[et_pb_section fb_built= »1″ _builder_version= »3.22″][et_pb_row _builder_version= »3.25″ background_size= »initial » background_position= »top_left » background_repeat= »repeat » custom_margin= »|-159px||-1px|| » width= »100% »][et_pb_column type= »4_4″ _builder_version= »3.25″ custom_padding= »||| » custom_padding__hover= »||| »][et_pb_image src= »https://sustain-in.com/wp-content/uploads/2022/01/logo-avec-phrase-daccorche-1-Copie.png » _builder_version= »4.7.5″ _module_preset= »default » title_text= »logo avec phrase d’accorche 1 – Copie » background_color= »#ffffff » hover_enabled= »0″ sticky_enabled= »0″ custom_margin= »-223px|101px|26px|-67px|| » custom_padding= »0px|2px|||| » min_height= »216.5px »][/et_pb_image][et_pb_text _builder_version= »4.7.5″ _module_preset= »default » hover_enabled= »0″ sticky_enabled= »0″ header_3_font= »Montserrat|600||||||| » header_3_line_height= »1.1em » header_3_font_size= »19px » custom_margin= »|||-207px|| » custom_padding= »9px|105px||142px|| »] MEDD, un collectif composé d’experts pluridisciplinaires pour un diagnostic et une vue 360 sur son entreprise. Les nouveaux contextes font évoluer plus rapidement que jamais les forces, les faiblesses et les manquements des entreprises, ce qui nécessite d’adapter plusieurs fois par an son positionnement d’entreprise – d’enrichir ses offres avec de nouveaux plus concurrentiels. [/et_pb_text][et_pb_text _builder_version= »3.27.4″ background_size= »initial » background_position= »top_left » background_repeat= »repeat » custom_margin= »|||69px|| »] La RSE évolue vite mais toutes les autres disciplines aussi. Les techniques de marketing, les outils de communication ou encore la manière de concevoir des relations avec des parties prenantes clés changent tout aussi rapidement. La transition sociétale, écologique et technologique que nous traversons nous imposent d’être adaptable, compétitif et à l’écoute à l’égard de nos parties prenantes. Cette évolution nous montre aussi que la performance d’une entreprise de dépends pas que du produit ou le nombre de ventes faîtes sur une année mais d’une performance transdisciplinaire où les disciplines convergent et se complémentent. Voici la raison pour laquelle Sustain-in adhère au collectif MEDD. Une équipe avec une méthodologie pour vous préconiser des actions qui sont complémentaires afin de monter en capacité et performance dans tous les départements de l’entreprise. Nous allons donc voir plus en détails les aspects et le fonctionnement du MEDD. Pourquoi le MEDD ? Étant conscients qu’une action de conseil isolée peut être freinée par d’autres dysfonctionnements dans l’entreprise, le MEDD intervient simultanément à plusieurs experts pour formuler nos recommandations croisées et validées par tous, c’est une vision 360° pour : -Permettre d’exploiter 100% du potentiel de toute l’entreprise et de ses marchés. -Garantir que les missions pourront aboutir dans 100% des contextes. -Intégrer et faire réussir de nouvelles expertises – compétences métiers -Exploiter 100% du potentiel de tous pas forcément décelé quand un conseil isolé n’a que sa vision métier. Comment elle actionne la performance ? Les 47 leviers de performance incontournables pour générer une rentabilité durable ont été construits avec le retour d’expériences de F. THEVENEAU : 22 années d’encadrement marketing et commercial + 18 années de conseil et de nombreux experts métiers séniors : DAF, DRH, performance marketing, commerciale, web, numérique, industrielle, achats, RSE, financements publics… Tous les leviers activés créent votre modèle économique durable et différenciant. Ils sont valables aussi bien en BtoB, BtoC, GMD; Business de réseau… La réussite d’une entreprise est aujourd’hui impactée autant par la pertinence de son modèle économique que sa performance globale d’entreprise. 4 étapes sont nécessaires pour permettre à vos équipes et à votre entreprise d’acquérir, au bon rythme, de nouvelles méthodes et de compléter leurs compétences. [/et_pb_text][/et_pb_column][/et_pb_row][/et_pb_section]
→ Sustain-In: A platform to harness CSR
Corporate Social Responsibility (CSR) is commonly regarded as a necessity around the world. The good news is that CSR offers many advantages. However, a current lack of measures and mutual understanding across supply chains are impeding its implementation, and consequently the related stakeholders’ ability to benefit from these advantages. Sustainability only started emerging as a vital element to a company’s operations roughly ten years ago. Now it is being studied and implemented by more and more companies across all operational departments. One of the reasons of its slow expansion was due to the market relations between supplier and buyer. Still occurring today, it is hard for manufacturers or service providers to align to retailers’ and buyers’ extra-financial requests due to the competitive nature of the market squeezing prices leaving them little time and money to manoeuver. Additionally, purchasers often trade off CSR aspects or commitments for prices and quality which implies that suppliers are not encouraged to initiate CSR practices. Nevertheless, companies are increasingly acknowledging the potential of implementing CSR practices across internal operations, while also including it in their supply chain management approach.. Corporations are now working on multiple fronts to reduce supply chain risks and harness CSR advantages by reviewing