Impact Prioritization on a Budget
Alameda County
California, USA

Learning Objectives
• Better understand the various methods used to prioritize the impacts
of your purchasing, depending on budget and needs
• Gain exposure to “real-world” applications of these methods across
sectors
• Provide a “toolkit” to help you get started on your own prioritization
activity

• What do we mean by Impact Prioritization?
• Impact Prioritization on a Budget: MGM Resorts Approach
• Applying Lifecycle Thinking to Target Procurement Priorities:
Alameda County’s Evolving Approach
• Prioritizing Sustainable Procurement at The World Bank Group
Agenda

• What do we mean by Impact Prioritization?
• Impact Prioritization on a Budget: MGM Resorts Approach
• Applying Lifecycle Thinking to Target Procurement Priorities:
Alameda County’s Evolving Approach
• Prioritizing Sustainable Procurement at The World Bank Group
Agenda

Ex. Higher Education Spend
Impact
Prioritization:
The process of
identifying and
prioritizing your
purchasing’s
environmental,
social and
economic impacts.
What are the
environmental
impacts of my
spend?
Which of these impacts should I be
addressing?
What are the
social impacts
of my spend?
What are the
economic
impacts of my
spend?

Approaches: An emerging landscape
Lifecycle
Assessment
(EIO-LCA)
Product-level
Lifecycle
Assessment (LCA)
Materiality
Assessment
Leverage
someone else’s
Lifecycle
Assessment
(EIO-LCA)
Purchasing Toolkit
Cost and Purchasing Scope
TypesofImpacts*Considered
Environmental
Environmental
Environmental,
Social and Economic

The goal of impact prioritization
• Ghg Emissions
• Water Use
• Conflicts of Interest
• Local Economic
Development
• Supplier Diversity
• Human Trafficking
• Unsafe Factories
1. Understand the
highest impacts
(and opportunities)
of your purchasing
2. Use this knowledge
to align strategies and
projects that address
them
Impact Prioritization + Aligned Strategies = IMPACT-FOCUSED RESULTS!
• Renewable energy
• Environmentally-
preferred products
• Supplier Diversity
Development Program
• Supplier Code of Conduct
• Factory Audits
• Transparency Policy
• Local Sourcing
Environmental Social Economic

Yalmaz Siddiqui
VP of Corporate
Sustainability
MGM Resorts
Three perspectives…
Karen Cook
Sustainability Project
Manager
County of Alameda,
California (USA)
Adam Rubinfield
Sustainability
Manager-Corporate
Procurement
The World Bank Group

MGM RESORTS INTERNATIONAL 9
MGM Resorts Approach
Impact
Prioritization
on a Budget
Yalmaz Siddiqui, VP, Corporate Sustainability

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Four topics for discussion
1. What impact types could you prioritize?
2. How might you prioritize?
3. The hybrid approach MGM is taking
4. Potential lessons for you

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First topic
1. What impact types could you prioritize?
2. How might you prioritize?
3. The hybrid approach MGM is taking
4. Potential lessons for you

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You could prioritize: One or more
specific environmental impacts

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You could prioritize:
Diverse supplier inclusion / human rights

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You could prioritize:
Short term or long term economic impacts

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Second topic
1. What impact types could you prioritize?
2. How might you prioritize?
3. The hybrid approach MGM is taking
4. Potential lessons for you

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Potential approaches to prioritization
1. No prioritization: just start…random acts
2. Prioritize based on stakeholder preference
3. Prioritization based on qualitative analysis
4. Prioritization based on free quantitative analysis
5. Prioritization based on deep dive EIO LCA etc.

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You might prioritize impacts that you / your
company / stakeholders care about

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You might prioritize goals your company has
or certifications you’re seeking…

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You might prioritize a specific economic
savings goal
“By the end of 2020, we will drive $50 million
in cost savings through procurement”

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Or you might try
to find the overlap
Environmental
Benefits
Societal
Benefits
Business
Benefits

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Third topic
1. What impact types could you prioritize?
2. How might you prioritize?
3. The hybrid approach MGM is taking
4. Potential lessons for you

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First: Quick context: 70M
square feet of buildings in
<4 square miles in Las Vegas
= concentrated footprint

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Hybrid approach
1. No prioritization: just start…random acts
2. Prioritize based on stakeholder preference (& goals)
3. Prioritization based on qualitative analysis
4. Prioritization based on free quantitative analysis
5. Prioritization based on deep dive EIO LCA etc.

