Sustainability Diagnostic

Welcome to your Sustainability Diagnostic Test

Name

Is there an agreed, documented and shared vision for sustainability?

We have a corporate vision mostly aligned with the procurement strategy & communicated cross functionally.

We have a procurement strategy that is communicated within the function and to suppliers

Our corporate vision & strategy are fully integrated with the goals and objectives of the procurement strategy

Our corporate strategy and progress towards the vision is recognized externally as an inspiring benchmark.

Is there a clear, documented and “live” sustainability roadmap to deliver the vision and strategy?

We have clearly articulated roadmap with industry leading progress towards ambitious targets.

Our standards and policies are communicated to a select audience.

We have a clear, articulated roadmap with challenging but realistic goals and a long-term financial plan

We have roadmap with clear, realistic goals and short-term financial support

Is there a documented policy for ethical business practice?

Supplier contracts demand legal compliance.

Ethical business practice policy and performance is fully embedded into all areas of the organisation and enhances the reputation of the business .

Ethical business practice policy is recognized externally as leading and used as an example for other organisations on their sustainable journey.

Documented expectations for ethical business practices go beyond legislation.

All legal compliance expectation are documented in polices, codes and procedures.

Are health and well being principles evident in all areas of the business operations?

We are aware of the legal requirements and are taking steps to ensure basic compliance

Health and wellbeing is proactively monitored with interventions and escalation pathways

The organisation is recognised as an industry leader in support of health and wellbeing both internally and in the supply chain.

Basic policies and procedures are documented and processes are embedded

Health and wellbeing is acknowledged as a core pillar of company culture and this is evidenced throughout day-to-day operations and approach to people management.

Is there a documented policy for Inclusion and Diversity?

Progressive D&I policies and procedures are strongly embedded. Management act in accordance with their roles in effecting culture change.

A basic, pragmatic approach to D&I is embedded in policies and procedures. Leadership are invested in the development of an inclusive culture.

The organisation is recognised as an industry leader in diversity and inclusion, both in terms of company culture internally but also social value generation externally.

Organisational culture and reputation is enhanced, and employee engagement data reflects that of a positive and inclusive culture.

There is awareness of legislation and reporting requirements and we are taking steps to achieve basic compliance

Is there a documented policy for environmental standards in the supply chain and operations?

Legal compliance is required of suppliers and internal operations.

A procurement sourcing policy is documented and contained in supplier contracts

Standards for the sustainable sourcing of raw materials are known cross-functionally and communicated publicly.

Sustainable practices are measured and reported with full transparency against publicly available standards.

Our environmental risk elimination strategy is recognized externally as leading.

Is there an agreed, documented and shared vision for net-zero with certified targets and timelines for reduction?

Leadership are aware of the need to achieve net-zero in the future.

Corporate strategy sets out the timeframe for achieving net-zero.

Targets for reductions are part of corporate strategy.

The commitment for achieving net-zero has been documented and is aligned with the corporate strategy.

Do you have a strategy and program to decarbonise your electricity and gas usage?

A roadmap to net-zero energy usage has been documented with leadership commiments to the final goal.

Capital investments for on-site renewables has been committed.

OpEx for achieving energy net-zero has been allocated including purchasing enrgy with renewable Guarantee of Origin certificates.

Unknown

Is the program for Scope 1,2 and 3 emissions resourced and part of the corporate strategy and goals?

A roadmap to net-zero has been documented with leadership commitments to key milestones.

Corporate strategy has commitment to elimination and reduction with offsets as a last resort only.

The long-term road map for reduction and offsetting is financially planned and resourced to assure delivery.

Resource for scope 1 and 2 measurements and reduction initiatives have been allocated. Procurement are aware of the high-risk categories in the supply chain.

Has a materiality study been carried out for all products both produced and consumed by the organization?

Our operations have a reactive culture and zero waste to landfill ambitions with reduce, reuse and recycle processes and initiatives in place.

A full materiality study has been carried out for all internal waste streams

A futre state risk assesment has been carried or for the entire life-cycle of products consumed or sold.

A full materiality study has been carried out for both internal and supplier waste streams

What is your suppliers strategy for transitioning to a more sustainable supply chain?

Our suppliers focus on maximising margins while always complying with legislation, contractual service levels and specifications.

Our suppliers have their own strategy for adapting to a more sustainable supply chain that has not been aligned with the procurement strategy.

Our suppliers have conducted short term economic modelling to understand the impact our sustainability strategy will have on margin and pricing.

Our suppliers have conducted long term economic modelling to understand the impact our sustainability strategy will have on their business.

Our suppliers are the industry leader setting the standards for others to follow.

What are the implications for key suppliers if we implement the sustainability initiatives in your strategy?

Unknown

Our suppliers will not have the capability to continue to supply.

Our suppliers have clearly communicated the implications

Our suppliers have clearly communicated the implications and customer partnership initiatives are in place to manage and mitigate risk

Sustainability credentials are the differentiator

What is your strategy for maintaining a sustainable long-term economic model for your business?

The short-term cost of sustainability legislation is factored into the financial plan.

Sustainability credentials are integrated into the long-term financial plan.

Sustainability credentials are value generating strategic deliverables.

The roadmap to a sustainable business is aligned to strategy, is fully costed and understood across all areas of the business.

Maximising margins and complying with legislation as it is implemented.

What is the investment the organisation is willing to commit, or margin sacrifice to be more sustainable and does this limit sustainable transformation?

Unknown

Long-term financial risk of the sustainability strategy is part of the overall strategic plan.

Sustainability investment is part of the strategic growth plan for the prosperity of the business.

Continued investment is part of the annual financial planning process but the objective is to achieve as much as possible with existing resources.

Sustainability credentials are the key driver of business strategy and wealth generation.

Does the business have the organisational and supply chain capability to manage the sustainable transformation?

Unknown

Roadmap for the organisational transition is documented.

Industry leading capability.

Fully capable organisation.

Gaps are known but no transition plan documented.

Is there a policy in place for supporting communities in work carried out and a roadmap for achieving socio-economic targets?

Limited understanding of the role the business plays in the wider community.

Business strategy has positive socio-economic objectives and procurement has a roadmap for delivery.

Creating socio-economic prosperity is the strategic purpose of the business.

Policy in place for procurement sourcing activity.

Social values are communicated but not linked to procurement strategy.

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