sourcing, production methods, mapping operational risks and deploying new mitigation measures. One particular measure that companies are undertaking is a tool for supply chain monitoring and evaluating CSR risks and opportunities of their suppliers. Such a measure enables a buyer to enhance relationships, align practices with suppliers, eliminate potentially risky suppliers and combat external risks such as climate change. Disruptions to supply chains are a major cause in undertaking sustainability measures as many of them could be avoidable with pre-emptive decision-making. These disruptions may be caused by social and ethical standards; e.g companies receiving bad publicity for not responsibly sourcing materials; poor labour standards abroad; strikes blockading the flow of goods or bad sourcing strategy caused by sourcing all materials from a country that is subject to instability. Now that CSR awareness has risen due to the acknowledgement of key and big profile buyers, suppliers are more encouraged to take on CSR actions. This not only allows suppliers to become more resilient and stand out from their competitors, but also allows buyers to enhance their supply chain resiliency and stand out in their market. An excellent example of mutual benefits for suppliers and buyers can be seen through a CSR program that IKEA initiated for its suppliers. IKEA has set high standards for themselves and their partners. In order to enhance its sustainable values and relationships it has introduced its own program, called the I-WAY standards. This internal standard is provided to all suppliers and requests them to implement a list of « Must Requirements ». The list appears to be all-encompassing and highly demanding for a supplier that has not yet embarked on the sustainability voyage, but, once achieved, the supplier will reap the benefits of sustainability by being a solid and committed company. This mutually beneficial arrangement enhances IKEA’s supply chain sustainability and enables the supplier to become a long term partner for the Swedish giant. On the one hand such self-made programs are a great indicator that the corporate sector is moving ahead towards steering responsible businesses; on the other hand they are, in some cases, very hard to implement for certain companies and sectors owing to a lack of time, money or practical tools. Research conducted by Stefańska (2015) on suppliers that interact with retailers points out benefits but also issues between the two parties that hinder the full opportunities and advantages of implementing CSR. Many of the suppliers interviewed said that they were not exactly aware of the retailers’ motivations or vision; nor did they associate themselves with some retailers’ aspirations or plans. This would indicate, that from a supplier’s perspective, these programs become a simple strategy procedure for selection rather than an inclusive supply chain program. Participants are not given any recognition and do not see any return for their efforts other than gaining a contract. Suppliers also lack interest aligning with retailers programs due to the very nature of a competitive market. As previously stated in this article, suppliers become restricted by time and money therefore leading to a lack of interest with regards to retailers’ efforts. Retailers will be less likely to deal with this problem as they are not facing the same problems as suppliers and likely dispose a higher portion of their budget to implement sustainable measures. Another issue is that a proportion of supplier applicants are conducting similar programs with different buyers requesting dissimilar commitments. This implies that suppliers cannot be fully engaged towards their commitments and are not reaping the advantages of CSR as it is asking too much from them. The aforementioned issues illustrate that neither the supplier nor the buyer are able to seize the full advantages. CSR progress is halted due to a lack of engagement and efficiency. There is increasingly a need for a comprehensive framework that provides a clear, inclusive and rewarding scheme for both supplier(s) and buyer(s). A solution to this is Sustain-In’s Supply Chain Stewardship Program. Providing a platform that links suppliers with buyers around CSR matters. Buyers are able to use this platform as a management tool for their initiatives and programs. It allows them to engage with their suppliers, clearly communicate common goals and work towards implementing new sustainable practices. Sustain-In’s platform is deployed as an audit and communication tool for the buyer. It permits the buyer to assess what suppliers have put in place internally and communicate what actions are needed in the future. Future measures are then monitored and registered on their online account so that the buyer can conduct full assessment of its supply chains. The main objective for the buyer is to assure themselves they are working with committed and responsible partners. The platform not only allows the buyer to request certain commitments from the supplier, but also allows the supplier to put forward other
→ Climate Change Risks and Opportunities
