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Title: Session 8: Measuring and Communicating on Sustainable Supply Chain Performance


1
  • Session 8 Measuring and Communicating on
    Sustainable Supply Chain Performance

2
Approach to Sustainable Supply Chain Management
(SSCM) Overarching Framework
Framing the Issues
Preparing for Implementation
Assessing Impact
Session 4 Sustainable Supply Chains as a Lever
of Competitive Advantage
Session 1 From Sustainable Development to
Sustainable Supply Chains
Session 5 Integrating Sustainability into the
Supply Chain
Session 8 Measuring and Communicating on
Sustainable Supply Chain Performance
Session 2 Governance of Supply Chains I From
Compliance to Voluntary Standards
Session 6 Managing Stakeholder Relations
Session 7 Building Supply Chain Partnerships
Session 3 Governance of Supply Chains II
Introducing International Labour Standards
3
Session objectives
  • Understand the importance of measuring and
    monitoring to improve sustainability performance
    in supply chains
  • Learn about widely adopted methodologies and
    tools to measuring and monitoring supply chain
    and sustainability performance
  • Understand the challenges involved in identifying
    relevant metrics and consistently measuring
    results
  • Explore tools and systems to track and
    communicate results to stakeholders

4
Agenda
  • 8.1 A review of Corporate Performance
    Measurement and Reporting
  • 8.2 Drivers for sustainability measurement and
    reporting
  • 8.3 Measuring supply chain and sustainability
    performance
  • 8.4 Reporting on sustainable supply chain goals
    and progress
  • 8.5 Class discussion Reporting on sustainable
    supply chain performance

5
Talking about performance measurement
  1. What is performance measurement?
  2. Why measuring?
  3. Measuringagainst what?
  4. How to measure?

6
The roadmap to sustainabilitys biggest priority
by far is performance.Companies must produce
tangible results that put them on a truly
sustainable path.Performance will be the
ultimate measure for evaluating a companys
progress towards achieving sustainability. Richar
d LockeDeputy Dean and Professor of
Entrepreneurship,MIT Sloan School of Management
7
Four views on business performance measurement
systems
  • An integrated set of planning and review
    procedures which cascade down through the
    organization to provide a link between each
    individual and the overall strategy of the
    organization (Rogers, 1990)
  • one output of strategic planning senior
    managements choice of the nature and scope of
    the contracts that it negotiates, both explicitly
    and implicitly, with its stakeholders. The PMS
    is the toolto monitor those contractual
    relationships. (Atkinson et al, 1997)
  • A PMS enables informed decisions to be made and
    actions to be taken because it quantifies the
    efficiency and effectiveness of past actions
    through.analysis, interpretation and
    dissemination of appropriate data. (Neely, 1998)
  • A strategic PMS translates business strategies
    into deliverable results. Combine financial,
    strategic and operating measures to gauge how
    well a company meets its targets (Gates, 1999)

8
Performance measurement is certainly NOT about
profit alone
  • By early 1980s, Johnson and Kaplan highlighted
    the shortfalls of financial performance measures
    to reflect changes in the competitive environment
    and strategies of organisations
  • The 1990s saw a performance measurement
    revolution (Eccles, 1991 Neely, 1999) and a
    proliferation of frameworks that integrate wider
    criteria
  • Balanced Scorecard (Kaplan and Norton, 1992)
  • Performance Measurement Matrix (Keegan et al,
    1989)
  • SMART Pyramid (Lynch and Cross, 1991)
  • Baldrige Criteria for Performance Excellence
  • Performance Prism (Kennerley and Neely, 2000)
  • European Foundation for Quality Management (EFQM)
    Excellence Model
  • Six Sigma

9
Bottom line, the overall concept of corporate
performance has evolved to integrate measures
beyond financial indicators
  • After the accounting and reporting scandals of
    the early 2000s (e.g. Enron), corporate
    governance became a priority for stakeholders,
    from regulators to consumers
  • Additional stakeholder demand for transparency in
    areas such as board level remuneration, internal
    controls, procurement practices and management
    oversight have set new standards for corporate
    reporting
  • Closer scrutiny of practices, results and overall
    performance has resulted into more complexity,
    new metrics, new measurement systems and greater
    information available for stakeholders
  • The emergence of Globally Accepted Accounting
    Principles (GAAP) and International Financial
    Reporting Standards (IFRS) have formalized the
    need to measure and communicate broader corporate
    activity through reporting.
  • More recently, the concept of Triple Bottom Line
    (TBL) emerged, referring to the expansion of
    accounting of financial performance to make
    corporations accountable for their environmental
    and social impacts.

