DAS Projects

Project Title: Translating SDGs into new long-term business opportunities

Overall Goal

Providing LafargeHolcim with a long-term scoping of new business opportunities by using the “outside-in” perspective and matching the new business units anticipated core competencies with priority issues in the environment, society, economy and governance dimensions of the regional focus of choice (to be defined). Initiating the process in one pilot country (to be selected – First ideas: Switzerland, or a country in Africa).

These choices are going to be discussed with the team and ultimately approved by B. Mathieu.

Overall Objective:

1. Mapping current initiatives by LafargeHolcim to understand the current status.
2. Leading an innovation process that will generate concrete new long-term business opportunities as a result of an outside-in innovation process based on the Sustainable Development Goals (a proprietary methodology of Business School Lausanne)
3. Making recommendations for new business opportunities in three areas:

• Entirely new revenue streams (new business activities and markets)
• Expanded revenue streams (building on existing business activities & markets with complementary innovations)
• Sustained revenue streams (further developing and reinforcing existing business activities and markets with improvements)

4. Providing an implementation plan and guidelines after the project hand-over

Inputs from the providers:

• The Gapframe.org info and modelling ability
• The True Business Sustainability Typology 3.0 with the “outside-in” model
• The tested strategy tool developed by BSL in cooperation with 5 Swiss companies
• 3-5 students each contributing approx. 250 hours to the project
• Expert input from all subject faculty of the program (9 professors from BSL and HSG)
• Students teams are accompanied by two professional coaches

Inputs from the company:

• Project owner personally attends the 4 project meetings in Switzerland to ensure alignment with team (early October, mid December 2017, mid March and mid June 2018)
• Student team has access to in-company experts when needed
• Participation in workshops and stakeholder engagement processes (max 2-3 days in Q1-2 2018)
• Connection to stakeholders, if required
• Enabling information to map current initiatives

Activities:

1. Identifying the core competencies, existing strategy and initiatives of the business (transferable to new markets and customers)
2. Identifying key priorities in the selected geographic focus (to be confirmed in initial project phase)
3. Providing an innovation process with stakeholder input that highlights potential business opportunities in three areas:

• Entirely new revenue streams (new business activities and markets)
• Expanded revenue streams (building on existing business activities & markets with complementary innovations)
• Sustained revenue streams (further developing and reinforcing existing business activities and markets with improvements)

4. Suggesting prototyping of most promising opportunities in these three areas together with company experts
5. Providing an implementation plan to secure the preferred strategic opportunities by the company

Outputs:

• To be defined with project team and to be approved by company project leader (Bernard Mathieu)

Outcomes:

Clearly defined strategic opportunities into new, evolving and existing markets by addressing the Sustainable Development Goals and hence making a massive positive contribution to the planet and society.

Team support from the company:

Company project leader:

• Bernard Mathieu, Head of Sustainability, Head Sustainable Development

Other members involved from the company:

• To be provided by the project leader at project start (October, 2017)

Project Title:  The 2000Watt Community – Developing a comprehensive offer

Overall Goal

Losinger Marazzi SA is the leading Swiss construction company in terms of embracing sustainable approaches into their offering and project. They are a part of the integrative Bouygues Group and are operating as an independent business unit in the Swiss market. Losinger Marazzi SA is actively promoting new building approaches (such as 2000 Watt Society) and is eager to further define and integrate what sustainability means in new and interconnected buildings and districts. Very challenging goals are set out by the 2000W society concept, both for layout and construction phase of eco-districts, as well as in use performance.

In order to reach the envisioned goals after building completion and during the use, the company would like to develop with the support of the BSL/HSG Executive Students a integrative offer approach to enable users and third parties of 2000W society districts alike to reach defined sustainability objectives over long period of times and fulfill the key values as defined with the clients (investors).  

Overall Objectives:

Developing an integrative offer approach including technical, data management as well as sociological aspects, to reach sustainability goals of 2000W districts in use

Defining an integrative offer concept for the company, based on two research areas:

• Identifying influencing factors to reach energy, transportation and running cost objectives set for a 2000W district.
• Identifying levers to influence and manage these factors through an integrative offer approach (including service platform such as “allthings”, innovating service exchange themes, information and feedback strategy to influence user behavior etc.)
• Defining a framework & understanding of how to use and manage “user data” necessary to generate meaningful energy reporting.
• Defining a framework & understanding of how to generate real time data based information and feedback instruments enabling third parties to strive towards the defined common sustainability goals of a 2000W district in use. This work will include analysis of legal and technical aspects and aims to identify risks and opportunities.

