Setting credible goals is integral to articulating how your organisation plans to do its part to support environmental and community resilience (See our blog for more details). Since you don't directly control the value chain, you will need to use your influence. When setting goals, avoid offloading the burden of change onto suppliers. Instead, view your value chain as an extension of your business and acknowledge your responsibility in addressing the impacts of the goods and services you use. Your goals should reflect a fair contribution of resources to aid suppliers.¹ ² Additionally, you might encourage suppliers to set their own goals, highlighting the benefits they stand to gain. Where feasible, consider collaborating with suppliers to work to meet certain goals jointly.
EXAMPLE: Levi Strauss & Co. set contextual water targets at the basin level
LS&Co. conducted life cycle assessments to understand water use in its supply chain, shaping programs to address these impacts. Utilising tools like the WWF Water Risk Filter, LS&Co. identified water risks in its supply chain, categorising suppliers based on local water stress levels. Suppliers in less stressed areas were given efficiency targets, while those in high-stress regions received stricter water use targets, illustrating a contextual water strategy.³
EXAMPLE: Ericsson sends climate action letter to suppliers
Ericsson's climate goal aligns with limiting global warming to 1.5°C as outlined in the Paris Agreement and expects its suppliers to do the same. In a letter to suppliers, the company asked suppliers to set public climate targets of their own and shared resources to get started.⁴
EXAMPLE: [INDIRECT] HP challenges marketing agencies to diversify their workforce
HP challenged its top five U.S.-based marketing agencies to significantly increase the number of women and minorities working on HP accounts, with particular attention to senior roles.⁵