Experienced advisors
and recognised experts
within the field of
sustainable business
and responsibility

We are driven by an ambition to change the way business is done. So many poor decisions are taken because of an approach that’s too limited, too short-sighted and too narrow-minded. As a consequence, people as well as the environment suffer. And companies. But there is a better way. And we want to help you find it! We believe in the need to integrate broader and more sustainable thinking into strategy and operations, thereby facilitating business success while improving impact on people and the environment. We help our clients by combining broad experience from business management and leading expertise in sustainability with creativity, professionalism and a great passion for what we do. We have developed a number of practical tools offered in a range of services. Our inspiring advisors have an in-depth view of business and the outside world, how these two interact, and how integrating both perspectives can help you succeed.


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Running a business today is very different from running a business fifty or even twenty years ago. A number of factors play an increasingly important role. Among them are:

  • internationalisation and inter-dependence, but at the same time nationalism and domestic/regional tension
  • global shifts in economic, political and cultural power, but also corresponding local shifts within countries
  • connectivity and social media, used in constructive as well as destructive ways
  • a voluntary and regulatory push for international standards, but at the same time a questioning of what are sometimes described as ‘Western values’
  • increased awareness of environmental challenges, but an even bigger increase in the pressure on the planet in terms of depletion of natural resources and carbon emissions.
  • clarification on the need for all organisations, not only governments, to respect human rights, and explicit expectations on how this respect should be exercised, but at the same time a growing number of states questioning the importance of protecting and respecting human rights
  • a rapidly increasing share of the world’s investments being made with explicit requirements on sustainability and responsibility, while ironically a growing number of businesses demonstrate that they have not understood these requirements

By integrating a broader, more holistic perspective into strategies and operations, organisations can adapt more quickly to the surrounding world, create longer-lasting results and avoid damaging brand and business. At the same time, the impact on people and planet is improved, which may in itself be an explicit objective or at least a welcome and useful benefit. We have vast experience of supporting companies and organisations in strategy work in many different parts of the world. A common thread in all these activities bringing in stakeholder perspectives: asking ‘Who are the people and the interests that are affected by what we do? Who are the people and interests that will have an impact on our ability to reach our goals?’ The inclusion of internal stakeholders is equally important, because the effectiveness of a strategy is determined by how the strategy is accepted as well as the quality of the strategy itself. We can, for example:

  • Facilitate a business strategy development process
  • Establish benchmarks and other desk research as part of strategy development
  • Provide awareness raising

Every vision and strategy needs to have supporting tools and processes in order to be realised. For plans and decisions that are broader than usual or bring the organisation into new territory, this is particularly crucial. There should be a clear logic, linking a realistic plan of action to overarching business goals, with measurable targets and tracking of performance, and convincing communication. Effective implementation depends to a large degree on the support and commitment of internal and external stakeholders. Our creative approach to how to engage internally and externally is the basis for designing implementation and roll-out programmes. We can, for example:

  • Help develop an engaging implementation plan
  • Develop a train-the-trainer package for managers to engage and disseminate
  • Develop a cloud-based or on-premises server-based system for tracking of results
  • Facilitate internal and external stakeholder engagement
  • Support in communication
  • Evaluate, assess and provide recommendations
  • Implement specific systems, standards and guidance

Mature risk management is about more than protecting your organisation. Risk management as defined by the international standard series ISO 31000 covers a broader set of risks but also opportunities, and can therefore also provide new business opportunities and become an effective management tool. The next step is to look beyond the impacts on the company, and also consider the impact the organisation has on other stakeholders. When this is done the risk universe becomes even bigger and the likelihood of identifying, correctly assessing and managing key risks increases, while reducing the risk of negative impact on people and other interests affected by the organisation. Incident management is closely connected to risk management, as incidents could be described as ‘realised risks’. We therefore believe in integrating risk and incident management, and have ensured that we have state-of-the-art tools for doing so. Based on our Framework for Extended Risk Management, we can help you develop your organisation’s risk management. We can, for example:

