Stedin Group, ensure that their customers have access to energy via our grids throughout the year. They are proud that their grids are among the most reliable grids in the world. As energy has become indispensable in the world they live in. They take it for granted that energy is always available. Stedin Group use energy for everything, at every moment, and they are using more and more of it. At home, on the road and at work.
1. Translating the ESG Strategy
For sustainability managers and C-suite executives, embedding ESG principles into the supply chain is crucial for achieving long-term goals, as most impact is realized within the supply chain and value chain on ESG targets. We began by translating Stedin’s ESG targets into specific departmental responsibilities for Supply Chain. This involved calculating baseline metrics on key ESG topics, performing a comprehensive gap analysis, and identifying the discrepancies between current practices and desired outcomes. This strategic alignment ensures that every action taken by the supply chain department contributes meaningfully to Stedin’s overall ESG ambitions.
2. Deep-Dive: Purchasing Policy & Supplier Engagement
Engaging suppliers and integrating ESG criteria into procurement processes is essential for driving sustainability throughout the supply chain, yet finding a starting point can be difficult. To identify this starting point, we analyzed the integration of ESG factors in the current procurement and supplier performance management processes to identify key areas of improvement. As a follow-up we created project charters for all identified improvement areas, defined on which ESG topic and target they have impact and how much.
3. Governance, Roadmap & Implementation
Finding a starting to be more sustainable is one thing, but making sure this new way of working is embedded into the organization and becomes a new standard for green procurement is another. To do so, effective governance is vital for tracking progress and ensuring accountability. We established a new governance structure to monitor and report on ESG initiatives on a Group level and on different levels in the Supply Chain organization. With the roles, responsibilities, reporting structures in place, the next step was to focus on translating all identified projects into yearly roadmaps towards 2030 to start implementation and reach the yearly ESG targets and ultimately the 2030 ESG target.
4. Readiness and Next Steps
With a clear focus on the projects that need to be performed and their impact on strategy and targets, the organization is ready to embed ESG into their supply chain practices. In parallel, we support Stedin in developing a calculation method to assess their biodiversity impact and initiating improvements in this area.