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Home / Insights / Interview: Bayer CPO Outlines Procurement Challenges for Net
Zero goals

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INTERVIEW: BAYER CPO OUTLINES PROCUREMENT CHALLENGES FOR NET ZERO GOALS

by Sakthi Prasad , Content Director
11 July 2023

    (Pic Courtesy: Thomas Udesen)

Companies worldwide are actively adopting net-zero carbon emissions targets for
their supply chains. However, these ambitious goals present various challenges
for businesses and procurement processes.

To gain insights into the specific procurement challenges associated with
achieving net-zero targets, Beroe interviewed Thomas Udesen, the Chief
Procurement Officer (CPO) at Bayer, a multinational life sciences company with a
rich history that spans 160 years. Bayer has committed to a significant goal of
achieving net zero greenhouse gas (GHG) emissions across its entire value chain
by 2050 or even earlier. In line with this commitment, the company has also
signed the Business Ambition for 1.5°C, demonstrating its dedication to limit
global warming to 1.5 degrees Celsius above pre-industrial levels.

Thomas actively engages in sustainability initiatives, including participation
in the chemical industry initiative named Together for Sustainability (TFS) and
co-founding the initiative called the Sustainable Procurement Pledge (SPP),
which boasts 12,000 procurement professionals from 146 countries.

It was 9 a.m. in Dusseldorf, Germany, when Thomas received Beroe’s video call.
As the conversation got going, he pointed out that companies face various
procurement challenges on their journey to achieving net-zero emissions.
Procurement’s role in reducing a company’s Scope 3 emissions is significant as
it involves making strategic decisions and collaborating with suppliers to
minimize carbon emissions across the entire value chain.


THE LEADERSHIP CHALLENGE

At the outset, Thomas stressed that leadership is a key challenge, stating,
"Walking the talk, and helping organizations navigate this super complex and
dynamic, seemingly unsolvable challenge is essential." He further noted that
leadership's role is crucial in prioritizing and balancing multiple criteria.

He also touched upon the issue of the knowledge gap and the need for solutions
that acknowledge the essential nature of sustainability. "It is becoming a
qualifier, it's no longer an option."


THE PERCEPTION CHALLENGE

One of the problems Thomas highlighted is a common perception that there is a
'first mover disadvantage', where people wrongly associate progress and
sustainability with high costs.

“There is a prevalent misconception that wrongly links progress and
sustainability with higher costs, an interpretation that many individuals have
adopted. It is important to dispel this misconception and establish that it is
often an erroneous assumption. However, the persistence of this bias adds
complexity to the situation,” he said.

Moreover, Thomas spoke about the critical role of regulatory bodies and believed
they could be more proactive, reward good behaviour and create a level playing
field. He suggested that the introduction of certain regulations, such as carbon
taxes or selective subsidies, are beneficial in eliminating ‘first mover
disadvantage’ where it is real. He remarked, “The regulators have been too late
in the game,” and indicated that these delayed actions and misconceptions at
various levels within organizations have hindered progress.


THE COST CHALLENGE

There is an emerging thesis within the alternative investment sphere which
posits that ESG (Environmental, Social, and Governance) programs can be
inflationary, and this could potentially exert pressure on companies'
sustainability initiatives. This thesis is attracting growing interest from
certain sections of the global financial community.

Thomas said that it is essential to recognize that sustainability and ESG are
not always associated with inflationary costs. For instance, significant
investments in renewable energy have proven to be financially beneficial for the
company.

“Now, what can be done to counter this narrative? Regulators have a role to
play. Through regulations and possibly taxes, such as carbon taxes, can help
ensure that companies see beyond the immediate costs and recognize that adapting
to sustainable practices is a sound investment for navigating the future
regulatory environment.

“Additionally, it is imperative for companies to include the carbon impact in
their decision-making process. Introducing internal carbon pricing is a step in
that direction. It’s not a mandate, but a moral obligation to ensure that
investments and purchases have minimal carbon impact, in line with commitments
to societal and scientific goals,” Thomas explained.

