The digital and fashion industries are at a critical crossroads, with sustainability becoming an increasingly vital focus. Louise Wennberg, a Sustainability Consultant, offers valuable insights into the challenges and opportunities these sectors face in integrating sustainability into their operations. Drawing from her extensive experience, Louise sheds light on the evolving landscape of corporate sustainability and the strategies sustainability managers need to adopt to drive meaningful change. Her expertise is essential for anyone navigating the complexities of sustainability within these dynamic industries.

Bridging the Gap Between Sustainability Strategy and Execution

In her extensive experience, Louise has seen the critical gap between sustainability strategies and their actual execution. “I’ve worked in companies with no sustainability strategy, no KPIs, and no follow-up,” she recalls. In some instances, employees were unaware of the sustainability department's role or responsibilities. This gap highlights a broader challenge that sustainability managers face: even when tools and frameworks are in place, action is not guaranteed. As Louise emphasizes, “You still need people to drive change,” and this change requires more than just setting ambitious goals.

A major component of addressing this challenge is understanding how people actually work. Louise notes, “It’s not just about setting goals—it’s about understanding how people actually work and adapting sustainability efforts to fit into those existing workflows.” This insight speaks to the importance of making sustainability an integral part of daily operations, rather than an external or additional task. Behavioral shifts, cross-team collaboration, and integrating sustainability into everyday business operations are essential.

Louise’s perspective aligns with recent findings from Deutsche Bank (2024). Investors report significant gaps in their knowledge and application of sustainability strategies. For instance, only 3% of investors classify themselves as advanced ESG investors, with 47% admitting they lack a clear ESG portfolio objective. This lack of clarity and knowledge reflects the broader challenge of effectively implementing sustainability strategies. Sustainability managers can help bridge this gap by ensuring the right processes are in place to drive execution and by integrating solutions like intelligent sustainability software to streamline decision-making and reporting.

When companies fail to adapt sustainability strategies into their existing workflows, it can hinder progress. Ensuring that operational teams understand how sustainability fits into their roles is key. Louise’s emphasis on behavioral shifts within the team echoes the need for solutions that make sustainability manageable and actionable within every department. Sustainable business solutions need to be seen not as additional tasks, but as opportunities to align with existing workflows for maximum impact.

Overcoming Supply Chain Challenges with Practical Solutions

Louise also emphasizes the difficulty of engaging suppliers effectively, highlighting the need for better communication and follow-through. “I’ve been in meetings where teams say, ‘We tried to source this fabric, but the supplier said no.’” When she asked about the timing of these attempts, it often turned out that suppliers had not been pursued rigorously enough. “There’s also the challenge of gathering reliable data from suppliers. If they don’t speak English, it’s no surprise they’re not responding to your fifth email,” she adds.

This insight underscores a key challenge in sustainability management: the need for reliable data across the supply chain. Sustainability managers must not only push for changes but ensure that accurate data—especially around Scope 3 emissions—is readily available and acted upon. Without this data, it becomes impossible to assess the full impact of a company’s operations, let alone make the necessary improvements. For Louise, practical solutions lie in decarbonization software and carbon footprint software, which can facilitate data collection, provide insights, and help measure emissions at every stage of the supply chain.

Scope 3 emissions account for 75% of a company's total greenhouse gas emissions, with certain sectors, such as financial services, seeing Scope 3 emissions make up nearly 100% of their total emissions (CDP, 2022). Furthermore, CDP reports that Scope 3 emissions from energy-intensive industries are growing faster than Scope 1 and 2 emissions. This highlights the urgent need for businesses to prioritize the reduction of Scope 3 emissions, especially within their supply chains, to make significant strides in sustainability. Tools like Scope 3 software and automated sustainability reporting play a crucial role in streamlining the collection and reporting of emissions data, helping companies ensure their efforts meet regulatory requirements and enabling more informed decisions regarding supplier relationships.

When businesses fail to address the data challenges in their supply chains, they risk falling behind, both in terms of regulatory compliance and long-term sustainability goals. By incorporating CO2 reduction platforms into their operations, sustainability managers can take a proactive approach to addressing emissions and ensuring that they are meeting their environmental goals.

Facilitating Change with Effective Communication and Internal Collaboration

Louise is also a strong advocate for tailoring sustainability messaging to different stakeholders within an organization. “Sustainability communication isn’t just about using the right terminology—it’s about understanding company culture,” she notes. The language used to discuss sustainability must resonate with each department’s specific priorities and needs. For example, a CEO will want to understand how sustainability aligns with the company’s long-term strategy, while a CFO will need to see hard numbers justifying investments in sustainability initiatives. Similarly, teams in procurement, operations, and design all require a more specific understanding of how sustainability affects their day-to-day decisions.

By using corporate sustainability software, sustainability managers can more effectively communicate the data and benefits of sustainability initiatives in a way that resonates with each department. Louise stresses, “You can’t just issue a directive and expect immediate results unless there’s a strong mandate.” She emphasizes that real change happens when operational teams—engineers, designers, and logistics managers—are given the tools and support to make sustainability a natural part of their work. Sustainability software can facilitate this change by providing data-driven insights and recommendations that align with the specific needs of each department.

Recent research by PwC found that 49% of investors are considering disinvestment if companies don’t take sufficient sustainability measures (PwC Sustainability Communication). This underscores the growing pressure for businesses to integrate sustainable business solutions into their operations or risk losing investor confidence. As Louise points out, “Sustainability managers don’t drive impact alone—it’s the operational teams that make real changes happen.” The role of the sustainability manager is to facilitate change, not dictate it, and tools like SBTi software solutions can support this facilitation by empowering teams with data that drives informed decision-making.

Conclusion

Through Louise’s insights, it becomes clear that sustainability managers must go beyond merely setting goals and frameworks—they must ensure these strategies are executed effectively, adapted to existing workflows, and backed by reliable data. The role of intelligent sustainability software, automated sustainability reporting, and decarbonization software is critical in facilitating these efforts, but these tools only work when the right internal collaboration and communication are in place.

Louise’s perspective on sustainability emphasizes the importance of internal collaboration and empowerment, showing that change is most effective when it’s integrated into the fabric of day-to-day business operations. By leveraging technology to streamline data collection and reporting, and by fostering communication across departments, sustainability managers can ensure their organizations are not just meeting regulatory demands but are also making meaningful progress towards their sustainability goals.