Activities:

1. Identifying primary and secondary factors that define the sustainability performance of a 2000W district, including technical, social, as well as reputational and information related aspects.
2. Identifying levers to influence and manage these factors through an integrative approach service of the company. Classifying the levers in terms of risks, opportunities and importance (effort vs gain).
3. Defining the key factors that have to be included in order to develop and adapt an integrative offer to the client’s (investors or/and end users) needs.
4. Developing a strong rationale (pitch) to integrative offer for embracing sustainability performance as a key decision factor in complex area projects (even if they are not short-term financially beneficial).
5. Developing and applying a framework interpretation of “user data management” to a concrete case (to be defined), including opportunities for reinforcing desirable behavioral change within legal restrictions.
6. Undertaking a Sustainability workshop with selected users in order to understand key factors that influence perception of sustainability performance goals from an individual viewpoint and identify levers of positively influencing these factors through an integrative offer approach.

Inputs from the company:

• Project leader personally attends the 4 project meetings in Switzerland to ensure alignment with team (6. October, 15. December 2017, 23. March and 15. June 2018)
• Student team has access to in-company experts when needed
• Participation in workshops and stakeholder engagement processes (to be defined).
• All required data and input for students to develop solutions (subject to client approval and confidentiality).

Outputs:

• Strategic integrative offer definition proposal with clear recommendations for how to advance and implement
• Clearly identified levers of change for implementing the integrative offer strategy
• Client profiling and appropriate pitches along the strategic choice
• Various rationales (pitches) as outlines in the activities (see above)

Outcomes:

Clearly defined strategic in order to develop the integrative offer approach in the sustainable area market Switzerland, that is both embedded in the organization and actionable to be implemented.

Team support from the company:

Company project leader:

• Christof Kreienbühl

Other members involved from the company:

• René Bäbler and Dominique Meyer
• Damien Robin (energy reporting aspects)

Project Title: Translating SDGs into new long-term business opportunities

Overall Goal

Providing IKEA Switzerland with a long-term scoping of new business opportunities by using the “outside-in” perspective and matching the new business units anticipated core competencies with priority issues in the environment, society, economy and governance dimensions of the regional focus of choice (to be defined).

Overall Objective:

1. Leading an innovation process that will generate concrete new long-term business opportunities as a result of an outside-in innovation process based on the Sustainable Development Goals (a proprietary methodology of Business School Lausanne)
2. Making recommendations for new business opportunities in three areas:

• Entirely new revenue streams (new business activities and markets)
• Expanded revenue streams (building on existing business activities & markets with complementary innovations)
• Sustained revenue streams (further developing and reinforcing existing business activities and markets with improvements)

3. Providing an implementation plan and guidelines after the project hand-over

Inputs from the providers:

• The Gapframe.org info and modelling ability
• The True Business Sustainability Typology 3.0 with the “outside-in” model
• The tested strategy tool developed by BSL in cooperation with 5 Swiss companies
• 3-5 students each contributing approx. 250 hours to the project
• Expert input from all subject faculty of the program (9 professors from BSL and HSG)
• Students teams are accompanied by two professional coaches

Inputs from the company:

• Project owner personally attends the 4 project meetings in Switzerland to ensure alignment with team (early October, mid December 2017, mid March and mid June 2018)
• Student team has access to in-company experts when needed
• Participation in workshops and stakeholder engagement processes (max 2-3 days in Q1-2 2018)
• Connection to friendly stakeholders, if required

Activities:

1. Identifying the core competencies of Switzerland (transferable to new markets and customers)
2. Identifying key priorities in the selected geographic focus (Switzerland)
3. Providing an innovation process with stakeholder input that highlights potential business opportunities in three areas:

• Entirely new revenue streams (new business activities and markets)
• Expanded revenue streams (building on existing business activities & markets with complementary innovations)
• Sustained revenue streams (further developing and reinforcing existing business activities and markets with improvements)

4. Suggesting prototyping of most promising opportunities in these three areas together with company experts
5. Providing an implementation plan to secure the preferred strategic opportunities by the company

Outputs:

• To be defined with project team and to be approved by company project leader (Lorenz Isler)

Outcomes:

Clearly defined strategic opportunities into new, evolving and existing markets by addressing the Sustainable Development Goals and hence making a massive positive contribution to the planet and society.

