{"id":16532,"date":"2026-07-24T18:25:41","date_gmt":"2026-07-24T16:25:41","guid":{"rendered":"https:\/\/pepax.sk\/?page_id=16532"},"modified":"2026-08-17T12:03:29","modified_gmt":"2026-08-17T10:03:29","slug":"esg-strategia","status":"publish","type":"page","link":"https:\/\/pepax.sk\/en\/sluzby\/udrzatelnost-esg\/esg-strategia\/","title":{"rendered":"Sustainability and ESG strategy"},"content":{"rendered":"
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\u2014 Udr\u017eate\u013enos\u0165, ESG a \u0161peci\u00e1lne oblasti<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sustainability and ESG strategy<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pom\u00e1hame organiz\u00e1ci\u00e1m uchopi\u0165 udr\u017eate\u013enos\u0165 a ESG ako re\u00e1lnu s\u00fa\u010das\u0165 riadenia firmy, nie iba ako form\u00e1lny dokument alebo reputa\u010dn\u00e9 gesto. Prep\u00e1jame meranie dopadu, priority vedenia, regulatorn\u00e9 o\u010dak\u00e1vania, reporting, intern\u00e9 procesy a praktick\u00fd pl\u00e1n zmien tak, aby strat\u00e9gia d\u00e1vala zmysel v ka\u017edodennom fungovan\u00ed organiz\u00e1cie<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tAko spolupr\u00e1ca prebieha<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Situ\u00e1cia klienta a \u0161ir\u0161ie s\u00favislosti<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Udr\u017eate\u013enos\u0165 m\u00e1 zmysel vtedy, ke\u010f sa spoj\u00ed s rozhodovan\u00edm, d\u00e1tami a re\u00e1lnou prev\u00e1dzkou<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Mnoh\u00e9 organiz\u00e1cie c\u00edtia, \u017ee t\u00e9ma udr\u017eate\u013enosti a ESG sa ich u\u017e bezprostredne t\u00fdka, ale nie je jednoduch\u00e9 ur\u010di\u0165, kde presne za\u010da\u0165. Na jednej strane prich\u00e1dzaj\u00fa o\u010dak\u00e1vania investorov, b\u00e1nk, z\u00e1kazn\u00edkov, zamestnancov alebo partnerov. Na druhej strane stoj\u00ed praktick\u00e1 realita firmy: dostupnos\u0165 d\u00e1t, prev\u00e1dzkov\u00e9 priority, dod\u00e1vate\u013esk\u00e9 v\u00e4zby, kapacity t\u00edmov a potreba robi\u0165 rozhodnutia, ktor\u00e9 bud\u00fa z\u00e1rove\u0148 zodpovedn\u00e9 aj uskuto\u010dnite\u013en\u00e9.<\/p>

ESG strat\u00e9gia pom\u00e1ha tieto roviny prepoji\u0165. Namiesto izolovan\u00fdch aktiv\u00edt alebo v\u0161eobecn\u00fdch deklar\u00e1ci\u00ed vytv\u00e1ra r\u00e1mec, ktor\u00fd sp\u00e1ja environment\u00e1lny dopad, soci\u00e1lnu oblas\u0165 a sp\u00f4sob riadenia firmy s konkr\u00e9tnymi prioritami, meran\u00edm a pl\u00e1nom \u010fal\u0161ieho postupu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strategick\u00fd smer a priority<\/h3>

Udr\u017eate\u013enos\u0165 potrebuje by\u0165 previazan\u00e1 s t\u00fdm, kam organiz\u00e1cia smeruje, ak\u00fa hodnotu vytv\u00e1ra a ak\u00e9 rozhodnutia bude musie\u0165 robi\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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D\u00e1ta, meranie a v\u00fdchodiskov\u00fd stav<\/h3>

D\u00f4le\u017eit\u00e9 je vedie\u0165, \u010do u\u017e firma sleduje, \u010do jej ch\u00fdba a kde s\u00fa slab\u00e9 miesta d\u00e1tovej z\u00e1kladne.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Environment\u00e1lny dopad<\/h3>

M\u00f4\u017ee \u00eds\u0165 o energie, emisie, materi\u00e1lov\u00e9 toky, odpady, dopravu alebo dod\u00e1vate\u013esk\u00fd re\u0165azec.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Soci\u00e1lna oblas\u0165 a pr\u00e1ca s \u013eu\u010fmi<\/h3>

Patr\u00ed sem pracovn\u00e9 prostredie, bezpe\u010dnos\u0165, rozvoj \u013eud\u00ed, diverzita a dopad rozhodnut\u00ed firmy na zamestnancov a \u010fal\u0161ie skupiny.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Governance a sp\u00f4sob riadenia<\/h3>

T\u00e9ma potrebuje roly, pravidl\u00e1, rozhodovacie mechanizmy, kontrolu a jasn\u00e9 vlastn\u00edctvo.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Reporting, komunik\u00e1cia a d\u00f4veryhodnos\u0165<\/h3>

Dobr\u00e1 strat\u00e9gia chr\u00e1ni pred greenwashingom aj pred form\u00e1lnym vykazovan\u00edm bez skuto\u010dn\u00e9ho obsahu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Pre koho a kedy je slu\u017eba vhodn\u00e1<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Ke\u010f potrebujete zodpovedn\u00fd r\u00e1mec, nie len izolovan\u00e9 aktivity alebo form\u00e1lne splnenie o\u010dak\u00e1van\u00ed<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Slu\u017eba je vhodn\u00e1 pre firmy, verejn\u00e9 a neziskov\u00e9 organiz\u00e1cie, vlastn\u00edkov, vrcholov\u00fd mana\u017ement, strategick\u00e9 t\u00edmy, ESG koordin\u00e1torov, HR, prev\u00e1dzku aj \u00fatvary zodpovedn\u00e9 za reporting alebo komunik\u00e1ciu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tOveri\u0165 vhodn\u00fd form\u00e1t<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Organiz\u00e1cia za\u010d\u00edna s ESG <\/h3>\n \t\t \t

Potrebujete pomenova\u0165 v\u00fdchodiskov\u00fd stav, ujasni\u0165 priority a z\u00edska\u0165 realistick\u00fd r\u00e1mec, \u010do m\u00e1 zmysel rie\u0161i\u0165 najsk\u00f4r<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n ESG je rozpracovan\u00e9, ale rozpt\u00fdlen\u00e9 <\/h3>\n \t\t \t

Firma m\u00e1 viac aktiv\u00edt, d\u00e1t a \u010diastkov\u00fdch iniciat\u00edv, no ch\u00fdba spolo\u010dn\u00e1 logika, vlastn\u00edctvo t\u00e9m a rozhodovac\u00ed r\u00e1mec<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Tlak na reporting a transparentnos\u0165 rastie <\/h3>\n \t\t \t

Objavuj\u00fa sa po\u017eiadavky b\u00e1nk, investorov, partnerov, z\u00e1kazn\u00edkov alebo regul\u00e1cie a organiz\u00e1cia potrebuje pripravi\u0165 d\u00f4veryhodn\u00fa odpove\u010f<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Vedenie chce prepoji\u0165 ESG so strat\u00e9giou firmy <\/h3>\n \t\t \t

T\u00e9ma sa nem\u00e1 zosta\u0165 v izolovanom reporte. Potrebn\u00e9 je prepoji\u0165 ju s obchodn\u00fdm modelom, invest\u00edciami a riaden\u00edm riz\u00edk<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Firma chce lep\u0161ie pracova\u0165 s dopadom prev\u00e1dzky <\/h3>\n \t\t \t

Potrebn\u00e9 je spresni\u0165, kde vznik\u00e1 v\u00fdznamn\u00fd dopad, ako sa m\u00e1 mera\u0165 a ktor\u00e9 zmeny m\u00f4\u017eu by\u0165 prakticky realizovate\u013en\u00e9<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Organiz\u00e1cia potrebuje podporu pri zav\u00e1dzan\u00ed zmien <\/h3>\n \t\t \t

Ciele u\u017e existuj\u00fa, no v praxi treba vyrie\u0161i\u0165 roly, koordin\u00e1ciu, intern\u00fa komunik\u00e1ciu a priebe\u017en\u00e9 sledovanie pokroku<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Hodnota a mo\u017en\u00fd posun<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Od v\u0161eobecn\u00e9ho z\u00e1meru k zrozumite\u013en\u00fdm priorit\u00e1m, meraniu a praktick\u00e9mu pl\u00e1nu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Udr\u017eate\u013enos\u0165 a ESG strat\u00e9gia nes\u013eubuj\u00fa jednoduch\u00e9 odpovede na ka\u017ed\u00fa ot\u00e1zku. Pom\u00e1haj\u00fa v\u0161ak vytvori\u0165 rozumn\u00fd r\u00e1mec, v ktorom sa d\u00e1 rozhodova\u0165, mera\u0165, komunikova\u0165 a postupne meni\u0165 sp\u00f4sob fungovania organiz\u00e1cie<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Jasnej\u0161\u00ed obraz o skuto\u010dne podstatn\u00fdch t\u00e9mach<\/h3>

T\u00edm vie oddeli\u0165 oblasti s re\u00e1lnym dopadom od t\u00e9m, ktor\u00e9 p\u00f4sobia d\u00f4le\u017eito iba na \u00farovni dojmu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Lep\u0161ia pripravenos\u0165 na reporting a dial\u00f3g<\/h3>

Organiz\u00e1cia jednoduch\u0161ie vysvetl\u00ed, \u010do sleduje, ako vyhodnocuje v\u00fdznamn\u00e9 oblasti a ak\u00fdm sp\u00f4sobom postupuje.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Prepojenie ESG s riaden\u00edm firmy<\/h3>

Udr\u017eate\u013enos\u0165 sa m\u00f4\u017ee sta\u0165 s\u00fa\u010das\u0165ou strategick\u00fdch rozhodnut\u00ed, invest\u00edci\u00ed, prev\u00e1dzkov\u00fdch prior\u00edt a syst\u00e9mu zodpovednost\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Zrozumite\u013enej\u0161ie ciele a roadmapa<\/h3>

Namiesto v\u0161eobecn\u00fdch amb\u00edci\u00ed vznikaj\u00fa primeran\u00e9 ciele, kroky, vlastn\u00edci a \u010dasov\u00e1 logika \u010fal\u0161ieho postupu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Vy\u0161\u0161ia d\u00f4veryhodnos\u0165 komunik\u00e1cie<\/h3>