As Louise aptly concludes, “Legislation will be the key driver of sustainability transformation,” and companies must act now to stay ahead of the curve, avoid the risks of falling behind, and embrace the opportunities that sustainability offers.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

In today’s rapidly evolving corporate sustainability landscape, leaders like Gunter Schichl are pushing the boundaries of environmental management. As sustainability managers strive to meet ambitious decarbonization goals, Gunter’s insights provide a blueprint for integrating intelligent sustainability software, automated sustainability reporting, and carbon footprint tracking into their strategies. This article explores Gunter's approach to overcoming the challenges of decarbonization, the critical role of data, and the importance of starting even when perfection is out of reach.

The Crucial Role of Data in Decarbonization

As companies around the globe work to decarbonize their operations, the accuracy and precision of the data they collect can make or break their efforts. Without the right data, businesses are flying blind, unable to effectively measure their impact or the progress they’re making. In a world increasingly defined by environmental accountability, robust data collection is no longer optional—it’s a necessity. Gunter Schichl emphasizes that precise and granular data is the cornerstone of effective decarbonization:

 "The most important aspect of steering decarbonization efforts is data, as surprising as it might sound. We need to transition from spend-based to consumption-based data, manage the granularity, and control the effort involved. Without accurate, granular, and timely data, it’s impossible to effectively measure the impact of our decarbonization initiatives. Currently, eighty percent of my effort is focused on getting the data right because it’s the biggest challenge we face."

The significance of robust data management is underscored by a recent survey conducted by ENGIE Impact, which found that only 3% of business leaders across 21 sectors and 23 countries reported having a single source of truth for their sustainability data. This highlights the considerable difficulties companies face in collecting and managing accurate data crucial for decarbonization efforts. Furthermore, while two-thirds of companies use digital tools to manage their operational emissions (Scope 1 and 2), only about one-third (35%) invest in technology to track Scope 3 emissions. This disparity underscores the necessity of comprehensive data collection across all emission scopes for effective decarbonization strategies, reinforcing Gunter's focus on moving from traditional spend-based approaches to more precise consumption-based models.

As Gunter points out:

"We are in the process of setting up the tooling to allow us to capture data more accurately and steer our decarbonization efforts. Footprint Intelligence is helping us establish a common model based on consumption, not spend-based." 

Navigating the Complexities of Carbon Measurement

Achieving consistency in carbon measurement is one of the toughest challenges in the realm of sustainability. Despite growing awareness, a recent survey revealed that only 10% of companies are comprehensively measuring their emissions across Scope 1, 2, and 3. Alarmingly, respondents estimate a 25% to 30% average error rate in their emissions measurements (CO2 AI by BCG Carbon Emissions Survey 2022).

These statistics underscore a significant problem: the widespread inconsistencies in how companies approach carbon measurement, particularly across different scopes and infrastructures. This lack of uniformity can lead to major discrepancies in reported data, which ultimately hinders the ability to make informed and effective sustainability decisions. As Gunter Schichl points out, the diversity of IT infrastructures further exacerbates these challenges:

"The complexity of carbon measurement arises from the different hosting models for IT infrastructure—whether on-premises, cloud, or SaaS and PaaS providers. We aim to create a comparable carbon model based on actual consumption, rather than spend, to ensure consistency. Without this, we’re comparing apples and oranges, making it difficult to make informed decisions."

These inconsistencies, as highlighted by Gunter, directly impact a company’s ability to accurately assess and reduce its carbon footprint. The challenge isn't merely about gathering data, but about ensuring that the data is precise, comparable, and actionable across all platforms and emission scopes. Gunter advocates for the adoption of consumption-based models, which offer greater accuracy and a clearer understanding of the real environmental impact. This precision is increasingly crucial as organizations face mounting pressure from stakeholders to report their carbon emissions transparently and to develop effective decarbonization strategies based on reliable data.

The Power of Starting Now and Leveraging Innovation

Despite the complexities, Gunter Schichl strongly advocates for immediate action, even if the perfect system is not yet in place. His advice is simple: just start, even if you’re not yet equipped with a consistent model or if you need to begin with spend-based data. The cultural shift required for decarbonization takes time, and it’s important to build momentum by establishing a base of supporters within the company. It's not about achieving perfection from the outset; it’s about integrating decarbonization efforts into the corporate strategy so that it becomes a long-term commitment rather than just a voluntary initiative.

This advice reflects a broader truth: sustainability is as much about organizational change as it is about technology and data. Building a decarbonization framework requires buy-in from all levels of the company, and that kind of cultural shift doesn’t happen overnight. Starting with imperfect data or incomplete tools isn’t a failure—it’s a necessary first step. By embedding sustainability into the core business model, companies can ensure that their decarbonization efforts are grounded in a foundation that evolves over time. This fosters a culture where sustainability goals are continually refined, adapting to emerging technologies and methodologies as they become available.

Gunter also emphasizes the significant role that smaller, more innovative players have in driving sustainability forward. He explains, “Don’t underestimate the small and innovative players. As you know, especially with CSRD, the big names also give a lot of surety for their purchasing. But no, I think smaller companies in this respect have the agility and the delivery, but also the quality of delivery that you need right now... I think we analyzed more than a dozen players, Footprint Intelligence came out victorious. So I think that's the best testimony I can give today.”

This highlights how agile sustainability platforms can make a meaningful impact, especially when larger, more traditional solutions may lack the flexibility required to meet the unique challenges of decarbonization.

This perspective is particularly relevant when considering the global economic role of SMEs (Small and Medium Enterprises). According to the World Bank, SMEs account for about 90% of businesses and more than 50% of employment worldwide. Not only are these enterprises the backbone of the global economy, but they are also essential players in the sustainability landscape. Their ability to quickly adopt innovative approaches and respond to market demands makes them vital contributors to global decarbonization efforts. By leveraging their inherent strengths, SMEs can spearhead the implementation of sustainable business solutions at a pace and efficiency that larger corporations may struggle to achieve.

Conclusion: Taking Action in Steering Decarbonization Efforts

Gunter Schichl’s insights provide a powerful roadmap for sustainability managers navigating the complex terrain of decarbonization. By prioritizing data accuracy, embracing the complexity of carbon measurement, and taking immediate action, even with imperfect tools, sustainability leaders can drive significant progress.