Buyers and suppliers alike can embrace benefits whilst tackling climate change within supply chains (SC). Climate change is a well-recognised risk among many worldwide institutions. If addressed properly by the private sector, multinationals (who have a big role to play) and their supply chains may generate multiple medium and long term benefits. This article addresses the risks to SC stakeholders caused by climate change but the main focus is the rising opportunities that decrease long term risks, reduce costs and enhance economic, social and environmental performance by re-invigorating their relationships between supply chain stakeholders. Severe climatic events such as droughts, floods and storms caused by global warming are increasingly impacting supply chains. Climate change not only degrades the social and environmental state of the world but also its economic performance. Over the past few decades, multinationals have begun to change their strategies and procurement policies in order to do their part in an attempt to reverse the situation. However, many reports, such as The 3% Solution are pointing out the hidden environmental impacts embedded in their supply chains. Depending on the studies, up to 85% of the corporate CO₂ emissions occur upstream. Although already an immense task, reaping the full benefits of tackling climate change will require suppliers and buyers working together through diverse program solutions. As its title indicates The 3% Solution report explains that for the U.S to meet its IPCC target of reducing emissions by 25% from 1990 levels, its supply chains need to reduce 1.2 gigatons of CO₂ emissions which equates to a 3% reduction annually until 2020. A target not only reachable but also cost saving too. If this target is met $190 billion of savings could be made throughout corporate supply chains. This will be achieved through three main activities: Changing management and behavioural business approaches to improve energy efficiency Energy efficiency through technology improvements The deployment of low-carbon energy, particularly rooftop solar photovoltaics. Decreasing the emissions by 1.2 Gt with the three main activities can be conducted through multiple actions. Management and behaviour changes that represent 135-270 Mt CO₂ of the total can be achieved by monitoring energy use, improving transport routes and identifying and stopping energy leakages. Technology improvements represent the biggest opportunity of reduction which is 580 Mt CO₂ and can split into 3 sub-categories: industrial, commercial and transport. This includes activities such as energy and steam waste recovery, efficient lighting systems and efficiency in diesel heavy duty vehicles, respectively. An ever evolving sector makes it difficult to pinpoint the most suitable way to implement low carbon technologies. However installing natural gas turbines for on-site electricity generation and/or rooftop solar photovoltaics are increasingly becoming a viable source of energy. In 2016 the Global Risk Report published by the World Economic Forum declared that the biggest threat to the world economy was ‘Failure of Climate Change Mitigation and Adaptation’. This was also classed as the third most likely event to happen after ‘Large Scale Migration’ and ‘Extreme Weather Events’. In order to respond to this challenge and harness its opportunities, Stewardship programs comprised of sustainability evaluations that cover multiple social and environmental aspects are emerging as a solid solution to reach out to supply chain partners, launch collective initiatives, monitor and implement new strategies across your supply chains. Sustain-In’s Stewardship Program offers a concise methodology and framework to assess the sustainability efforts in place and the carbon footprint of your suppliers’ activities. Through a methodical evaluation process Sustain-In conducts a CSR assessment in order to audit and analyse pertinent policies and measures that have been implemented. The assessment is done through an online platform which allows the suppliers, the buyer and Sustain-In to interact and work towards a sustainable future. The ability for the suppliers to register, upload and save information for themselves and the buyer allows Sustain-In to monitor progress over a specific timeframe. In order to provide a clear understanding of sustainability progress a report is split into four main themes; Social Environmental Business Ethics Sector Specific Issues. The first 2 cover all typical social and environmental issues that a company may address. The latter 2 are orientated towards the specific contextual issues that occur in different sectors. The second part of Sustain-In’s framework consists of a carbon footprint of companies’ activities. Whether from the industrial or the service sector the carbon footprint includes all activity impacts from office and building facilities to transport and manufacture. Being able to monitor environmental policies and measures put in place and footprint all carbon emissions produced by a company’s activities permits suppliers themselves and buyers to draw up initiatives and construct common objectives over the long term so that they can bring climate change opportunities to fruition and meet international sustainable development goals. Sources: Carbon Disclosure Project (CDP). 2013. The 3% Solution. -The World Economic Forum. 2016. The Global Risks Report 2016 11th Edition. -Prnewswire. 2016. Companies Blind to Climate Risks in Half Their Supply Chains Finds Largest Global Study. Available at: https://www.prnewswire.com/news-releases/companies-blind-to-climate-risks-in-half-their-supply-chains-finds-largest-global-study-300209209.html.