Firma komunikuje to, \u010do vie dolo\u017ei\u0165, \u010d\u00edm sa zni\u017euje riziko prehnan\u00fdch s\u013eubov a greenwashingu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Lep\u0161\u00ed z\u00e1klad pre postupn\u00fa transform\u00e1ciu<\/h3>

Strat\u00e9gia m\u00f4\u017ee otvori\u0165 priestor pre dlhodobej\u0161ie zmeny v procesoch, prev\u00e1dzke, dod\u00e1vate\u013esk\u00fdch vz\u0165ahoch a kult\u00fare.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Mo\u017en\u00e9 odborn\u00e9 v\u00fdstupy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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V\u00fdstupy pom\u00e1haj\u00fa pochopi\u0165 v\u00fdchodiskov\u00fd stav, nastavi\u0165 smer a podpori\u0165 \u010fal\u0161\u00ed postup<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tne v\u00fdstupy sa vyberaj\u00fa pod\u013ea rozsahu zadania, dostupnosti d\u00e1t, typu organiz\u00e1cie a \u00fa\u010delu, ktor\u00fd m\u00e1 slu\u017eba naplni\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Vstupn\u00e1 ESG diagnostika <\/h3>\n \t\t \t

Zorientovanie sa vo v\u00fdchodiskovom stave, dostupn\u00fdch d\u00e1tach, existuj\u00facich aktivit\u00e1ch, rizik\u00e1ch a potenci\u00e1li \u010fal\u0161ieho rozvoja<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Mapa v\u00fdznamn\u00fdch t\u00e9m a stakeholderov <\/h3>\n \t\t \t

Preh\u013ead k\u013e\u00fa\u010dov\u00fdch oblast\u00ed, ktor\u00e9 maj\u00fa najv\u00e4\u010d\u0161\u00ed v\u00fdznam z poh\u013eadu dopadu, o\u010dak\u00e1van\u00ed a strategickej d\u00f4le\u017eitosti<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n N\u00e1vrh ESG strat\u00e9gie <\/h3>\n \t\t \t

Zhrnutie smerovania, prior\u00edt, princ\u00edpov, cie\u013eov\u00fdch oblast\u00ed, zodpovednost\u00ed a logiky \u010fal\u0161ieho postupu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n ESG ciele, ukazovatele a metriky <\/h3>\n \t\t \t

Pracovn\u00fd n\u00e1vrh cie\u013eov, KPI, sledovan\u00fdch indik\u00e1torov a sp\u00f4sobu ich pravideln\u00e9ho vyhodnocovania<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Reportingov\u00fd alebo komunika\u010dn\u00fd r\u00e1mec <\/h3>\n \t\t \t

Odpor\u00fa\u010danie, ako pripravi\u0165 d\u00f4veryhodn\u00fd ESG reporting a primeran\u00e9 extern\u00e9 \u010di intern\u00e9 zverej\u0148ovanie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Implementa\u010dn\u00e1 roadmapa <\/h3>\n \t\t \t

Postup krokov, prior\u00edt, vlastn\u00edkov, z\u00e1vislost\u00ed a odpor\u00fa\u010dan\u00ed pre zav\u00e1dzanie ESG t\u00e9m do riadenia firmy<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Ako spolupr\u00e1ca prebieha<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Od vstupn\u00e9ho zorientovania k strat\u00e9gii, d\u00e1tam a realistick\u00e9mu pl\u00e1nu zmien<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Nie ka\u017ed\u00e9 zadanie potrebuje v\u0161etky f\u00e1zy v rovnakej h\u013abke. Rozsah prisp\u00f4sob\u00edme v\u00fdznamu procesu, dostupn\u00fdm podkladom a rozhodnutiam, ktor\u00e9 maj\u00fa na v\u00fdstup nadviaza\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 1. \u00davodn\u00fd rozhovor do 30 min\u00fat <\/h3>\n \t\t \t

Bezplatne z\u00edskame z\u00e1kladn\u00e9 inform\u00e1cie. Pri tomto rozhovore nevznik\u00e1 odborn\u00e1 anal\u00fdza, odpor\u00fa\u010danie ani p\u00edsomn\u00fd v\u00fdstup<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 2. Pochopenie kontextu a zadania <\/h3>\n \t\t \t

Spresn\u00edme ciele, o\u010dak\u00e1vania vedenia, regula\u010dn\u00e9 alebo obchodn\u00e9 tlaky a podklady, ktor\u00e9 s\u00fa k dispoz\u00edcii<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 3. Zber a pos\u00fadenie podkladov <\/h3>\n \t\t \t

Prejdeme dokumenty, d\u00e1ta, existuj\u00face iniciat\u00edvy a relevantn\u00e9 s\u00favislosti, aby sme pomenovali v\u00fdchodiskov\u00fd stav<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 4. Anal\u00fdza v\u00fdznamn\u00fdch t\u00e9m a prior\u00edt <\/h3>\n \t\t \t

Ur\u010d\u00edme, ktor\u00e9 oblasti s\u00fa podstatn\u00e9, kde vznikaj\u00fa najv\u00e4\u010d\u0161ie rizik\u00e1, dopady alebo o\u010dak\u00e1vania<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 5. N\u00e1vrh strat\u00e9gie, cie\u013eov a riadenia <\/h3>\n \t\t \t