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24
Over time: greener business is a better business
Original: LEED & Supplier Diversity during new
construction projects

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Current: Environmentally Preferable
Purchasing [EPP] Program Development
25
Select Priority
Categories
Define EPP
for Priority
Categories
Determine
Total Category
Spend
1. 2. 3.
Selected based on
business rationale
Reference third party
standards e.g.
USGBC, EPA
Work with Analytics
and/or primary
vendors

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EPP Program…
26
Engage
Vendors to
Calculate
EPP Spend
Establish
Category
EPP Spend
Baseline
Review
Alternative
Products &
Strategies
4. 5. 6.
E.g. Paper Vendor
Worked with suppliers
& internal leads
7.3% EPP Spend on
Paper in 2016

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Gain
Stakeholder
Input on
Alternatives
EPP Program…
27
Implement
Approved
Products &
Strategies
Track &
Report Progress
7. 8. 9.
27
Executive Admins for
Paper; Catering teams
for lunch boxes
Switched paper
Used compostables
86% EPP Spend on Paper
in 2018

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Example:
Environmentally Preferable Paper
28
Why prioritize? Symbolic, visible, achievable.
Reduce impacts associated with deforestation.
No cost increase. But not highest impact.
vs.

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Metrics on EPP paper
29

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2018 Relative Spend by Priority Category
Copy
Paper,
1%
Straws
& Picks,
0.1%
EVS Cleaning
Chemicals, 0.3%

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Current Priority Categories
31
1. Cleaning chemicals
2. Single use cups
1. Produce: Herbs
2. New categories
based on:
a. Cost savings,
b. Scope 3 Carbon
1. Copy paper
2. Lighting
3. Paper Tissues & Towels
4. Linens & Terry
5. Air filters
6. Straws & Picks
7. Disposable containers
8. Select Cleaning Chemicals
9. Materials management
10.Seafood
EPP spend % being tracked EPP Efforts Underway Emerging

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# Priority Category Environmental impacts potentially
mitigated by approach
Social impacts potentially mitigated
by approach
Economic Impacts of approach
1 Copy Paper Deforestation risk
Landfill
Diverse supplier inclusion No cost premium
Savings from demand reduction
2 Lighting Energy use & Carbon emissions
Materials & Waste
Diverse supplier inclusion Total Cost Savings
Under 2 year ROI
3 Air Handler
Filters
Energy use & Carbon emissions
Materials & Waste
Total Cost Savings
Under 2 year ROI
4 Linens & Towels Chemicals of concern Human health No cost impact
5 Cleaning
Chemicals
Chemicals of concern Human health Total Cost Savings
Under 2 year ROI
6 Materials
Management
Landfill Diverse supplier inclusion Higher program costs,
reduced through asset recovery &
rebates7 Straws and picks Plastic pollution Higher item costs, savings from
demand reduction
8 Disposable
containers
Plastic pollution
Landfill
Higher item costs, partially offset by
composting service fees from clients
9 Paper Tissues &
Towels
Deforestation risk
Landfill
Human rights risks No cost impact
10 Seafood Overfishing Human rights risks TBD

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Known EPP Spend % by Priority Category
Cleaning
Chemicals
100%
18%

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Renewable Energy
Contract 100MW
Solar Array
Science Based
Target based on
new knowledge of
‘Embodied Carbon’
Existing: 50% carbon reduction goal (Scope 1 & 2)
Emerging: Science-Based Target (Scope 1, 2, 3)

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What is Scope 3 Carbon?

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What is a Science-Based Target?

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Science Based Target (SBT) =
Emerging prioritization of supply chain carbon
1. Submitted a signed SBT commitment letter in January 2019
2. Engaged World Resources Institute (WRI) to help develop
SBT in accelerated timeline, including Scope 3 carbon
3. Aggregated 2018 operational spend, 2018 construction
spend,
4. Used Quantis tool to calculate ‘embodied carbon’ of spend
5. Developing targets with WRI support
6. Plan to announce validated targets: ideally in Q3 2019

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MGM Resorts spend by Level 1 category in 2018

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Aggregate spend by UN Category in 2018
39

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Quantis Scope 3 Evaluator Tool (Free)
https://ghgprotocol.org/scope-3-evaluator

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Quantis Purchased Goods Example from Webinar
https://www.youtube.com/watch?v=o3_8zlqWqiM

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MGM 2018 Carbon Emissions by Scope [Draft]
0
500
1000
1500
2000
2500
3000
ThousandsofMTCO2e
Scope 1* Scope 2* Scope 3 - Operations Scope 3 - Construction
* Data represents greenhouse gas emissions from 2017

