1 E1-6: Gross greenhouse gas emissions (Scope 1, 2, 3 and total greenhouse gas emissions) Information on Scope 3 and total emissions can be omitted in the first year if the company has fewer than 750 employees on average.
E1-9: Expected financial impact of significant physical and transition risks and potential climate-related opportunities The information can be omitted in the first year. In addition, qualitative data is sufficient in the first three years if it is not feasible to prepare quantitative data.
ESRS E2 E2-6: Expected financial impact due to pollution-related impacts, risks and opportunities The information can be omitted in the first year. In addition, qualitative information is sufficient in the first three years. An exception to this second simplification is data point E2, 40 b on operating and capital expenditure incurred in the reporting period in connection with major incidents and deposits.
ESRS E3 E3-5: Expected financial implications of impacts, risks and opportunities related to water and marine resources The information can be omitted in the first year. In addition, qualitative information is sufficient in the first three years.
ESRS E4 E4: All disclosure requirements The disclosures can be omitted in the first two years if the company has an average of less than 750 employees.
E4-6: Expected financial implications of impacts, risks and opportunities related to biodiversity and ecosystems The information can be omitted in the first year. In addition, qualitative information is sufficient in the first three years.
ESRS E5 E5-6: Expected financial implications related to resource use and circular economy impacts, risks and opportunities The information can be omitted in the first year. In addition, qualitative information is sufficient in the first three years.
ESRS Disclosure obligation Transition period for companies
under 750 employees
Transition period for companies
over 750 employees
ESRS S1 S1: All disclosure requirements The disclosures can be omitted in the first year if the company has an average of less than 750 employees.
S1-7: Characteristics of the company’s external workforce The information can be omitted in the first year.
S1-8: Collective bargaining coverage and social dialog The disclosure requirement in relation to own workforce in non-EEA countries can be omitted in the first year.
S1-11: Social security The information can be omitted in the first year.
S1-12: Percentage of people with disabilities The data can be omitted in the first year.
S1-13: Continuing education and skills development The information can be omitted in the first year.
S1-14: Health and safety Information on the data points on work-related illnesses and the number of days lost due to injuries, accidents, fatalities and work-related illnesses can be omitted in the first year. In addition, reporting on external workers may be omitted.
S1-15: Work-life balance The information can be omitted in the first year.
ESRS S2 S2: All disclosure requirements The disclosures can be omitted in the first two years if the company has an average of less than 750 employees.
ESRS S3 S3: All disclosure requirements The disclosures can be omitted in the first two years if the company has an average of less than 750 employees.
ESRS S4 S4: All disclosure requirements The disclosures can be omitted in the first two years if the company has an average of less than 750 employees.

Phase-in rules: The key to successful ESRS reporting

The ESRS phase-in rules are a useful relief for companies preparing for CSRD reporting. However, they should not be a free ride, but a strategic opportunity to prepare for the new requirements. Companies should use the transition periods to set up internal processes and create the data basis for future reports. The sooner you start, the better prepared you will be for the full implementation of the CSRD requirements. Although reporting in accordance with the ESRS is challenging, it is also an opportunity to embed sustainable business practices deep within the company. In the long term, this not only pays off in terms of regulatory compliance, but also creates valuable opportunities for your business. In a blog post, we show 6 potentials of CSRD for your company.

Get to know the VERSO ESG Hub right away

The VERSO ESG Hub simplifies and accelerates the entire CSRD reporting process. Would you like to get to know the software solution right away? Then arrange a demo appointment directly.

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

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CSRD-Bericht 10 wertvolle Tipps zur erfolgreichen Datensammlung
04.11.2024

CSRD: 10 valuable tips for successful data collection

CSRD presents companies with new challenges – and this starts with data collection. Processes and responsibilities are often not yet established, and the data must also comply with regulatory requirements. In this article, you will find 10 valuable tips for efficient data collection.

CSRD reporting with its ESRS standards is complex. You have probably already heard this or are perhaps experiencing it yourself. And this complexity is particularly evident when it comes to collecting data for the sustainability report. A number of questions quickly arise: What data do we need? How detailed does it need to be? Who supplies the data? Who ensures that it is correct? And so on. The European Financial Reporting Advisory Group (EFRAG) is the perfect address to answer all questions relating to data collection. The organization has developed the ESRS, which specify the form and content of a CSRD report. And in its guidelines, it has repeatedly emphasized the importance of comprehensive and structured data collection. Collecting all the essential information requires well thought-out planning, clear processes and close cooperation between the various departments in your company. The following 10 tips will help you to establish efficient data collection and optimize the preparation of a CSRD-compliant sustainability report.

Stress-free CSRD compliance

Our practical software package supports you every step of the way – right through to the finished CSRD report.

1. start early: set up processes and avoid bottlenecks

The first tip is very obvious, yet it is often forgotten: Start as early as possible!

It is important to set up efficient processes before mandatory CSRD reporting begins. Well-defined and proven processes lead to faster data collection and reduce the risk of errors. Regularly reviewing and adapting these processes ensures that they remain in place even as requirements increase. Those who invest in clean processes at an early stage can therefore meet their regulatory obligations much more efficiently and quickly in the long term.

You must also be aware of this: Data collection is a real time waster. People often underestimate how long it takes to retrieve the essential information. You must not forget: For many departments in your company, your request comes on top of their actual tasks. You should also allow some time for responses from business partners and suppliers.

Various sources and departments are involved, especially when it comes to complex data sets such as the carbon footprint. While consumption data is usually available quickly, it takes much longer to carry out a commuter survey or to collect cross-location information. The information on the ESRS S1 standard (company’s own workforce) also usually takes longer, as a lot of quantitative data is requested here.

Another tip here: Calculate the deadline from the back”! First determine when the sustainability report should be published – in the case of the CSRD, together with the management report. Then go through the individual steps, such as text creation, data collection and analysis of double materiality, right up to the beginning. Allow a little buffer for each task and then you will know when you should start at the latest.

Practical guide: Fit for the first CSRD report

Our practical guide with checklist makes it easier for you to get started and prepare for reporting in accordance with CSRD and the ESRS.

2. double materiality analysis: the foundation for your CSRD report

A central component of CSRD reporting is the dual materiality analysis. This enables you to find out what impact your business activities have on the environment and society and what opportunities and risks exist for your company due to external aspects. These impacts, opportunities and risks (IROs) define which topics are material for your company. The double materiality analysis therefore forms the basis for your data collection, your CSRD sustainability report and your ESG management. You should therefore pay particular attention to this. Errors can lead to missing or inaccurate data. An analysis with substance, on the other hand, will guide you purposefully through the reporting process. Our AI-supported software solution offers valuable support, including time savings in the double materiality analysis.

3. gap analysis: identifying and closing data gaps

Has your company already produced a sustainability report? Is it based on a standard such as GRI or DNK? Then you already have a good template here that you can compare with the CSRD requirements. Carry out a gap analysis and find out what data you have reported in previous years, whether it corresponds to the ESRS formulas and what data is still missing. This will help you determine which processes are already in place and which data collection processes still need to be established or adapted. However, you can also carry out a gap analysis without a previous report. In this case, you first check which data you already have and then determine where there is still room for improvement.

4. identify data sources and define responsibilities

When collecting data, it is not only important what information is required according to CSRD, but also who or wor which department can provide it. You should therefore processes and communication channels up and define responsibilities. In this way, you create clarity, avoid delays and set yourself up for success. hethat data collection will continue continues to run efficiently and smoothly in the future.