Priprav\u00edme n\u00e1vrh smerovania, cie\u013eov\u00fdch oblast\u00ed, zodpovednost\u00ed, metr\u00edk a rozhodovac\u00edch princ\u00edpov<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 6. Roadmapa a podpora implement\u00e1cie <\/h3>\n \t\t \t

V\u00fdstupy prelo\u017e\u00edme do praktick\u00fdch krokov, prior\u00edt a \u010fal\u0161ieho postupu. Pod\u013ea potreby pokra\u010dujeme pravidelnou podporou<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Z \u010doho konkr\u00e9tne slu\u017eba pozost\u00e1va<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Moduly slu\u017eby sa skladaj\u00fa pod\u013ea zrelosti organiz\u00e1cie, rozsahu d\u00e1t a cie\u013ea zadania<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Slu\u017ebu sklad\u00e1me z konkr\u00e9tnych pracovn\u00fdch modulov. Nie ka\u017ed\u00e9 zadanie potrebuje v\u0161etky. Rozsah z\u00e1vis\u00ed od toho, \u010di organiz\u00e1cia za\u010d\u00edna, potrebuje urobi\u0165 poriadok v existuj\u00facich aktivit\u00e1ch alebo sa pripravuje na konkr\u00e9tny reporting, rozhodnutie alebo zmenu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Vstupn\u00e9 zorientovanie a r\u00e1mcovanie zadania<\/h3>

Pom\u00e1ha ujasni\u0165, \u010do m\u00e1 by\u0165 v\u00fdsledkom spolupr\u00e1ce, v akom horizonte sa m\u00e1 rozhodova\u0165 a ak\u00e9 podmienky treba zoh\u013eadni\u0165.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0\u00favodn\u00e9 rozhovory, spresnenie cie\u013ea, identifik\u00e1ciu stakeholderov, vymedzenie rozsahu a dohodu o pracovnom postupe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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ESG diagnostika a preh\u013ead v\u00fdchodiskov\u00e9ho stavu<\/h3>

Prin\u00e1\u0161a obraz o tom, \u010do organiz\u00e1cia u\u017e rob\u00ed, ak\u00e9 d\u00e1ta m\u00e1 k dispoz\u00edcii a kde s\u00fa medzery alebo nejasnosti.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0anal\u00fdzu dokumentov, zber podkladov, orienta\u010dn\u00e9 pos\u00fadenie zrelosti a pomenovanie k\u013e\u00fa\u010dov\u00fdch t\u00e9m.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Anal\u00fdza v\u00fdznamn\u00fdch t\u00e9m a stakeholderov<\/h3>

Pom\u00e1ha ur\u010di\u0165, ktor\u00e9 oblasti maj\u00fa pre organiz\u00e1ciu najv\u00e4\u010d\u0161\u00ed v\u00fdznam z poh\u013eadu dopadu, o\u010dak\u00e1van\u00ed a strategick\u00e9ho rozhodovania.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0mapovanie zainteresovan\u00fdch str\u00e1n, workshopy, porovnanie t\u00e9m a odpor\u00fa\u010danie prior\u00edt.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Environment\u00e1lna analytika a uhl\u00edkov\u00e1 stopa<\/h3>

Vhodn\u00e1 tam, kde organiz\u00e1cia potrebuje lep\u0161ie rozumie\u0165 svojmu environment\u00e1lnemu dopadu alebo pripravi\u0165 z\u00e1klad pre \u010fal\u0161ie meranie.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0pos\u00fadenie zdrojov emisi\u00ed, energi\u00ed, materi\u00e1lov, odpadov alebo dopravy a odpor\u00fa\u010danie \u010fal\u0161\u00edch krokov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Soci\u00e1lna a governance \u010das\u0165 strat\u00e9gie<\/h3>

Pom\u00e1ha zaradi\u0165 do r\u00e1mca aj oblas\u0165 \u013eud\u00ed, riadenia, zodpovednost\u00ed a organiza\u010dnej kult\u00fary.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0pos\u00fadenie soci\u00e1lnych t\u00e9m, governance princ\u00edpov, rol\u00ed, pravidiel a rozhodovac\u00edch mechanizmov.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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N\u00e1vrh ESG strat\u00e9gie a cie\u013eov\u00e9ho r\u00e1mca<\/h3>

Premie\u0148a zistenia na zrozumite\u013en\u00fd strategick\u00fd dokument alebo pracovn\u00fd r\u00e1mec.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0formulovanie prior\u00edt, cie\u013eov\u00fdch oblast\u00ed, princ\u00edpov, indik\u00e1torov, zodpovednost\u00ed a logiky riadenia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Reportingov\u00fd a komunika\u010dn\u00fd r\u00e1mec<\/h3>

Pom\u00e1ha pripravi\u0165 sa na intern\u00fd alebo extern\u00fd reporting primeran\u00fd situ\u00e1cii organiz\u00e1cie.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0n\u00e1vrh \u0161trukt\u00fary reportingu, odpor\u00fa\u010danie pre ESG komunik\u00e1ciu a zni\u017eovanie rizika greenwashingu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Implementa\u010dn\u00e1 roadmapa a podpora zav\u00e1dzania<\/h3>

