Our goal is to create value for businesses at the same time as addressing societal needs. In strategy work, we apply our own work-modules and methods.
Our starting point is to ensure that the foundation for a sustainable strategy is in place. We use the Pure Engagement Model to map relevant issues relating to sustainable business operations specific to your enterprise and the markets in which you operate. Pure Engagement Model allows us to map issues against to four key sustainability parameters: people, society, the environment and business ethics. This provides the basis for stakeholder dialogue. During this stage we also identify how the company today contributes to fulfilling the SDGs, as well as identifying potential negative impacts on each of the 17 SDGs. Data is collected by reviewing existing documents, policies and guidelines, workshops and interviews with selected stakeholders and key functions in the enterprise.
Utilizing the Pure Engagement Model provides a solid overview of the current state of play, reveals strengths that the company can leverage and weaknesses that can be addressed. The end product is a set of clearly defined recommendations at a company level, which are further developed during the next stage.
The mapping stage forms the basis for our situation analysis. Here we analyse how relevant macro trends, competitor landscape, consumer and customer behaviour represent opportunities and risks for the company´s sustainability work, and identify the overall business conditions to meet these. This forms the basis for a value-based materiality assessment, ranking and prioritizing the main findings from the situation analysis.
VALUE-BASED MATERIALITY ASSESSMENT
Some areas are more important than others in order for the company to reach its business goals. Based on company values, strategic guidelines and stakeholders' requirements and expectations, a materiality assessment is carried out. The materiality assessment will help define the most important areas of the company´s sustainability strategy and provide direction for further work. The most important areas are seen in the context of the SDGs. The objectives are aimed at pointing out and clarifying the company´s contribution in the long term and how the organization will operationalize the SDGs in its own goals and actions.
During this part of the process, we will conduct internal and external client dialogues. Different approaches are used: net-based research, internal workshops, including discussions and interviews externally with key stakeholders. The outcome from phase three will result in a set of focussed recommendations concerning the most important areas within the client’s own strategy for sustainable development. These will guide the next phases.
Based on the work from the materiality assessment, the strategy is developed. The aim of the strategy is to ensure that the foundation for responsible business is in place and that the work is concretized around the key areas that support the overall business goals and builds the companies desired position. Clear and anchored priorities enable the business to focus on what really provides value creation and minimize resource utilization in other areas. In this phase, we have good experience of highlighting the selected SDGs that the strategy specifically delivers on.
With the Pure Materiality assessment in mind, the existing strategy will be modified or recalibrated or a completely new strategy will be developed. The purpose of the strategy is to ensure that a sound basis for responsible business is developed and that work is concretised to promote substantial areas supporting the goals of the business.
CONCEPT, COMMUNICATION AND INNOVATION
Once the strategy is in place, it must be communicated and implemented in the organisation. We have extensive experience in developing concepts to ensure that strategies are more than fine words in a report. The result is a living strategy that sits in the spine to all employees, and enables them to see the possibilities and not least thinking innovation.
Years of experience in developing concepts and initiatives ensuring that strategies result in more than verbose reporting, is part of Pure’s portfolio. Questions that need answers are: How do we realize the strategy? How do we tailor a strategy to become an integrated element of the culture within the business? How can we generate results while at the same time contribute to improve conditions for the employed as well as for the society in which we operate?
Answering these questions will result in a strategy ingrained in the minds of all employees enabling them to see opportunities and look for innovation.
We have a goal to assist our customers with relevant and good KPIs that measure both social and business value creation. This may imply a recommendation to use one or more of existing standards as KPIs, own defined measurement parameters or a combination of these. The SDGs can also be well-suited as framework for the KPIs.
The elements subjected to benchmarking or evaluation are those elements that are most closely scrutinized in a business enterprise. Assessing results and profitability on a regular basis is necessary – not the least to be able to adjust to changing realities. The Sustainable Development Goals, the SDGs, should be guided by the most significant elements of the strategy for sustainable development in the business. Addressing challenges, discovering new possibilities, strengthening the business goals are all elements within the strategy.
Competent and relevant reporting systems and evaluation routines must also be developed. Pure can advise business enterprises interested in using existing standards or benchmarking systems, such as UN Global Compact, Global Reporting Initiative (GRI), Carbon disclosure project (CDP), UN Principles for responsible investments (PRI), Social return on investment (SROI) and others.