5. promote teamwork and a shared awareness

CSRD reporting is a team effort. As you have seen from the previous points, many departments are involved – so teamwork is a must! When preparing reports, you are in close coordination with HR, IT, Finance, Purchasing, Risk Management and other departments. Encourage good and efficient collaboration. In the VERSO ESG Hub, for example, you can define responsibilities for each topic. Every year, when data collection starts again, each person responsible can enter their data directly into the tool. Regular training courses and workshops also raise awareness of sustainability. Involve other departments and inform everyone involved about the latest requirements.

Course: Sustainability for specialists and managers

Do you still need to pick up colleagues on the topic of “sustainability in the company”? In the “Fit for Sustainability” course, you will learn everything you need to know to ensure that everyone has a common understanding of sustainability.

6. set focus and define priorities

Focus on material topics. The double materiality analysis shows you the way here. Please note: The report should concentrate on your efforts in the area of your material topics and fulfill the regulatory requirements. To make the start of reporting a little easier, you should initially refrain from voluntary data points. You should also take advantage of transition periods that have been introduced to ease the burden on companies. You do not have to report on all material topics right from the start. Instead, there are topics for which you are given a settling-in period. Make use of the phase-in regulations that cover many standards. They allow you to skip the disclosures in the first few years or exempt smaller companies from disclosure requirements.

7 Learning from mistakes: The first report doesn’t have to be perfect

The first report does not have to be perfect – you have to understand and accept that. The first step is to establish efficient data collection as part of the CSRD and to set up or improve processes. Do not try to write by hook or by crook about concepts and measures that you have not yet introduced. Instead, set yourself a target for when you want to publish the relevant data – and communicate this openly in your report.

8. ensure granularity of the data

Ensure the right granularity of your data to guarantee the necessary transparency and traceability. Data should be collected in as much detail as possible to enable precise analysis and informed decision-making. Instead of general information on greenhouse gas emissions or energy consumption, it is necessary to collect data down to the level of individual business units, production processes or locations. Overly aggregated information can lead to important details being overlooked. In order to define your goals, you should take sufficient time and, if necessary, hold workshops. The focus should be on what is realistic and sensible for your company in the long term. Choose your goals and measures consciously and avoid adjusting them too frequently. This ensures sustainable and consistent reporting.

The ESRS standards at a glance

The European Sustainability Reporting Standards (ESRS) are intended to make sustainability reports more meaningful and comparable. All information can be found in the whitepaper.

9. quality assurance: check data for reliability

High data quality is the key to a CSRD-compliant sustainability report. It is therefore important that you set up internal control systems that work in a similar way to financial reporting. These controls ensure that the ESG data is accurate, complete and reliable. Data quality plays a key role, particularly with regard to the external assurance required under the CSRD. To ensure high data quality, you should prepare well and read the information in the standards carefully. There you will find the Application Requirements (AR) with detailed instructions. They specify how certain information must be disclosed or measured.

10. use technology: Digital tools optimize data collection

Manual data collection is error-prone and time-consuming. Excel tables quickly become confusing – especially with CSRD with over 1000 data points. You spend a lot of time scrolling back and forth between the individual data points. This is something that costs nerves and that you should save yourself. Software-supported reporting is simpler, more effective and more data-based. And we are not just writing this from our own experience, EFRAG also points this out. Digital tools, especially with AI support, help you to standardize processes and ensure that all essential data is recorded and processed correctly.

 

Effective data collection: how VERSO supports you

VERSO simplifies and accelerates your entire reporting process – from dual materiality analysis to data collection and reporting. You identify the material topics with the help of our AI-supported software solution. In the VERSO ESG Hub, you collect all material data and create a CSRD-compliant report directly in the tool.

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

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Update LkSG und CSDDD - die wichtigsten Änderungen
10.10.2024

Update zu LkSG und CSDDD: Die wichtigsten Änderungen

Die neue EU-Lieferkettenrichtlinie CSDDD stellt im Vergleich zum deutschen Lieferkettengesetz LkSG neue Anforderungen an Unternehmen. Um die europäische Regelung mit den nationalen Vorschriften in Einklang zu bringen, sind Anpassungen unvermeidlich. In diesem Beitrag zeigen wir Ihnen, worauf Sie vorbereitet sein sollten, und geben Ihnen Handlungsempfehlungen.

Einführung in die CSDDD

Die Corporate Sustainability Due Diligence Directive (CSDDD) ist am 25. Juli 2024 in Kraft getreten. Ziel der EU-Lieferkettenrichtlinie ist es, menschenrechtliche und umweltbezogene Sorgfaltspflichten in Unternehmen EU-weit zu vereinheitlichen. Unternehmen in der EU müssen entlang ihrer gesamten Lieferkette potenzielle Risiken identifizieren und gezielte Maßnahmen ergreifen, um diese zu minimieren – insbesondere bei Hochrisiko-Lieferanten. Im Vergleich zum deutschen Lieferkettensorgfaltspflichtengesetz (LkSG) geht die CSDDD noch weiter und umfasst zusätzliche soziale und ökologische Aspekte, die bisher nicht im Fokus standen.

Inhalt dieses Blogbeitrags:

  • Vergleich zwischen CSDDD und LkSG
  • Geplante Anpassungen des LkSG in Deutschland
  • Handlungsempfehlungen für Unternehmen

Vergleich zwischen LkSG und CSDDD

Obwohl das deutsche LkSG und die europäische CSDDD ähnliche Ziele verfolgen, gibt es wichtige Unterschiede in ihren Anforderungen.

Zunächst betrifft das die Reichweite der Due-Diligence-Verpflichtungen. Beide Regularien verwenden einen risikobasierten Ansatz. Während das LkSG aber vor allem auf direkte Lieferanten fokussiert ist, fordert die CSDDD eine Betrachtung der gesamten Lieferkette. Bei Hochrisiko-Lieferanten bedarf es einer vertieften Analyse.

Außerdem deckt die CSDDD einen breiteren Bereich an Themen ab. Die europäische Richtlinie umfasst neben den 13 aus dem LkSG bekannten Risikokategorien zusätzliche soziale und ökologische Themen.

Unterschiede gibt es auch beim Geltungsbereich:

LkSG

  • Seit 2024: Unternehmen mit mehr als 1000 Beschäftigten

CSDDD

  • EU-Unternehmen
    • Ab 2027: mit mehr als 5000 Beschäftigten und einem Jahresumsatz von über 1500 Millionen Euro
    • Ab 2028: mit mehr als 3000 Beschäftigten und einem Jahresumsatz von über 900 Millionen Euro
    • Ab 2029: mit mehr als 1000 Beschäftigten und einem Jahresumsatz von über 450 Millionen Euro
  • Nicht-EU-Unternehmen:
    • mit einem Nettoumsatz von über 450 Millionen Euro in der EU generiert
Geltungsbereich LkSG und CSDDD

Schließlich sieht die CSDDD auch zivilrechtliche Haftungen vor, die im LkSG nicht enthalten sind. Betroffenen Unternehmen drohen also rechtlichen Konsequenzen, wenn sie ihren Sorgfaltspflichten nicht nachkommen. 

Die CSDDD und die Anpassung des LkSG

Da die Anforderungen der CSDDD über die des LkSG hinausgehen, ist eine Anpassung des deutschen Gesetzes unvermeidlich. Die Bundesregierung hat in ihrer Wachstumsinitiative angekündigt, das Lieferkettengesetz möglichst bürokratiearm an die neuen europäischen Regelungen anzupassen. Wie genau diese Anpassungen aussehen werden, ist allerdings noch offen.

Ein zentrales Thema ist der Geltungsbereich, da in Deutschland aktuell mehr Unternehmen vom LkSG betroffen sind als in der CSDDD vorgesehen. Es wurde diskutiert, ob die deutsche Regierung den Anwendungsbereich des LkSG ändern kann. Jedoch hindert der Wortlaut der CSDDD die EU-Mitgliedstaaten ausdrücklich daran, den Geltungsbereich bestehender nationaler Gesetze zu verringern. Wie die Bundesregierung mit diesem Konflikt umgehen wird, bleibt abzuwarten.

Die Bundesregierung plant zudem ein Sofortprogramm für untergesetzliche Maßnahmen, das Unternehmen entlasten und ihnen bei der praktischen Umsetzung des LkSG helfen soll. Dieses Programm, das im September 2024 eingeführt wurde, enthält Maßnahmen, die kurzfristig durch das Bundesamt für Wirtschaft und Ausfuhrkontrolle (BAFA) operationalisiert werden können, um eine praxisnahe Anwendung der Vorgaben zu ermöglichen.

Eine weitere Anpassung, die bereits konkret geplant ist, betrifft die Berichtspflichten. Um doppelte Berichtspflichten zu vermeiden, sollen Unternehmen, die sowohl unter die Corporate Sustainability Reporting Directive (CSRD) als auch unter das LkSG fallen, ein Wahlrecht erhalten. Sie können entweder den CSRD-konformen Nachhaltigkeitsbericht oder den BAFA-Fragebogen für das LkSG nutzen. Allerdings gibt es Unterschiede zwischen den beiden Berichtsanforderungen: Der CSRD-Bericht deckt nicht alle Details ab, die im BAFA-Fragebogen verlangt werden. Unternehmen, die sich für den CSRD-Bericht entscheiden, sollten daher auf mögliche Nachfragen des BAFA vorbereitet sein und eine umfassende Dokumentation ihrer Sorgfaltspflichten intern sicherstellen.

Umsetzung des LkSG: Empfehlungen für Unternehmen

Was bedeuten die Anpassungen des deutschen LkSG für Sie und Ihr Unternehmen. Wir haben Handlungsempfehlungen zusammengestellt:

1. Informiert bleiben

Die regulatorischen Anforderungen entwickeln sich stetig weiter. Es ist wichtig, dass Sie über Neuerungen im Rahmen des LkSG und der CSDDD informiert bleiben, um rechtzeitig auf Änderungen reagieren zu können. Dazu bietet sich unser VERSO-Blog an und folgen Sie uns auf LinkedIn.

2. Bestehende Prozesse fortsetzen

Auch wenn einige Anpassungen des LkSG noch in der Diskussion sind, sollten Sie Ihre bisherigen Maßnahmen zur Einhaltung der Sorgfaltspflichten in der Lieferkette fortsetzen. So stellen Sie sicher, dass Sie auf zukünftige Anforderungen vorbereitet sind.

3. Sorgfaltspflichten etablieren

Unabhängig von gesetzlichen Vorgaben lohnt es sich, wirksame Sorgfaltspflichten zu etablieren. Diese helfen Ihnen, resilientere Lieferketten aufzubauen, eng mit Geschäftspartnern zusammenzuarbeiten und langfristig die soziale Akzeptanz für Ihr Handeln zu sichern. Zudem stärken Sie Ihre Marke und tragen positiv zum Schutz von Menschen und der Umwelt bei.

4. CSRD beachten

Fällt Ihr Unternehmen unter die CSRD, müssen Sie – unabhängig von den Änderungen des LkSG – eine menschenrechtliche Sorgfaltsprüfung durchführen. Stellen Sie sicher, dass Ihre Berichterstattung diese Anforderungen erfüllt und Sie ausreichend Daten zur Verfügung haben, um transparent und umfassend zu berichten.

Unterstützung durch VERSO bei der Umsetzung von LkSG, CSDDD und CSRD

Die Umsetzung von LkSG und CSDDD stellt viele Unternehmen vor Herausforderungen. Der VERSO Supply Chain Hub bietet eine umfassende Lösung, um diese Anforderungen effizient zu bewältigen. Die Plattform ermöglicht eine automatisierte Risikoanalyse der gesamten Lieferantenbasis, unterstützt das Einholen von Self-Assessments und sorgt für die Transparenz entlang der gesamten Lieferkette. Unternehmen können damit sowohl den Vorgaben des LkSG als auch der CSDDD nachkommen. Mit dem ESG Hub bietet VERSO darüber hinaus die Möglichkeit, CSRD-konforme Nachhaltigkeitsberichte zu erstellen.

* Bei diesen Informationen handelt es sich um redaktionell zusammengefassten Content, der nicht als Rechtsberatung zu verstehen ist. VERSO übernimmt keine Haftung. 

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Blog Fahrradbranche Lieferkette
09.09.2024

Compliance in the supply chain: How the bicycle industry is mastering the task

Sustainability regulatory obligations are increasing and compliance in the supply chain is becoming ever more important. Read our article to find out how companies fullfil the ESG requirements for the supply chain and how VERSO specifically supports the bicycle industry in this task.

The economy is undergoing a profound change. More and more companies are integrating sustainability into their business models. This topic is also becoming increasingly important in the bicycle industry – especially in relation to the supply chain, as this is where the greatest risks and the greatest impact of bicycle manufacturers lie.

Two factors play a key role. Firstly, many companies are launching sustainable initiatives to improve their environmental footprint. This enables them to generate business value and Competitive advantages.

On the other hand, regulatory pressure is growing – including throughtheCSRD reporting obligation, the CO2-border-adjustment mechanism CBAM and the EUDR regulation for deforestation-free supply chains. Compliance with sustainability requirements is becoming mandatory.

CSRD, EUDR and CBAM: New requirements for compliance in the supply chain

There are numerous new requirements in the area of sustainability that also affect the bicycle industry. The CSRD, the EU directive on sustainability reporting, plays a major role. Companies have to provide extensive ESG information – and not only consider their own company, but also the supply chain. We have summarised what exactly is required in our blog post „CSRD and the supply chain”. However, the industry is also confronted with new obligations arising from the use of certain raw materials. For example, companies are subject to the EUDR because rubber is used for bicycle tyres. By using CO2-intensive materials such as aluminium or steel, companies may also be affected by CBAM. Both regulations include an assessment of certain raw materials as well as a documentation and reporting obligation. Those who create transparency here and thus address the risks identified have created the basis for fulfilling almost all requirements and compliance in the supply chain.

Compliance in the supply chain: the challenge of a complex supply chain

Cycling is – apart from walking – the most environmentally friendly form of transport: emission-free, quiet, efficient and climate-friendly. However, this only applies to pedalling. When it comes to the production of bicycles, especially e-bikes, the balance is somewhat different.

In addition to emissions – including CO2-intensive materials – the use of high-risk materials also plays a role. “Raw materials for motors, electronics and batteries are associated with major sustainability risks,” explains Klaus Wiesen, Head of Sustainable Supply Chain at VERSO. In addition, the bicycle industry often has complex supply chains. This makes it all the more important to create transparency with regard to these issues and reduce risks.

The complexity of the supply chain results from the large number of players involved in the production of the numerous components of a bicycle or e-bike. These players are distributed internationally, which results in different framework conditions and long transport routes.

Compared to conventional bicycles, e-bikes bring additional challenges. New technologies and raw materials for the drive and battery have become relevant in production. Here, bicycle manufacturers are competing with industries such as the IT sector, with which they previously had little contact.

CSRD and supply chain: these disclosures are required

The CSRD obliges companies to provide extensive information on the supply chain. Find out what information is required and what opportunities and risks arise from the EU directive.