  • Help establish a risk management structure
  • Drive a specific risk identification and assessment process (e.g. for a specific country, product or project)
  • Help identify strategic and operational risks
  • Train in extended risk management
  • Develop a cloud-based or on-premises server-based system for risks as well as for incidents
  • Support in risk management implementation and communication

The reputation of an organisation is to a large degree defined by its behaviour. Still, external and internal communication plays a pivotal role. Acting and communicating responsibly is necessary to earn the trust of key stakeholders. Being transparent and able to communicate openly about financial as well as non-financial aspects of the business is seen as increasingly important. As a natural consequence, the concept of integrated thinking, integrated reporting and integrated reporting <IR> has been developed. The reporting process is in itself a good way to build trust and strengthen relations with stakeholders. This in turn can help you engage your employees and boost internal processes such as performance monitoring, risk management and strategy alignment. We have extensive experience assisting companies across all industries in strengthening their brand through advanced sustainability reporting. We are one of two certified Global Reporting Initiative (GRI) training partners in the Nordics and one of eight Integrated Reporting <IR> Foundation training partners in the world. We can, for example:

  • Assist in brand and communication development and planning, integrating responsibility and stakeholder dimensions
  • Project manage Integrated Reporting <IR>
  • Project manage non-financial reporting according to GRI Standards
  • Provide certified GRI Standards trainings
  • Provide official Integrated Reporting <IR> trainings
  • Analyse the gap that an organisation needs to fill in order to report according to GRI Standards
  • Provide assurance on sustainability reports
  • Assist in Carbon Disclosure Project (CDP) reporting
  • Assist in UN Global Compact Communication on Progress reporting
  • Assist in answering requests for information from sustainability indexes, investors or other key stakeholders
  • Carry out materiality analysis and stakeholder engagement
  • Develop a cloud-based or on-premises server-based system for collecting and compiling data

 The United Nation’s 2030 Agenda for Sustainable Development was adopted in 2015. At the core of the agenda are the 17 Sustainable Development Goals (SDGs) and 169 targets. The SDGs apply to all countries and set the priorities for governments. Whilst the overall responsibility to achieve the goals lies within policy makers and states, business has been recognised as a crucial actor in driving the agenda. There are many arguments building up the business case for the SDGs and their relevance to businesses, but here are three of them: Governments shape business strategy Increasingly, governments are implementing a roadmap to guide their national policy and regulation bodies. According to the SDG Index, which measures the progress of 149 countries against the SDGs, lists Sweden as the leader of the pack, followed closely by its Scandinavian neighbours. In annual surveys, CEOs around the world continuously list governments and regulators as a main influencer in shaping business strategy. Position yourself as a leader  Companies that adopt and contribute to the SDGs have a high potential of pioneering, driving sectoral change and increasing their brand value. Businesses that are slow at picking up the SDGs and lag behind their peers, risk to be left out of important industry partnerships and lose leadership momentum. Creating market potential The SDGs present significant new opportunities to companies that consider emerging and frontier markets as their source of growth. According to estimations presented in a McKinsey report from 2015, there might be up to 30 trillion USD worth of untapped consumers by 2025. Contributing to the goals could potentially unleash the “trapped value”. In Sweden and globally, the number of companies adopting and implementing Agenda 2030 is rapidly increasing. When looking at how organisations work with the SDGs, there are a few approaches that stand out: Adopting the goals as a catalyst for strategic change

  • The goals provide inspiration to a lot of companies
  • The SDGs and the idea of creating shared value work well together when arguing for strategic relevance
  • The goals offer a roadmap until 2030

Implementing the goals as a framework to measure impact

  • The goals can assist companies to identify and reveal impacts they haven’t thought about
  • The SDGs help assess negative impacts along the value chain
  • The goals offer opportunities to spot and enhance positive impacts

