How HH Global Became a Leader in Sustainable Procurement

HH Global, a key player in marketing execution and procurement, has unveiled a robust strategy to achieve net-zero emissions by 2040.

With a clear emphasis on climate accountability, the company's commitment is rooted in measurable objectives designed to inspire sector-wide collaboration.

This roadmap not only aligns with both UK and international climate benchmarks but also positions HH Global as a leader in sustainable procurement and marketing services.

Embracing supply chain challenges

Operating in 64 countries and partnering with more than 5,800 suppliers, HH Global leads responsibly in marketing services.

Addressing net zero, the company focuses on five major emission sources: energy, travel, strategic sourcing, freight and waste.

Acknowledging that its greatest carbon impact comes from the supply chain, HH Global views this as both a challenge and an opportunity.

“At HH Global, our success is built on delivering big impact for big ideas. Ideas do not come much bigger than achieving net zero,” says Kristian Elgey, CEO of HH Global.

“This plan, essential for keeping global warming within manageable limits and avoiding the most severe effects of climate change, is at the heart of our commitment.”

Setting science-driven targets

HH Global's targets are steered by the Science-Based Targets initiative (SBTi), aiming for:

• 100% renewable electricity across operations by 2025
• A 50% reduction in emissions across Scopes 1, 2, and 3 by 2030
• A 90% cut in value chain emissions by 2040
• Neutralising the remaining 10% through verified carbon removals

“The goal of limiting global temperature rise to 1.5°C is still within reach but achieving it demands bold, collaborative action,” adds Kevin Dunckley, Chief Sustainability Officer at HH Global.

“This plan sharpens our focus, enhances transparency, and ensures we maintain momentum on this critical path.”

Procurement-influenced transformation

HH Global's plan includes 15 initiatives categorised under "control" (directly managed by HH Global) and "influence" (requiring stakeholder collaboration).

For example, energy use accounts for less than 1% of emissions. HH Global is transitioning to renewable sources and aims to reduce energy-related emissions significantly by 2040 through purchasing renewables and advocating low-carbon office solutions.

In travel, global operations mean significant emissions from business travel. The company plans to cut air travel emissions by 67% by 2040, encouraging electric vehicle use and promoting low-carbon commuting.

For strategic sourcing, its largest emissions source with a total of 985,677 tCO₂e, HH Global is reducing material purchase volume, aiding suppliers' decarbonisation efforts and innovating with low-carbon materials.

Freight emissions, at 39,602 tCO₂e, will decrease through logistics optimisation, reduced air freight reliance and clean transport support.

When it comes to reduction, the target is a 67% cut in emissions tied to packaging, reuse and landfill, supported by modular design programs and sustainable supplier collaborations.

An overarching nature-based solution investment further aligns with the SBTi guidelines, including a deforestation-free supply chain target by 2030.

Ensuring accountability in procurement

Governance underpins HH Global's strategy with an ESG + Risk Committee, regional groups and task forces overseeing progress and adapting strategies.

Emissions monitoring is conducted quarterly via Emitwise and verified by Bureau Veritas.

“Achieving net zero is not just about organisation intent; it’s about the collective effort of people. Reaching this goal will require the dedication, creativity and partnership of our colleagues, clients and strategic supplier partners,” explains Kristian.

In an industry often driven by volume and speed, HH Global's approach marks a systemic change, offering a blueprint for companies pursuing net zero.

“This plan reaffirms our position as a leader in sustainability, showing not just our ambitions for net zero, but the concrete steps we are taking to get there,” concludes Kevin.

“Our approach is built around the principles of ‘Ambition, Action and Accountability’.”