Team support from the company:

Company project leader:

• Lorenz Isler Sustainability Manager IKEA Switzerland

Project Title:  Growing Eaternity’s climate friendly business and the market for climate friendly food

Company background

Eaternity’s goal as an ambitious but still small social business is to shape the future of gastronomy. It aims to provide the tools for sustainable menu options in any restaurant.

Eaternity started in November 2008 at the ETH Zürich, when co-Founder Judith Ellens won first prize at the ecoworks-workshop. Her idea was to measure and reduce the environmental impact of the food & beverage operation of restaurants. Back then food was widely ignored when it came to reducing climate-threatening greenhouse gases. The impact of the food supply chain, however, is measured at 1/3 of all CO2-eq. emissions and is therefor bigger than the global transportation sector.

In 2009 Eaternity launched its’ first project at the ETH canteen of the Science City campus, run by SV Group. The CO2-impact of all the meals offered at the canteen was calculated and Eaternity worked together with the cooks to create and serve the first ever climate-friendly menu to the public. After a lot of voluntary work under the Eaternity Association, other project requests and media interest began to materialize and Eaternity started to grow. In July 2014 Eaternity AG was founded. Today, the company supports players in the restaurant industry, providing them with the expertise, knowledge and tools to turn restaurants into climate-friendly operations.

Overall goal of the project

The overall goal of the project is to grow Eaternity’s customer base. Eaternity is currently working with a total of 250 restaurants, mainly in the corporate catering industry in Germany and Switzerland. Next to enlarging its existing customer base, Eaternity particularly aims at accessing new market segments through cooperations and joint ventures with providers of procurement systems and menu planning software, as well as policy lobbying on the institutional, state-run level of the food service industry (hospitals, nursing homes, schools).

Overall objective

Eaternity is looking to develop and grow its markets through:

Cooperations and joint ventures with:

• software providers for restaurant management systems (e.g. calcmenu, mbs5 etc.)
• food logistics (e.g. Saviva, Migros, Metro, Gemüsering)
• professional cooking schools and publishing houses of educational material (e.g. a-b-z.ch, PAULI)

Sales to institutional, yet independent corporate caterers (e.g. Daimler, Volkswagen, BMW, Siemens, Audi, Bayer, BASF, DB Gastronomie, LZ-Catering, Evonik)

Lobbying for policy execution in support of state-run, climate friendly food offerings (e.g. schools, hospitals, nursing homes etc.)

The objectives will be defined more specifically at the project launch.

Inputs for the project

• Sales documentation
• Studies in the fields of climate-change, agriculture, health and environmental studies
• Coaching
• Prospective customer database

Activities of the project

• The steps in the project include: lead generation, custom solutions, (Eaternity: deal closing), customer support, case studies (on customer relations)
• Workshop on market segmentation: scheduling by the first half of November
• Prioritization of different customers and developing customized solutions for prospective customers
• Developing customized deliverables for different customer segments
• Implementing deliverables and writing case studies of the new customers

Project outputs

• 1st phase (by December 2017):  Develop a qualified lead list of target customers
• 2nd phase (by March 2018):  Develop customized marketing- and product offerings for target customers          
• 3rd phase (by June 2018):  Deals and case studies

Team

Sponsor:                                            Manuel Klarmann, CEO

Company project leader:              Jürg Federer, Head of Marketing & Sales

Project Title: Sustainable Banking Scorecard: Criteria for Rating Assets as Triple Bottom Line

This project is assigned by Alternative Bank Schweiz AG (ABS) / Global Alliance for Banking on Values (GABV) to a consulting team within the Diploma in Sustainable Business program. The project timeline includes the period of October 2016 – June 2017.

Overall goal

Define and develop a principle based approach to classifying assets as TBL based on research of currently applied criteria by banks (banks are currently free to choose the criteria themselves) and based  on a literature review. The goal is not to define fixed criteria, but a principle based approach that is universally applicable to all banks – not just GABV members – and irrespective of the markets in which they operate.