The growing importance of transparency and data management

“Transparency in the supply chain is the key to complying with current and future regulations,” emphasises Klaus Wiesen. Many VERSO customers have voluntarily established corresponding processes before they are obliged to do so by regulations such as the Supply Chain Act (LkSG).

Riese Müller is a pioneer in the bicycle industry and aims to be the most sustainable company in the e-bike sector by 2025. With the VERSO Supply Chain Hub the company creates the necessary transparency in the supply chain and promotes its suppliers in terms of sustainability. Riese Müller is also improving risk management and supply chain mapping to ensure compliance in the supply chain.

However, not all companies in the bicycle industry are that advanced. A key problem is the collection and management of data along the supply chain. Smaller manufacturers in particular have some catching up to do.

“Many companies have hardly collected any structured data, which now presents them with considerable challenges if they want to fulfil the requirements of CSRD, CBAM, EUDR and other regulations,” says Klaus Wiesen. This is where VERSO comes in and offers solutions to support companies in realigning their processes and fulfilling the requirements.

Compliance in the supply chain: benefiting from the network

VERSO is the bicycle industry’s leading platform for sustainability in the supply chain. Their customers include German companies such as Riese Müller as well as international manufacturers – for example from the Netherlands, Switzerland and the USA.

“As there is a large overlap in the supplier base in the bicycle industry, our customers benefit from the networks created and stored in our software,” explains Klaus Wiesen. All customers also benefit from learning effects from previous projects. VERSO integrates new regulations into its software at an early stage to ensure future compliance in the supply chain.

EUDR: Everything you need to know

The EU regulation for deforestation-free supply chains (EUDR) aims to prevent the ongoing deforestation of forests. In our article, we answer the most important questions about the EUDR.

Leveraging supply chain ompliance as a chance for the bicycle industry

The regulations are not only associated with additional tasks. They also open up new opportunities for companies.

One example is risk management. Companies in the bicycle industry have suffered particularly badly from supply bottlenecks in the past. Resilience in the supply chain has therefore become an important issue. By identifying risks (e.g. political instability, natural disasters or human rights violations), a company can take measures to minimize or avoid the impact of these risks. This ensures robust supply chains.

Bicycle manufacturers’ customers often attach great importance to sustainability. Those who fulfill the compliance requirements show that their company takes responsibility for ethical and environmentally friendly standards in the supply chain. This creates trust, provides a competitive advantage and contributes to the long-term success and good reputation of the brand.

Avoiding reputational damage and penalties also plays a role. Companies that do not fulfill their regulatory obligations must expect sanctions. We have summarised possible penalties in the blog post Sanctions at a glance: The cost of mistakes in reporting and implementing sustainability” for an easy overview.

Holistic sustainability management at VERSO

In order to fulfill the requirements, companies should prepare for the new regulations at an early stage. Thanks to our expertise in the bicycle industry (among others) VERSO is the ideal partner. “With the VERSO Supply Chain Hub we have been supporting our customers for years with transparency in the supply chain and the fulfillment of their due diligence obligations. Our software solution enables optimized preparation for current and future regulations,’ emphasizes Klaus Wiesen.

The supply chain harbors the greatest risks and has the greatest impact in the bicycle industry. However, a holistic view of a company is necessary, particularly with regard to CSRD. This includes the upstream and downstream value chain as well as the company’s own business activities. VERSO offers an all-in-one solution here.

With the VERSO ESG Hub you can collect all relevant data and create a meaningful sustainability report. With the Climate Hub the corporate carbon footprint is calculated and a climate strategy is mapped. The VERSO sustainability experts will support you throughout the entire process. Furthermore, you can gain additional know-how about sustainability in our VERSO Academy courses.

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Earth Overshoot Day
18.07.2024

Earth Overshoot Day:
3 tips for sustainable resource management

Earth Overshoot Day marks the day on which we humans have used up all the natural resources we are entitled to for the year. Earth Overshoot Day shows us that we must take action! In this blog post, you will find lots of information about Earth Overshoot Day as well as three tips for more sustainable resource management in your company.

Let’s imagine that: At the beginning of August, we have already spent our entire annual salary.
We should now be planning our big summer vacation – but no, there’s not a single cent left.
From now on, we’ll have to live on credit and somehow get by until the end of the year.
Not a nice idea, is it?
The scary thing is: This is exactly how we are treating our planetary resources – and this is what Earth Overshoot Day stands for.
In 2024, Earth Overshoot Day falls on August 1.
All the natural resources that we humans are actually entitled to this year have been used up.
From this day onwards, we will be living at the expense of the future – for another 5 months.
A bitter day?
Absolutely, there’s no denying it.
But it doesn’t help to bury our heads in the sand.
Let’s use the day as a reminder: let’s act now and push Earth Overshoot Day as far back as possible!
Following the information about Earth Overshoot Day, this blog post therefore contains three tips on how you can make your company’s resource management more sustainable.
These simple measures, which every company can implement, actively contribute to environmental and climate protection.  

Definition: What is Earth Overshoot Day?

Earth Overshoot Day has been calculated since 1971.
In German, it is also known as Earth Overshoot Day or World Exhaustion Day.
It marks the date on which humanity’s demand for ecological resources and services in one year exceeds what the earth can regenerate in that year.
This is how the WWF describes it, for example.
The overshoot days are calculated globally and nationally – the total global consumption of resources is used or the consumption of a specific country is extrapolated to the global availability of resources.
The calculations for the overshoot days are based on the concept of the ecological footprint.
It describes the biologically productive area on earth that is necessary to enable a person’s lifestyle and standard of living.
In short, it documents how much nature we have and how much we need.
Earth Overshoot Day is calculated by the Footprint Data Foundation, York University and the Global Footprint Network.

Why is sustainability important for your company?

Sustainability is becoming increasingly important – not only for private individuals, but also for companies.
We use facts and figures from the year 2024 to show why you should not view sustainability as a mere compulsory exercise.

Earth Overshoot Day earlier and earlier

It’s no big surprise: Earth Overshoot Day is always earlier, and it has steadily moved forward over the past 50 years.
Since the 2010s, however, it has settled around the beginning of August.

Der Earth Overshoot Day, auf deutsch auch Erdüberlastungstag oder Welterschöpfungstag genannt, fällt 2024 auf den 1. August. Der Tag zeigt, wann wir Menschen alle natürlichen Ressourcen, die uns für dieses Jahr zur Verfügung stehen, aufgebraucht haben. Er ist seit 1971 kontinuierlich früher. © Global Footprint Network www.footprintnetwork.org

It all started in 1971: the first Earth Overshoot Day came as a worrying Christmas present under the Christmas tree, so to speak.
It fell on December 25, but at least we were still almost on target.
However, the consumption of resources continued to increase and so did Earth Overshoot Day.
As early as 1974, it moved to November, from 1987 to October and in 1999 it was in September for the first time.
Since 2005, Earth Overshoot Day has been in August and is steadily approaching July.
In 2018 and 2022, Earth Overshoot Day was already on August 1, the earliest date to date.
Each time it was a little later the following year.
In 2024, it will fall on August 1 for the third time.
The coronavirus pandemic and specifically the year 2020 represent a notable break in the statistics.
Global lockdowns and restrictions, the decline in production and transportation had a drastic impact on people and the economy.
But energy and resource consumption and CO2 emissions also fell significantly and the Earth Overshoot Day slipped back to August 16.
However, the effect did not last long and was no longer strongly felt the following year.
If you follow the development of Earth Overshoot Day closely, you will have noticed the fluctuations.
From time to time the day is later than in the previous year or it is adjusted retrospectively.
This can also be related to optimizations in resource consumption.
However, the reasons are usually more precise calculation methods and improved data sets.

