Sustainability Consulting

“To be truly successful, companies need to have a corporate mission that is bigger than making a profit.”

— Marc Benioff, Salesforce

The World Is Changing

In the first decade of the 2000’s the subjects of sustainability and risk management began to appear in business literature and company annual reports to share holders. The reasons for this change varied.

The advent of sustainability is increasingly driven by environmental concerns. Companies are asked to report on their sustainability efforts. Energy conservation, reduced use of fossil fuels, recycling and reuse, water use and conservation among others found their way into company reports.

What’s The Cause?

Risk management became a subject of interest as the cost of potential exposure rose. Natural events like earthquakes, floods and tornadoes had the potential to shut a company down with the advent of sole sourcing and low cost country supplier strategies.

What’s The Result?

As with other changes in the business environment these new realities created opportunities to provide sustainability consulting services. These new services are provided by new sustainability consulting companies as well as by established consultants who added strategic sustainability consulting and corporate sustainability consulting to their portfolio of offerings.

How Can We Help?

In the last few years a generally accepted Risk Management Framework has emerged. The implementation of this framework falls into the category of process design and development. Implementing the results tends to be process improvement work. SBTI simply excels at this work.  

Professionals Trusted by Top Companies Around the Globe

Jennifer Dahl

Jennifer Dahl

COO

Bob Jeske

Bob Jeske

Vice President

Al Landers

Al Landers

Vice President

George Strodtbeck

George Strodtbeck

Vice President

Jim Longshore

Jim Longshore

Vice President

Insight

9 Months to Lean Through Six Sigma (and $8 Million)

A precision manufacturer (think complex curved geometries, micron tolerances, high rpm interacting component parts with sub assembly and final assembly operations) failed with their Lean deployment. They had some physical Lean successes (5S) with sub and final...

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