Heineken + Vizibl, Driving Collaborative Partnerships
Today, Vizibl announced a new contract with Heineken, if an introduction is even needed, Heineken is one of the world’s largest beer companies.
Heineken’s procurement department is known for championing innovation and collaboration, so it’s no surprise they’ve now partnered with Vizibl, the leading SaaS platform for Supplier Collaboration & Innovation. Through the multi-year agreement, Vizibl’s platform will assist Heineken in aligning, managing, standardising and leveraging supplier relationships across the organisation. Vizibl’s platform also provides visibility into supplier performance, empowering Heineken to nurture collaborative partnerships and drive supplier innovation.
“Following recognition from Gartner as a 2020 Cool Vendor, this agreement with Heineken further cements Vizibl’s position as the leading Supplier Collaboration and Innovation platform,” said Mark Perera, CEO at Vizibl. “In today’s hyper-competitive supplier landscape, the Vizibl platform will provide the foundation to enable Heineken to bring transparency, consistency, and collaboration to its supplier relationships. These relationships are key for enabling supplier innovation – one of the most important levers enterprise companies have at their disposal for driving sustainable growth.”
Heineken's Responsible Procurement
Operating more than 160 breweries across 70 countries, Heineken was founded in 1864 in Amsterdam by 22- year-old Gerard Adriaan Heineken, and now stands as the #1 brewer in Europe and third worldwide.
Headquartered in Holland, and with over 70 country procurement heads globally, Heineken drives results in their responsible procurement efforts through an advanced procurement program that combines a diverse set of evaluation tools and analysis
Heineken has received EcoVadis’ top 1% Gold rating. To organise and demonstrate their commitment to having an impact on society today, in 2010 the company aggregated their various corporate and employee-driven CSR and environmental initiatives into the “Brewing a Better World” initiative.
According to the Ecovadis case study, the program was built around 6 pillars: Energy/CO2, Water, Sustainable Sourcing, Responsible Consumption, Community/Inclusive Growth and Health & Safety. For each pillar, the program outlined a set of detailed targets, the first of which was to be reached by 2015, with broader targets to be reached by 2020.
51% DECREASE in CO2 emissions in their breweries since 2008 (CO2e/hl)
33% REDUCTION in water consumption (hl/hl) in their breweries since 2008
58% of their main agricultural raw materials came from sustainable sources
A Watershed Moment for Sustainability Commitments
Last month saw a landmark ruling where Royal Dutch Shell was instructed to significantly step up its 2030 climate commitments and slash absolute emissions by 45% compared to 2019 levels. This ruling represents a considerable advance on Shell’s stated aim to cut 45% of its emissions intensity compared to 2016 levels by 2035 – a target which provided leeway for increasing emissions as long as the relative carbon emitted per unit of energy produced fell. Now, this imposes a much larger climate obligation on Shell in calling for an urgent absolute reduction.
A ruling that sent ripples through the oil, gas, and energy sector
A watershed moment, this ruling is sure to cause significant alarm amongst fellow oil and gas giants who recognise – for perhaps the first time – that national courts can compel organisations to accelerate their reduction of harmful emissions under the Paris Agreement. Not only does it have "far-reaching" consequences for Shell itself and may even curb the potential growth of the company, but the decision is also likely to set a legal precedent for other energy companies and corporations. According to Thom Wetzer from Oxford University, who heads up the sustainable law programme: “all companies in the energy industry and all heavy emitters will be put on notice and have to accelerate their decarbonisation plans.”
This court mandate applies to not only the Shell group’s own operations but notably also to all the suppliers and customers of the group – strongly implying that Shell is being asked to tackle its Scope 3 emissions. Consequently, it is clear that Shell cannot meet the ruling’s demands alone; to make an impact across all carbon emissions scopes, Shell and other large businesses must immediately look towards forging new, productive partnerships with supplier stakeholders. Failing to do this not only means missed targets and mounting legislative action but also the reputational damage that this will cause to its brand and the company.
Activist investor warns of existential business risk
Reports on the Shell ruling were almost immediately followed by news of a coup attempt in American oil and gas corporation Exxon Mobil. Due to concerns surrounding Exxon’s strategic direction, hedge fund Engine No. 1 ousted sitting board members, stating that the climate crisis poses an "existential threat to the business", which the board has been reluctant to confront.
This small hedge fund accused Exxon of "a failure to take even initial steps towards evolution" and of "obfuscating rather than addressing long-term business risk", partly due to a historical lack of energy industry experience in Exxon’s board. This signalled an imminent shift in the company’s sustainability strategy, which was well received by the market, with Exxon’s shares rising 1.2% the day after the event.
The drive to reduce Scope 3 emissions
And if that wasn’t enough of a shakeup, this was followed by American multinational energy corporation Chevron’s shareholders voting 61% in favour of a proposal to cut Scope 3 emissions at their AGM, signalling frustration with the company’s slack approach towards climate change. Chevron has thus far failed to match its competitors’ net-zero targets with any commitments of its own.
For those less familiar, corporate emissions fall into three categories: Scope 1, 2, and 3. Scope 1 covers emissions from sources that an organisation directly owns or controls. Scope 2 refers to emissions from purchased electricity, steam, heating, and cooling that the reporting company consumes over the course of its operations. And Scope 3 is everything else – all other indirect emissions that occur within an organisation’s value chain, both up and downstream.
Why is this significant? Until now, Scope 3’s heady combination of difficult-to-manage and thus far easy-to-ignore has led large companies to abdicate responsibility for their value chain and sweep its emissions under the carpet. However, the Shell ruling indicates that this approach is no longer viable for big business. With courts stepping in and dictating climate policy to corporations as well as governments, the pressure is mounting on all heavy emitters to tackle their true impact and reduce Scope 3 emissions.
As organisations like Shell, Chevron and Exxon are considered responsible for the actions of their entire ecosystems, sustainability performance becomes contingent on supplier behaviour. The clearest example of this lies in Scope 3 emissions which, for many organisations, considerably exceeds the CO2 they emit directly.
Therefore, the time for green-washing and lip service is now over as pressure mounts from all stakeholder groups for large corporates to take decisive action on sustainability in the supply chain. However, businesses cannot turn promises into concrete progress without actively collaborating with stakeholders across the value chain.
For every five weeks that pass, we lose 1% of the decade
2030, the deadline for achievement of UN SDG-related climate commitments, is fast looming, and with every five weeks that pass, we lose 1% of the decade. The imperative to take immediate action has never been clearer. It’s now down to procurement, wider business leaders, and their associated supplier ecosystems to put sustainability strategy into action by:
● Defining, aligning, and communicating their corporate sustainability goals to focus suppliers, partners and the wider stakeholder groups on how they can make an impact.
● Collaborating systematically through technology using transparent processes that develop trust with suppliers and partners.
● Harnessing the innovation and IP within the supplier ecosystem, turning ideas into projects that can be managed and reported on transparently, and adding clear value trackers to prove impact.
Working closely with stakeholders in the supply chain is an infamously complex process, but it can be made that much simpler using Supplier Collaboration & Innovation (SC&I) technology. This ensures strategic alignment between buyer and supplier and provides comprehensive relationship governance and real-time performance visibility. This allows companies and their suppliers to work on sustainability initiatives more cohesively and develop innovative ideas through collaboration.
Here at Vizibl – through our SC&I platform combined with our knowledge and expertise – we are helping large enterprise organisations in the energy sector better leverage their supplier relationships and move closer to meeting those lofty 2030 sustainability goals.