Project outcome

A comprehensive framework and manual with principle based guidelines to classify assets as TBL which is applicable to all banks irrespective of the markets in which they operate

Project activities

• Review existing documentation and literature
• Interview banks on their reporting and TBL-classification methodologies
• Identify universally applicable asset categories
• Elaborate a draft principle based approach for TBL-classification for each asset category
• Carry out a consultation of the developed principle based approach among GABV member banks

Project outputs

1. Results of interviews with banks and first draft of a principle based approach that is universally applicable to all banks
2. Results of the of the consultation among GABV member banks of the developed principle based approach
3. A framework with principle based guidelines to classify assets as TBL applicable to all banks.

https://youtu.be/eAVK8Oi5rlI

Project Title: Sustainable Chocolate – contributing to 100% sustainable ingredients by developing an approach for sustainability and traceability management in sugarcane supply chains

This project is assigned by Barry Callebaut to a consulting team within the Diploma in Sustainable Business program. The project timeline includes the period of October 2016 – June 2017.

Overall Goal

Identify the main sustainability and traceability challenges and potential opportunities in sugar cane supply chains, considering all actors in the chain.

Develop appropriate governance instrument(s) to implement traceability in these chains and ensure suppliers meet or exceed sustainability requirements addressing the key sustainability issues and making use of potential opportunities.

Develop a sustainability supplier management system for sugarcane that allows Barry Callebaut to monitor and continuously improve its suppliers’ sustainability and traceability performance and establish a rating and rewarding system at different levels of the sugarcane supply chain. Based on this experience, give Barry Callebaut guidance on developing similar management systems for other ingredients.

Overall Objective:

1. Identification of the main sustainability and traceability challenges and potential opportunities in sugar cane supply chain.
2. Development of a concept of how a sustainable sugarcane sector would look like.
3. Identification of governance instruments that are applied in other sectors and have proved to be effective in achieving sustainability and traceability goals.
   1. Provide good practice examples
   2. Identify approaches that failed and provide reasons why
4. Identification of sustainability supplier management systems used in other sectors and have proved to be effective in
   1. monitoring suppliers’ sustainability and traceability performance at different levels of the supply chain
   2. establishing a rating and rewarding/incentive system for suppliers, and
5. Demonstration of how these governance instruments and management systems can be applied in sugarcane
   1. Develop implementation plan for sugarcane

Activities:

• Research on sugarcane supply chain and the global industry
• Understanding of sustainability challenges and opportunities in the different growing regions
• Research of different approaches to traceability. Identification of traceability systems and their use in other sectors.
• Describe how a sustainable sugarcane sector would look like. In other words: describe how success would look like
• Research governance instruments that are applied in other sectors/supply chains and have proved to be effective in achieving sustainability and traceability goals.
• Provide good and bad practice examples
• Research sustainability supplier management systems used in other sectors/supply chains and have proved to be effective in monitoring suppliers’ sustainability and traceability performance, establishing a rating and rewarding/incentive system for suppliers, and reporting on progress at different levels of the supply chain
• Transfer these governance instruments and management systems to the sugarcane supply chain and demonstrate how they can be applied in sugarcane
• Propositions for implementation in sugarcane supply chains

Outputs:

Phase 1: Understanding of sustainability and traceability in sugarcane

• Identification of the main sustainability and traceability challenges and potential opportunities in sugar cane supply chain
• Development of a concept of how a sustainable sugarcane sector would look like
• Research of different approaches to traceability. Identification of traceability systems and their use in other sectors.
• Describe how a sustainable sugarcane sector would look like. In other words: describe how success would look like

Phase 2: Identification of governance instruments and supplier management systems

• Research governance instruments that are applied in other sectors and have proved to be effective in achieving sustainability and traceability goals.
• Provide good and bad practice examples
• Research sustainability supplier management systems used in other sectors and have proved to be effective in monitoring suppliers’ sustainability and traceability performance, establishing a rating and rewarding/incentive system for suppliers, and reporting on progress at different levels of the supply chain

Phase 3: Transfer to sugarcane supply chains and implementation

• Transfer these governance instruments and management systems to the sugarcane supply chain and demonstrate how they can be applied in sugarcane
• Propositions for implementation in sugarcane supply chains
• Include feedback from Barry Callebaut into the work

https://youtu.be/ktHgUy1taYg

Project Title:

This project is assigned by Laubscher Präzision  to a consulting team within the Diploma in Sustainable Business program. The project timeline includes the period of October 2016 – June 2017.