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-
100
200
300
400
500
600
700
Other F&B Non-Metallic
Minerals
Manufacturing Machinery Metals Wood Electrical
Equipment
Rubber and
Plastics
Textiles Agriculture
and
Landscaping
Construction
Services
Chemical
Products
Paper Third-Party
Logistics
Retail Transport
Equipment
Motor Vehicle
Repair
ThousandsofMTCO2e
Operational Construction
Scope 3 emissions by UN Category in 2018 [Draft]

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Carbon
Intensity
by Category

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Spend
Embodied Carbon
Carbon Intensity

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Zoom
Spend
Embodied Carbon
Carbon Intensity

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Forth
1. What impact types could you prioritize?
2. How might you prioritize?
3. The hybrid approach MGM is taking
4. Potential lessons for you

MGM RESORTS INTERNATIONAL 48
Four lessons
1. First, be clear why you are choosing to focus on specific
product categories for your sustainable purchasing efforts
2. Recognize there are multiple approaches to impact
prioritization: chose the one most relevant to you currently
3. Know that there is more ‘maturity’ in tools for environmental
impact reduction, notably carbon emissions reduction
4. Align purchasing priorities to organizational priorities

MGM RESORTS INTERNATIONAL 49
Thank you!

Applying Lifecycle Thinking to
Target Procurement Priorities
Alameda County’s Evolving Approach
Karen Cook | Sustainability Project Manager
SPLC Summit | May 21, 2019

Why look at supply chain opportunities
 Scale of opportunity is significant
 Desire to strategically target
biggest sources of impact
 Move beyond “low-hanging fruit”
initiatives

Using EEIO* lifecycle assessment to
estimate impacts
$ ×
𝐼𝑚𝑝𝑎𝑐𝑡 𝑀𝑒𝑡𝑟𝑖𝑐
$
= 𝐼𝑚𝑝𝑎𝑐𝑡 𝑀𝑒𝑡𝑟𝑖𝑐
Variable:
Total
Expenditure
US avg. supply chain
emissions factor
Estimated supply chain
impact
Data
source:
Organization
spend data
Publicly Available Database
(USEEIO or EIOLCA.net)
*EEIO = Environmentally Extended Input-Output
GHG’s
Etc.
Water Use
Particulate Matter

Low-cost options for prioritization
 Do it yourself
▫ How-To Guide
 Follow the trends
▫ Trends Analysis Report
 Find a comparable organization
▫ City – Portland, OR
▫ County – Alameda County, CA
▫ State – Minnesota, California

Do it yourself
westcoastclimateforum.com/cfpt/HowTo

Follow the trends
(public agencies and universities)
Significant opportunities:
 Construction ~40%
 Professional Services ~10%
 Fleets & Operating
Supplies
Source: Good Company on behalf of StopWaste (2015).
Supply Chain Greenhouse Gas Inventory Meta-Analysis
Download at: https://westcoastclimateforum.com/cfpt

Find a comparable organization
Alameda County
 ~ $900 million in spend
▫ Goods, services, construction
and utilities
 Impact focus on climate, water
and public health pollutants
 Uses EPA’s new USEEIO data
model, accessed with
openLCA

High impact purchasing categories
Other impact metrics in study included:
water use, human toxicity, ozone, acid rain

Focusing in to dig deeper
What types of actions will reduce impacts?
Community-directed
services
Construction &
maintenance
Food service

Pinpoint opportunities
 Utilize USEEIO to determine:
▫ Sources and contributions
▫ Direct vs. upstream impacts
 Identify leverage points:
▫ What actions will address impact
▫ What actions will reduce local
health impacts, especially PM2.5
Figure 14: Percentage of total life-cycle impact, by
supply chain activities for four impact metrics (%).

Recommended vendor actions
 Procure energy efficient vehicles and equipment
 Electrify vehicles & building systems and utilize renewable
electricity
 Serve lower impact foods and reduce food waste,
particularly meat and dairy
 Specify low-carbon concrete, asphalt and fuels for use in
equipment at the construction site

Next steps in the journey
 Inspire vendor adoption of
sustainable business ops.
(Energy efficiency and
renewables, food choices and
waste reduction, etc.)
 Develop low-carbon
specifications for
construction materials

Thank you!
Karen Cook | Sustainability Project Manager
Alameda County | General Services Agency
Karen.Cook@acgov.org | (510) 208-9754
westcoastclimateforum.com/cfpt
www.acsustain.org
www.goodcompany.com

