Slides from Formerly Director Sustainability & Responsible Sourcing, Hilton, presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
SPLC 2018 Summit: Developing a Sustainable Purchasing Policy for Your Organiz...SPLCouncil
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SPLC 2018: Developing a Sustainable Purchasing Policy for Your OrganizationSPLCouncil
Slides from Betsy Hayes, Chief Procurement Officer of the State of Minnesota, presented at the Sustainable Purchasing Leadership Council's 2018 Summit in Minneapolis, MN.
There are many articles on the sustainability of the watchmaking, jewelery, lifestyle and luxury industry. Very often, they target large publicly traded groups and well-established iconic brands. Unfortunately, they forget that our industry is mainly made up of small and medium-sized businesses. And these SMEs face the same problems, but with clearly different means.
Today, H. Sturzenegger & Sons has created a specialized team of consultants and offers professional services in assessment, measurement, implementation and monitoring of sustainability policies to SMEs of all sizes and for each budget. Indeed, the protection of our planet is not the monopoly of large groups, nor of iconic brands, but it is the responsibility of all, including SMEs, employees, shareholders and everyone, in our daily life. Fewer speeches, but simple, precise and most effective actions.
Below you will find our own approach, in total compliance with the UN’s “17 ESG criteria” and the OECD’s “Sustainable Manufacturing Green Toolkit”.
Contents
Step 1. Identify ESG Issues & Conduct Materiality Assessment
Identify the most relevant ESG issues dynamically considering double materiality
Step 2. As-Is Current State Assessment
Diagnosis of current management state and maturity regarding material ESG issues
Step 3. Set To-Be Goals & Develop As-Is to To-Be Roadmap
Establish clear objectives/goals & develop roadmap to achieve the goals
Step 4. Set ESG Strategic Framework & Action Plans
Set clear framework and actions for ESG program execution
Step 5. Execution
Implement management program and Monitor & Evaluate progress and performance
Step 6. Review & Improve Program
Evaluate outcomes and revise any needed part of program
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* Specification of indicators for the success of a measure.
* The baselines for the selected indicators.
* Assessment of outputs and outcomes.
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In this report, firstly the main concepts of result based planning (RBM) argued and then some foresight models for road mapping introduced. Finally the assumption of this combination based on a MENARID and SMLWR road map shortly introduced.
NYU Stern School of Business Presents: Training Students for a Sustainable Fu...Antea Group
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The presentation starts combing the well known input-output-impact chain within a preferred evaluation framework dealing with the evaluation questions:
* Effectiveness: To what extents have the expected objectives been achieved?
* Efficiency: Have the objectives been achieved at lowest cost?
* Utility & Sustainability: Do the expected effects contribute to a net increase in energy efficiency and sustainability?
The presentation will give you knowledge and practical examples for 7 key analytic elements of policy measure and energy efficiency programme evaluations:
* Policy measure theory used in the programme.
* Specification of indicators for the success of a measure.
* The baselines for the selected indicators.
* Assessment of outputs and outcomes.
* Assessment of energy savings and emissions reductions and other relevant impacts.
* The calculation of costs, cost-efficiency and cost-effectiveness.
* The level of evaluation effort.
These 7 key elements will be elaborated for several programmes, based on practical experiences from all over the world including:
* Building codes
* General information, labelling and information centres
* Price reducing policies
* Taxation systems
* Voluntary agreements
The presentation will be finalised with a overview on recent development, among others: Increasing harmonisation and standardisation of energy savings calculations, impact evaluation of behavioural programmes and evaluation of packages of programmes.
The presentation is based on work within the IEA DSM Agreement resulting in an evaluation guidebook, based on national case studies and on national end international experiences.
Based on his Masters thesis on the differences between ISO 20121 standards and the AOEX/ASTM standards, Andrew Walker presents a full explanation of how these two standards can work together.
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- Program formulation / project design
- Operational structure
- Implementation strategy
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A Practical Guide to Sustainability in MeetingsEIBTM
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The power of being understood
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APM Portfolio SIG conference
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Policy management is an ongoing process that you should always focus on improving so that it keeps your organization not only running in a lawful manner but also in a streamlined fashion.
Harrisburg UniversityISEM 547 IT PolicyOb.docxshericehewat
Harrisburg University
ISEM 547
IT Policy
Objectives
Why Policy?
Policy, Procedures, Guidelines
Writing IT Policy (Best Practices)
IT Policy Management
2
IT Policy
3
What is Policy, Procedures, Guidelines & Standards ?
Policy: are principles, rules, and protocols formulated or adopted by an organization to govern its actions.