CSRD: New requirements for sustainability reports

As part of the Green Deal, the EU is driving forward numerous measures for sustainable transformation – including the CSRD, the Corporate Sustainability Reporting Directive.
You can find all the details in our factsheet.

Overshoot Day for Germany

Calculated for Germany alone, Overshoot Day is even earlier.
In 2024, it already fell on May 2.
This means that if every country consumed resources like we do in Germany, everything the planet can offer and regenerate would already be used up by that day.
In other words, if everyone lived like we do, we would need three Earths.
Compared to previous years, not much has changed with regard to Germany’s Overshoot Day.
It is consistently at the beginning of May – except for the outlier in 2020 due to coronavirus.
So we haven’t got worse in Germany, but we haven’t really improved either.

Der Country Overshoot Day für Deutschland ist 2024 auf den 2. Mai gefallen. Würden alle Menschen auf der so leben wie wir in Deutschland, wären an diesem Tag alle natürlichen Ressourcen, die uns eigentlich zur Verfügung stehen, aufgebraucht. Das bedeutet: Wir bräuchten drei Erden. © Global Footprint Network www.footprintnetwork.org

However, it is also worth taking a look at other countries for comparison.
The three earliest Country Overshoot Days in 2024 were in:

  • Qatar: February 11
  • Luxembourg; February 20
  • United Arab Emirates: March 4

The three countries for which the respective Country Overshoot Day was calculated for the latest date are:

  • Guinea: December 27
  • Moldova: December 28
  • Kyrgyzstan: December 30

And to conclude the comparison, let’s take a look at three G12 countries:

  • USA: March 14
  • France: May 7
  • China: June 1

 

What Earth Overshoot Day means for your company

Earth Overshoot Day is first and foremost a wake-up call to humanity.
The initiators want to show that our actions can lead to unpleasant consequences.
And these consequences will also be felt by companies, or are already being felt.
One example is extreme weather events such as droughts or floods, which are occurring more frequently and more intensively as a result of climate change.
They show how vulnerable global supply chains are.
The consequences are often crop failures, shortages of raw materials or blocked transport routes.
All of this is already leading to bottlenecks in supply and production – and the trend is currently increasing rather than decreasing.

Practical guide to CSRD

Our practical guide, including a checklist, will help you prepare for CSRD reporting.
Find out what challenges there are and how you can overcome them.

3 tips for sustainable resource management in your company

Resource consumption affects us all.
Even as private individuals, we can make a difference.
The WWF lists various ways for end consumers to live more sustainably and thus push back the date of World Exhaustion Day.
“Buy green, consume less and eat less meat” is the succinct but effective recommendation for private individuals.
However, one of the biggest levers for saving resources worldwide is the economy.
Anyone who now thinks that sustainability is just something for a clear conscience or regulatory reporting obligations is mistaken: sustainable management brings business value, creates competitive advantages and strengthens the future viability and resilience of companies.
Many measures can save you money.
These three tips will help you get closer to sustainable resource management:  

The three big Rs – Reduce, Reuse, Recycle

One of the most effective methods for establishing sustainable resource management in a company is the circular economy.
It starts with the big three Rs: Reduce, Reuse, Recycle.
It is about reducing the use of resources and materials, reusing products and reusing the materials from one product in another product.
One approach is an internal recycling process in which production waste is collected, processed and reused.
This can significantly reduce waste and thus the amount of raw materials required.
In addition, recycled or bio-based materials can be ordered from suppliers.
Resources can also be saved during shipping.
For example, packaging that can be reused.
But also in transport itself.
There are special pooling systems for pallet cages and Euro pallets – a reusable system for load carriers, so to speak.
Empty runs by truck should also be avoided.
But savings can also be made quite simply in the office.
For example, in water or energy consumption.
Refillable printer cartridges produce less waste.
Or you can switch completely to a paperless office.
Incidentally, the three big Rs are just the beginning: the circular economy goes a big step further and focuses on the 10 Rs. The concept and many other interesting facts about the circular economy can be found in this blog post “How the circular economy works and what it can achieve in Germany“.  

Save energy and use it more efficiently

Energy is an important resource for every company – which is why it makes sense to start here.
The range of measures to save energy and use it efficiently is very broad.
It starts with obvious and simple steps:

  • Use LED instead of halogen lamps
  • Install motion detectors for the lighting
  • Adjusting the brightness of screens downwards
  • Use laptops instead of desktop computers

You should also take a systematic approach here – an energy management system in accordance with ISO 50001, for example, is helpful.
Although individual measures can lead to savings, they can also cause problems in other areas.
Therefore, look at the big picture and start looking for energy guzzlers.
Air conditioning, heating and ventilation often offer opportunities for optimization.
Important: Also check whether there is a state subsidy for the replacement.
Or have you ever thought about hosting your website?
With tools such as the Website Carbon Calculator, you can calculate the CO2 footprint of your company website in no time at all.
In the blog post “How to communicate your sustainability on your website“, we provide simple tips under point 6 on how to make your website more sustainable without any design or coding knowledge.
Another way to save energy: your company can become an electricity producer itself.
Photovoltaic systems are not only suitable for building roofs, but also for parking lots.
Not only do you generate green electricity and cover part of your energy requirements, you also create a source of shade.
You can also participate in local wind farms.  

Sensitize and train employees

Employees are the key to a company’s success.
This applies not only to purely financial success, but also to the implementation of ESG initiatives.
It is therefore important to sensitize the entire team to sustainable action and train them accordingly.
This firmly anchors sustainability in the corporate culture.
During workshops, you should emphasize waste separation and avoidance and give tips on saving water and energy.
If everyone, or at least many people, adapt their behavior a little, a lot can be achieved.
One question that everyone should ask themselves, for example: Do I really need to print out this document or will it suffice in digital form?
One major lever is the transport sector.
Switch to public transport for business trips within Germany.
At the same time, your company can reward environmentally friendly behavior – for example with rental bikes or a subsidy for public transport.  

Is your company doing enough in terms of sustainability?
Here’s how to find out

A sustainability report is a good measurement tool for companies in terms of ESG and implementation.
It allows you to determine the status quo and see your development over the years.
On this basis, you can develop or adapt measures and targets.
The CSRD reporting obligation may even mean that your company is obliged to prepare a sustainability report.
VERSO provides you with comprehensive support for this task.
With the VERSO ESG Hub, you can collect all relevant data and create a meaningful sustainability report.
The Climate Hub also calculates the corporate carbon footprint. And the VERSO Sustainability Experts will support you throughout the entire process. Would you like to acquire even more knowledge about ESG and sustainability yourself? Then it’s worth visiting our VERSO Academy. In the online courses, you and your colleagues can learn all about sustainability in the company – now with a brand new course for specialists and managers.  

 

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

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CSRD und Lieferkette - Was der Einkauf beachten muss
17.06.2024

CSRD and supply chain: What purchasing needs to consider

The CSRD with its ESRS standards is not only a lot of work, it also has a major impact on companies: This is because you have to make extensive ESG disclosures – and not only look at your own company, but also at the supply chain. Read here what purchasing departments need to consider and what opportunities and risks arise from the EU directive.

