ESG绩效监测中的换挡

© Oliver WymanOPERATEConvert ESG-relatedcompany ambitions intoprocurement objectivesBuild arobust baselineChampion changeinternallyacross allbusiness functionsand initiativesAccelerate changeexternallythroughthe entire ecosystemEmbed ESG incategory strategyEmbark, engageandchallengesuppliersTeam up with partnersto share ESG-relatedbest practicesExplicitly state yourgoalsand pledgeto suppliersReinventprocurementperformancemonitoringtowardsESG-adjusted TCO1and EP&L2Upskill teamsto better engagesuppliersEmbed ESG inprocurement dataand digital assetstrategyEmbedsustainabilityin core procurementprocessesACTIMPACT1. Total cost of ownership. 2. Environmental profit andlossOUR SUSTAINABLE PROCUREMENT MATURITY FRAMEWORKFollowing from our last year’s report on sustainableprocurement, Procurement’s Journey to Sustainability,we wished to go one step further and dive deeperto understand the degree of progress procurementis making in Environmental, Social and Governance(ESG). In last years analysis, we talked to well over300 Chief Procurement Officers from around theworld, representing all the main industries.In order to assess their current level of maturity, weasked them where they believe they stand on eachof the twelve areas highlighted in Oliver Wyman’sSustainable Procurement Maturity Framework, interms of Track, Act, Impact, and Operate. This articlefocuses onDimension 9 — Reinventing procurementperformance monitoring. 2 © Oliver WymanCorporations around the world are increasing their pace in Environmental, Social andGovernance (ESG). They are embracing ambitious sustainability commitments whileresponding to the rapid developments in ESG regulation. This is upping the game inperformance monitoring.Procurement is playing a central role in meetingthese targets and is being mobilized to contributeto the overarching sustainability roadmap.The growing momentum is demonstrated in ourlatest Sustainable Procurement survey of morethan 300 chief procurement officers from aroundthe world. Four out of five companies surveyednow report that they have started to converttheir sustainability ambitions intoprocurementobjectives. The next step for these companies isto track their progress and achievements againstthese targets by reinventing procurementperformance monitoring. This reinvention isnecessary to meet two critical requirements.Firstly, improved monitoring will be central toresponding to the sustainability commitments takenat the corporate level. These commitments will bereported and tracked by shareholders, investors,auditors, employees, customers, and society at large.This leaves no room to overlook or ignore them asdoing so could result in degraded reputation, lossof sales, and significantly increased exposure toreputational risks. Leading companies in the textilessector, for instance, have faced severe scrutiny inregard to working conditions, fair wages and, morerecently, issues of water pollution due to waste fromcolouring and other effluent. Secondly, improvedmonitoring is now required to comply with the rapidlydeveloping regulations in ESG. This includes the SECrules on climate related disclosure in the US, whichcame into force on March 21, 2022, and the EuropeanCorporate Sustainability Reporting Directive (CSRD),which came into force on January 5, 2023. The CSRDdirective strengthens the rules concerning the socialand environmental information that companies haveto report, imposing mandatory disclosure from thestart of 2024 on a full range of ESG matters for the50,000 large companies and listed SMEs operatingin Europe.The challenge for corporations is to design anapproach to sustainable procurement performancemonitoring that achieves the right balance betweenmeeting ESG requirements and avoiding too muchcomplexity. How to achieve this difficult balance isthe subject of this article.Maturity staircase for ESG procurement performance monitoringEngage suppliers throughaggregated ratingsSynthesise procurementperformance into advancedESG-adjusted pricing approachesPrecisely track performancethrough granular KPIsrelying on existing standards 3 © Oliver WymanAGGREGATED ESG RATINGSare a convenient place to startIn the course of our work, we have seen that whencompanies, ones that are now leading players in ESG,set out on their sustainable procurement journey,they often start out by relying initially onoff-the-shelfratings. These include those provided by CDP incarbon, water, and forests, Ecovadis in supply chains,or those of Bureau van Dijk and Dun & Bradstreet.Although the aggregated ratings vary significantlyin terms of the methodology they use and, as such,can be open to challenge, what matters most tocorporations is they provide a practical place fromwhich to start. The ratings enable companies toachieve three interrelated objectives:1.Engage their supplier base in ESG performance,pushing them to start reporting online whilelaunching their journey of improvement2.Conduct high-level supplier riskassessmentsand carry o