10
Agenda
  • 8.1 A review of Corporate Performance
    Measurement and Reporting
  • 8.2 Drivers for sustainability measurement and
    reporting
  • 8.3 Measuring supply chain and sustainability
    performance
  • 8.4 Reporting on sustainable supply chain goals
    and progress
  • 8.5 Class discussion Reporting on sustainable
    supply chain performance

11
Drivers for measuring sustainability performance
  • Monitor, review and adjust
  • Transparency and legitimacy support claims for
    actions
  • Increased demands from multiple stakeholders
    shareholders, customers, community, suppliers,
    investment community
  • Increased visibility of sustainable supply chain
    activities within overall business operations
  • Align sustainable supply chain goals and
    performance with corporate performance

12
The business case approach (Brown, 2006)
creating value for shareholders
  • Social and environmental accounting seen as an
    expanded management toolkit for increasing
    shareholder value (Hedstrom et al., 1998)
  • Focuses on identifying and pursuing forms of CSR
    and SEA that result in win-wins for both business
    and wider stakeholders (Brown, 2006)
  • BITC (2003) states that there are rewards to
    reap from an effective business-led approach
    that make the business case compelling
  • A way to demonstrate positive impact on society
    (BITC, 2003), and to head off campaigns from
    activists.which have the potential to threaten
    business interests (Litvin, 2003)
  • Business leaders are increasingly acting upon
    this responsibility (to report) because it makes
    good business sense. It helps companies mitigate
    risk, protect corporate brand, and gain
    competitive advantage(Deloitte, 2002)

13
Business benefits from sustainability reporting
(WBCSD, 2003)
  • Creating financial value
  • Attracting long term capital and favourable
    financing conditions
  • Raising awareness, motivating and aligning staff,
    attracting talent
  • Improving management systems
  • Risk awareness
  • Encouraging innovation
  • Continuous improvement
  • Enhancing reputation
  • Transparency to stakeholders
  • Maintaining license to operate

14
The Stakeholder-Accountability Approach (Brown,
2006) promotes a more open and transparent
society
  • While stakeholders share interests, there is
    considerable potential for conflicts of interests
    (Brown)
  • Managements primary responsibility is to society
    and managerial performance should be evaluated
    in terms of both profit and the accomplishment of
    social initiatives (Chen, 1975)
  • The Corporate Report backs up the notion that
    stakeholders have rights to information
    (Accounting Standards Steering Committee, 1975)
  • Accountability as being called to account for
    ones actions
  • Recognizes the economic, social and political
    power that corporations have in society
  • Companies accountable for the use of financial,
    human and community resources entrusted to them
    and that affected parties need safeguards against
    potential abuses
  • Access to information plays an important
    monitoring role in the process

15
Beyond theory the view from practitioners
  • Key reasons for measuring supply chain
    sustainability
  • Illustrative example from the shipping industry

Innovation
Attract
Attract
Source North American Sustainable Supply Chain
Report 2010
16
Agenda
  • 8.1 A review of Corporate Performance
    Measurement and Reporting
  • 8.2 Drivers for sustainability measurement and
    reporting
  • 8.3 Measuring supply chain and sustainability
    performance
  • 8.4 Reporting on sustainable supply chain goals
    and progress
  • 8.5 Class discussion Reporting on sustainable
    supply chain performance

17
Evolution of supply chain measurement systems
(Beamon, 1996)
  • Single performance measures e.g. cost, customer
    satisfaction (Christopher, 1994), supplier
    performance (Davis, 1993), risk management
    (Johnson and Randolph, 1995). Key considerations
  • Inclusiveness
  • Universality
  • Measurability
  • Consistency
  • Strategic goal-driven measures type of
    performance measurement directly related to the
    manufacturing strategy (Maskell, 1991)
  • Performance meeting strategic goals
  • Performance measure as a driver for achieving
    vision and goals
  • Strategic goals seldom refer to a single
    performance measure, but to a combination of
    measures

An effective supply chain performance measurement
system must rely in a combination of measures
that acknowledge the interrelations within the
supply chain, consider risks and uncertainties
and are consistent with an organizations
strategic goals.
18
Three types of performance measures for supply
chains (Beamon, 1999)
  • Total cost of resources
  • Distribution/manufacturing cost
  • Inventory investment, obsolescence
  • Return on investment (ROI)
  • Quality
  • Customer response time
  • Number of items produced
  • Number of on-time deliveries
  • Manufacturing lead time
  • Shipping errors
  • Customer complaints
  • Volume flexibility e.g. seasonality
  • Delivery flexibility e.g. transport disruptions
  • Product mix flexibility demand variations
  • New product flexibility

19
Frameworks for measuring social and environmental
performance of supply chains broadly disseminated
and adopted
  • WBCSDs Measuring Impact Framework
  • Global Reporting Initiatives Guidelines for
    measuring and reporting on sustainability
    performance
  • Prince of Wales Accounting for Sustainability
    Project Connected Reporting Framework
  • AccountAbilitys AA1000 Accountability Principles

20
The Global Reporting Initiative guidelines is
the most widely adopted measurement and reporting
framework
The cornerstone of the framework is the
Sustainability Reporting Guidelines. The third
version of the Guidelines - known as the G3
Guidelines - was published in 2006, and is a free
public good.
21
The GRI Guidelines and supplements
  • The GRI Guidelines
  • Sector supplements providing guidance that
    captures sustainability issues faced by specific
    industry sectors, e.g. financial services,
    telecommunications, auto manufacturing, mining
  • Technical protocols providing detailed
    measurement methods and procedures for reporting
    on indicators contained in the core guidelines
    e.g. energy indicators providing definitions
    (e.g. direct vs. indirect energy) and measurement
    methodologies (e.g. conversions, units)
  • National annexes providing national (local)
    country perspectives and particular influences,
    nuances and contexts to sustainability
  • Issue guidance documents on topics such as
    diversity and productivity

22
The GRI Standard Disclosures
  • Measures express strategic approach, management
    goals, and performance results through three
    kinds of disclosures
  • Profile disclosures set the overall context for
    understanding performance - such as strategy and
    governance.
  • Management Approach disclosures explain how
    specific sustainability issues are managed,
    including goals and targets.
  • Performance Indicators elicit comparable
    information on economic, environmental, and
    social performance.

Source Global Reporting Initiative G3
Guidelines, accessible at www.globalreporting.org
23
Measuring Economic Performance according to GRI
  • The economic dimension of sustainability concerns
    the organisations impacts on the economic
    conditions of its stakeholders and on economic
    systems at a local, national, and global levels
    (GRI3.1). They show
  • Flow of capital among different stakeholders
  • Main economic impacts of the organisation
    throughout society

24
Measuring environmental performance according to
GRI
  • Performance and measures relative to inputs
    (e.g., material, energy, water) and outputs
    (e.g., emissions, effluents, waste).
  • Performance and indicators relative to
    biodiversity, environmental compliance,
    environmental expenditure and the impacts of
    products and services.
  • Corporate goals in the area and Policy
  • Organisational Responsibility Management
    accountable for executing process
  • Training and awareness Procedures aimed at
    creating awareness and training
  • Monitoring and Follow Up
  • Monitoring, corrective and preventive actions
    with emphasis on the supply chain
  • List of certifications for environment-related
    performance or other approaches to
    auditing/verification for the reporting
    organization or its supply chain.
  • Additional Contextual Information
  • Key successes and shortcomings
  • Environmental risks and opportunities
  • Key strategies and procedures for implementing
    policies or achieving goals.

25
Sample Environmental Performance Indicators
required by GRI
Source Global Reporting Initiative G3
Guidelines, accessible at www.globalreporting.org
26
Measuring social performance according to GRI
  • 1. Labour Practices and Decent Work
  • United Nations Universal Declaration of Human
    Rights
  • United Nations Convention International Covenant
    on Civil and Political Rights United Nations
    Convention International Covenant on Economic,
    Social, and Cultural Rights
  • Convention on the Elimination of all Forms of
    Discrimination against Women (CEDAW)
  • ILO Declaration on Fundamental Principles and
    Rights at Work and The Vienna Declaration and
    Programme of Action
  • ILO Tripartite Declaration Concerning
    Multinational Enterprises and Social Policy
  • Organisation for Economic Cooperation and
    Development (OECD) Guidelines for Multinational
    Enterprises
  • 2. Human Rights
  • Main issues nondiscrimination, gender equality,
    freedom of association, collective bargaining,
    child labor, forced and compulsory labor, and
    indigenous rights
  • Body of law treaties, conventions, declarations
  • 3. Society
  • Impacts on local communities
  • Bribery, corruption, monopoly
  • 4. Product Responsibility Customer Health and
    Safety, Labeling, Marketing, Customer Privacy,
    Compliance

27
Sample Social Performance Indicators required by
GRI
28
Additional sector-specific indicatorsSector
supplements
  • Working Group
  • Media
  • First Draft
  • Airports
  • Construction Real Estate
  • Event Organisers
  • Final Draft
  • Food Processing
  • NGO
  • Oil Gas
  • Pilot
  • Apparel Footwear
  • Automotive
  • Logistics Transportation
  • Public Agency
  • Telecommunications
  • Final
  • Electric Utilities Financial Services Sector
    Supplement obligatory to obtain level A from 1
    January 2010
  • Mining Sector Supplement required to obtain GRI
    Application level A from 31 December 2011

29
Agenda
  • 8.1 A review of Corporate Performance
    Measurement and Reporting
  • 8.2 Drivers for sustainability measurement and
    reporting
  • 8.3 Measuring supply chain and sustainability
    performance
  • 8.4 Reporting on sustainable supply chain goals
    and progress
  • 8.5 Class discussion Reporting on sustainable
    supply chain performance

30
The number of companies reporting on GRI
Guidelines continues to expand, with increased
SME and emerging markets participation
Number of Reports 2010
Geographic Distribution 2010
9 growth in China
68 growth in Brazil
Source Global Reporting Initiative 2010
Statistics
31
Global reporting statistics show an upward trend
in the number of reports including meaningful
sustainability information
Global Output Report 2010
FTSE100 Constituents Reporting
In 10 years, the number of reports mentioning
significant sustainability achievements grew by 6
times (Corporate Register)
Annual growth 2009-2010 of FTSE100 Companies
including meaningful sustainability information
reached 10 percent
32
From corporate reporting to sustainability
reporting
  • As discussed, it is widely acknowledged that
    financial reporting captures only a portion of a
    companys value creation potential and corporate
    risks
  • Intangible factors such as strategy, innovation
    capacity, talent retention, reputation
    management, commercial risk reduction (e.g.
    bribery, occupational accidents), resource
    efficiency and others can be measured and
    disclosed through sustainability reporting
  • Sustainability reporting complements financial
    reports by integrating non-financial value
    drivers, such as human capital formation,
    corporate governance, management of environmental
    risks and the ability to innovate
  • Reporting on social and environmental performance
    allows establishing the link between business
    strategy and sustainability by assessing the
    sustainability issues influencing the companys
    competitive advantage cost leadership,
    product/service differentiation and the formation
    of intellectual capital
  • It is a tool to communicate with stakeholders,
    disclose and discuss risks, uncertainties,
    challenges and trends that may materially affect
    financial performance

33
Sustainability Reporting
  • Sustainability reporting is the practice of
    measuring, disclosing and being accountable to
    internal and external stakeholders for
    organisational performance towards the goal of
    sustainable development. 
  • Sustainability reporting is a broad term
    considered synonymous with others used to
    describe reporting on economic, environmental,
    and social impacts (e.g., triple bottom line,
    corporate responsibility reporting, etc.). 
  • GRI Sustainability Reporting Guidelines
  • Version 3.1, 2010-2011

34
Market forces influencing sustainability reporting
  • Institutional investors risk management,
    compliance and performance
  • Sustainability investment performance track
    record
  • Sustainability driven corporate competitiveness
    and profitability measurement
  • Competitive benchmarking
  • Guidelines and indicators of performance UN
    Principles for Responsible Investment (UNPRI),
    FTSE4GOOD and Dow Jones Sustainability Indexes,
    Ethibel Sustainability Index (Standard Poors)