By establishing common, consumption-based carbon models and leveraging innovative solutions, businesses are better equipped to steer their decarbonization efforts effectively. Gunter’s approach reminds us that sustainability is not just about technological tools—it’s about creating a culture of sustainability embedded in the corporate strategy, supported by reliable data and innovative partners.

As Gunter emphasizes, "It’s crucial to start, even if the data isn’t perfect.” The journey toward decarbonization may be complex, but with the right tools and strategies, it's a journey that every company can—and must—embark on.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

With decades of experience spanning IT transformation and sustainability leadership, Rainer has guided organizations like Siemens and Allianz Technology, and now leads his own venture, Heartprint GmbH, focusing on the intersection of digitalization and sustainability. In this article, he shares his vision for the future of sustainability divisions, the evolving role of sustainability managers, and how sustainability represents growth and resilience for businesses.

Shifting Focus: Future Readiness and Communication in Sustainability Leadership 

Speaking on sustainability leadership, Rainer touched on the importance of tailoring language choice and communication style.

“Know the knowledge and interest levels, and the priorities of people you are talking to,” he emphasized. “Use explanations that others will understand well and try not to use acronyms too much.”

In his own company, Rainer has found that using the terms “future readiness and resilience” allows for a more holistic approach to sustainability issues. “It highlights that while you're doing something for climate protection, but you're reducing costs as well. You're increasing your economical aspects and your efficiency.” 

Rainer’s leadership approach emphasizes the dual benefit of sustainability on a large-scale: businesses can protect the environment while also enhancing their bottom line. For example, reducing energy consumption not only saves carbon emissions but also significantly lowers operational costs, a crucial factor for businesses navigating economic challenges.

The scientific data supports this idea. According to a 2023 McKinsey report, energy efficiency improvements in commercial sectors could reduce global energy demand by 20% by 2030, saving companies an estimated $600 billion annually. Such savings are especially critical for small and medium-sized businesses (SMBs), which Rainer identifies as foundational to Europe’s economy. He advises these companies to “keep pushing and get resilient” despite current political and regulatory uncertainty surrounding sustainability initiatives.

The Role of Automation and Collaboration in Sustainability

Collaboration between the areas of IT divisions and sustainability teams is essential to drive change. “IT divisions hold the keys to data and processes, while sustainability teams understand regulatory needs,” Rainer explains. Noting how many organizations remain trapped in manual systems, relying heavily on spreadsheets and unstructured data, Rainer highlights the pressing need to automate sustainability processes to drive collaboration. 

“Automate as much as you can. Everything related to reporting, regulatory requirements, legal obligations, and compliance should be automated and digitalized wherever possible,” Rainer advises. Automation and digitalization, according to him, free up resources and allow sustainability managers to focus on impactful activities such as influencing product development and operational innovation. This aligns with findings from a 2022 Deloitte study, which showed that companies leveraging digital tools for sustainability reporting reduce administrative costs by up to 30% and achieve more accurate compliance with regulations like the Corporate Sustainability Reporting Directive (CSRD).

Rainer’s advocacy for automation underscores a broader theme: sustainability divisions should no longer operate as isolated units. “Sustainability is moving from being a separate division into a core aspect of everyone's role, akin to how cybersecurity evolved,” he notes. Just as cybersecurity became integrated into daily operations over the past two decades, sustainability must now permeate all organizational layers—from HR to finance to IT.

Growth Opportunities in Sustainability and the Power of Collaborative Spirit

Looking to the future, Rainer is a strong advocate for the double materiality assessment, which he describes as “not just about compliance.” This framework pushes companies to assess their impact on the environment and society while also examining how external factors influence their operations. “It encourages companies to see sustainability as an opportunity for growth, innovation, and creating value for others while addressing environmental and societal challenges”, he emphasizes.

Global trends further underscore the business case for sustainability. Rainer points out that countries like China and India are not only integrating sustainability for environmental reasons but also leveraging it for economic growth. In 2022, China implemented sustainability measures aligned with European standards, recognizing that these efforts drive innovation and open new markets. Similarly, India has seen a surge in collaborations between local businesses and international partners focused on sustainability innovation.

Rainer is optimistic because of the collaborative spirit he has witnessed within sustainability, he’s excited about the evolution of sustainability from an environmental concern to a central business strategy. “People working in sustainability divisions understand that this is a team sport. We’re collaborating, sharing, and creating momentum together,” he said.  

This collaborative approach, he believes, will continue to drive the rapid evolution of sustainability from an environmental concern to a central business strategy.

“We all have the same idea and the same passion. We don't do what we do just for the success of the company. We do it for the better good and for the bigger target…the amount of people collaborating, working together, joining forces, is massively increasing, and that exactly is what makes me optimistic.”

Conclusion: Shaping a Sustainable Tomorrow with Innovation

Rainer Karcher’s insights paint a clear picture of the future of sustainability divisions in companies and the broader global sustainability push. By focusing on future readiness and resilience, automating processes, and embracing collaboration, businesses can turn sustainability into a driver of innovation and economic growth. His advice to emerging sustainability leaders is simple:

“You don’t have to know everything; you just need to know who knows it and where it’s written.”

As the sustainability landscape evolves, Rainer’s experience reminds us that the journey is not just about compliance on the day-to-day but about creating a better, more resilient future for businesses and the planet alike.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

Building sustainability from the ground up is a significant challenge faced by many sustainability managers today. Jelle van Wezep, a sustainability officer, shared his experiences and insights on navigating these challenges during an interview. He highlighted the necessity of starting with a strong foundation: "Your current challenge is essentially building up sustainability from the ground up. Not having a large team or extensive infrastructure means focusing on setting the foundation. This involves overcoming initial challenges, such as identifying key areas of impact, creating actionable plans, and aligning these with organizational goals. It’s a common challenge for many sustainability managers starting out, as they often work without a clear roadmap but need to implement significant, meaningful changes."

Building Sustainability From the Ground Up: Insights from Jelle van Wezep

Jelle emphasized the importance of creating a holistic understanding of what’s already in place and what is needed to move forward. "For sustainability managers entering an organization, the first steps include understanding existing data, processes, and structures. This means identifying what’s already in place, such as past carbon footprint data, and determining what is needed to move forward. Visiting different locations and engaging with teams early on can help overcome delays and provide a clearer picture of organizational challenges and opportunities."

Materiality assessments are increasingly relevant, with frameworks like the Corporate Sustainability Reporting Directive (CSRD) introduced by the European Commission in 2022, which requires organizations to disclose their environmental, social, and governance (ESG) impacts (European Commission, 2022). Intelligent sustainability software can assist in gathering and analyzing data for these assessments, enabling organizations to identify and focus on their most material issues effectively.

The Role of Collaboration and Materiality Analysis

One of Jelle’s standout insights is his emphasis on collaboration across departments. He stated: "Sustainability is such a broad topic that it cannot be achieved by one person or department alone. To create a comprehensive strategy, it’s essential to work closely with teams across the organization, including finance, management, IT, and even factory staff. Understanding their roles and expertise allows for gathering the necessary information to establish a full overview. Early engagement with these stakeholders is critical to avoid delays and ensure alignment with sustainability goals."

Jelle also pointed out that "A key challenge is raising awareness about the importance of sustainability among all employees. As more people understand the regulatory and environmental needs, they are more willing to collaborate and provide their expertise. Building this awareness fosters a culture of sustainability, where every department contributes to the goals. This shared responsibility is essential for achieving meaningful progress."

Jelle’s experience with materiality analysis further underscores the importance of collaboration: "The materiality analysis is a crucial step in identifying what sustainability topics are most important to the organization and its stakeholders. This involves discussions with employees, management, suppliers, and customers to prioritize areas such as climate impact and waste. For example, while water use may not be significant in some industries, climate and waste issues might take precedence. A structured materiality assessment helps in setting realistic targets and aligning sustainability efforts."

Driving Long-Term Impact and Overcoming Challenges

Jelle’s reflections also touch on balancing immediate and long-term goals. "Sustainability managers often need to juggle immediate actions, such as preparing sustainability reports, with the longer-term goal of embedding sustainability into the organizational culture. This includes building a roadmap for achieving targets, collaborating with teams across the organization, and engaging suppliers and customers to align their practices with sustainability goals. It’s a balance of planning and execution that requires strategic vision."

This dual focus is crucial, as highlighted by the International Energy Agency (IEA) in its 2022 report. The report emphasizes that achieving net-zero goals requires both immediate reductions in carbon emissions and systemic, long-term changes (International Energy Agency, 2022). Automated sustainability reporting tools can help organizations maintain transparency while freeing up resources to focus on strategic planning.

Finally, Jelle noted the importance of persistence and motivation in the face of challenges: "For sustainability managers, raising awareness is key. Building trust and showing empathy towards the challenges faced by different teams creates a collaborative environment where everyone is motivated to contribute to shared goals. Sustainability management is a unique role that requires acting as a facilitator and strategist, bridging gaps between departments to drive initiatives forward. By building trust and showing empathy towards the challenges faced by different teams, sustainability managers can create a collaborative environment where everyone is motivated to contribute to shared goals."

Jelle’s insights provide invaluable lessons for sustainability managers navigating the complexities of environmental management. His emphasis on collaboration, strategic planning, and persistence underscores the multifaceted nature of the role and highlights the potential for impactful change through intelligent sustainability practices. For organizations looking to adopt decarbonization software or other corporate sustainability software solutions, Jelle’s experiences serve as a practical guide to achieving both immediate and long-term objectives.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

In the rapidly evolving landscape of corporate sustainability, understanding and addressing challenges while leveraging opportunities is crucial for success. Albertomaria Franzoni, the Head of Sustainable Supply Chain, shared his profound insights into the challenges and opportunities within the food retail sector. His expertise, drawn from years of experience in mid-sized startups and consulting roles, offers invaluable lessons for sustainability managers navigating today’s complex environmental landscape.

The Challenges: Data, Clarity, and Global Consensus

Albertomaria highlights a significant issue in sustainability: the lack of clear problem definitions. “There is a lot of talk around sustainability. I think that one of the issues is pretty much the grey zone. You know there is a lot of talking but even though you have the UN or other important entities that are driving, leading the talk in sustainability, there are still scientists from other areas or independent scientists promoting different theories. So I think that in general taking one side looks more related to interest, still business interest rather than maybe Earth interest.”

Albertomaria argues for global agreement, stating, “We must have more agreement overall, not just because the EU is saying something while China is not. There must be more global consensus.” This highlights the necessity of international collaboration.

Albertomaria also addresses the problem of unreliable data: “Second, there is a problem with data. And here is like my engineering approach saying that as an engineer, I have to clarify and have clear which are the data, which are the numbers, which are the instruments, the algorithm that we have to use. And I believe that we are still well behind with having algorithms shared among different industries.” A 2023 McKinsey report found that 60% of companies struggle with inconsistent carbon footprint data, emphasizing the need for accurate data as a foundation for intelligent sustainability software and automated sustainability reporting.

Opportunities in Food Retail Supply Chains

Food retail presents unique opportunities for sustainability managers. According to Albertomaria, “In food retail, it’s very easy to work on. Reducing the intermediation within the supply chain, at the end, what you get is cost-saving opportunities. So, you're realizing that cost and CO2 emission can go together, and that can be a huge opportunity for sustainability managers.”

Research published in the Journal of Cleaner Production in 2022 shows that direct farm-to-retail models can cut emissions by up to 25% while reducing supply chain costs by 15%, supporting this alignment between cost-saving and CO2 reduction. Tools like carbon footprint software and Scope 3 software can help quantify these benefits, enabling actionable insights.

Transparency, Albertomaria argues, is another key opportunity: “Transparency itself is a value that is not very well identified generally in the food retail sector. Regarding how to make it more transparent, first is about tracing. You have to clarify where the ingredients, where the products you buy, you purchase, come from.” A 2023 Deloitte study reveals that 70% of consumers prefer brands that disclose their sourcing practices, underscoring how transparency not only enhances trust but also strengthens market positioning.

The Future: Standardization and Innovative Tools

Albertomaria’s vision for the future includes the need for standardized tools and metrics: “What I believe is important again is to standardize because if any company starts using a different tool, then we are in the ocean of data models, difficult to compare. It would be easier if suppliers, retailers, even clients might use some standard tools.”

Insights from the Carbon Disclosure Project in 2023 reveal that organizations adopting standard methodologies for carbon footprint tracking, such as the GHG Protocol, report 20% faster implementation of decarbonization strategies. Standardized sustainability tools can simplify automated sustainability reporting and reduce inefficiencies.