Using the goals as platform for common language

  • The SDGs make it easier for companies to link their contributions to global, regional and national agendas
  • The goals allow companies to communicate with peers and stakeholders in a meaningful way

Examples of how Enact can help your organisation:

  • Align business strategy to the SDGs
  • Map the organisation’s value chain against the SDGs and select the SDGs that relate to your impact and risks
  • Scope impact and select material topics vis a vis the SDGs
  • Engage employees and increase internal knowledge of the SDGs through e.g in-house training or e-learning modules
  • Report on the SDGs
  • Align sustainability activities with the SDGs

Contact us, if you would like to know more and engage with Enact.

Why should companies and other organisations strive for more sustainable purchasing practices? Lowered costs, improved product quality, strengthened relations with suppliers, unlocking of innovation possibilities and potential access to new markets are some of the potential benefits. It is also about meeting stakeholder expectations and managing the organisation’s reputational risks as well as the company’s social, economic and environmental impact. Enact has extensive experience of sustainable supply chain management and boasts an international network of auditors and subject matter experts.   We can, for example:

  • Assist in developing purchasing strategy, procedures and tools
  • Facilitate the development of a supplier Code of Conduct
  • Provide risk assessments (for example pre-qualification of suppliers, sensitive material assessments or high-risk country assessments)
  • Carry out audits and follow-up processes
  • Develop and provide training and education, including supplier training
  • Develop a cloud-based or on-premises server-based system for managing the supply chain, including the non-financial aspects of it (e.g. audit results, action planning etc.)

In order to translate the organisation’s commitments and values into everyday operations, there needs to be an integrated approach to governance and organisational structure. Various functions within the organisation need to convert overarching policies and strategies into concrete targets and actions, thereby enabling individuals to ‘live’ the organisation’s values and implement plans, while minimising the risk of unethical, corrupt or other behaviour detrimental to the company or the outside world. However, this requires a supportive corporate culture, and this cannot be commanded from the top. At best, it can be nudged in the right direction. Enact can, for example:

  • Assist in developing an inclusive and engaging organisational values
  • Manifesting values in a Code of Conduct or similar document
  • Facilitate a relevant division of responsibilities and setting of targets and KPIs at different levels in the organisation
  • Develop and provide training and awareness raising

All organisations depend on their relations with stakeholders. Managing a company successfully is to a large degree a question of managing stakeholder relations. In the past the focus has primarily been on a few key categories, such as investors, customers and employees. With increasing complexity, the importance of other stakeholders has become more and more apparent. Who these stakeholders are varies from organisation to organisation. Effective stakeholder engagement can improve an organisation’s risk management, market access, innovation capability, compliance management and strategy development. Enact has helped large and small companies in a wide range of industry sectors in different parts of the world to strengthen their relations with their stakeholders. Our Framework for stakeholder engagement is based on the Accountability standard AA1000SES and aligned with ISO 26000. We can, for example:

  • Facilitate the development of a stakeholder engagement strategy
  • Provide stakeholder engagement tools
  • Assist in stakeholder identification and analysis
  • Support in preparing, facilitating and following up stakeholder dialogues
  • Provide training in stakeholder engagement

In today’s competitive business environment, many organisations still manage their non-financial performance through an array of unstructured, disintegrated solutions. At the least, such solutions risk turning valuable management time into data administration. But they can also be inefficient and hinder informed decision-making at the right time at the right level in the organisation. Thus, an interactive and integrated solution for non-financial data management is about more than simplification and efficiency – it is about creating the right conditions for value creation and risk management. Enact is a strategic partner to Enablon, the world’s leading provider of sustainability, EH&S and operational risk management software. With more than 100 application modules, Enablon offers the most comprehensive platform in the industry and has been selected by more than 350 large corporations to-date. Do not hesitate to contact us for more information on how Enablon’s systems can help your organisation!