Background
Laubscher is committed to continual improvement of its environmental performance and to respecting the laws and regulations. Its focus is on five site specific topics: green electricity, water treatment, recycling, building services, and cleaning. Environmental protection or sustainability so far have not been a strategic issue and are neither a topic in company communications nor in marketing or sales.
The utilization of the new production hall and the machinery are insufficient. By pushing sales and distribution and by developing new markets Laubscher wants to achieve its planned higher growth rates. The following arguments point towards the cleantech industries as an attractive new market, where it should be well positioned:

• Environmental protection and sustainability are global megatrends
• Cleantech markets are forecasted to show high growth rates in Switzerland and Germany as well as globally
• The cantone Berne has decided to become the most important cleantech location in Switzerland by 2025. The national cleantech master plan defines
• 10 cleantech fields: (1) renewable energies, (2) energy efficiency, (3) power storage, (4) renewable materials, (5) resource and material efficiency, (6)
• sustainable water management, (7) sustainable mobility, (8) sustainable agriculture and forestry, (9) white, green, and yellow bio technology,(10) environmental technology.
• Laubscher works already for clients which come from the cleantech sector: e.g. sustainable mobility: turned parts for AdBlue systems for diesel engines (reduction of NOx). There could be found more examples e.g. in the field of energy efficiency.
• Its infrastructure complies with high environmental standards (heat recovery, closed cooling circuits, modern filter and cleaning systems).

Objectives

• Define and analyze the cleantech industries with a focus on precision turning parts (analysis of the relevant market)
• Develop a marketing strategy for the cleantech industries, thereby taking into account differences and synergies to the watch and medtech industries which are very important for Laubscher
• Analyze and suggest innovative business models for Laubscher to succeed in the clean tech industries

Activities

• Factbased analysis of the relevant cleantech markets
• SWOT analysis of Laubscher for relevant cleantech markets/market segments
• Analysis of current and future demand for specific precision turned parts in different cleantech markets/segments
• Analysis of strategic positioning and competitive strategies for Laubscher for selected markets/segments
• Analysis of marketing key success factors in selected markets/segments
• Suggestions for a promising marketing-mix and action planning

Output

Summary report of the market attractiveness for precision turning parts in selected markets/segments of the cleantech industries and definition of a promising marketing strategy for Laubscher

https://youtu.be/FT3nW4SbEKk

Project Title: The Lausanne Food Project: Prototype for solving food waste

This project is assigned by Impact Hub Arc Lémanique to a consulting team within the Diploma in Sustainable Business program. The project timeline includes the period of October 2016 – June 2017.

Project Goal

A focus of the upcoming Impact Hub Lausanne will be to create a platform for cross-sectoral collaboration and innovation towards the achievement of the SDG N°12, in line with the Swiss Sustainability Strategy 2016-2019. The aim is to connect and enable different stakeholders (city, canton, private sector, universities, civil society etc.) to take collective action as well as enabling emerging entrepreneurial initiatives through incubation and acceleration programs in partnership with relevant stakeholders.

Objectives

• Develop and test a concept and design of a cross-sectoral platform and incubation program to effectively reduce the amount of food waste in the city of Lausanne
• A Swiss showcase with the city of Lausanne how a city can contribute and be mobilized to create tangible impact towards the SDG N°12 through collaboration and a multi stakeholder approach.

Activities

• Mapping and analysis of relevant actors and partners in the field of responsible production and consumption of food
• Literature search and best-practice benchmarking information
• Development of a project plan with key milestones, including:
  • A series of activities and events to engage and involve the different stakeholders of the city (using the Collaboratory methodology as a basis).
  •  An incubation program to support the most innovative initiatives and startups in food waste in the region
  •  Conceptualize a yearly event bringing together all partners and stakeholders to review the impact created over the year and defining the targets for the year to come (or equivalent).
• Engaging key stakeholder participants to initiate a dialogue (see below for a first set of local players), including:
  • Identifying the key participants and inviting them to an initial session
  •  Developing and implementing a stakeholder engagement journey that results in clear outcomes and deliverables

Outputs

• An integrated long-term project plan that is ready to be implemented
• A feasible short-term pilot project to test the long-term project
• A series of stakeholder sessions that identify a series of actionable projects to be embraced by the various stakeholders individually and together

https://youtu.be/jAxMu1Vnn_w

Project Title:  Sustainable business development: Evaluation and integration of sustainability into Emerell’s acquisition process

This project is assigned by Emerell AG to a consulting team within the Diploma in Sustainable Business program. The project timeline includes the period of October 2016 – June 2017.