Prioritizing
Sustainable
Procurement at the
World Bank Group
From Sustainability Reporting to Prioritizing Corporate
Procurement

Agenda
Quick introduction to the World Bank
Determining Materiality for the World
Bank sustainability report and GRI index.
Prioritizing Sustainability Impacts for the
World Bank
Prioritizing Sustainability within
Corporate Procurement

67
Overview - Who We Are
3

Overview - Where the WBG Operates
Confidential 68

Materiality
• The Significance of Impacts
• Relevance to Stakeholders

How the WBG Determines What’s Material
Create long list of relevant topics from stakeholder input
Filter for sustainability context and business case
Prioritize – evaluate and rank impacts based on repeatable,
transparent criteria.
Validate – for Balance and with Senior Management
Result: List of Material Topics to transparently
report on in Sustainability Reporting, GRI Index,
and in other communications with stakeholders.

Create Long List
7
1
Identify current relevant topics
 Start with all GRI Topics
 Investigate Sector-Specific Topics
 Include Stakeholder-Derived
Topics
! Process Must Be Systematic and
Repeatable !

A Very Wide Net
1. Biodiversity / Habitats protected or
restored
2. Budget efficiency
3. Capital adequacy / Changes in our
financial sustainability
4. Changes in the business model
5. Citizen engagement
6. Climate Change / Corporate GHG
emissions
7. Climate change / environmental
consideration in operations
8. Climate change / Financial implications
and other risks and opportunities due
to climate change
9. Climate change / Minimal use of fossil
fuels in IBRD-financed projects
10.Climate Change / Pledge to end
financing for upstream oil and gas
exploration after 2019
11.Climate Change / Transparency on
GHG emissions in operations +
shadow price on carbon in economic
analysis of IBRD/IDA projects
12.Climate Change / WBG Climate Action
Plan
13.Corruption / Operations assessed for
risks related to corruption
14.Corruption in Operations
15.Discrimination / Incidents of
discrimination and corrective actions
taken
16.Diversity and Inclusion
17.Education / Country Opinion Survey
18.ES Policies / New Environmental and
Social Framework
19.Ethics / Adoption of new Core Values
and new Code of Conduct
20.Facilities / Energy consumption
21.Facilities / Waste by type and disposal
method
22.Facilities / Water withdrawal by source
23.Financial / Direct economic value
generated and distributed
24.Financial / Financial assistance
received from government
25.Financial results and key drivers of
financial performance
26.Forests and indigenous communities
27.Gender / Gender-Based Violence
Action Plan
28.Gender / WB actions on sexual
harassment policies
29.Gender mainstreaming in WBG
operations
30.Health & wellbeing / Types of injury
and rates of injury, occupational
diseases, lost days, and absenteeism,
and number of work-related fatalities
31.Health and Wellness
32.Human Rights / Operations and
suppliers at significant risk for incidents
of forced or compulsory labor
33.Human Rights assessment
34.Human Rights definition in ESF
35.Impact assessments / Operations with
local community engagement, impact
assessments, and development
programs
36.Infrastructure investments and services
supported
37.Key changes in financial policies, risk
management and governance
38.Local Community Impact / Community
Connections Campaign
39.New financial products
40.Procurement / Materials used by
weight or volume
41.Procurement / Negative environmental
impacts in the supply chain and actions
taken
42.Procurement / Negative social impacts
in the supply chain and actions taken
43.Procurement / New suppliers that were
screened using environmental criteria
44.Procurement / Proportion of spending
on local suppliers
45.Public Sector Governance / Country
Opinion Survey
46.Significant indirect economic impacts
47.Staff / Benefits provided to full-time
employees that are not provided to
temporary or part-time employees
48.Staff / Defined benefit plan obligations
and other retirement plans
49.Staff / Knowledge about staff rights
50.Staff / New employee hires and
employee turnover
51.Staff / Parental leave
52.Staff / Prevention of sexual misconduct
53.Staff / Programs for upgrading
employee skills and transition
assistance programs
54.Staff / Proportion of senior
management hired from the local
community
55.Staff / Ratios of standard entry level
wage by gender compared to local
minimum wage
56.Staff Compensation & Methodology
use
57.Staff in Fragile, Conflict, and Violence
Situations (FCV)
58.Staff/ Career progression
59.Supporting Open Space for Civil
Society
60.Sustainable Finances / Maximizing
Finance for Development
61.Tax Reform/Illicit Financial Flows
62.Training / Average hours of training per
year per employee
72