The CSRD (Corporate Sustainability Reporting Directive) has applied to the first companies since January 2024, and others are gradually being added.
Ultimately, around 50,000 companies in Europe will be obliged to publish a report with comprehensive information on ESG (environmental, social and governance) issues.
The ESRS, the European Sustainability Reporting Standards, were also introduced with the CSRD.
For the first time in the EU, they provide a standardized framework for the preparation of a sustainability report – in simple terms: which ESG information is required and in what form it must be reported.
It is important to note that the reporting obligation not only relates to the company itself, but also extends to the entire value chain. In this blog post, we look at the upstream value chain – i.e. the supply chain.
And this is where companies subject to CSRD reporting requirements can quickly run into problems: they need a lot of information from their suppliers and the data situation is often inadequate – according to the Bertelsmann Stiftung’s Sustainability Transformation Monitor 2024.
With VERSO, you can master this challenge.
Our Supply Chain Hub creates transparency in the supply chain and enables you to analyze risks, develop targeted measures and comply with reporting obligations.
We will now take a closer look at these disclosure requirements within the framework of the CSRD and the impact on purchasing.

CSRD and supply chain: What needs to be reported?

The CSRD demands a lot from companies: the ESRS comprises around 1150 data points and over 100 of these relate to the supply chain.
Purchasing is therefore an important player in the reporting process.
The information involved can be roughly summarized as follows: The ESG report must contain information on environmental and social IROs (impacts, risks and opportunities) in the supply chain as well as measures related to the IROs.
If your company is affected by the LkSG, you will probably recognize some disclosure requirements and can realize synergies: This is because some BAFA requirements overlap with the ESRS.

Bei den ESRS gibt es sektorunabhängige Standards und sektorspezifische Standards. Die Sektorunabhängigen Standards teilen sich in die Bereiche Allgemeines, Umwelt, Soziales und Unternehmensführung. Die Allgemeinen Standards sind verpflcihtend für alle Unternehmen, die Themenstandards sind je nach doppelter Wesentlichkeit berichtspflichtig oder nicht.

But what does this mean in detail?
To answer this question, let’s take a closer look at some ESRS standards and clarify how they relate to the supply chain.  

ESRS E1 – the climate protection standard

The name says it all: ESRS E1 is about climate protection – in your company and in your supply chain. Your company must therefore not only disclose its own greenhouse gas emissions, but also the CO2 emissions in the upstream and downstream value chain – i.e. in Scope 3. Incidentally, the majority of companies generate the most emissions in this category.
E1 also requires companies to set themselves climate targets.
Transparency about the targets and measures of their own suppliers is crucial in this respect.  

ESRS E5 – Resource utilization and circular economy

The supply chain naturally plays an important role in ESRS E5, as many resources are obtained or processed here.
For example, the CSRD asks for:

  • Measures to avoid the generation of waste
  • Resource utilization
  • Measures to promote the circular economy
  • Cooperation or initiatives to improve the recyclability of products and materials

 

ESRS S2 – Workforce in the value chain

The fact that the ESRS S2 also relates to the supply chain and entails disclosure obligations is already in the name, so to speak.
Among other things, the CSRD is concerned here with how your company fulfills the due diligence obligations.
This means How do you
Ensure compliance with human rights, labor standards andgood working conditions at suppliers ?The CSRD does not require much more than the LkSG. You should also show whether there is a complaints management or whistleblower system for workers in the supply chain, how you handle complaints and resolve any problems raised.  

ESRS S3 – Affected communities

The ESRS S3 addresses the impacts that your company’s operations, products or services, and upstream and downstream value chains have on “affected communities”.
This refers to people and groups who live or work in the same area as a company.
The standard also explicitly refers to impacts on indigenous peoples.
Impacts can arise, for example, from truck transportation, the extraction of raw materials or controversial land use.  

ESRS G1 – Company policy

With regard to the supply chain, your company must
ESRS G1, your company must disclose the following:

  • Management of relationships with suppliers, payment practices, in particular with regard to late payments to small and medium-sized enterprises
  • Strategies for detecting and preventing corruption and bribery, including training for suppliers

However, you do not have to provide information on every standard in your CSRD report.
This depends on whether a topic is material for your company.
VERSO offers you an AI-supported materiality analysis here.
In our white paper “All information on the ESRS” you will also find further detailed information on the European standards, in particular on the transition periods.

Is your purchasing department ready for the ESG requirements?

Companies are now affected by a large number of sustainability requirements – and purchasing is no exception.
Use our checklist to find out whether your purchasing organization is optimally prepared for ESG requirements.

CSRD and the supply chain: opportunities and risks for procurement

The CSRD is a major challenge – we can’t hide that and we don’t want to.
With almost 1200 data points, ESRS reporting is a mammoth task.
It is complex and resource-intensive.
But with the right support, you can manage it – we will be happy to assist you with the sustainable transformation.
What’s more, the CSRD doesn’t just end with a sustainability report.
The fact that your company is systematically addressing the issue of sustainability opens up great opportunities.
The double materiality analysis and reporting will make opportunities and risks in the supply chain more visible.
This enables your company to address these in a targeted manner.
Sustainability requirements can trigger innovations, such as the use of environmentally friendly materials or the optimization of logistics processes.
Many customers also tell us that the reporting process has enabled them to get to know their suppliers even better.
The increased transparency ensures better and more sustainable supply chain practices.
By working closely together, you strengthen long-term partnerships and thus improve the stability and efficiency of the supply chain.
The reporting process promotes digital development.
Software specialized in CSRD, LkSG and CBAM requirements helps monitor the supply chain and ensures compliance with legal requirements.
It can collect and process the necessary large volumes of data.

Risk management for sustainability in the supply chain

In our white paper, you will learn how to implement the requirements of the German Supply Chain Act (LkSG) in a future-proof manner through digitalization and collaboration.

How does CSRD influence purchasing and the supply chain?

CSRD has a major impact on purchasing and requires a high degree of transparency and responsibility.
Your company must collect and provide detailed information and comply with legal due diligence obligations in relation to environmental and social standards.
This includes a new assessment in the purchasing process to ensure that suppliers comply with sustainability requirements.
So you need to be even more careful about who your company does business with.
Teamwork is also required when it comes to climate change.
Climate change and extreme weather will affect us all.
That’s why we need to act together to slow down climate change and reduce its impact.
Climate protection measures must not stop at the gates of your own company: Together with your suppliers, you can implement initiatives that help reduce greenhouse gas emissions.
You can find specific tips for decarbonizing your supply chain in the blog post “Why is climate protection in the supply chain relevant?”.  

How VERSO supports you in implementing the CSRD

VERSO offers you the all-in-one package for implementing the CSRD.
The EU directive makes the topic of sustainability in the supply chain even more relevant, as companies must now also report robustly on sustainability activities in the supply chain.
The VERSO Supply Chain Hub helps procurement to record the necessary data in the supply chain, monitor suppliers and provide the required reporting key figures with minimal effort.
We round off the package for implementing your CSRD obligations with additional software solutions and consulting services.
With VERSO, you can carry out an AI-supported materiality analysis.
In the ESG Hub, you collect all relevant data and create a meaningful sustainability report.
The Climate Hub supports you with your carbon footprint and decarbonization strategy.
And in the VERSO Academy, you will acquire the necessary knowledge about CSRD and ESRS.

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

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  • Pragmatic all-in-one solution for ESG reporting, climate and supply chain management
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Es lohnt sich für Unternehmen, wenn sie eine Nachhaltigkeitsstrategie entwickeln.
30.04.2024

Guide: How do I develop an effective sustainability strategy for my company?

Developing an effective sustainability strategy makes companies fit for the future and secures competitive advantages. This guide shows you step by step how to create a long-term plan for the future with social and environmental practices.