Overall goal

Emerell is the first and only pure contract manufacturer for polymeric speciality products and formulated chemical preparations. The company’s acquisition process (Projektentwicklungs-Prozess, PEP) follows certain internal procedures which are mainly technically and economically driven. With the exception of regarding some hazardous and safety issues, environmental and social impacts thereby remain so far unattended to a large extent. The goal of this project is to develop and describe a process which allows implementing sustainability criteria into Emerell’s acquisition process.

Objectives

• Development of a concept to take economic, social and environmental aspects systematically into consideration within Emerell’s acquisition process
• that represents state-of-the-art knowledge and best practice
• that builds on the company’s vision, mission and culture
• that takes into consideration the company’s policies, structures and competences
• that secures acceptance from Emerell’s employees
• that supports Emerell and its employees in establishing and living a sustainability culture (awareness and behavior)

Activities

• Development of a project plan with Emerell
• Build a deep understanding of company culture, policies, fields of activity, procedures and processes
• Sustainability analysis of Emerell’s acquisition process (PEP) and requirements
• Evaluation of sustainability issues (materiality matrix) in Emerell’s production competences: film extrusion, chemical reaction and mixing techniques
• Sustainability check for a specific pilot acquisition project (tbd)
• Development and documentation of a process for evaluating the sustainability of the pilot acquisition project
• Development and documentation of a generalized guideline for evaluating the sustainability of current and future acquisition projects, based on the pilot acquisition project
• Appropriate project documentation

Outputs

• Summary report of the literature search and best-practice benchmarking information for a sustainability check for Emerell’s business model as pure contract manufacturer
• Full documentation of the sustainability check for the pilot acquisition project
• Applicable process descriptions and supporting documents (e.g. guideline, forms, checklists, etc.) allowing Emerell to evaluate the sustainability of current and future acquisition projects
• A publication in a professional journal would be appreciated
• An action research report (example available from previous DAS team working with sister company Nolax)

https://youtu.be/6dIGZQToOWU

Project Title: Roadmap for using Impact Valuation

This project is assigned by Nestlé to a consulting team of 5 participants within the Diploma in Sustainable Business program. The project timeline includes the period of October 2015-June 2016.

Overall goal

Nestlé is exploring the use of Impact Valuation – the measurement and valuation of the impacts that the company has on natural and social capital. During 2016, a Natural Capital Protocol and an initial Social Capital Protocol will be developed by international consortia (including accountancy firms, companies & NGOs), and it is anticipated that companies will increasingly use these protocols to drive company performance. Nestlé already has some initial experiences and insights with 3 existing reports and a further one underway. In addition business cases already exist that have informed Nestlé’s thinking. This project will take these as a starting point. The goal of the project is to develop a roadmap for Nestlé to guide the company in the operationalizing of the concept within the company.

Objectives

Develop a roadmap to guide Nestlé on how to operationalize Impact Valuation as part of its business strategy development, sustainability strategy and CSV reporting. The scope includes corporate, business and value chain uses.

Project activities

• Review existing external literature on natural & social capital valuation and reports detailing the business case
• Review internal Nestlé work
• Identify value added for Nestlé at different levels, and potential blockages/constraints

Project outputs

Report detailing a roadmap for the use of and operationalizing of the tools of Impact Valuation, to cover:

• operationalization steps: scope to cover tools & processes
• three different levels: corporate, business and value chain
• detailing how this could change/inform our way of working,
• specifically strategy development, capex allocation,
• sustainability strategy and CSV reporting
• mechanisms to drive consistent measurement &
• replicability
• potential external blockages (governments, investors,
• consumers) and mechanisms to overcome them
• potential internal blockages and narratives for different
• internal audiences to overcome them

https://youtu.be/Vt4SROZQLtE

Project Title: Roadmap for Sustainable Procurement at Swiss Post

This project is assigned by Swiss Post to a consulting team of 4 participants within the Diploma in Sustainable Business program. The project timeline includes the period of October 2015-June 2016.