The requirements outlined in policies, are used to control and guide important organizational decisions (e.g., managerial, financial, administrative, acquisitions, contractual, programmatic, operational, technical, etc.); within the boundaries set by them
Procedures are specific instructions to be used to implement policy requirements in a specific way; they are enforceable through the policy
Guidelines are general rules, practices, and/or instructions that can be referenced to comply with policy; they are not enforceable but recommended as best practices that should be followed
Standards: refer to something that is considered by an authority or by general consent as a basis of comparison (e.g., industry, protocols, academic, etc.)
The purpose of standards is to outline agreed principles or criteria, so that their users can make reliable assumptions about a particular product, service or practice
Standards are often referenced in policies or can be used to frame a policy
Policies should have a formal lifecycle and change management process
4
Why IT Policy is Important
Primary reasons for IT Policy:
Protecting corporate assets (keeping systems and corporate information safe)
The policy aligns stakeholders and drives desired behaviors, actions, and provides guidance on how to do things
Only written and published policy can be used to prove the company has exercised “Due Diligence” in a court of law
There may be legal or regulatory reasons a policy must be created and published (e.g., HIPAA, FTI1075, Federal Green-Book Standard, etc.)
Enable an organization to manage business risk through defined controls that provide a benchmark for audit and corrective action
Without documented policies and procedures each and every employee and contractor will act in accordance with their own perception of acceptable use and system management will be ad-hoc and inconsistent
5
Features of good policy
Features of good policy usually include the following
Specific- Policy should be specific/definite. If it is uncertain, then the implementation will become difficult.
Clear & Understandable - Policy must be unambiguous. It should avoid use of jargons and connotations. There should be no misunderstandings in following the policy. Unclear policies can lead to indecisiveness and uncertainty in minds of those who look into it for guidance
Uniform- Policy must be uniform enough so that it can be efficiently followed by the subordinates.
Appropriate- Policy should be appropriate to the present organizational strategies and goals and address the intended policy objectives.
Simple- A policy shou ...
BA VALUE FOR AN ESG FRAMEWORK FOR A SUSTAINABLE BUSINESS MODEL IIBAAustraliaChapterIIBA
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Impact Management Principles. EVPA, European Venture Philanthropy AssociationDominique Gross
EVPA’s guidance for impact management and Social Value International’s
(SVI) Principles are in many ways interlinked. This document shows EVPA and SVI’s position on impact measurement and management.
The European Venture Philanthropy Association (EVPA) supports a fivestep
process to help organisations measure and manage their social
impact. These steps aim to help venture philanthropy organisations and
social investors (VPO/SIs) and social purpose organisations (SPOs) to implement a system to collect information in order to improve the products and services offered to the final beneficiaries.
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SPLC 2018 Summit: Developing a Sustainable Purchasing Policy for Your Organization
1. SPLC Model Policy Template and Handbook
Dr. Anastasia O’Rourke & Angela Vitulli
1
May 15, 2018
2. • Guide action
• Galvanize disparate actors
• Create a shared vision and goal for the
program
>> We want policies to guide the right
kind of action!
Policies can …
2
3. Why did SPLC create Model Policy Template and Handbook?
• Member demand
• Give organizations a head start in creating or updating a SP policy
• Encourage adoption of best practices aligned with SPLC’s Principles, Guidance, and
BENCHMARK Maturity Model, and ISO 20400
• Promote greater convergence across organizations’ sustainable purchasing policies
and activities.
• Increase the chance of successful SP implementation
3
4. How did we create the model policy and Handbook?
Reviewed
- Policies – Public and Private
- Guidance and Standards
- Interviews
Technical
Advisory
Committee (TAC)
Refine & Finish Launch today
Reference Guides Reviewed
• European Commission: Buying Green!
Handbook
• ICLEI Procura+ Manual
• ISO 20400: 2017 Standard
• Minnesota Pollution Control Agency
Guidance on SP Policies
• NASPO Green Purchasing Guide
• SPLC Principles
• SPLC GUIDANCE v2.0
• SPLC BENCHMARK
• USDN, RPN Sustainable Procurement
Playbook for Cities
• UNEP Sustainable Public Procurement
Implementation Guidelines
Example Policies and Executive
Orders Reviewed
• City of DC
• City of Sacramento
• City of San Francisco
• City of Seattle
• Commonwealth of
• King County, Washington
• Multonmah County, Oregon
• State of California
• State of Colorado
• State of
• State of Minnesota
• State of New York
• US Federal Government
• University of California
• Five corporate policies were also reviewed
(confidential).
