Introduction The case of DekaBank Group is an excellent example of a financing company faced with the challenge of integrating the environmental management into its decision-making process. Since it is one of the largest banking systems, the necessity to solve the problems of environmental management was increasingly significant. In light of environmental problems becoming a crucial element of the company’s management agenda, a special approach had to be devised. Environmental matters are complicated to address, as they require a large number of management targets. Janssen (2012) distinguishes several hallmarks of environmental issues, which are the most challenging: the inefficient estimate of expenses, unbalanced distribution, the impression of environmental problems being at a distance, the fact that they arise in poorly understood structures, and the fact that they indicate a profound discrepancy between collective and individual concerns. Thus, environmental matters constitute a significant challenge for business management. This is why studying DekaBank’s experience is crucial. It provides an example of a valid theoretical standpoint, as well as a successful implementation strategy. DekaBank faced the need to improve its sustainability, as well as its financial viability with a special emphasis on environmental matters. According to Mitchell (2013, p.76), sustainability principles pertaining to the ecological and environmental aspects are the following: preservation of systems crucial for life support, conservation and improvement of biotic diverseness, devising an approach necessary for facing the global environmental changes, taking precautionary and adaptive measures in order to preserve healthy ecosystems, and taking restorative measures regarding ecosystems in a poor state. Incorporating elements of environmental management theory into the company’s decision-making approach was successful enough to produce considerable savings. Brief Profile DekaBank was confronted with the inevitability of adjusting their management to meet the environmental demands of the twenty-first century. The need for such an adjustment was made clear by the investors, as well as by the customers. With resources and energy expenditures rising, it was imperative to initiate certain modifications. Primarily, it was established that DekaBank’s analysis methods were inefficient and questionable. Thus, insufficient data analysis constituted a serious impediment to identifying promptly ineffective business operations. Ensuring the reliability, applicability, and the highest quality of information for the experts to examine is an important factor of the decision-making process (Gregory et al. 2012, p. 31). The aspect of uncertainty might become an issue at any point in the decision-making process regarding environmental matters. Gregory et al. (2012, p. 125) emphasize that environmental decision-making faces uncertainty at many stages of the process, including the evaluation of efficiency of the achieved results, and the process of implementation. Therefore, it is crucial for the management to take into account the factors, which can have a serious impact on development and implementation processes, hinder