Background

By drawing a roadmap for sustainable procurement, Swiss Post wants to define options for a systematic integration of sustainability into its procurement organization. Based on a thorough analysis, existing gaps and future potentials should be laid open with the goal to continuously develop and improve the sustainability performance of Swiss Post’s purchasing organization (POP).

Goals

To develop a roadmap for sustainable procurement by defining areas of activity and specific actions which help POP to systematically integrate sustainability aspects into its organization. The roadmap should contain:

1. Analysis of current situation: existing sustainability efforts within POP
2. Target state analysis: What does/should POP look like with sustainability systematically integrated?
3. Benchmarking analysis: What do comparable companies do concerning sustainable procurement?
4. Recommendations: What actions should POP take in order to integrate sus-tainability systematically into its activities?
5. Prioritization: What recommended actions should POP approach primarily?

Project activities

• Develop a project plan
• Present project plan to sponsor
• Gain profound knowledge about (public and sustainable) purchasing
• Gain profound knowledge about Swiss Post’s Procurement organization and its sustainability activities (analysis of current situation)
• Hold an intermediate presentation at sponsor
• Benchmark with other companies’ sustainability activities in purchasing
• Literature analysis: systematic integration of sustainability into purchasing (target state analysis)
• Consolidation: Comparison between current and target state, including identification of gaps / recommended action
• Development of prioritized recommendations for POP

https://youtu.be/SyEUOLUF1iY

Project Title: Inclusive Recycling Initiative

This project is assigned by The Coca Cola Company to a consulting team of 4 participants within the Diploma in Sustainable Business program. The project timeline includes the period of October 2015-June 2016.

Background

Coca-Cola de Argentina (CCDA) has recently redefined its commitment priorities to gain focus on specific core business, social & environmental programs:

• WELLBEING: active & healthy lifestyle promotion, portfolio choice & responsible marketing.
• COMMUNITY: women empowerment & water access.
• ENVIRONMENT: water neutrality & packaging sustainable development.

Overall, the Company has had a long history of global environmental commitment, which has been reinforced in 1960’s when Paul Austin was elected president. He was a champion of the environment and was specifically interested in bottle recycling. In 2010, Coca-Cola de Argentina consolidated its packaging sustainability commitment by launching the “Sustainable Packaging Chassis”, with 4 main initiatives: reduce, reuse, recycle & renew.

• REDUCE: CCDA have been reducing its bottles’ weight to minimize PET dependency.
• REUSE: CCDA have consistently increased its investment in refillable bottles.
• RENEW: CCDA launched “Plant Bottle”, the first plant based PET bottle with up to 30% plant material, driving a reduction in non-renewable resources.
• RECYCLE: CCDA launched the first recycled PET bottle made up to 20% recycled material.

Overall goal

In 2016, Coca-Cola de Argentina is looking to leverage on IRR to ensure the promotion of inclusive recycling as part of the value chain in Argentina. The overall goal is to empower urban recyclers, to increase their access to recyclable material markets and, therefore, to increase the Company´s long-term recovery capability.

Project outputs

• Develop a full context mapping & value chain framework to illustrate the local recycling dynamic in terms of
• Define the Company´s actionable boundaries & action plan.
• Define the most suitable partnerships (Golden Triangle).
• Define the business model: guidelines & metrics.

https://youtu.be/JY6oAOQIrm0

 2015-16 | BSH Hausgeräte Consulting Project 
 2014-15 | Unilever Consulting Project 
 2014-15 | Hewlett-Packard Company Project 
 2014-15 | Ernst Schweizer AG, Metallbau Project 
 2013-14 | nolax AG Project 
 2013-14 | Zurich Insurance Group Project 
 2013-14 | Business School Lausanne Project 
 2012-13 | Die Post Project 
 2012-13 | Dedalo Project 
 2012-13 | Business School Lausanne Project 
 2012-13 | University of St. Gallen Project 
 2011-12 | Ernst Schweizer AG, Metallbau Project 
 2011-12 | Swiss Energy Agency Project 
 2011-12 | SBB Project