Preklad\u00e1 strat\u00e9giu do praktick\u00fdch krokov a pom\u00e1ha dr\u017ea\u0165 kontinuitu pri zav\u00e1dzan\u00ed zmien.\u00a0<\/p>

Obsahuje:<\/strong>\u00a0n\u00e1vrh prior\u00edt, \u010dasov\u00fd pl\u00e1n, ur\u010denie vlastn\u00edkov, review a odpor\u00fa\u010dania pre \u010fal\u0161\u00ed rozvoj.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Cena vych\u00e1dza z f\u00e1zy kr\u00edzy, naliehavosti, po\u010dtu publ\u00edk a rozsahu zodpovednosti<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u00davodn\u00fd rozhovor<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed a overenie vhodnej formy spolupr\u00e1ce. Odborn\u00e1 anal\u00fdza, odpor\u00fa\u010danie ani p\u00edsomn\u00fd v\u00fdstup pri \u0148om nevznikaj\u00fa<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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od 290 \u20ac<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Minim\u00e1lny platen\u00fd rozsah<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tny rozsah m\u00f4\u017ee tvori\u0165 procesn\u00e1 konzult\u00e1cia, \u0161t\u00fadium podkladov, diagnostick\u00fd blok, pracovn\u00fd workshop alebo prv\u00fd dohodnut\u00fd v\u00fdstup.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Konkr\u00e9tnu cenu potvrd\u00edme a\u017e po spresnen\u00ed cie\u013ea, rozsahu, v\u00fdstupov a podmienok realiz\u00e1cie. Pr\u00e1ca nad dohodnut\u00fd r\u00e1mec sa vykon\u00e1va a\u017e po predch\u00e1dzaj\u00facom ods\u00fahlasen\u00ed.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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  1. ve\u013ekos\u0165 a typ organiz\u00e1cie,<\/li>
  2. rozsah t\u00e9m, ktor\u00e9 treba rie\u0161i\u0165,<\/li>
  3. \u00farove\u0148 zrelosti existuj\u00facich ESG aktiv\u00edt,<\/li>
  4. kvalita a dostupnos\u0165 d\u00e1t,<\/li>
  5. potreba v\u00fdpo\u010dtov, analytiky alebo pr\u00e1ce s uhl\u00edkovou stopou,<\/li>
  6. rozsah workshopov, rozhovorov a facilit\u00e1cie,<\/li>
  7. n\u00e1ro\u010dnos\u0165 n\u00e1vrhu strat\u00e9gie, metr\u00edk a governance r\u00e1mca,<\/li>
  8. rozsah reportingov\u00e9ho a komunika\u010dn\u00e9ho r\u00e1mca,<\/li>
  9. miera podpory pri implement\u00e1cii a n\u00e1slednom review,<\/li>
  10. tempo realiz\u00e1cie a po\u017eadovan\u00fd harmonogram.<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cel\u00fd cenn\u00edk<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    \u2014 Pravideln\u00e1 mesa\u010dn\u00e1 podpora<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Kontinuita pom\u00e1ha udr\u017ea\u0165 t\u00e9mu \u017eiv\u00fa aj po odovzdan\u00ed strat\u00e9gie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Pri udr\u017eate\u013enosti a ESG b\u00fdva naj\u0165a\u017e\u0161\u00edm krokom nie vytvorenie dokumentu, ale jeho priebe\u017en\u00e9 zav\u00e1dzanie do rozhodovania, d\u00e1tovej praxe a intern\u00e9ho fungovania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    \n Reflexia vedenia t\u00edmu <\/h3>\n \t\t \t

    Pravideln\u00fd rozhovor o tom, \u010do sa v t\u00edme men\u00ed, kde vznikaj\u00fa nov\u00e9 rizik\u00e1 a ak\u00fd z\u00e1sah je primeran\u00fd<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Review t\u00edmov\u00fdch doh\u00f4d <\/h3>\n \t\t \t

    Kontrola, \u010di dohodnut\u00e9 pravidl\u00e1 zost\u00e1vaj\u00fa pou\u017e\u00edvan\u00e9, zrozumite\u013en\u00e9 a f\u00e9rov\u00e9<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Pr\u00edprava d\u00f4le\u017eit\u00fdch t\u00edmov\u00fdch stretnut\u00ed <\/h3>\n \t\t \t

    Konzult\u00e1cia cie\u013ea, \u0161trukt\u00fary, ot\u00e1zok a riz\u00edk pred poradou, workshopom alebo rozhodovac\u00edm stretnut\u00edm<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Odborn\u00e9 zrkadlo pri n\u00e1ro\u010dnej situ\u00e1cii <\/h3>\n \t\t \t

    Vecn\u00e1 reflexia komunika\u010dn\u00e9ho probl\u00e9mu, konfliktu, zmeny rol\u00ed alebo rozhodnutia bez preberania zodpovednosti za vedenie t\u00edmu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \u2014 Rast\u00faca odborn\u00e1 kni\u017enica<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Rast\u00faca odborn\u00e1 kni\u017enica pre \u013eud\u00ed, ktor\u00ed chc\u00fa ESG ch\u00e1pa\u0165 aj priebe\u017ene rozv\u00edja\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Kni\u017enica Pepax sa buduje ako rast\u00faca odborn\u00e1 znalostn\u00e1 b\u00e1za. Pon\u00faka obsahov\u00e9 vrstvy pre samostatn\u00e9 \u0161t\u00fadium a profesion\u00e1lnu pr\u00e1cu; nenahr\u00e1dza individu\u00e1lnu konzult\u00e1ciu ani spracovanie konkr\u00e9tneho klientsk\u00e9ho zadania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n L2 - H\u013abkov\u00e1 praktick\u00e1 vrstva <\/h3>\n \t\t \t