Financial/Market Forces
Stakeholder Forces
  • Voluntary sustainability initiatives and
    accountability
  • Stakeholder pressure for mandatory disclosure
  • Stakeholder pressure for mandatory pension fund
    disclosure
  • UN Environmental Programme Finance Initiative
    (UNEP FI), UN Global Compact, Global Reporting
    Initiative (GRI), Carbon Disclosure Project
    (CDP), Coalition for Environmentally Responsible
    Economies (CERES)

Regulatory Forces
  • National environmental and financial metrics and
    disclosure demands
  • Intergovernmental legislation and action plans
    EU communication on CSR from November 2011
  • Mandatory Reporting on Greenhouse Gases Rule
    (US), OECD Guidelines for Pension Fund
    Governance, Sarbanes-Oxley Act

35
To Report or not to Report?
  • Factors influencing decision to report relate to
    size, stakeholder relations, regulatory
    requirements, etc.
  • Reporting has evolved to integrate several
    formats and channels
  • Stand-alone Sustainability Reports
  • Integrated Corporate and Sustainability Reports
  • Interactive online Reports
  • Online, dedicated websites with regularly updated
    information
  • Different channels and content for different
    stakeholders

36
Future outlook sustainability and integrated
corporate reporting mainstreaming
  • Governments and the financial community strongly
    driving the trend
  • In France, a new law has expanded requirements
    for sustainability reporting to non-listed firms,
    becoming mandatory for around 2,600 companies.
  • In South Africa, companies listed on the JSE
    Securities Exchange must comply with the King
    Report on Corporate Governance for South Africa
    (King III), which recommends that companies
    should produce an integrated report rather than a
    separate annual financial report and
    sustainability report.
  • Mainstream investors increasingly looking for
    reliable information that can be independently
    verified and benchmarked within and across
    sectors
  • One out of every seven written questions from
    shareholders of companies on the CAC401, during
    general assemblies in 2010 related to
    sustainability issues
  • Specialist companies, such as Vigeo, Eiris and
    SAM, have emerged to provide sustainability
    ratings, providing independent assessments of ESG
    performance

1. Frances main stock index. It The index
represents a capitalization-weighted measure of
the 40 most significant values among the 100
highest market capitalized stocks on Euronext
Paris bourse.
37
Agenda
  • 8.1 A review of Corporate Performance
    Measurement and Reporting
  • 8.2 Drivers for sustainability measurement and
    reporting
  • 8.3 Measuring supply chain and sustainability
    performance
  • 8.4 Reporting on sustainable supply chain goals
    and progress
  • 8.5 Class discussion Reporting on sustainable
    supply chain performance

38
Class Example and Discussion Danones Human
Rights Indicators
39
Class Discussion Danones Human Rights
Performance Indicators
  • As preparation for the module, you have read the
    Danone Sustainability Reports Section on Human
    Rights Performance Indicators and related pages
  • In your groups, take 45 to discuss this section.
    Please use the following questions in guiding
    your discussion
  • In your view, what are the main (2-3) initiatives
    Danone is taking forward in this area and what
    have been the results so far?
  • What are specific tools through which Danone
    measures the sustainability of their suppliers
    practices?
  • How are the corporate headquarters and the
    Country Business Business Units (CBUs) working
    together in implementing and monitoring
    procedures and practices?
  • What are in your view, areas on which Danones
    disclosure on human rights performance could
    improve? Please provide specific examples.

40
Conclusion
  • Several approaches to measuring and tracking
    supply chain performance, but no one-size fits
    all solution
  • Measuring and communicating allows for increased
    credibility and trust amongst all stakeholders
    (including workers)
  • Measuring and monitoring as a systematic process
    contributes to increased operational efficiency
    and hence, overall performance improvement
  • Different stakeholders are interested in
    different metrics. Tailor efforts and
    communication accordingly
  • The journey has just began. Transparency will
    become ever more important for consumers,
    investors, suppliers as instant connectivity
    grows and consumers engage at a deeper level with
    business

