The energy transition is in full swing, and energy suppliers are faced with the challenge of making their business models sustainable.<\/p>\n
<\/p>\n
In the face of climate change and growing societal expectations, sustainability is becoming the decisive factor for the success of the industry. In this article, we take a look at the most important activities of energy suppliers in transition to develop, implement and evaluate sustainable strategies.<\/p>\n
The high pressure on energy suppliers to become sustainable results from their central role in climate protection and the energy transition. More than 40% of global CO2<\/sub> emissions come from this sector. Energy suppliers are caught in the tension between ecological challenges, regulatory requirements, economic constraints and social expectations. Companies that implement sustainable strategies at an early stage can secure long-term competitive advantages and strengthen their social acceptance.<\/p>\n Where do energy suppliers stand in this necessary transformation? Let’s get started.<\/p>\n The content is about<\/p>\n These three areas form the basis for effective and credible sustainability reporting. They help companies to develop their sustainability strategies in a targeted manner and to communicate progress transparently.<\/p>\n Case studies:<\/p>\n The content is about<\/p>\n This content shows how a comprehensive sustainability strategy is designed and which goals and measures are derived from it in order to make a positive contribution to sustainability.<\/p>\n Case studies:<\/p>\n In their reports, energy suppliers such as E.ON<\/i><\/b><\/span>, ENTEGA<\/i><\/b><\/span>, MVV Energie<\/i><\/b><\/span>, Vattenfall<\/i><\/b><\/span>, Axpo Holding<\/i><\/b><\/span>, Alpiq Holding <\/i><\/b><\/span>and BKW Energie<\/i><\/b><\/span> also attach great importance to integrating sustainability goals into their business strategies and report on measures to achieve their goals. This usually involves expanding renewable energies and reducing CO2<\/sub> emissions. Some companies also report on their efforts in the social sector. In this context, I would like to refer you to two articles from 2020:<\/p>\n In terms of content, project management of sustainability initiatives is about the time and resource plan, training and workshops, information campaigns, procedural adjustments, as well as continuous improvements along strategy-relevant reporting and management systems such as a Sustainability BSC<\/a>.<\/p>\n Case studies:<\/p>\n Information on strategy implementation and project management has so far been kept general. Formulations such as \u201cefficiency increases\u201d, \u201cincreased use of renewable energies\u201d and \u201coptimization of internal processes\u201d predominate.<\/p>\n\n The content is about<\/p>\n
\nHow strategically consistent is their approach? Are they following a master plan?
\nAre they making progress in terms of E, S and G?<\/p>\nStrategic analysis including double materiality<\/span><\/h3>\n
\n
\n
Strategy development and operationalization in goals and measures<\/span><\/h3>\n
\n
\n
\nAccording to the study \u201cDigital@Utility 2023<\/a>\u201d, over 60 % of energy suppliers have developed a digital strategy, with digitalization seen as a key prerequisite for achieving sustainability goals.<\/p>\nStrategy implementation and project management<\/span><\/h3>\n
\n
\n
Reporting and transparency<\/span><\/h3>\n