CREATING SUSTAINABLE BUSINESS STRATEGY
26-27 October, 2023
Amsterdam, The Netherlands, Mercure Hotel Amsterdam City
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Amanda Wood
Sustainability Director, Supply Chain BAE Systems Plc.
For me, environmental, social, and governance (ESG) is purposeful and the right and responsible thing to do. Increasingly, embedding ESG in everything you do also makes good business sense in that it is absolutely a business differentiator.
BAE Systems’ global supply chain comprises around 19,000 suppliers and we operate in four key markets – the UK, the US, Australia and Saudi Arabia. ESG means something different in each of those markets. Each one has its own drivers, priorities, constraints and pace in terms of desire to move forward. We aim to find where we have common ground and, where it makes sense to do so, work together. Supply chain decarbonisation is one such area.
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Driving Business Performance by Extending Sustainability Ambitions to Your Supply Chain
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Corporate Operating Models, and How They Evolving in Light of Growing ESG Importance
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How Signify is Doubling its Positive Impact on the Environment and on Society
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ESG Risks and Opportunities
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Preparing for CSRD and EU Green Deal
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Sustainability in Operations. Genuine Care for the Future in a Growing Company. A Bath of Reality
MAIN TOPICS
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How to Develop an Effective Sustainability Strategy in Operations
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The Elements of a Winning Sustainability Strategy
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Unlocking the Full Value of Your Sustainability Strategy
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Moving from Sustainability Strategy to Transformation, the Implementation Journey
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Decarbonising Society with Digital Innovation
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Ecosystem Transformation for Sustainable Enterprises
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Operations – Driven Sustainability
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Translate Global ESG Strategy for Local Impact
Fleming Voetmann
Vice President,
External Relations & Sustainability
VELUX
“The VELUX Sustainability Strategy 2030 is called ‘It’s our nature’. Launched in 2020, our sustainability strategy is a 10-year transformational journey in which we pioneer climate and nature action, innovate sustainable products and secure a responsible business. The ambition includes carbon neutrality when it comes to Scope 1 and 2, and 50% reduction of Scope 3 in absolute numbers. Our pioneering commitment is also to become Lifetime Carbon Neutral by 2041. This means taking responsibility for both our past and future carbon emissions.
The VELUX Sustainability Strategy 2030 is our roadmap for the 'decade of action'. It significantly transforms the way we do business and the products and solutions that we bring to market. It helps us keep our own house in order and involves many employees and not least our supply chain.”
RAHUL MADHAVAN
Director Sustainability
Hitachi Europe
VERENA CORDES
Leading Global Climate Action and ESG Risk Management
Siemens Energy
PIETER SMEETS
Director, Sustainability Strategy
Deloitte Consulting
Tarik Alahdab
HUB Safety & Sustainability
Manager – Europe
Hitachi Energy
As Grid Integration Business in Hitachi energy, in order to set up a successful sustainability strategy in operations, we started with establishing a baseline to take a snapshot of the reality. The next step was to decide where to go by prioritizing the goals; along this process we have faced several challenges ranging from difficulties of measuring to finding the right tools and processes to use. On the other hand it was extremely important to embed the digital transformation as an essential part of the fabric of the strategy; all in line with the Company’s 2030 Sustainability goals, to ensure coping with the urgency of a clean energy transition, through innovation and collaboration.
VENUE:
Mercure Hotel Amsterdam City
Stephen Prendiville
Head of Sustainability
Ernst & Young
“Too often businesses have spent months developing comprehensive and complex sustainability strategies only to find that they don’t have the appropriate resources in terms of people, time and money, to engage in the execution of that strategy. Stephen will talk about the common challenges encountered by businesses on their sustainability journey and will share some simple solutions to ensuring that your strategy is built with implementation in mind, and how to make implementation something that can happen rapidly once the strategy is agreed.”
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