The Success of Sustainability: How Does Collaboration Help?

Organisations today operate in a climate where transparency, ethical sourcing and environmental performance are no longer optional. 

Collective action becomes the only way forward as supply chains grow more complex and the pressures on them increase. 

Whether dealing with carbon emissions, ethical labour or rising regulatory demands, collaboration between companies, governments and non-profits is not just helpful – it is essential. 

According to Deloitte, 94% of companies view supply chain sustainability as a strategic differentiator.

In other words, how a business sources, manufactures and distributes goods directly influences its competitiveness. 

A responsible supply chain enhances trust with customers and stakeholders, especially in sectors under growing scrutiny.

In Central and Eastern Europe, companies lead the way – 71% address supply chain sustainability directly and 77% reshape operations in response to customer expectations.

Deloitte’s own WorldClimate strategy pushes two-thirds of its suppliers to set science-based emission targets, reflecting the reality that more than two-thirds of emissions stem from purchased goods and services.

Even industries once thought slow to adapt, such as fintech, now show how partnerships drive meaningful change in supply chain sustainability. 

Partnerships built for change

Salah Said, Klarna’s Head of Sustainability, sees partnerships as a lever for internal transformation. 

With more than 12 years of experience in sustainability, he reflects on his shift from social enterprises to the corporate sector: “I’ve been in sustainability for a little more than 12 years now. Before that, I worked in a lot of non-profits, social innovation, social businesses and entrepreneurship – I felt it was always so hard to get corporates to do more.”

Salah joined Klarna to make change from within, helping the company promote sustainable consumption and reduce emissions.

Klarna imposes an internal carbon tax and features retail partners that offer circular and resale shopping options. 

He sees corporate collaboration with non-profits as both strategic and necessary.

He says: “I think a lot of companies have embraced collaborations with non-profits and social businesses... seeing them as an opportunity to drive innovation within the business and not only as a vehicle to support more social and environmental impact outside of the business.”

This collaborative model helps companies improve environmental and social outcomes, while also strengthening their market offering.

“Collaboration is key and I feel sustainability is a pretty competitive space for a lot of companies, especially in a time where sustainability and ESG become commodities,” Salah adds.

He also sees value in that competitiveness when paired with cooperation: “Companies can come and work together and drive change more meaningfully.”

Technology and data at the centre

Sophia Mendelsohn, Chief Sustainability and Commercial Officer at SAP, says the company’s net zero goal by 2030 aligns with stakeholder expectations.

She says: “Really good sustainability goals are always based on what your stakeholders want to see from the business.”

SAP aims to support its customers, investors and communities in tracking and reducing emissions.

For Sophia, people at the heart of climate action.

“The main challenges in reducing carbon emissions are not necessarily the emissions themselves – it is the people," she adds.

"They're the change management around the emissions reduction that has to line up with your business incentives and needs.”

SAP integrates environmental responsibility, human rights and ethical AI across its business operations.

For Sophia, sustainability is a data play.

“We all know AI is only as good as the data it can ingest and no dataset is good and complete without considering sustainability attributes," she continues. "That’s because every business, every product, every service depends on natural resource inputs and a stable climate.”

SAP uses three pillars to structure its approach.

These include reducing emissions at the source, such as using lower-energy data centres and more efficient language models.

Sophia explains, using SAP’s client Chobani: “They make ethically sourced and produced yoghurt – and they've used SAP business AI to reduce their time spent on expenses by 75%.”

This time saving allows Chobani to focus more resources on their core sustainability efforts.

This leads Sophia to emphasise the importance of leadership. She believes CSOs should be at the centre of AI applications.

“The CSO, the Chief Sustainability Officer, should be up first and foremost for the application of AI for their needs and goals," she says.

Regulation is something that also plays a critical role.

Because of this, SAP customers increasingly use sustainability solutions to streamline compliance.

“The number one thing customers are using SAP sustainability solutions for right now is to remove that friction of regulatory compliance and reporting,” Sophia shares.

She also explains that companies want fair recognition for their sustainability work and seek tools that help. She adds. “Our solutions semi-automate the regulatory reporting process.”

The message is clear: shared challenges demand shared solutions.

From standardising emissions data to reshaping consumer habits, supply chain sustainability grows stronger when built on collaboration. 

By embedding sustainability into everyday systems, companies not only meet rising expectations but also create stronger, more resilient operations.