Albertomaria also advocates for incorporating sustainability metrics directly into supply chain dashboards: “It would be very useful at least to have and measure a unit that might be the CO2, for example, emission per unit produced, for example, or sold. That would move towards taking action again.” By integrating KPIs such as CO2 emissions per unit, sustainability managers can prioritize initiatives that align environmental goals with business objectives.

Albertomaria Franzoni’s insights underscore the complex yet rewarding journey of sustainability management in food retail. From addressing the “grey zone” in global consensus to leveraging transparency and standardization, his experiences provide a roadmap for sustainability managers to drive impactful change. By embracing intelligent sustainability software, automated reporting, and carbon footprint tracking, the industry can align cost-efficiency with decarbonization goals, paving the way for a sustainable future.

For sustainability managers, the key takeaway is clear: collaboration, innovation, and actionable data are the cornerstones of successful environmental management.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

In the fast-evolving world of sustainability, few voices stand out as strongly as that of Venezia Zandrelli. Her career, spanning grassroots activism, corporate consultancy, and leadership roles, demonstrates her ability to connect strategic thinking with actionable change. Known for her innovative ideas and deep understanding of systemic challenges, Venezia has become a guiding light for sustainability managers seeking to navigate complex issues with clarity and purpose.

This article delves into Venezia’s insights across three core themes: tackling environmental challenges, fostering systemic change, and engaging stakeholders through education and storytelling. Her leadership offers a compelling blueprint for driving meaningful sustainability initiatives in any organization.

Tackling Environmental Challenges Through Community and Innovation

Venezia Zandrelli’s leadership at Clear Blue Sea exemplifies her ability to mobilize communities to address urgent environmental issues. Reflecting on her time with the nonprofit, she shared:

"In working with Clear Blue Sea, we faced immense challenges as an environmental nonprofit, primarily around funding and scaling our impact to match the vastness of the plastic pollution crisis... However, community engagement was heartening, with people of all ages rallying around initiatives like Plastic Free Restaurants... These grassroots efforts catalyzed greater change and contributed to California’s state ban on single-use plastics."

Venezia’s strength lies in her ability to translate local action into systemic impact. She has shown how seemingly small efforts can contribute to broader environmental progress by fostering collaboration across diverse groups- from community members to policymakers. Her leadership underscores the importance of creating momentum through inclusive and actionable initiatives.

Plastic pollution, which Venezia worked tirelessly to combat, remains a global crisis. A study from Science of The Total Environment (2021) emphasizes the widespread impact of microplastics on marine ecosystems and human health. While these statistics highlight the scale of the problem, it is Venezia’s hands-on approach and ability to inspire community-led solutions that provide a powerful model for sustainability managers.

For organizations tackling similar challenges, integrating tools like Scope 3 software can enhance their ability to measure and address indirect emissions across supply chains. Venezia’s work demonstrates the value of combining community engagement with innovative tools to maximize impact.

Systemic Change: Conscious Consumerism and Degrowth

Venezia Zandrelli has never shied away from addressing difficult topics. Her advocacy for conscious consumerism and degrowth reflects her belief in challenging traditional growth models to create a more sustainable future. She explained:

"Conscious consumerism is often a stepping stone to discussing the more challenging topic of degrowth. When presenting degrowth, there’s often initial resistance, especially at the corporate level. Starting with conscious consumerism—encouraging businesses to question the necessity of purchases and to consider their environmental and social impacts—makes the transition smoother."

What sets Venezia apart is her ability to frame these complex ideas in a way that resonates with businesses. Rather than imposing radical change abruptly, she builds trust by introducing manageable steps, such as evaluating supply chain practices and reducing reliance on unsustainable industries like fast food and fast fashion. This incremental approach allows businesses to adapt without feeling overwhelmed.

Her emphasis on systemic change is particularly relevant in today’s context. A report from The Lancet Planetary Health (2022) highlights the urgent need to decouple economic growth from environmental harm, given that 90% of global GDP depends on natural resources. Venezia’s strategies align with these findings, but her unique contribution lies in her ability to bridge the gap between theoretical frameworks and real-world implementation.

By adopting technologies like carbon footprint tracking, businesses can complement Venezia’s vision, gaining the insights needed to make sustainable decisions. However, her focus remains firmly on fostering the mindset shifts required to ensure these tools are used effectively and ethically.

Education and Stakeholder Engagement: A Catalyst for Change

Venezia’s work with National Broadband Ireland showcases her belief in the transformative power of education and stakeholder engagement. She views employees not just as participants but as advocates for sustainability. Speaking about the CSRD framework, she noted:

"With the CSRD, it’s clear that companies need to involve employees in their sustainability journey from the start. Employees who believe in the company’s mission are its strongest advocates for sustainability... Building this sense of ownership and alignment transforms sustainability into a collective effort rather than a top-down directive."

This insight reflects Venezia’s ability to make sustainability relatable and actionable for diverse audiences. Her emphasis on storytelling as a tool for engagement has been a hallmark of her approach. By connecting sustainability to personal values—such as the health of employees’ families or the future of their children—she fosters an emotional connection that inspires action.

Research from Harvard Business Review (2021) supports Venezia’s approach, showing that sustainability training improves employee engagement by 40%. Yet, what truly sets her apart is her ability to move beyond training to create a culture where sustainability becomes a shared responsibility.

For organizations aiming to follow Venezia’s lead, corporate sustainability software can play a vital role in tracking progress and aligning efforts across stakeholders. However, as Venezia emphasizes, technology alone is not enough. The success of sustainability initiatives depends on the people driving them, and her work serves as a powerful reminder of the importance of human connection in achieving environmental goals.

Conclusion

Venezia Zandrelli’s journey is a testament to the transformative potential of sustainability leadership. Her ability to address global challenges through local action, advocate for systemic change with empathy, and engage stakeholders through education and storytelling sets her apart as a visionary in the field.

As sustainability managers adopt frameworks like the CSRD and technologies like intelligent sustainability software, Venezia’s insights offer a roadmap for balancing innovation with empathy. Her story reminds us that the path to a sustainable future lies not just in data and metrics but in the values and connections that inspire people to act.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

In the evolving landscape of corporate sustainability, few industries face as many unique challenges as retail. Carolina Ferreira, a sustainability leader with a strong background in environmental management, provides invaluable insights into the complexities of balancing regulatory demands, tackling Scope 3 emissions, and fostering innovation. Through her experience, sustainability managers in other sectors can gain a clearer understanding of the nuanced strategies required to make meaningful progress.