→ Brand Value and Reputation
Implementing CSR strategies at an organisational level to enhance not only one’s company but also its own supply chains’ performance is becoming the favoured way to accelerate strong relationships among stakeholders, reduce risks and boost brand value and reputation. The following short article will focus on the latter and illustrate potential policies and actions that may increase a company’s brand value and reputation. Integrating CSR into your HR policies, procurement policies or contractual clauses increases a company’s standards and values and in turn strengthens brand identity, attracts customers and differentiates the brand from other competitors. A report produced by Business in the Community and the Doughty Centre for Corporate Responsibility identifies companies that implement ecological practices, and shows that enhanced corporate values and standards and customer care increases the ability of companies’ brands to attract consumers, employees and investors. They also state that many consumers surveyed « claim to be influenced in their purchasing decisions by the CSR reputation of firms ». An organisation’s image is ever changing as economic, social and environmental standards increase and market expectations rise. The financial bottom line is no longer sufficient to attract stakeholders, investors or enhance a company’s reputation. Employees’ needs, local/regional communities and protecting the environment are now much higher on the agenda. In order to meet these expectations and gain a competitive edge over other companies, a solid commitment towards sustainability must be deployed so that stakeholders can track the progress being made. Demonstrating their commitments will therefore enhance responsible stakeholder management and brand performance and in turn encourage companies to increase their sustainable practices even further. Another reason to build one’s company image and reputation is for tender applications. It is increasingly common for companies’ to have to provide a sustainability performance evaluation for tenders. It is an optimal way to demonstrate a company’s strengths and progress in terms of sustainable policies and actions implemented. Thus, making one stand out from other competitors that also apply to tenders. Such evaluations will generate CSR reports that lay out what is in place within your organisation so that you can communicate your performance to the public or use it for tenders. Whether in the public or private sector, CSR commitments or evaluations are increasingly requested for tenders to verify a contractor’s activities and suitability. There are multiple ways to enhance your brand and reputation. Please find listed a series of potential actions to take (dependant on sectors): Design products for maximum recyclability and « circularity » Design for lower energy and material use in the life cycle Design for positive influence on consumers’ health Source from local or micro suppliers Source from certified ethical suppliers in conflict zones Consider sustainability criteria in facility’s location decision Use alternative fuels Follow international standards (ISOs) Implement fair-wage policy Invest/Partner with local community projects A report published by the World Economic Forum and Accenture identified 31 practices that empower responsible value chains and local sourcing is among them. More so today than in the past decades, local sourcing strategies are implemented not only to cut costs but to enhance branding. For local sourcing, three main approaches emerge for leveraging small local holders; Operational Efficiency, Licence to Operate and Local Market Penetration. Operational Efficiency is mainly focused on forming connections with smallholders to reduce supply chain disruptions, improve quality, reduce production losses and create durable relationships with local and regional communities. Regarding Licence to Operate, the report implies that by being involved in sustainability, there is potential to gain credibility with local communities, NGOs, media and governments. In turn, avoiding bureaucratic difficulties and enhancing local opportunities, better pricing and government subsidies. Local Market Penetration involves the companies that market their products locally. Not only do they create efficient operations by sourcing locally but they use their brand reputation and affinity with local markets to provide local products for local tastes and needs. By gaining access to these additional local markets they enjoy not only increased profits but also the reduced taxes that come with fewer international imports. Implementing CSR strategies or, for example, the possible 31 practices identified by the report will bring many benefits to a company’s brand value but also to many other areas of business. For instance, a 5% to 20% increase in revenue for responsible products, a 9% to 16% reduction in supply chain cost, a 13% to 22% reduction in greenhouse gases and an increase in brand value from 15% to 30%. Sources: -World Economic Forum and Accenture, (2015). Beyond Supply Chains – Empowering Responsible Value Chains. World Economic Forum, Cologny/Geneva. Available online. -Doughty Centre for Corporate Responsibility and Business in the Community, (2011). The business case for being a responsible business. Cranfield’s Doughty Centre, Swindon. Available online. – Virdi, I., (2012). Corporate Social Responsibility Practices – An Operations and Supply Chain Perspective. Australasian Supply Chain Institute. Available online.
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