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News in Q2–2024

The Corporate Sustainability Reporting Directive :​​​

→ A new chapter in corporate reporting


The European Union’s Corporate Sustainability Reporting Directive (CSRD) marks a turning point in sustainability reporting and, with
the introduction of this directive from January 2024, sets new standards for transparency and responsibility by companies.

From this point on, large companies of public interest and more than 500 employees must meet these requirements and, for example, report on their sustainability goals, significant negative effects of their activities and previously unaccounted for intangible resources. The guideline will be gradually expanded to include other companies to ensure comprehensive reporting in the interests of stakeholders and the public.

In this context, it is therefore necessary to examine in detail the extent to which this topic influences existing or planned business models.

Given that customers, investors and the public in particular are no longer only interested in “hard” financial values and key figures, but also expect companies to take responsibility by knowing and within the framework of the ecological and social impacts of their business models To control sustainable development, it therefore makes sense to check their sustainability and, if necessary, realign it.

This thesis has been confirmed by various surveys carried out by well-known consulting companies in their customer spectrum.

In summary, the new regulations present companies with challenges on the one hand, but also offer opportunities to differentiate themselves from competitors and strengthen or even expand their own market position.

With our experience in managing and controlling cross-company and multifunctional projects, we would be happy to support you in the implementation of CSRD in your company – either in an advisory and/or active manner.

Christian Kalb (Auditor + Project/Interim Manager – Haas & Co. GmbH)

Gerd Haas (Project/Interim Manager – Haas & Co. GmbH)

Prof. Dr. V. Steinhübel (Project Controlling – IFC Ebert GmbH)

 

Interim management as a leverage factor
in purchasing, materials management and supply chain management

Companies of all industries and sizes are increasingly having difficulty recruiting managers with adequate technical, social and transfer skills and retaining them in the long term. This applies in particular to the company divisions/fields of activity listed above that have a leverage effect on the company’s results.

For several years we have been working in this context for a group of companies with headquarters in Stuttgart. Our range of tasks in interim management has been successively adapted to the changing conditions:

We also plan and describe, for example, the optimal approach for sustainably successful sourcing, which we then implement together with the customer’s employees and based on our self-developed tong-strategy® method, which has been proven in operational practice, and support key employees and managers in the preparation and conducting strategic negotiations, giving constructive feedback with approaches to improving individual negotiation performance, coordinating internal and external multifunctional project teams… etc.

→  The improvements in results achieved with interim management for the companies we support are usually 5 to 10%!

→ Become the benchmark in your market segment.

If desired, we can support our statements with appropriate references.

We offer the following compensation models for our negotiation performance consulting: