Sustainability policy

Peak 63 offers expertise and coordination for sustainability strategy, sustainable product/business development and snow management, primarily aimed at the sports and outdoor industry. Our network spans academia, industry and organizations - regionally, nationally and internationally. 

The Peak 63 work is focused on assignments and projects that are assessed to have a positive impact on the environment, climate and people. All assignment requests are evaluated before acceptance from a sustainability perspective and offers are focused on achieving the greatest possible positive effect on the customer's sustainability work. 

An important principle for all efforts Peak 63 makes is that sustainability is not an isolated phenomenon that is aimed at only one function, such as product development, but needs to interact with other development and strategic direction in the organization.

Foundations for our sustainability work

Our work with our customers is based on internationally established definitions, agreements and standards, for example:

  1. UN Sustainable Development Goals / Agenda 2030

  2. FN:s Global Compact

  3. The UN Paris Agreement on Climate

  4. The UN Declaration of Human Rights

  5. ILO Labour Law Standard

  6. The ISO 59000 series definition of circular economy

  7. The Natural Step (FSSD) Sustainability Framework and Principles

An important basis for the work is the globally evolving sustainability regulations, both in EU and other continents, to ensure customers can stay ahead of the legal baseline on all markets. An overall goal, however, is to offer customers the knowledge and ability to use sustainability work as a competitive advantage and value-adding factor on top of basic compliance, and thus accelerate the sustainability transition with the help of market forces.

The Company shall comply with all applicable laws and contribute to the compliance of partners as well. If the risk of breaking the law or doubts about the interpretation of the law arises, it must always be raised with the relevant decision-maker directly.

If a customer request is assessed to decrease corporate sustainability capacity or clearly increases negative impacts on environment, climate or people, we will highlight this to the customer and refuse to take the assignment.

Environmental impact of operations in Peak 63

The greatest potential environmental impact is indirect and positive, through our customers and their potential to improve their environmental impact as a result of our work. Peak 63's internal negative environmental impact comes mainly from energy consumption in the office environment and transport, as well as the purchase and use of equipment such as computers, telephones and other office equipment.

Internal sustainability work
In our internal work, we strive for the greatest possible positive sustainability effect with minimized negative impact on the environment and people. 

The organization uses existing structures such as home offices and co-working hubs for daily operations. Home offices are powered by 100% renewable energy through electricity contracts and on-site solar energy systems. Travel is always evaluated regarding benefits and whether digital alternatives can replace the trip. Work commuting is minimized with home offices, co-working hubs and digital meetings. When travelling, low-emission options are prioritized (walking, cycling, trains, low-emission vehicles with electric or biofuel power). Air travel is only carried out in exceptional cases if it is not practically reasonable to fulfil an assignment through digital tools or with modes of travel that have a lower environmental impact. We monitor the air travel market for viable solutions such as direct biofuel/hydrogen use and electric air travel. With knowledge as the main output, we also work actively to minimize the environmental footprint through the purchases we make. In the event of equipment needs, circular solutions such as repair, rental or second-hand purchases are evaluated, for example, before new purchases. When arranging events with food and drink, priority is given to vegan/vegetarian food as well as organic and locally produced.

As the company was started in 2021 and is still a young micro-enterprise, no measurement or calculation of the environmental impact has yet been carried out or published. One goal is for this to be implemented before the end of 2025. 

Approach to growth and organisational development

There is no deliberate growth plan for the company. The goal is to generate a turnover that supports employees’ and partners’ livelihood, providing the resources to live well and do a good job. Growth of the company can be a means to increase the competence base and strengthen the ability to take on larger assignments, but corporate size or turnover has no inherent value for Peak 63. Alternative arrangements such as working in networks with other resources to get a flexible organization that can both be scaled up and down depending on the assignment are tested and evaluated continuously