Developing a sustainability strategy is essential to make your company fit for the future.
The crucial point here is that you can tackle the key issues in a targeted and structured manner on the basis of the strategy.
In other words, minimize negative impacts, drive positive developments, reduce risks and seize opportunities.
This results in 5 clear advantages for your company:

  • Competitive advantages
  • Strategic planning
  • Better image
  • Greater customer loyalty
  • Greater attractiveness for talent

We present these benefits to you in more detail in the blog post “5 reasons for a sustainability strategy“.
Now we want to show you how to develop an effective sustainability strategy step by step.
We want to dive deeper into the development of such a roadmap for the sustainable transformation of your company.
This guide will take you through the entire process.
We look at how you can

  • Identify key issues,
  • Define suitable measures and goals
  • and ultimately arrive at an effective strategy.

This gives you a holistic focus on ESG issues and the implementation of environmental, social and governance aspects.

How do I develop a sustainability strategy for my company?

“Lack of concrete goals and KPIs” – this is one of the biggest obstacles to sustainable transformation in companies, as the Bertelsmann Stiftung’s Sustainability Transformation Monitor 2024 shows.
The lack of resources – both monetary and human – also plays a major role.
A sustainability strategy provides the solution here.
It contains concrete goals and key figures to monitor progress.
And it focuses on the most important issues so that human resources can be deployed efficiently.
However, there are other important steps in the development of an effective ESG strategy, which we will now take a closer look at.  

1. status quo and key topics

To know where you want to go, you first need to know where you stand.
This is also the case when you are developing your sustainability strategy.
You determine the current state of your company using a status quo analysis.
This is your first data collection in the ESG area, so to speak, and should therefore be carried out thoroughly.
The data and information form the basis for your future sustainability efforts.
These topics, among others, play a role in determining the status quo:

Wichtige Fragen, um den Status quo Ihres Unternehmens im Bereich Nachhaltigkeit zu ermitteln, und wo Sie die Antworten finden.

The first time, the status quo analysis usually involves a great deal of effort.
Numerous departments have to be involved.
In some cases, the data is not available in the required form or has not yet been collected.
The VERSO ESG Hub simplifies and optimizes data management, as it is aligned with the ESG requirements of standards such as ESRS, GRI and DNK.
The analysis of the current status serves as the basis for the following materiality analysis.
Here you determine which sustainability issues are most important and where the greatest impacts, risks and opportunities (IRO) lie.
If you publish a sustainability report in accordance with CSRD, you must carry out a double materiality analysis here.
A simple materiality analysis is also sufficient for a DNK report.
Both procedures involve a certain amount of effort – the VERSO Sustainability Experts are therefore available to support you.
The results of the materiality analysis are your fields of action and the specific IROs.

Activate the complete ESRS checklist here

What do companies have to report in accordance with the ESRS?
Once the overarching topics have been determined with the double materiality analysis, you can decide individually whether individual disclosure requirements and data points are relevant.
This checklist will help you with this.

2. define SMART objectives and suitable measures

Based on the key topics, you define targets and KPIs for monitoring as well as suitable measures to achieve the targets set.
You are at the center, so to speak, when you develop a sustainability strategy.
When defining objectives, rely on science-based support.
For example, use the GHG Protocol (Greenhouse Gas Protocol) or projects within the framework of the Paris Climate Agreement as a guide.
You can find industry-specific assistance from the Science Based Targets Initiative (SBTi), for example.
Make sure that you set yourself SMART targets.
This method originates from project management.
SMART is the acronym for Specific, Measurable, Achievable, Reasonable, Time-bound.

Setzen Sie sich SMARTe Ziele. SMART steht für spezifisch, messbar, angemessen, realistisch und terminiert.

The goals in the area of sustainability should not be detached from the corporate goals.
Otherwise, conflicts of objectives can quickly arise.
Instead, it is a good idea to integrate your ESG goals into the overall strategy.
After the objectives, the headache continues – now it’s a question of what measures you want to use to achieve these objectives.
Involve your employees, but also other stakeholders and experts.
They are more likely to recognize solutions as they are more directly affected by the problems.
Be aware that not all measures can be implemented company-wide.
For some, it makes sense to implement them throughout the entire company.
However, other measures are more specific and are only suitable for a particular department.
You should formulate such measures directly with the employees concerned.  

3. create an awareness of sustainability throughout the company

Sustainability is a company-wide team project.
All departments are needed, for example, to implement measures, define new targets and provide data for ESG reporting.
For this reason, it is also important to create a shared awareness of sustainability.
The best time to build this is when you are developing your sustainability strategy.
With a vision and mission for the sustainability area, you can give the topic the necessary importance.
These questions will help you to develop a meaningful statement that evokes emotions and motivates your employees:

  • What is our vision of the future?
  • What do we want to achieve as a company?
  • What future do we see for our company?
  • What values do we have as a company?

To give sustainability the importance it deserves in your company, you should not see it as a separate strategy.
Instead, integrate the topic into the overall strategy.
This will allow you to anchor the ambition to lead your company into a more sustainable future in all areas and processes of the company.
And very importantly: talk about your company’s ambitions.
Get everyone on board.
Communicate the vision and mission.
Explain what drives you and what you want to achieve.
This will create a shared awareness of sustainability.

Your overview of the new Green Claims Directive

New obligations for all those who advertise with terms such as “climate neutral”: The Anti-Greenwashing Directive sets barriers.
What you should know now.

4. it’s time for implementation: control is the be-all and end-all

The development of your sustainability strategy is complete – now it’s time to implement it.
You should see ESG management as a process.
It will take many years until you achieve your medium and long-term goals.
You need to take a long breath.
You will probably even have to adjust your measures and targets as new findings and developments (regulations, products, business models) emerge over time.
By constantly reviewing and measuring your measures using suitable KPIs, you can keep control of your progress and the entire process at all times.
Deviations from the target become apparent at an early stage and you can make adjustments.
A tool such as the VERSO ESG Hub is also ideally suited to this challenge and simplifies your sustainability management enormously.
Transparency is also an important factor during implementation in order to further increase awareness of sustainability among stakeholders and employees in particular.
Motivation is quickly diminished if you are only involved at the start but then hear nothing more about the topic.
It is therefore also important to talk openly about the results to date – both negative and positive.
This promotes trust and understanding, increases motivation and facilitates collaboration.  

Develop a sustainability strategy: VERSO supports you!

VERSO supports you with expertise and software in the strategic implementation of sustainability in your company.
Our VERSO Sustainability Experts will accompany you throughout the entire process – from stocktaking and materiality analysis to sustainability management and reporting.
The VERSO ESG Hub offers you a comprehensive solution for holistic sustainability management.
And if you want to acquire further knowledge, you can attend training courses at the VERSO Academy.
This allows you to implement your sustainability strategy independently – but still receive reliable support.
Does that sound like what you’re looking for?
Feel free to contact us for more information.  

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

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Sign up and receive regular news about:

  • Pragmatic all-in-one solution for ESG reporting, climate and supply chain management
  • Individual advice from the VERSO experts
  • Developed with expertise from 12+ years of sustainability management
  • Trusted by 250+ customers

Get to know the software!

Eine Nachhaltigkeitsstrategie ist für Unternehmen wichtig, um ihre ESG-Ziele zu erreichen
11.03.2024

5 reasons why a sustainability strategy is important for companies

A corporate strategy is a matter of course for many companies. It serves to manage the most important opportunities and risks in relation to the business model. The sustainability strategy is an extension, so to speak, with a focus on ESG issues. It is necessary in order to position your company for the future. In this blog post, we explain the specific benefits of a sustainability strategy.

To get started: What does a sustainability strategy say?

A sustainability strategy is the roadmap for the sustainable transformation of your company.
It defines how you deal with relevant ESG issues – in other words, a plan for the key aspects in the areas of environmental, social and governance.
However, the strategy not only relates to your company itself, but also to environmental and social impacts within the supply chain or even across the entire value chain.
The roadmap contains

  • key opportunities and fields of action,
  • medium and long-term goals that your company has set itself, and
  • above all, an implementation plan with effective measures.