    Pre \u010dloveka, ktor\u00fd chce t\u00e9mu osobn\u00e9ho rozvoja sprac\u00fava\u0165 aj medzi stretnutiami alebo samostatne.\n

    \n- h\u013abkov\u00e9 texty o hodnot\u00e1ch, rozhodovan\u00ed, hraniciach a kari\u00e9rnych prechodoch,\n
    \n- praktick\u00e9 metodick\u00e9 listy a reflexn\u00e9 ot\u00e1zky,\n
    \n- pr\u00edpadov\u00e9 scen\u00e1re a pracovn\u00e9 n\u00e1vody,\n
    \n- materi\u00e1ly na samostatn\u00e9 \u0161t\u00fadium a priebe\u017en\u00e9 vyhodnocovanie.\n

    \nPre\u010do sa m\u00f4\u017ee oplati\u0165:<\/b> pom\u00e1ha udr\u017ea\u0165 kontakt s t\u00e9mou vlastn\u00fdm tempom a pripravenej\u0161ie vstupova\u0165 do \u010fal\u0161\u00edch rozhodnut\u00ed.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n L3 - Profesion\u00e1lna vrstva <\/h3>\n \t\t \t

    Pre profesion\u00e1lov, ktor\u00ed s t\u00e9mami rozvoja, rozhodovania alebo kou\u010dovacieho rozhovoru pracuj\u00fa opakovane.\n

    \n- metodiky a rozhodovacie r\u00e1mce,\n
    \n- \u0161abl\u00f3ny kou\u010dovacieho cie\u013ea a pracovn\u00e9ho kontraktu,\n
    \n- checklisty priebe\u017en\u00e9ho a z\u00e1vere\u010dn\u00e9ho vyhodnotenia,\n
    \n- pracovn\u00e9 ot\u00e1zky, etick\u00e9 hranice a r\u00e1mce bezpe\u010dnej pr\u00e1ce.\n

    \nPre\u010do sa m\u00f4\u017ee oplati\u0165: <\/b>zni\u017euje potrebu zaka\u017ed\u00fdm budova\u0165 pracovn\u00fa \u0161trukt\u00faru od za\u010diatku a podporuje konzistentn\u00fa profesion\u00e1lnu prax.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    L2 ani L3 nezah\u0155\u0148aj\u00fa individu\u00e1lne konzult\u00e1cie, posudzovanie konkr\u00e9tneho dokumentu, osobn\u00e9 odpor\u00fa\u010dania, workshop, kou\u010ding, mentoring ani pr\u00e1cu na konkr\u00e9tnom zadan\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    \u2014 Jasn\u00e9 hranice<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Jasn\u00e9 hranice chr\u00e1nia d\u00f4veryhodnos\u0165 strat\u00e9gie aj zodpovednos\u0165 za rozhodnutie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Jasn\u00e9 hranice pom\u00e1haj\u00fa nastavi\u0165 realistick\u00e9 o\u010dak\u00e1vania a chr\u00e1ni\u0165 pou\u017eite\u013enos\u0165 v\u00fdsledku<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Slu\u017eba nenahr\u00e1dza mana\u017e\u00e9rsku zodpovednos\u0165 <\/h3>\n \t\t \t

    Pom\u00e1hame vytvori\u0165 podklady, r\u00e1mec a podporu, no vlastn\u00edctvo procesu a rozhodnutia o jeho fungovan\u00ed zost\u00e1vaj\u00fa v organiz\u00e1cii<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n V\u00fdsledok nevznik\u00e1 iba nakreslen\u00edm diagramu <\/h3>\n \t\t \t

    Procesn\u00e1 mapa je u\u017eito\u010dn\u00e1 vtedy, ke\u010f jej \u013eudia rozumej\u00fa, s\u00fa jasn\u00e9 roly a n\u00e1vrh nadv\u00e4zuje na re\u00e1lne rozhodovanie, d\u00e1ta a syst\u00e9my<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Pr\u00ednos nemo\u017eno poctivo garantova\u0165 bez zavedenia <\/h3>\n \t\t \t

    \u010cas, kvalita alebo n\u00e1klady sa m\u00f4\u017eu zlep\u0161i\u0165 a\u017e v\u010faka rozhodnutiam, implement\u00e1cii a priebe\u017en\u00e9mu riadeniu na strane klienta<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n Kvalitn\u00e1 anal\u00fdza potrebuje pr\u00edstup k realite <\/h3>\n \t\t \t

