new committee on supplier ratings (cosr) · 2016. 2. 29. · company-level environmental, social...
TRANSCRIPT
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Do Good. Do Well. Win.™ Transitional Webinar / February 9, 2016
Committee on Supplier Ratings (COSR)
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Agenda
§ Welcome: Jason Pearson, Executive Director, Sustainable Purchasing Leadership Council (SPLC)
§ Introductions: ▫ Tim Hopper, Microsoft ▫ Anastasia O’Rourke, Industrial Economics, Inc. (IEc) ▫ Mike Wallace, BrownFlynn
§ Market Dynamics: Mike Wallace § Procurement Perspective: The opportunity for COSR – Tim Hopper § Market Based Solution: Anastasia O’Rourke § Action Items/Next Steps
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Perspective from SPLC Jason Pearson, SPLC
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W W W. S U S TA I N A B L E P U R C H A S I N G . O R G
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The largest professionally-managed demand signal driving the global economy.
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A huge opportunity for collective influence.
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Multiple purchasers send fragmented, “similar but different” demand signals.
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Professionals lack access to common resources that would encourage alignment.
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Which causes confusion for suppliers, slowing market transformation.
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Introductions
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Today’s Presenters
Jason Pearson, Executive Director, Sustainable Purchasing Leadership Council (SPLC)
Tim Hopper, Responsible Sourcing Manager, Microsoft
Dr. Anastasia O'Rourke, Special Consultant, IEc & Board Chair, SPLC
Mike Wallace, Managing Director, BrownFlynn
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Market Conditions Mike Wallace, BrownFlynn
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Market Conditions
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Market Conditions
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Market Conditions
Sustainability Surveys § IBM § Airbus § Kaiser Permanente § Siemens § Marathon Oil § British Telecom § Boeing § Ingersoll Rand § Volvo § United States Postal Service § Wal-Mart § BMW § Johnson Controls
Sustainability Training § Nike § Puma § Apple § AT&T, Inc. § Mattel § Bristol-Myers Squibb § Campbell’s § Intel
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Market Conditions
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Market Conditions
CIO $91 billion Procurement $6 billion
Procurement $9 billion
CIO $283 billion
CIO $188 billion
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Market Conditions
The evolution of the market:
https://www.greenbiz.com/blogs/enterprise/shift-happens
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Procurement Perspective: The opportunity for COSR
Tim Hopper, Microsoft
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the solution
ü Stakeholder developed framework reflects ARISTA Standard for sustainable investments research, EPA draft Guidelines for Ecolabels and standards; GISR Principles, GRI G4 Principles, IIRC Principles, ISEAL Credibility Principles, Sustainable Purchasing Leadership Council Principles, SASB Principles
ü Framework covers areas such as if the rater is impartial, their processes and innovation. The framework also reviews if their rating criteria is relevant and assessable. Finally, the framework provides an inventory of the raters coverage (regions, sectors, and companies) as well as other capabilities.
ü Publication of framework and rater evaluation results will enable procurement professionals to yield the following impacts.
the problem There is missing guidance for professional purchasers to navigate 3rd party company-level environmental, social and governance (ESG) sustainability ratings. The absence of this guidance has led to additional survey fatigue and associated buyer/supplier costs, as well as an inability to determine if companies have achieved credible sustainable ratings.
Enterprise-level ESG Evaluation Framework and Results for Global Public/Private Procurement Professionals
the impact
ü Decrease Risk – by promoting credible 3rd party enterprise level ESG performance ratings for professional procurement
ü Decrease Cost – by reducing survey fatigue and other resources required to dramatically scale procurement developed rating systems
ü Increase in Stakeholder Satisfaction - by embracing credible, independent assessments of company-level sustainability ratings
V2.0 Framework
COSR Overview
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ORGANIZATIONS
Conveners
Advisory Committee
Participants
Over 30 organizations participating to date..
Sponsor Chair Technical Consulting
COSR: Multi-stakeholder Involvement
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Market Based Solution Anastasia O’Rourke, IEc
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COSR hypotheses
1. Procurers assess the ESG performance of suppliers in the context of their overall spending in much the same way that investors analyze the ESG performance of companies in their investment portfolios
2. A company’s ESG performance in a “sustainable” investment portfolio could be relevant to its assessment part of a procurer’s “portfolio” of suppliers.
Could organizations leverage ESG research and ratings to support strategic sustainable procurement?
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We set out to:
1. Understand the current landscape of ESG research and ratings products 2. Explore applying existing ESG ratings research in strategic sustainable procurement 3. Develop a framework to assess their application 4. Pilot and apply the framework, with lots of feedback along the way.
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October November December January February March
Our approach
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V2.0 Framework
20 Interviews & AC input
Analysis of ratings & indexes Key
references
Inputs to Framework v2.0
V1.0 Pilot
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Key references Principles and Standards § ARISTA Standard for sustainable
investments research § EPA Draft Guidelines for Ecolabels
and Standards
§ GISR Principles § GRI G4 Principles § IIRC Principles § ISEAL Credibility Principles § SASB Principles
§ SustainAbility Rate-the-Raters § Sustainable Purchasing Leadership
Council (SPLC) Principles § UN Principles for Responsible
Investment
ESG Indicators § ARISTA standard for sustainable investments
research § CDP § CSRHub
§ EICC: Equivalence Assessment, Three Pillars. § Global Impact Investing Network: IRIS § Global Social Compliance Program § Global Reporting Initiative: G4 § Natural Capital
§ SA8000 Standard § SASB Sector Guidelines § SPLC Guidelines § UN Global Compact § Walmart Sustainability Index
§ World Federation of Exchanges (WFE) enhanced sustainability guidance.