The Compliance Maze: A Balancing Act for Sustainability

Carolina is clear about the growing complexity of regulatory compliance in the European Union, particularly for sustainability managers in the retail sector. "We have a lot of legislation to comply with, not only environmental laws but also food safety, packaging regulations, and quality standards," she elaborates. "For example, when choosing packaging materials, we need to comply with environmental regulations, but we also have to ensure that they meet food safety requirements, which can be incredibly strict. Sometimes these regulations don't align, making it difficult to implement sustainable practices. It requires constant balancing and integration to ensure compliance across all fronts."

Carolina suggests that sustainability managers who successfully integrate these regulations into their business strategies are better positioned to lead innovation in the industry. This approach transforms compliance from a burden into an opportunity to lead their sectors toward greener, more responsible practices.

Scope 3 Emissions: The Hidden Challenge

A major theme in Carolina’s reflections is the daunting challenge of managing Scope 3 emissions. "Our major impact, our most part of our emissions, are in Scope 3, which is the hardest scope to analyze," she emphasizes. This is a critical issue for sustainability managers across industries, especially in retail, where the vast majority of emissions come from external suppliers and partners. Gaining access to accurate data on these emissions, often considered business-sensitive information, remains a formidable obstacle for organizations.

Carolina’s experience mirrors what many in the industry are dealing with: managing Scope 3 emissions requires a balance between gathering necessary data and maintaining strong supplier relationships. Studies show that Scope 3 emissions account for up to 95% of most companies’ total carbon footprint (International Energy Agency, 2022).

Carolina’s insights serve as a reminder that innovative solutions, such as carbon footprint software, offer businesses an edge in simplifying the data collection process and analyzing the upstream impact of suppliers. By embracing these technologies, companies can take a more proactive role in reducing their Scope 3 emissions while fostering stronger collaboration with suppliers and ensuring progress toward broader sustainability goals.

Innovation and Supplier Dependencies: The Path Forward

Another key challenge Carolina identifies is the dependency on suppliers when it comes to driving innovation in sustainability. "We are really dependent on suppliers," she explains. "Our major impact, most of our emissions, are in Scope 3, which is the hardest scope to analyze. To become more sustainable, sometimes suppliers have to change their entire process for how they produce a package or a product, and that’s not an easy task. It’s really difficult to change processes within suppliers."

She further elaborates on the difficulties faced: "We can’t ostracize the ones who can’t fully comply, but we also can’t allow them to operate without at least some environmental precautions. It's a balance. Sometimes, just to get information about the carbon footprint, they have to reveal business secrets, and they’re not always willing to do that. So, it's a big challenge that could be more integrated. We have to work together to find solutions while respecting their business constraints."

Carolina’s reflections highlight a broader issue for sustainability managers: ensuring that sustainability is integrated across the entire supply chain. In her experience, this requires a careful balancing act—supporting suppliers while also pushing them to innovate and adopt more sustainable practices. By leveraging technology and fostering strong partnerships, sustainability managers can encourage suppliers to align with sustainability goals, ensuring long-term progress and success for the entire industry.

Conclusion

Carolina Ferreira's journey in sustainability highlights key challenges faced by retail sustainability managers—balancing compliance, tackling the hidden complexities of Scope 3 emissions, and driving innovation despite supplier dependencies. 

Carolina’s approach, focusing on long-term collaboration and data-driven decision-making, emphasizes the importance of viewing sustainability not as a regulatory burden but as an opportunity for innovation and transformation. Sustainability managers across industries can learn from Carolina's strategies and apply them to their own organizations to drive progress and achieve meaningful environmental goals.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

In a world where climate change poses an ever-increasing threat, organizations across industries are working diligently to reduce their carbon footprints and embed sustainability into their business strategies. The media industry, known for its high energy use due to the rise of digital content and streaming, is no exception. Thilo Pommerening, Sustainability Manager at Deutsche Welle (DW), plays a key role in driving sustainability and decarbonization efforts within the organization. Through his experiences, Thilo provides key insights that sustainability managers across industries can learn from, particularly in the areas of emissions reduction, corporate sustainability software, and embedding sustainability into business operations.

Building a Comprehensive Sustainability Strategy

When Thilo joined DW, sustainability efforts were just ramping up. He explains: “We used the first sustainability report as an inventory to better understand where we were and where we wanted to go in the various fields of action.” His leadership focused on creating a structured, data-driven approach to sustainability, enabling the organization to set clear goals such as halving emissions by 2030 and achieving net-zero by 2045. This strategy was developed in collaboration with colleagues across various departments to ensure a company-wide commitment to sustainability.

DW Sustainability Report: Climate Protection and Social Diversity

According to the latest report, DW’s greenhouse gas emissions have dropped by 60% compared to 2019. The COVID-19 pandemic played a role in this reduction, as it accelerated the digital transformation such as increasing the prevalence of online conferences and changed travel habits. Additionally, DW has implemented various measures to significantly reduce its energy consumption and introduced new policies for business travel and procurement processes. Domestic flights were reduced by 91 percent, surpassing the target of 80 percent. As a result, DW has revised its climate protection goal and is now aiming to permanently halve its emissions by 2030.

Details of these advancements can be found in Deutsche Welle Sustainability Highlights 2024.

The leadership at DW aligns with these efforts, particularly in the strategic establishment of sustainability practices across the organization. Thilo notes that the company has embedded sustainability into its core objectives, creating synergies across departments to promote energy management, green production, mobility, and diversity.

Prioritizing Decarbonization Over Carbon Offsetting

One of the most impactful decisions Thilo drove forward was to steer DW away from carbon offsetting and focusing instead on reducing emissions at the source. As Thilo explained, “We realized that many of the carbon credits on the market don't actually hold their promise—whether due to issues like additionality, permanence, or double counting. So, rather than investing in carbon credits that may not deliver the intended benefits, we decided to channel our resources into reducing our own emissions. We prefer putting all our efforts into reducing our carbon footprints, whether that’s through energy efficiency or more sustainable practices.”

Rather than relying on potentially ineffective offsets, Thilo focused on practical internal solutions. “DW took the money it would have spent on buying carbon credits and put it toward concrete measures—such as upgrading the lighting systems across all of our studios to energy-efficient alternatives. It was one of the first steps in a larger effort to reduce our energy consumption and cut emissions,” Thilo shared, emphasizing the importance of sustainable investments.