4
5. What is special about this policy template?
• Focus on a robust program
• Future-proof sustainable purchasing
• Reflects best practices identified by SPLC
members in Guidance, Chapter 2
• Designed to help secure executive support for
an approach consistent with SPLC’s member-
developed Principles for Leadership
In Sustainable Purchasing
• “Actions” described in the policy
secure executive sponsorship for
cross-functional participation in
each of the steps in the Strategy
Cycle
5
6. Purpose of the template policy
• With this template policy, a program leader should:
– Have the authority they need to convene internal and external stakeholders
around high priority opportunities to make the organization’s purchasing more
sustainable
– Engage those stakeholders in analyzing spending and associated impacts
– Plan purchasing and related operational actions to address those impacts
– Implement those plans
– Track, report, and share the results
6
7. Model Policy Template - Preamble
It is the policy of {organization} to be a leader in sustainability.
With this policy, we are establishing a sustainable purchasing program at {organization}. This
will strengthen our commitment to {reference relevant sustainability/corporate social
responsibility policies or goals for the organization, such as commitment to the UN
Sustainable Development Goals, other corporate social responsibility (CSR) and/or
environmental goals}.
Our sustainable purchasing program will address the environmental, social, and economic
impacts associated with the {organization’s} purchase of an estimated annual {insert $
dollar amount} in goods and services.
Sustainable purchasing means making sure that our suppliers – and the products and
services they supply – deliver value for money and generate benefits not only for
{organization}, but also for the environment, society, and the economy.
7
8. Model Policy Template – Commitments (1)
Allocate Resources
Appoint Program Leader
Engage Stakeholders
Analyze Spending
Planning:
Prioritize categories of spending for sustainable purchasing
Establish quantitative goals for each category
Identify implementation strategies to achieve goals
Assign coordination, communication, measurement, and reporting tasks
Implementation:
Undertake needs analysis
Conduct market assessments and engage suppliers
Develop specifications and contract language (following SPLC)
Seek disclosure, data, communicating preferences for innovation
Engage and rewarding suppliers
Calculate the total cost of ownership
Conduct training
Incorporate SP into performance metrics – staff and suppliers
8
9. (continued)
Track
Design monitoring and reporting system to track progress
Measure and report on performance outcomes
Report
Quarterly reporting to senior leaders in organization
Annual reporting to stakeholders about activities and outcomes
Continuous Improvement
Annual review of progress to inform continuous improvement of Program
Review and update the Action Plan
Share
Contribute lessons learned to broader community
Signature and Date
Model Policy Template – Commitments (2)
9
10. The SPLC Program Policy is the Foundation for Other Institutional SP Policies
10
PROGRAM
POLICY
Supplier Code of
Conduct
ENERGY STAR
Policy
Fleet Policy
Packaging Policy
Paper & Wood Policy
Fair Trade Policy
A process-based policy
establishes a Sustainable
Purchasing Program, which
then provides coordination for
the development and
implementation of more
specific policies, as needed.
11. Key Steps Covered in the Handbook
11
Research &
Preparation1• Understand your
organization’s policy
development process and
sign off procedures
• Identify the organization’s
relevant legal responsibilities,
and policy goals and
commitments
• Identify stakeholders and
senior leaders to engage in
policy development
• Decide on the form of policy,
if applicable
• Locate existing policy
template used by the
organization
Writing & Stakeholder
Engagement2• Draft an initial policy based on
the SPLC model policy
template, adapting it for your
organization
• Get input on the policy from
stakeholders
• Refine and finalize the policy
Policy Approval &
Promotion3 • Get formal policy
approval and all
appropriate signatures
• Promote the release of
the policy with a signing
event, communications to
all affected stakeholders,
social media post, and/or
press release, et cetera
• Post the policy to your
website and distribute as
appropriate
12. How does SPLC expect the policy and handbook to be used?
Adapt to your organizations’ policy process and format
Connect to existing policies and guidance documents
Compare to others policies and programs (via BENCHMARK and other SPLC
resources)
Find the Policy at:
12
http://www.sustainablepurchasing.org/request-policy
Editor's Notes
So happy to share with you a new SPLC work-product, hot off the press! Its being released at the Summit today.
My name is AOR, work for IEc with my colleague AV. We have been working for SPLC in producing this model policy and handbook, in collaboration with Sam Hummel and the TAC.
In this presentation I will cover
Why did SPLC create this?
What is special about this template?
How did SPLC create this?
What are the key components of the policy?
What does it cover?
What doesn’t it cover, and why?
What’s in the handbook and why do we need it?
How does SPLC expect this handbook to be used?
Why did SPLC create this?
What is special about this template?
How did SPLC create this?
What are the key components of the policy?
What does it cover?
What doesn’t it cover, and why?
What’s in the handbook and why do we need it?
How does SPLC expect this handbook to be used?
What are the next steps?
Empahsise Guidance.
The Policy emphasizes
Designation of a program leader
Allocation of resources to support them
Establishes critical political support