Sustainable - for the organisation as well as for environment & society 'Double materiality' - in our DNA since ever

E2 supports businesses at management level in the comprehensive development of their companies. Our support is oriented towards the four sustainability dimensions of business: Market, Profitability, Society and Ecology. A company needs to be succesful in all four dimensions - to the benefit of the company and its stakeholders. And a company should create value across the economic, societal and environmental dimensions. To consider both directions of influence is what we have been promoting since our foundation. Today this double viewpoint is called "Double Materiality" - a useful term. Yet, even without the term, we have been working, based on the first St. Gall Management Model by Profs. Ulrich & Krieg, with this approach since E2's foundation.

We are here and ready for you and your organisation!

>> Arthur Braunschweig

>> Gaby Oetterli

>> Oliver Schmid-Schönbein

Our clients Principles

The following principles are particularly important to us in our services to our clients:

  • Integrated advice. We combine the classic know-how of  management with the unique chances and experiences in the environmental and social fields.
  • Holistic service range. We offer our clients tailor-made management tools. These range from sustainability strategies through to their realization in products and processes, as well as their internal and external communication.
  • Committed, personal support. We see ourselves as the employees of our clients and and therefore have challenging responsibilities. We are dedicated to success-oriented approaches and will not be satisfied until the measures we suggested show evidence of positive results.
  • Further development of management methods. Good solutions alone are not good enough for us. We always invest a portion of our capacity in the development of approaches and tools for  sustainable business management.

 

in your own company Working sustainably

Not only our consultancy services shall be sustainable. We also orient our own processes towards environmental, social and economic sustainability.

We run our offices partially with energy produced on our roof tops, and we buy renewably produced electricity. We compensate our air travel regarding GHG with certificates. And we organize our work in such a way that work and social and family lives are in a healthy balance.

E2 Management Consulting AG The Development of E2 Management Consulting AG

It was towards the end of 1993 when Daniel Rufer and Oliver Schmid-Schönbein founded E2 Management Consulting AG. At the time, both founding partners were already active in environmentally oriented management consulting. And both had participated in the action group of Swiss öbu on "Ecobalance for a company", led by Arthur Braunschweig and Ruedi Müller-Wenk: D. Rufer for Canon (Switzerland) AG and for Ernst Schweizer AG, Hedingen, Oliver Schmid-Schönbein for the SBV (Swiss Bank Corporation). In 1998, Arthur Braunschweig joined E2 as third Managing Partner. In 2010, Gaby Oetterli Janutin entered as fourth partner of E2.

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Daniel Rufer was a founding partner of E2 Management Consulting AG.

Born 1945. Degree, doctorate and lecturer in engineering at the Swiss Federal Institute of Technology, Zürich. Work experience in engineering, followed by an MBA at INSEAD, Fontainebleau. Five years as Division Manager for the Institute for Business Science, Zürich. Four years of establishing and managing a Strategic Consulting Company. Mandates for board and executive management as well as consulting and lecturing in Environmental Management, Quality Control and Communication. In the last years, he retired from consulting work and focused on the environmental analysis (LCA) of energy production alternatives, specially solar panels.

Dr. Daniel Rufer passed away on October 23rd, 2016, subsequent to an accident.

Dr. Daniel Rufer

Huber H, Metzler T, Rufer D: Energy-plus-house ("Plusenergie-Haus"), Faktor Verlag AG, Januar 2013, 48 S. (in German; table of content and order form)

Huber H, Rufer D: Energy-plus-house put to test ("Plusenergiehaus auf dem Prüfstand"), Umwelt Perspektiven 4/2012, S. 38 - 41, Link to article (german only)

Rufer D: Prejudices and facts about photovoltaic ("Vorurteile und Tatsachen zu Solarstrom"). Explanatory note for the association Swissolar. April 2014 (link to article - in German language)

Rufer D, Braunschweig A: The improved LCA of photovoltaics (Die bessere Ökobilanz von Solarstrom), Umwelt Perspektiven Heft 4/2013, Seiten 9 - 13 Link to article (only german)

Rufer D, Braunschweig A: LCA of photovoltaics (Ökobilanz von Solarstrom) www.e2mc.com, Sept. 2013. Link to article (only german)

Rufer D, Braunschweig A: LCA of photovoltaics, supporting data tables to the publication 'Ökobilanz von Solarstrom', PDF-prints of calculation tables (Should you wish to receive the Excel-File, please contact us ). Link to article (only german)

Schmid-Schönbein O, Rufer D, Braunschweig A (2004): Living off interest, not capital (Von den Zinsen statt vom Kapital leben), io new management 05/2004, p. 16-23

Huber H, Rufer D (2001) SA8000 als Schritt zur sozialen Nachhaltigkeit konkret umsetzen. Umwelt Focus Nr. 1, pp12 

Rufer D, Dörler H (1993) Ökobilanzen als Basis für strategisches und operatives Management. In: Braunschweig A, Müller-Wenk R (Hrsg) Ökobilanzen für Unternehmungen. Paul Haupt Verlag Bern, pp126 

Rufer D, Dörler H (1992) Ökologische Unternehmensentwicklung. io Management Zeitschrift 61 

Dörler H, Rufer D, Wüthrich H A (1989) Von der Produkt-/Marktplanung zur dynamischen Unternehmensarchitektur. In: H.-C. Riekhof (Hrsg) Strategieentwicklung. C.E. Poeschel Verlag, Stuttgart 

Rufer D, Wüthrich H A (1989): Unternehmerisch führen ist anders! io Management Zeitschrift 58, pp33

Rufer D, Wüthrich HA (1987) Die drei Grundfragen des strategischen Managements. Harvard Manager Nr. 2