You can identify the most important areas for action with the help of a materiality analysis.
The EU CSRD Directive with its European reporting standards ESRS requires an analysis based on double materiality.
In doing so, you identify relevant topics for your company – from two perspectives: how do sustainability aspects influence your company and how does your company affect the environment and society.
If you involve your stakeholders in the process, you will gain valuable input and create greater acceptance in advance for subsequent decisions.
The double materiality analysis helps you to focus on the key issues with the greatest leverage and not get bogged down in the minutiae.
You define suitable goals and effective measures for the relevant fields of action.
Measurable KPIs also ensure that your progress is monitored.
You should take a scientifically sound approach when developing your goals.
This means, for example, that you should base your climate targets on the GHG Protocol (Greenhouse Gas Protocol) and the 1.5 degree target.

Whitepaper: The ESRS at a glance

The CSRD introduced new standards for sustainability reports.
Find out everything you need to know about the European Sustainability Reporting Standards (ESRS) in the white paper.

Sustainability strategy: 5 advantages for companies

The importance of a sustainability strategy is shown by the results of the Bertelsmann Stiftung’s Sustainability Transformation Monitor 2024.
In the study, around 54% of companies stated that sustainability is part of their general corporate strategy.
Around 26 percent have a separate sustainability strategy.
But let’s now look at the specific benefits:  

1. effective risk management and greater resilience

We are in a time of change.
Climate protection, digitalization, new work, diversity and new technologies such as artificial intelligence are just a few of the current megatrends.
The future is coming in leaps and bounds and will bring numerous changes with it.
A sustainability strategy ensures that you are aware of potential environmental and social risks for your company.
This is where risk management comes into play, which is part of the double materiality analysis mentioned above.
Many companies already have a risk management system – but this usually only includes a small proportion of ESG issues, which are also only assessed from a financial perspective.
This is now being supplemented by a holistic ESG perspective and, in contrast to the established system, opportunities are also given greater weight.
You identify and assess potential risks, draw up a plan to avoid or reduce risks and monitor your measures as part of ESG management.
This allows you to react more agilely and flexibly to issues such as climate change, political developments, fair working conditions or resource scarcity.
You also have the opportunity to proactively minimize risks and their impact.
You should not only think about risks that directly affect your company, but also about the entire value chain.
Effective risk management therefore contributes to cost savings and protection against unexpected losses.
This goes hand in hand with greater resilience and future viability of your company.
It also pays to be able to demonstrate risk management with a view to ESG issues and a sustainability strategy when granting loans.
Banks regularly ask for both as part of their lending decisions – you can find more information on this in our blog post“ESG in financing: this data decides on loans”.

5 Sustainability measures with impact

A company’s sustainability strategy depends, among other things, on the planned measures and their efficiency.
We have put together five exemplary projects that achieve the desired effect.

2. efficient use of resources and employees

Based on risk and opportunity management, you can improve the use of resources in your company.
Sustainability management promotes the optimization of processes and the development of new technologies and innovations.
This can result in the careful handling and more efficient use of resources.
Examples More efficient machines reduce energy consumption; recycling production waste reduces the need for raw materials.
Regardless of whether the end result is a reduction in waste or energy consumption or whether resources are used more efficiently – good ESG management can save you money.
Another point that speaks for a higher sustainability of your company.
However, you can not only optimize the use of resources, but also improve your time management and that of your colleagues.
By focusing on the key issues, you have more time to drive these tasks forward.  

3. holistic orientation and long-term planning

If you only introduce individual, unrelated measures, you often fail to see the big picture.
A sustainability strategy provides a remedy here and ensures a holistic view.
This means that no separate initiatives are launched, but each individual measure is an essential part of an overarching strategy.
You identify the most important topics with the double materiality analysis mentioned above.
They are then incorporated into your sustainability strategy, which enables long-term planning as well as systematic work and communication.
You can view your progress in CSRD-compliant software, such as our ESG Hub, where you can collect and monitor all data.
In the best case scenario, the sustainability strategy does not stand alone, but is integrated into the corporate strategy.
This allows you to emphasize the central importance of sustainability.
In addition, management is actively involved in the topic.

The double materiality analysis in 7 steps

Companies affected by the CSRD must identify relevant topics for their sustainability report with a double materiality analysis.
We explain how to get there step by step.

4. meet the requirements of standards such as ESRS

Many companies will also urgently need to develop an ESG strategy in the future as part of CSRD reporting – and in contrast to most existing frameworks, this will be much more intensive.
The European ESRS standards explicitly require a sustainability strategy for all material topics.
The German Sustainability Code (DNK) also addresses the sustainability strategy in its Criterion 1 – but nowhere near as in-depth as the ESRS.
The DNK requires companies to state whether they are strategically addressing the issue of sustainability or whether only individual measures have been implemented to date.
The GRI standards of the Global Reporting Initiative do not directly ask for a strategy.
However, some sections deal with the deeper anchoring of sustainability in the company.
The sustainability strategy also provides a lot of information that is needed when preparing a sustainability report.

5. targeted communication of ESG issues

You have drawn up your sustainability strategy.
The first measures are underway and you can even see the first signs of progress.
Then you should also talk about it – for example in a sustainability report.
Read our blog posts to find out how to communicate sustainability on your own website and avoid the five biggest greenwashing traps.
As with the implementation of measures, the sustainability strategy ensures that you keep an eye on the big picture.
You focus on key topics with an impact that are also related to your core business.
The purchase of a single electric car in a vehicle fleet with hundreds of diesel cars will probably attract more criticism than praise.
As your communicated topics are placed in a larger context by the overarching strategy, they also carry more weight.
You present a consistent image to the outside world, increase your reputation and brand value, attract talent on the job market and retain or acquire customers.

Step-by-step to the sustainability report

A meaningful sustainability report can be quite a challenge.
Where do you start?
What data is important?
And how should the ESG report be published?
Our practice-oriented playbook answers your questions.

Conclusion: A sustainability strategy is worthwhile for companies

ESG issues are often already part of a company’s strategy and risk management without being explicitly named.
A sustainability strategy now focuses on these areas of action.
It expands the existing strategy to include a holistic ESG perspective and also highlights opportunities.
The aim here is to position the company for the future and therefore to address relevant risks and opportunities or the greatest impact in a holistic manner.
A sustainability strategy is therefore definitely worthwhile.
Not only because it is required as part of CSRD reporting.
Your company can also use it to achieve and maintain competitive advantages.
With your ESG management, you can differentiate yourself from your competitors and increase your chances of winning tenders and loans, for example, where sustainability data is also requested.
You also improve your image, which leads to greater customer loyalty and attracts young applicants who also choose their future employer based on social and environmental aspects.
Do you and your company want to benefit from the advantages of a sustainability strategy?
VERSO Sustainability Consultants will provide you with pragmatic and effective support in designing a roadmap for the sustainable transformation of your company.
Together, we will put your company on the path to a more sustainable future – from strategy to implementation.  

* This information is summarized editorial content and should not be construed as legal advice. VERSO accepts no liability.

We support you!

Do you want to develop a sustainability strategy for your company or update your existing one?
The VERSO Sustainability Consultants will support you.

Subscribe to our newsletter!

Sign up and receive regular news about:

  • Pragmatic all-in-one solution for ESG reporting, climate and supply chain management
  • Individual advice from the VERSO experts
  • Developed with expertise from 12+ years of sustainability management
  • Trusted by 250+ customers

Get to know the software!