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Framework Structure
In each category: • Factors • Indicators • Questions to raters • Possible evidence • Weightings • References
Rating Organization
& Process
Rating Criteria Coverage
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Who is the rating organization and how do they rate companies?
1. Impartial 2. Track record 3. Management 4. Creation and maintenance of
rating criteria
5. Research and ratings process 6. Engagement of stakeholders 7. Stewardship 8. Innovation 9. Scalable
Rating Organization
& Process
Rating Criteria Coverage
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What are the rating criteria, are they relevant?
10. Relevant
11. Assessable
12. Customizable
13. Transparent
ESG indicators, Materiality
Rating Organization
& Process
Rating Criteria Coverage
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Where are the rated companies?
14. Coverage:
15. Accessible
16. Validated
17. Disclosure
Regions, sectors
Rating Organization
& Process
Rating Criteria Coverage
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Example application in a purchasing context
Procurer asks suppliers:
Have you been rated by one of these?
Shortlist: - Rating 1 - Rating 2 - Rating 3…
Integrate into supplier assessment & engagement program
Ask supplier to get rated by one of these ratings products
YES
NO
Procurer reviews and selects ESG ratings products based on COSR profiles
COSR Profiles: - Rating 1 - Rating 2 - Rating 3…
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Immediate Next Steps for COSR
1. COSR Report • Project goals • Methods • Landscape of ESG ratings • Framework factors • Potential use cases • Release late February 2016.
2. Assessments of ESG Raters • Using Framework V 2.0 • Profile ESG ratings systems (max.
10) • Pilot-test application with Microsoft
Rating Organization
& Process
Rating Criteria Coverage
3. Share Results https://www.sustainablepurchasing.org/cosr/
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Next Steps: Phase II
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W W W. S U S TA I N A B L E P U R C H A S I N G . O R G
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SPLC Founders Circle
City of Portland, OR
City of San Francisco, CA
City of Washington, DC
State of California
State of Michigan
State of Minnesota
37
U.S. DEPARTMENT
of AGRICULTURE
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SPLC Partners
38
Ongoing recruitment
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A Broad Coalition Federal purchasers:
DOE, EPA, GSA, USDA, LBL, PNNL State/local government purchasers:
Cities: Cleveland, Denver, Portland, San Francisco, Santa Monica, Municipal Collaboration for Sustainable Procurement, Sound Transit Counties: Alameda, Arlington, King, Multnomah, Snohomish State/Province: California, DC, Massachusetts, Michigan, Minnesota, Nova Scotia, NERC
College and university purchasers: American, Arizona State, Emory, George Washington, Michigan State, Portland Community College, Portland State University, Southern CT State, UC Santa Barbara, UPenn, UT Austin, Association for the Advancement of Sustainability in Higher Education
Corporate purchasers Accenture, Aflac, Allstate, Aramark, Belk, Best Buy, Bloomberg, Caesars, CBRE, CH2M, Citi, Edelman, EPRI, FedEx, Goodyear, Hilton, JCPenney, Interface, Lockheed, Mahindra, Microsoft, Office Depot, Pacific Gas & Electric, Sonoco, TD Bank
Environmental interest organizations: CalRecycle, CEGESTI, Center for Environmental Health, Ecoinstitut, ISEAL Alliance, MI DEQ, MN PCA, Practice GreenHealth, Sustainable Methods Institute, USGBC, US DOE, US EPA, World Resources Institute, WWF
Social interest organizations: Coalition of Immokalee Workers, CorpWatch, Equitable Origin, Fair Trade USA, International Campaign for Responsible Technology, International Labor Rights Forum, Canadian Aboriginal and Minority Supplier Council, Social Hotspots Database Project
Business associations: American Sustainable Business Council, American Chemistry Council, American Coatings Association, Business and Institutional Furniture Manufacturers Association (BIFMA), Consumer Specialty Products Association, Institute of Supply Management
Suppliers Accenture, Altenex, Apex Clean Energy, ASSA-ABLOY, Biosynthetic Technologies, BuildingWise, CarbonNeutral Co, Dell, Domtar, EcoLab, EcoVadis, Edelman, FedEx, Goodyear, Kuhn Associates, iFixIt, Lockheed, MindClick, Office Depot, PRé, RepRisk, Resource Recycling, SciQuest, Sonoco, Sphere E, Thinkstep, TreeZero, Trucost, Venable LLP, VitalMetrics, Waste Management
Product Certifiers/Standards Developers/Labelers: Center for Resource Solutions, CIPS Sustainability Index,
Equitable Origin, Fair Trade USA, Forest Stewardship Council, GreenCircle Certified, Green Seal, Roundtable on Sustainable Biomaterials, SCS Global Services, Sustainable Forestry Initiative, UL Environment, USDA, US EPA
Partners: ANSI, BSR, ICLEI, NASPO (National Association of State Procurement Officials), Product Stewardship Institute, Responsible Purchasing Network, Sustainable Food Lab
Today: >150 members; > $200bn in spend
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SPLC Next Steps
• Confirm human/financial resources
• Build workgroup
• Explore more use-cases and test with more purchasers
• Further refine framework
• Assess more ESG research products
• Collaborate with key groups
PROJECT WEBPAGE:
https://www.sustainablepurchasing.org/cosr/
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Addendum 1: Public Sector Reporting of Supplier Activities
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City of Cleveland
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City of Chicago
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City of Atlanta
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State of Washington – Dept. of Ecology
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U.S. Postal Service
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U.S. Army