Prioritize
1. Decide which sustainability impact paradigm to use:
 AccountAbility 1000 (AA1000) – Accounting Principles
 ISO 14001 – Environmental Management
 Accounting for Sustainability – Sustainable Finance
 The Natural Step – Defining a Sustainable Society
 Company specific examples
2. Decide how to prioritize stakeholder expectations.
 Who are your stakeholders?
 Would lack of action/reporting result in reputational risk?
 Cast the Appropriate Boundaries
 Organization’s Strategy and Goals
73

Material topics meeting “high” threshold.
Climate change / environmental
consideration in operations
Operational
Climate change / Financial
implications and other risks and
opportunities due to climate change
Operational
Climate change / Minimal use of
fossil fuels in IBRD-financed projects
Operational
Climate Change / WBG Climate
Action Plan
Operational
Climate Change / Transparency on
GHG emissions in operations +
shadow price on carbon in
economic analysis of IBRD/IDA
projects
Operational
Climate Change / Corporate GHG
emissions
Corporate
74
Significant indirect economic impacts Operational
Financial / Direct economic value
generated and distributed
Operational
ES Policies / New Environmental and
Social Framework
Operational
Gender mainstreaming in WBG
operations
Operational
Corruption / Operations assessed for
risks related to corruption
Both
Corruption in Operations Operational
Public Sector Governance /
Country Opinion Survey
Corporate
Citizen engagement Corporate
Supporting Open Space for Civil
Society
Operational
Procurement / Proportion of
spending on local suppliers
Both
Procurement / Negative social
impacts in the supply chain and
actions taken
Both
Forests and indigenous
communities
Operational
Impact assessments / Operations
with local community
engagement, impact
assessments, and development
programs
Operational
Human Rights / Operations and
suppliers at significant risk for
incidents of forced or
compulsory labor
Operational
Human Rights assessment Operational
Human Rights definition in ESF Operations
Budget efficiency Both
Capital adequacy / Changes in our
financial sustainability
Both
Financial / Financial assistance
received from government
Corporate
Sustainable Finances / Maximizing
Finance for Development
Operational
Infrastructure investments and
services supported
Operational
Diversity and Inclusion Corporate
Staff / Ratios of standard entry
level wage by gender
compared to local minimum
wage
Corporate
Staff Compensation &
Methodology use
Corporate
Staff in Fragile, Conflict, and
Violence Situations (FCV)
Corporate
Staff/ Career progression Corporate
Staff / New employee hires
and employee turnover
Corporate
Staff / Defined benefit plan
obligations and other
retirement plans
Corporate
Staff / Programs for upgrading
employee skills and transition
assistance programs
Health and Wellness Corporate
Health & wellbeing / Types of
injury and rates of injury,
occupational diseases, lost
days, and absenteeism, and
number of work-related
fatalities
Discrimination / Incidents of
discrimination and corrective actions
taken
Corporate
Staff / Knowledge about staff rights Corporate
Staff / Prevention of sexual
misconduct
Corporate
Facilities / Energy consumption Corporate
Facilities / Waste by type and
disposal method
Corporate
Facilities / Water withdrawal by
source
Corporate

Validate and Finalize
Validation: Evaluate material Aspects for balance, and obtain
approval through:
 Management
 Stakeholder feedback
76
Outcome: Balanced, approved list of material Aspects;
each with boundaries, DMAs and indicators

Prioritizing our Corporate Sustainability Impacts

Survey Stakeholders on Priorities

Prioritizing Sustainability Impacts for the World Bank
79

Prioritizing Corporate Sustainability Impacts for the World Bank
80

Corporate Sustainable Principles Nov. 2017
Be Climate
Resilient
Be Energy Smart Be Water Efficient
Ensure Resource
Efficiency
Reduce Waste
Promote
Sustainable Land
Management
Enhance Diversity
and Inclusion
Ensure staff
wellbeing
Engage and
Preserve the
Community
Eliminate
Corruption

Applying Sustainability Principles to Corporate
Procurement at the WBG

Corporate Procurement at the WBG
CONFIDENTIAL
Global support for
IBRD, IFC, MIGA
Annual Spend
$1.6B-$2.0B
Missions:
 Commerciality
 Risk Management
 Sustainability
Key Categories
• Consulting Services
• IT Hardware &
Software
• Construction &
Facilities Management
• Travel Services
• Health Services
Current Vendor
Base: 32,000

Highlights in Sustainable
Procurement
Embedding sustainability in high impact
procurements

