Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

Economic success and sustainability belong together

Stuttgart. Porsche Consulting GmbH is expanding its consulting services for sustainability issues and strengthening its own efforts in the field. “Sustainability is becoming a decisive factor for the competitiveness of companies around the world and across all industries,” says Eberhard Weiblen, Chairman of the Executive Board of Porsche Consulting. “Economic success and the transition to a sustainable society are mutually dependent. Climate change can only be stopped through responsible business practices and innovative technologies. We not only help our customers master this transformation but also want to provide a good example ourselves,” says Weiblen.

Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

Eberhard Weiblen, Chairman of the Executive Board, Porsche Consulting

The subsidiary of Porsche AG has set itself ambitious targets for reducing its carbon footprint. Emissions that cannot be avoided are offset by other measures, enabling Porsche Consulting to operate climate-neutral since 2020. “But we want to take it a step further and reduce our emissions by at least 25 percent by 2025,” says Weiblen. The goal is to reduce emissions step by step with a series of measures.

Business trips are to be substantially reduced and commuting minimized through greater use of mobile working options. Roughly a quarter of consulting activities will be permanently shifted to virtual collaboration scenarios using state-of-the-art digital technologies. Cost savings due to avoided travel will be passed on directly to the client in full. To avoid long commutes, consultants will also be deployed as close as possible to where they live. An algorithm will be used to determine the ideal team composition for each project, with location being one of the factors. Moreover, the management consultancy will fully convert its business car fleet to electric and hybrid vehicles by 2025.

“We achieve our greatest impact in terms of sustainable business practices together with our over 200 clients per year,” says Birgit Engler, who as a partner at Porsche Consulting has advised numerous companies on the development of sustainability strategies and their implementation. “For many companies, the transition to sustainability represents a huge effort, but one that pays off. The greatest possible energy efficiency and the sparing use of resources promote value-creating growth and thus the long-term success of the company,” says Engler. This approach not only enables cost savings, but also enhances customer appeal, employee satisfaction, and the overall value of the company.

Birgit Engler, Partner, Porsche Consulting

Birgit Engler, Partner, Porsche Consulting

The management consultancy will also continue to assess and optimize its own sustainability performance. “Without the dedication of our employees, these advances would not be possible. They breathe life into our sustainability objectives and actively contribute to achieving them every day with their conduct and many good ideas,” says Eberhard Weiblen. In addition to environmental sustainability, Porsche Consulting also regularly supports social projects and pursues diversity in its own ranks. The company is committed to the Charta der Vielfalt, an initiative that promotes equal opportunity in the workplace, as well as the United Nations’ 17 Sustainable Development Goals, which aim to achieve economic, social, and environmental sustainability worldwide.

The climate neutrality of Porsche Consulting is based on direct and indirect emissions of greenhouse gases along the company’s entire value creation chain. It encompasses all three categories of the internationally recognized Greenhouse Gas Protocol GHG (Scope 1–3). This makes Porsche Consulting one of the leading actors among strategy consultancies worldwide. Unavoidable emissions are offset through the Kasigau Corridor environmental protection project in Kenya, which offsets more than one million metric tons of CO₂ per year. The project also focuses on wildlife conservation, environmental protection, education, and economic development in the region.

Porsche Consulting GmbH is among the top ten management consultancies in Germany. It is a subsidiary of the sports-car manufacturer Dr. Ing. h.c. F. Porsche AG, Stuttgart. Guided by the principle “strategic vision, smart implementation,” consultants help companies improve their performance and innovativeness. Clients range from multinational groups to mid-sized companies in the automotive, aviation and aerospace, and mechanical and plant engineering industries. Other clients come from the financial services sector, the consumer goods industry, retailing, and the construction industry.

Management control, the key to business success

This introductory course will help financial professionals to take a first step towards the implementation of a Management Planning and Control structure in their company based on financial accounting and business information. From the identification of essential indicators to monitor the business, to the implementation of management accounting that allows obtaining a simple and effective scorecard.

Course duration
5-hour course from Monday to Thursday from 2:45 p.m. to 4:00 p.m. with 40% theory and 60% practical.
Dynamic learning
Students will be able to have the documentation and recording of the course as well as interact with the teacher
1. How to implement a control structure in an SME

• Main challenges in SMEs to implement a control structure.
• How to orient the accounting information towards a management control tool.
• Differentiate the strategic plan from the operational plan.
• Know how to monitor the business with a long-term perspective.

2. Transform financial accounting into management accounting

• Differences between financial accounting and management accounting.
• Management control in times of crisis.
• Management accounting as an essential tool for control.
• How to apply management accounting to evaluate departments, products, profitability.
• The budgeting process of an SME.

3. The balanced scorecard

• The usefulness of having a simple and effective scorecard.
• How to build a scorecard: selection of financial and non-financial indicators.
• Examples applied to commercial and industrial SMEs.

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