    Spolupr\u00e1ca vy\u017eaduje primeran\u00fa dostupnos\u0165 \u013eud\u00ed, dokumentov, d\u00e1t a ochotu otvorene pomenova\u0165 rozdiel medzi form\u00e1lnym postupom a praxou<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    \u2014 Odborn\u00e9 z\u00e1zemie<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Medziodborov\u00fd poh\u013ead prep\u00e1ja strat\u00e9giu, d\u00e1ta, procesy a praktick\u00fd dopad<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Pri ESG nesta\u010d\u00ed pozna\u0165 jednu discipl\u00ednu. Potrebn\u00e9 je prep\u00e1ja\u0165 strategick\u00e9 myslenie, pr\u00e1cu s d\u00e1tami, porozumenie procesom, komunik\u00e1ciu, \u013eudsk\u00fd rozmer zmien a schopnos\u0165 premie\u0148a\u0165 z\u00e1mer do realistick\u00e9ho postupu. Pr\u00e1ve v tomto prep\u00e1jan\u00ed spo\u010d\u00edva odborn\u00e9 z\u00e1zemie Pepax<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Business a procesn\u00e1 anal\u00fdza<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    Pomenovanie \u00fa\u010delu, hran\u00edc, pr\u00ed\u010din, po\u017eiadaviek a v\u00e4zieb medzi procesmi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    \n\t\t\t\t\t

    Roly a organiza\u010dn\u00fd kontext<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t

    Porozumenie zodpovednosti, spolupr\u00e1ci, rozhodovac\u00edm pr\u00e1vomociam a re\u00e1lnej kapacite \u013eud\u00ed<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t
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    D\u00e1ta, KPI a technol\u00f3gie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t

    Prepojenie merania, informa\u010dn\u00fdch potrieb a syst\u00e9movej podpory s cie\u013eov\u00fdm sp\u00f4sobom pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t
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    Zmena a adopcia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    \n\t\t\t\t
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    Pr\u00e1ca s komunik\u00e1ciou, sp\u00e4tnou v\u00e4zbou a podmienkami, ktor\u00e9 umo\u017e\u0148uj\u00fa pou\u017e\u00edva\u0165 nov\u00fd proces v praxi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t
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    Strategick\u00fd a z\u00e1kazn\u00edcky dopad<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t

    Posudzovanie procesu pod\u013ea hodnoty, ktor\u00fa prin\u00e1\u0161a organiz\u00e1cii a jej intern\u00fdm alebo extern\u00fdm z\u00e1kazn\u00edkom<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t\t\t
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    \n\t\t\t\t\t\t\t\t\t
    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 odbornos\u0165 spolo\u010dnosti<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Odborn\u00edk\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t\t
    \n\t\t
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    \n\t\t\t\t
    \n\t\t\t\t\t
    \u2014 S\u00favisiace cesty<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t

    S\u00favisiace slu\u017eby a \u010fal\u0161ie mo\u017enosti<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Coaching and mentoring <\/h3>\n \t\t \t

    Preh\u013ead slu\u017eieb zalo\u017een\u00fdch na individu\u00e1lnom alebo firemnom rozvoji cez vz\u0165ah.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Corporate mentoring <\/h3>\n \t\t \t

    Sk\u00fasenostn\u00e9 vedenie a akt\u00edvny prenos know-how do firmy.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Strategick\u00e9 poradenstvo <\/h3>\n \t\t \t

    Partner pre rozhodovanie vrcholov\u00e9ho mana\u017ementu, ke\u010f je potrebn\u00fd aj odborn\u00fd vstup.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
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    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Consultation <\/h3>\n \t\t \t

    \u00davodn\u00fd rozhovor pom\u00f4\u017ee overi\u0165, \u010di je pre va\u0161u situ\u00e1ciu vhodn\u00fd kou\u010ding, mentoring alebo in\u00e1 forma spolupr\u00e1ce.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
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    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Price list <\/h3>\n \t\t \t

    Vysvetlenie cenov\u00fdch hlad\u00edn jednorazov\u00fdch slu\u017eieb, mesa\u010dnej podpory a pr\u00edstupu do kni\u017enice.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n \n\n
    \n
    \n
    \n \"\" <\/div>\n <\/div>\n
    \n

    \n Odbornos\u0165 spolo\u010dnosti <\/h3>\n \t\t \t

    Sp\u00f4sob, ak\u00fdm Pepax prep\u00e1ja \u013eudsk\u00e9 porozumenie, \u0161trukt\u00faru, komunik\u00e1ciu a praktick\u00e9 rozhodovanie.<\/p>\n

    \n
    \n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t\t
    \n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \u2014 Naj\u010dastej\u0161ie ot\u00e1zky<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t