At the WBG we
recognize…
That every purchase we make is
a vehicle for change that
supports the World Bank
Group’s priorities.
85

Objective
Sustainable Procurement will benefit the organization by identifying efficiencies, minimizing risk,
encouraging innovation, and raising the organization’s reputation.
Outcomes
Environmental
Purchasing goods and services
that provide a net
environmental benefit to the
WBG and the planet, while
continuing to reduce the
adverse impacts of the goods
and services we purchase.
Social
Create positive social impact
through the goods and
services the WBG purchases,
while minimizing supply
chain risks.
Economic/Supplier
Diversity
Cultivate the use of
underutilized categories of
suppliers to increase
innovation and diversity of
perspective in the WBG
supply chain.
86

Sustainability Assessment by Material Class
Category1. Assess impact
according to each
sustainability
priority
Focus – Impacts ALL areas
Control – Impacts more than 1
Manage – Impacts at least 1
Monitor
2. Determine
sustainability
strategy
3. Implement
By assessing these inherent impacts of each procurement category, we can identify which categories have the
highest sustainability impacts and prioritize solicitations in these categories for mitigation activities and
opportunities.
87
Be Climate
Resilient
Be Energy
Smart
Be Water
Efficient
Ensure
Resource
Efficiency
Reduce Waste
Promote
Sustainable
Land
Management
Enhance
Diversity and
Inclusion
Ensure staff
wellbeing
Engage and
Preserve the
Community
Eliminate
Corruption

Category Prioritization
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OpportunitytosupportSDGs
Sustainability Impact Score
High
Opportunity to
Support SDGs
Low
Opportunity to
Support SDGs
Low Inherent
Sustainability
Impact
High Inherent
Sustainability
Impact
Focus
Control
Manage
Monitor
88

Impact and Opportunity
Inherent Sustainability Impact
Rating of the Category’s Impact in
3 pillars of sustainability
Based on Sustainability Impacts
Identified in Corporate
Sustainability Impact identification
exercise
Somewhat objective measure of
utilizing Natural Step process
Opportunities to Support the
SDGs
Rating of connection to World Bank
Group’s strategic priorities
Positive impact to achievement of
the SDGs
Opportunity to Raise Awareness of
Procurement as a strategic partner
for the organization
89

Sustainability Strategies
Focus
 Represents highest inherent sustainability impact on all three areas.
 Sustainability must be included regardless the value of the project.
 Integrated throughout the procurement process, from identifying key impacts and best practices to the award
criteria and inclusion of sustainability-related KPIs as part of the contract.
Control
 Represents high inherent sustainability impact and value on more than one area.
 Sustainability must receive consideration throughout procurement process for solicitations above $1 million.
 Assess to what degree it must be incorporated in the specifications, evaluation and award criteria based on
key project parameters.
Manage
 Represents some inherent sustainability impact relative to a specific area (environmental, social, economic).
 Address as appropriate in the procurement process.
Monitor
 Represents least inherent sustainability impact.
 Monitor industry developments.

Lessons Learned

Questions?
Alameda County
California, USA

Additional Resources

• Sustainable Business Council (SBC) – New Zealand
Guide to Materiality Assessment:
http://www.sbc.org.nz/__data/assets/pdf_file/000
5/83048/SBC_How-to-complete-a-simple-
materiality-assessment.pdf
• The World Bank’s Materiality Assessment:
http://www.worldbank.org/en/about/what-we-
do/crinfo
• Green Biz article: GreenBiz "Materiality
assessments: The missing link for sustainability
strategy“
• Sustainability for Accounting Standards Board
(SASB): Materiality Assessment Implementation
Guide
For more on materiality
assessments:
• West Coast Climate and Materials Management –
Climate Friendly Purchasing Toolkit:
https://westcoastclimateforum.com/sites/westcoa
stclimateforum/files/related_documents/TA%20Fin
al.pdf#page=4
• State of California Spend Analysis Case Study:
https://community.sustainablepurchasing.org/cont
ent/uploads/_mediavault/2017/05/2017_SPLC_Ca
se_California_Spend.pdf
• City of Portland Spend Analysis Case Study:
https://www.portlandoregon.gov/brfs/article/6279
73
• Spend Analysis & Prioritization: Lessons Learned
(2017 SPLC Summit) – City of Portland / Lockheed
Martin
https://community.sustainablepurchasing.org/vide
os/spend-analysis-prioritization-lessons-learned
For more on EI/EO-based spend
analysis:

Thank you!