41
Back up Slides
42
Application Levels
Report Application Level
C
B
A
C
B
A
Report on 1.1 2.1 2.10 3.1 3.8 3.10
3.12 4.1 4.4 4.14 4.15
Report Externally Assured
Report on all criteria listed for Level C
plus 1.2 3.9 3.13 4.4 4.13, 4-16 4.17
Same as requirement for Level B
Report Externally Assured
Report Externally Assured
G3 Profile Disclosure
Not Required
Management Approach Disclosures for each
indicator Category
Management Approach Disclosures for each
indicator Category
G3 Management Approach Disclosures
Report on each core G3 and Sector Supplement
Indicator with due regard to the Materiality
Principle by either a) Reporting on the
Indicator or b) Explaining the reason for its
omission Not applicable is not valid Must
explain i.e. not material, no data, no
commitment, proprietary information
Report on a minimum of 20 Performance Indicators,
including at least one from each Economic,
Environmental, Human Rights, Labour, Society,
Product Responsibility Core Additional
Indicators
Report on a minimum of 10 Performance Indicators,
including at lease one each of Economic, Social
and Environmental Core Indicators
G3 Performance Indicators Sector
Supplements Performance Indicators
Indicator Guidelines 1. Depend on what level of
report (A, B, C) you are aiming for 2. Always
core, then additional, then sector supplements,
then others (industries, new, other)
43
Reporting Principles
Defining Content Materiality Topics and indicators that reflect social, environmental, economic impacts that would influence stakeholder assessments and decisions
Stakeholder Inclusiveness Identify stakeholders and explain how responded to their expectations
Sustainability Content Performance in the wider context of sustainability
Completeness Material topics, indicators and definition of reporting boundary to reflect impacts
Defining Quality Balance Reflect both positive and negative aspects of performance
Comparability Issues and information should be selected, compiled and reported consistently
Accuracy Information sufficiently accurate and detailed for stakeholders to access performance
Timeliness Reporting occurs on a regular schedule and information is available in time to make informed decisions
Clarity Information presented in a manner that is understandable and accessible
Reliability Information and processes used to prepare report should be gathered, recorded, compiled, analysed and disclosed in a way that could be subject to examination
Boundary Setting The Sustainability Report should include the entities over which the reporting company exercises control or significant influence both in and through its relationships with various entities upstream (e.g. supply chain) and downstream (e.g. distribution customers)
Source GRI G3 Guidelines
44
Measuring against what?
Societal Values / Norms Standards/Principles/Instr
uments
  • Companys own values and stated mission. This may
    explicitly set out social, economic and
    environmental goals
  • Values and interests that reflect views and
    aspirations of key stakeholders
  • Values institutionalized in law, conventions or
    rooted social norms

Specific stakeholder Values / Views
Firm Core Values
Source Simon Zadek, The Civil Corporation,
2006
45
Linking Sustainability metrics and Business
Strategy metrics
  • What are the relevant metrics and KPIs?
  • Economic growth
  • Customer satisfaction
  • Employee engagement
  • Stakeholder engagement
  • What are the Key Thrusts?
  • Strategic priorities
  • Market, financial, business objectives
  • Targets

What is the Vision, Goals, Objectives for the
company? What is the vision for sustainability?
What are the specific sustainability goals? How
do they fit with business strategy?
What would be specific metrics related to
sustainability goals?
How are the sustainability goals woven in our
supply chain activities?
Source Latitude
46
Linking Sustainability Strategy and metrics
Example Marks and Spencer Plan A
Specific activities related to sustainability
objectives integrated with other activities
Specific metrics related to sustainability
objectives
Sustainability related Objectives (By 2012)
Reduce environmental impact
  • Climate Change
  • Reducing energy use
  • Using green energy
  • Tackling food miles
  • Helping consumers cut carbon
  • Fuel efficiency in warehouses
  • Energy efficiency in warehouses
  • Number of Green factories
  • Number of Green Stores
  • Store Energy consumption

47
Key considerations in setting metrics to measure
progress
  • There is an underlying objective for the
    measurement.
  • Measurement terminology is defined and used
    consistently throughout the organization.
  • Information needed for the measurements is
    obtainable.
  • The measurement will create behaviour that is in
    concert with organizational goals and objectives.
  • While there will likely be a combination of
    lagging and leading indicators, leading
    indicators are more appropriate to help predict
    how the organization will perform in the future.
  • The measurements should be used to track
    performance trends.
  • Appropriate benchmarks and targets are identified.

Source Butler et al, 2008
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