{"id":4412,"date":"2024-03-12T15:14:08","date_gmt":"2024-03-12T14:14:08","guid":{"rendered":"https:\/\/www.csr-dialogforum.com\/2024\/03\/12\/corporate-sustainability-requirement-anchor-it-now-with-enterprise-architecture\/"},"modified":"2024-03-12T15:14:10","modified_gmt":"2024-03-12T14:14:10","slug":"corporate-sustainability-requirement-anchor-it-now-with-enterprise-architecture","status":"publish","type":"post","link":"https:\/\/www.csr-dialogforum.com\/en\/corporate-sustainability-requirement-anchor-it-now-with-enterprise-architecture\/","title":{"rendered":"“Corporate sustainability” requirement: anchor it now with enterprise architecture!"},"content":{"rendered":"

[vc_row][vc_column][vc_column_text]Numerous international guidelines (ISO 26000, OECD guidelines, GRI requirements, etc.), the SDGs, the EU Green Deal, etc. focus on the sustainable development of the environment, society, politics and the economy. Companies that align themselves with a sustainable, fair economic system have many opportunities. Legislators have also set up legal milestones such as mainly the EU Taxonomy Regulation, which only establishes financing for those companies that demonstrably act sustainably (this will form the entire legal framework in the EU from 1 January 2024).<\/p>\n

Every company makes a valuable social and ecological contribution with its sustainability activities: this includes, for example, training apprentices as well as complying with environmental criteria at the site. The necessary agenda for this belongs at management level, and achieving and focusing on sustainability is a relevant cultural discipline within the company. This comprehensive cultural change must be anchored in the organisation\u2019s strategic agenda. But how can this be brought to life within the company?<\/p>\n

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Shaping cultural change digitally for transparency and communication <\/strong><\/p>\n

How do companies get from “A” to “B” in this transformation? The individual orientation of companies towards sustainability represents decisive elements of enterprise architecture (EAM \/ Enterprise Architecture Management). EAM makes it possible to map the business capabilities required to implement the strategy in such a way that they can be planned, controlled and verified by companies.<\/p>\n

We have created our own methodology for this purpose: the combination of EAM with modelling. Where possible, we draw on existing expert frameworks. In the area of sustainability this is the eccos22\u00ae<\/sup> framework . The combined model creates the necessary basis for deriving company-relevant goals, clarifying existing potential and sounding out new foundations to be created. The comprehensive corporate task of “sustainability” requires a perspective across all levels of the company in order to be successfully implemented and fulfil regulations. EAM creates a transparent basis for this as well as a solid basis for communication and decision-making.<\/p>\n

Author: Peter Lieber, Parallel Entrepreneur <\/span>(incl. Sparx Services Central Europe) & President of \u00d6GV (\u00d6sterreichischer Gewerbeverein) <\/span><\/h3>\n

https:\/\/www.sparxservices.eu\/<\/a>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n

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