This decision to prioritize in-house decarbonization reflects the broader industry shift toward real, measurable sustainability actions, aligning with the Science Based Targets initiative (SBTi), which stresses emissions reductions over offsetting. Thilo’s focus here highlights the importance of direct, internal efforts over compensatory measures, ensuring that sustainability is not only part of the strategy but becomes a core business principle for long-term success.

The Role of Data and Technology in Sustainability

Data plays a critical role in Thilo’s strategy, especially when it comes to tracking emissions and managing sustainability initiatives. “When we set up the first sustainability report, we noted that we needed a lot of data,” Thilo explained. Initially, DW relied on an Excel-based system, collecting over 500 data points annually, such as travel data and energy consumption. However, as sustainability reporting became more complex and the demand for data accuracy increased, Thilo’s team realized the need for more robust corporate sustainability software to manage this data effectively.

This shift toward more sophisticated tools is a reflection of the broader trend in sustainability management. A 2020 report from the World Economic Forum highlighted that digital tools and intelligent sustainability software are critical to achieving decarbonization goals, as they provide real-time data and insights necessary for making informed decisions. Thilo’s foresight in pushing for digital transformation and automation of sustainability data collection is aligned with industry best practices, and will allow DW to monitor their carbon footprint more effectively and ensure they stay on track with their emission reduction targets.

As Thilo noted, “Data quality enables decarbonization. If you don’t have accurate data, you don’t know where the real issues are.” This statement underscores the vital role of data management in sustainability efforts, as well as the need for sustainability managers to leverage the latest technology and software to track progress and optimize their strategies.

Thilo’s Milestones in Sustainability

Thilo Pommerening’s work at DW highlights the importance of building a structured, data-driven sustainability strategy that prioritizes decarbonization over compensatory measures like carbon offsetting. By aligning corporate objectives with sustainability goals, leveraging data and intelligent sustainability software, and engaging stakeholders across the organization, Thilo has successfully embedded sustainability into the core of DW’s operations.

For sustainability managers across industries, Thilo’s approach serves as a valuable blueprint. His focus on practical, measurable actions—combined with his leadership in fostering collaboration and utilizing advanced data management tools—demonstrates the powerful role that sustainability leaders can play in driving real, impactful change.

Resources

- McKinsey & Company. "The Business of Sustainability: McKinsey Global Survey Results." McKinsey & Company, 20 Oct. 2021, www.mckinsey.com/capabilities/sustainability/our-insights/the-business-of-sustainability-mckinsey-global-survey-results. Accessed 14 Oct. 2024.

- Science Based Targets Initiative. "SBTi Releases Technical Publications in an Early Step in the Corporate Net-Zero Standard Review." Science Based Targets Initiative, 18 Sept. 2023, sciencebasedtargets.org/news/sbti-releases-technical-publications-in-an-early-step-in-the-corporate-net-zero-standard-review. Accessed 14 Oct. 2024

- World Economic Forum. "How Digital Technology Can Help Achieve Sustainability Goals." World Economic Forum, 21 Jan. 2022, www.weforum.org/agenda/2022/01/digital-technology-sustainability-strategy/. Accessed 14 Oct. 2024.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

As sustainability increasingly becomes a legal mandate rather than a voluntary effort, industry leaders like Adam Bergsveen are helping businesses navigate this transformation. Adam, a Senior Advisor at Goodpoint, has spent over two decades at the forefront of sustainability, advocating for a shift from sustainability as an afterthought to an integrated part of business strategy. In this article, Adam shares his perspectives on how companies can not only meet new regulations like the Corporate Sustainability Reporting Directive (CSRD) but also use these frameworks as tools for innovation and growth.

Adam’s experience working across different sectors provides valuable insights for sustainability managers who are grappling with how to adapt to this rapidly changing landscape. His message is clear: the future of sustainability is about much more than compliance—it’s about leveraging sustainability as a strategic advantage.

The New Legal Landscape: Sustainability as a Core Business Requirement

Adam begins by emphasizing the monumental shift in sustainability's role within companies, thanks to frameworks like the European Green Deal and CSRD. He highlights that what was once a voluntary, feel-good exercise has become a legal requirement. "What the Green Deal and the CSRD specifically do is mark a shift from sustainability as something companies do voluntarily...into a legal framework where everyone must prioritize sustainability in a structured and strategic way," Adam explains. His extensive career in the field gives him a unique vantage point to observe how this shift is bringing sustainability from the sidelines into the core of business strategy.

Adam’s insight captures a critical moment in the evolution of corporate sustainability. Today, sustainability managers can no longer operate in isolation; they must work closely with the C-suite and financial departments to ensure sustainability is not only a compliance checkmark but also integrated into the company’s strategic vision. According to Adam, those companies that embrace this shift and align sustainability with their broader business development "will gain a competitive edge," while others risk falling behind.

Beyond Compliance: Sustainability as a Catalyst for Growthape

One of Adam’s most compelling arguments is his assertion that sustainability should not be viewed merely as a regulatory burden but as a catalyst for growth. He states, "It’s essential for those of us who work with businesses to frame CSRD not merely as a compliance task but as a tool for growth." With decades of experience advising companies, Adam has seen firsthand how sustainability, when strategically applied, can drive innovation and open new markets.

This shift in perspective is crucial for sustainability managers, who are often tasked with convincing upper management of the value of sustainable business solutions. Adam argues that sustainability-driven innovation and resource optimization can reduce costs, improve financial performance, and create new opportunities. His focus on intelligent sustainability software and automated sustainability reporting is particularly relevant here. By leveraging tools such as carbon footprint tracking and decarbonization software, companies can identify areas for efficiency and drive their sustainability efforts forward.

The Power of Data and Collaboration Across Value Chains

Adam also sheds light on the importance of data and interconnections in driving sustainable innovation. He emphasizes that sustainability managers need to focus not just on compliance but also on how departments within their companies and businesses along their value chains can collaborate more effectively. "CSRD is not just about connecting businesses with their suppliers and customers; it's also about fostering collaboration between different departments within a company," he says, highlighting the role of data in this transformation.

As a strategic advisor, Adam is acutely aware of the challenges companies face in gathering accurate sustainability data. He points out that while the first rounds of CSRD reporting may be challenging due to data gaps, the quality and availability of data will improve over time. "In a few years, we will have more accurate and complete data all together," Adam predicts, suggesting that the initial burden of compliance will ultimately lead to more efficient and transparent sustainability practices.

This is where environmental management and corporate sustainability software come into play. Adam advocates for businesses to use these tools to streamline the data collection process and improve the accuracy of their sustainability reports. As Adam points out, companies will soon be able to assess the full impact of products, from manufacturing to end-of-life, providing them with the insights needed to make more sustainable choices.

Vision for the Future of Sustainability

Adam Bergsveen’s insights offer sustainability managers a roadmap for navigating the new regulatory landscape. With decades of experience in the field, Adam argues that sustainability is no longer just a legal requirement—it is a strategic opportunity. From leveraging innovative technologies to fostering collaboration across departments and value chains, Adam’s vision is clear: those who view sustainability as a tool for growth will not only comply with new regulations but thrive in a competitive market.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.

Sustainability is rapidly becoming a central focus across industries, and the tech sector is at the forefront of this transformation. Alua Suleimenova, a prominent figure in corporate sustainability at Marvell, is leading the charge with her innovative and strategic approach. Her deep understanding of environmental management and the practical application of sustainable business solutions distinguishes her as a leader in this space, guiding organizations toward more sustainable futures.

Embedding Sustainability Across the Organization

Alua Suleimenova's commitment to embedding sustainability into every aspect of Marvell's operations is both comprehensive and forward-thinking. She highlights the necessity of breaking down silos and integrating sustainability across all departments, from real estate to finance. "Sustainability will ultimately become everyone’s job, not just at Marvell, but across all companies," she asserts, emphasizing the importance of cross-functional collaboration.

Alua’s approach benefits from the current trend where sustainability is increasingly seen as a critical business strategy rather than just corporate social responsibility. This modern perspective allows companies like Marvell to embed sustainability into operations, product design, and supply chain management more effectively. A report by McKinsey reinforces this, indicating that companies excelling in integrating ESG factors into their core strategies, termed "triple outperformers," achieved a median annual revenue growth of 11%. These businesses also experienced shareholder returns that were over twice as high as those of their less sustainable counterparts ​(McKinsey & Company, 2023).

Navigating Regulatory Compliance in a Changing Landscape

Alua is acutely aware of the growing regulatory landscape, particularly in regions like the European Union and the U.S. She stresses that sustainability is no longer about voluntary reporting but now includes significant compliance obligations. "The regulatory pressure compels companies to think strategically about data collection, program prioritization, and reporting practices," Alua explains, highlighting her proactive approach to these challenges.

For many companies, navigating regulations can be daunting. However, Alua views them as strategic opportunities to advance Marvell’s sustainability goals. By proactively managing these requirements, she ensures that Marvell not only complies with them but also uses them to drive broader organizational change.

Alua’s approach is particularly relevant as companies face increasing pressure from both regulators and investors to enhance transparency and accountability in their sustainability practices. According to the U.S. Financial Stability Oversight Council (FSOC) 2023 report, climate-related financial risks pose a significant threat to the long-term value of companies, as disruptions in supply chains, increased operational costs, and regulatory compliance costs can adversely affect profitability (FSOC 2023 Report). The report emphasizes that companies proactively managing these risks are more likely to safeguard their financial stability and maintain investor confidence. 

Alua’s leadership in regulatory compliance is not just about meeting minimum standards; it’s about leveraging these requirements to push Marvell’s sustainability efforts forward, ensuring that the company is always ahead of the curve.

Harnessing the Power of Collaboration and Innovation

Collaboration is a cornerstone of Alua’s sustainability strategy. At Marvell, she has been instrumental in fostering industry-wide collaboration through initiatives like the Semiconductor Climate Consortium. "Marvell is a founding member of the Semiconductor Climate Consortium that's been launched at COP two years ago. And so it really became the first, I think, collaboration between companies supporting the semiconductor industry coming together and really learning from each other," Alua explains. She further emphasizes the importance of data exchange in driving sustainability, stating, "Data exchange becomes critical because our Scope 3 emissions are someone else's Scope 1 or 2. So we're all kind of interconnected. Data exchange really becomes a very important component here." This collaborative approach is essential in an industry where interdependence is key to achieving sustainability goals, as companies share common challenges and work together to advance their sustainability efforts.

Alua’s emphasis on collaboration reflects a broader trend in the industry, where companies increasingly recognize that sustainability challenges cannot be solved in isolation. Industry-wide collaboration is particularly important in the tech sector, where the complexity of supply chains and the scale of environmental impact require coordinated efforts. Through initiatives like the Semiconductor Climate Consortium, Alua helps Marvell and its peers share knowledge, tackle common challenges, and develop innovative solutions that benefit the entire industry.

The importance of collaboration is further emphasized by a 2022 study from the World Economic Forum, which found that companies actively collaborating within their industries can reduce their carbon footprints by up to 30% more effectively than those working in isolation. This highlights the tangible benefits of Alua’s collaborative approach, which not only strengthens Marvell’s sustainability initiatives but also sets an example for the entire industry.

In addition to collaboration, Alua sees tremendous potential in the application of digital tools, particularly AI, in enhancing sustainability reporting. AI can streamline and automate the process of reviewing existing disclosures, making it easier to compare and analyze hundreds of reports. This technological innovation not only enhances the efficiency of sustainability reporting but also reduces human bias, leading to more accurate and objective assessments.

Alua’s perspective on AI’s role in sustainability is supported by a 2023 report from the Massachusetts Institute of Technology (MIT), which found that companies using AI-powered sustainability tools were able to reduce their environmental impact by 25% more than those relying on traditional methods. The report also highlighted that AI-driven sustainability initiatives can lead to a 40% increase in operational efficiency. This underscores the potential of digital solutions in driving sustainability efforts forward, a potential that Alua is actively harnessing at Marvell.

Conclusion

Alua Suleimenova’s leadership in sustainability at Marvell is a testament to her strategic vision and deep understanding of the challenges and opportunities in this space. By embedding sustainability into business strategy, navigating regulatory landscapes with finesse, and championing collaboration and innovation, Alua provides a roadmap for sustainability managers aiming to make a significant impact in their organizations. Her insights are not just about meeting today’s demands but about preparing for the future, ensuring that sustainability remains a central focus in the tech industry.

The views and opinions expressed in this blog are solely those of the author and do not reflect the official policy or position of any company.