    \u010cast\u00e9 ot\u00e1zky ku kr\u00edzovej komunik\u00e1cii a reputa\u010dn\u00e9mu mana\u017ementu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
    \n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t
    \n
    \n\n \n
    \n
    \n \n \n Je t\u00e1to slu\u017eba vhodn\u00e1 aj pre firmu, ktor\u00e1 s ESG e\u0161te len za\u010d\u00edna?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    \u00c1no. Slu\u017eba m\u00f4\u017ee za\u010da\u0165 vstupn\u00fdm zorientovan\u00edm, pomenovan\u00edm v\u00fdchodiskov\u00e9ho stavu a n\u00e1vrhom realistick\u00fdch prior\u00edt bez tlaku na zbyto\u010dne ve\u013ek\u00fd rozsah.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n Zah\u0155\u0148a slu\u017eba aj ESG reporting?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    M\u00f4\u017ee ho zah\u0155\u0148a\u0165. Z\u00e1vis\u00ed od rozsahu zadania a od toho, \u010di klient potrebuje strat\u00e9giu, reportingov\u00fd r\u00e1mec alebo aj podporu pri pr\u00edprave konkr\u00e9tnych podkladov.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n Rob\u00edte aj v\u00fdpo\u010det uhl\u00edkovej stopy?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    Pod\u013ea potreby vieme t\u00e9mu uhl\u00edkovej stopy zaradi\u0165 do slu\u017eby v primeranom rozsahu. Konkr\u00e9tny pr\u00edstup z\u00e1vis\u00ed od typu organiz\u00e1cie, dostupn\u00fdch d\u00e1t a cie\u013ea zadania.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n \u010co presne klient kupuje?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    Kupuje si odborn\u00fa podporu pri uchopen\u00ed ESG t\u00e9my: od zorientovania sa vo v\u00fdchodiskovom stave cez anal\u00fdzu prior\u00edt a n\u00e1vrh strat\u00e9gie a\u017e po reportingov\u00fd r\u00e1mec alebo implementa\u010dn\u00fa roadmapu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n M\u00f4\u017eeme pokra\u010dova\u0165 aj po odovzdan\u00ed strat\u00e9gie?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    \u00c1no. Pod\u013ea potreby je mo\u017en\u00e9 nadviaza\u0165 mesa\u010dnou podporou, pravideln\u00fdm review alebo pomocou pri zav\u00e1dzan\u00ed prior\u00edt, pr\u00e1ci s d\u00e1tami a reportingu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n Ako r\u00fdchlo viete reagova\u0165 a je slu\u017eba dostupn\u00e1 nepretr\u017eite?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    Reak\u010dn\u00fd re\u017eim z\u00e1vis\u00ed od kapacity a dohody. Be\u017en\u00e1 slu\u017eba neznamen\u00e1 automatick\u00fa nepretr\u017eit\u00fa pohotovos\u0165. Prioritn\u00fd alebo pohotovostn\u00fd re\u017eim mus\u00ed by\u0165 osobitne dohodnut\u00fd.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n Ak\u00fd je rozdiel medzi \u00favodn\u00fdm rozhovorom a platenou slu\u017ebou?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    \u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat a sl\u00fa\u017ei iba na z\u00e1kladn\u00e9 pochopenie situ\u00e1cie. Nevznik\u00e1 pri \u0148om n\u00e1vrh hodn\u00f4t ani odborn\u00fd v\u00fdstup. Platen\u00e1 slu\u017eba zah\u0155\u0148a pr\u00edpravu, facilit\u00e1ciu, synt\u00e9zu a dohodnut\u00e9 materi\u00e1ly.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n \u010co znamen\u00e1 minim\u00e1lny platen\u00fd rozsah od 290 \u20ac?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    Najmen\u0161\u00ed odborn\u00fd blok, pri ktorom u\u017e vznik\u00e1 dohodnut\u00e1 pr\u00e1ca alebo v\u00fdstup. \u0160ir\u0161\u00ed program sa nacen\u00ed pod\u013ea rozsahu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

    \n
    \n \n \n Ako s\u00favis\u00ed mesa\u010dn\u00e1 podpora a kni\u017enica L2\/L3 so slu\u017ebou?<\/span>\n\n \n
    \n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
    \n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
    \n\n
    \n

    Mesa\u010dn\u00e1 podpora pom\u00e1ha program pou\u017e\u00edva\u0165 a zlep\u0161ova\u0165. L2\/L3 prin\u00e1\u0161aj\u00fa podklady na samostatn\u00fa pr\u00e1cu, nie individu\u00e1lnu implement\u00e1ciu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

    \n\t\t\t\t\t
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    Za\u010dnime t\u00fdm, \u010do je vo va\u0161ej situ\u00e1cii skuto\u010dne podstatn\u00e9 a realizovate\u013en\u00e9<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t

    \u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat, je bezplatn\u00fd a sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed. Nevznik\u00e1 pri \u0148om odborn\u00fd v\u00fdstup. Po rozhovore bude jasnej\u0161ie, \u010di d\u00e1va zmysel men\u0161\u00ed diagnostick\u00fd blok, ucelen\u00e1 procesn\u00e1 anal\u00fdza alebo viacf\u00e1zov\u00e1 spolupr\u00e1ca<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

    \n\t\t\t\t
    \n\t\t\t\t\t\t\t\t\t
    \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

    \u2014 Udr\u017eate\u013enos\u0165, ESG a \u0161peci\u00e1lne oblasti Udr\u017eate\u013enos\u0165 a ESG strat\u00e9gia […]<\/p>\n","protected":false},"author":1,"featured_media":18665,"parent":16444,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"pmpro_default_level":"","footnotes":""},"tags":[78,30,36,79],"class_list":["post-16532","page","type-page","status-publish","has-post-thumbnail","hentry","tag-esg","tag-pre-firmy","tag-strategia","tag-udrzatelnost","pmpro-has-access"],"_links":{"self":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16532","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/comments?post=16532"}],"version-history":[{"count":10,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16532\/revisions"}],"predecessor-version":[{"id":18672,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16532\/revisions\/18672"}],"up":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16444"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media\/18665"}],"wp:attachment":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media?parent=16532"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/tags?post=16532"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}