He further emphasized that the financial consequences of non-compliance with
environmental regulations can far outweigh the perceived costs associated with
implementing ESG practices, disproving the notion that ESG initiatives are
inflationary.

Drawing a parallel with the past, Thomas said there was a time when quality was
the focus. “People were urged to prioritize quality despite initial costs, which
some perceived as inflationary. Eventually, society’s emphasis on quality led to
its integration into business practices. With scale, efficiencies were realized,
and what was seen as a cost became an essential aspect of business. The same can
be anticipated for ESG initiatives.

“It is expected that companies which remain defensive and do not adapt will
eventually realize that not only was their approach a poor business strategy,
but also ethically dubious,” he opined.


THE REGULATORY CHALLENGE

Thomas observed that sustainability has evolved into a contentious political
topic with distinct “For and Against” camps. He outlined the responsibilities of
a CPO in ensuring that companies, industries, and societies move in the right
direction regarding sustainability.

“Consistency in values and approaches necessitates ongoing interactions with
various stakeholders. We actively engage with regulators to ensure our
perspective on achieving standards aligns with pragmatic and implementable
regulations that foster fairness and positive outcomes for all. Collaborating
with industry peers, such as through initiatives like Together for
Sustainability (TFS), allows us to operate at both the public opinion level and
within the procurement realm,” Thomas said.

He also spoke about the value of a collaborative approach between the public and
private sectors, and voiced his support for this partnership, saying, "We
believe it's a positive development overall. We actively engage in dialogue with
regulators and support the philosophy of public-private partnerships, welcoming
further collaboration."

Additionally, he mentioned that his company's integrated report has been aligned
with the Global Reporting Initiative (GRI) standards, which puts them in a
favourable position regarding the new regulations.


THE CHALLENGE OF SLOW PROGRESS

When asked about the common sentiment he frequently encounters within the
procurement community regarding the implementation of sustainability
initiatives, he responded, "Everyone wants to get this moving at a faster pace"
and emphasized the need to find mechanisms to “democratize the practical tools”
required for implementation and acceleration of change.

He highlighted that procurement professionals are generally aware of the
necessity for change but often seek guidance on how to motivate their
organizations and supply chains. He spoke about the challenges procurement
professionals face in educating, disseminating knowledge, creating business
cases, and tracking progress.

Additionally, Thomas observed that the realm of sustainable procurement is
complex with an abundance of information, which can be overwhelming. He
mentioned, "There's too much information and it's not relevant. So people spend
a lot of time looking for stuff which should be readily available."

Furthermore, he pointed out a notable apprehension within the community
concerning the consequences of making mistakes. He acknowledged that
sustainability dialogues and regulations often have a punitive undertone,
emphasizing penalties for non-compliance.

He criticized this approach, stating that it hampers innovation and discourages
individuals from taking action unless they achieve perfection. He advocated for
a more supportive and incentivizing framework that recognizes the importance of
trial and error in the process of progress.


THE DATA COLLECTION CHALLENGE

Bayer currently employs a blend of internal tools and collaborations with
external entities such as the Carbon Disclosure Project (CDP) for collecting
supplier data related to sustainability. This data is audited and included in
the company's integrated report, ensuring credibility. However, Thomas
acknowledges that the current process is cumbersome and inefficient, as too much
time is spent on data reconciliation and cleansing rather than taking action
based on the data.

He added that the carbon emission data collection is in the process of being
fully automated. “Suppliers will be required to input the data into a system
that are currently being developed in coordination with nearly 50 companies in
the industry. We need to establish connections with each member company, such as
Bayer, to integrate the data into our bills of materials and related processes.
Each company may have different levels of readiness for data collection, but we
have a platform where the data can be accessed and extracted. I believe that
this is still a rudimentary stage, but the key is to consolidate the data in one
place and standardize the process. That's our first step," Thomas said.

He acknowledged that internally, his team places great importance on integrating
sustainability values at every level of their operations. However, he also noted
that externally, there is a lack of standardized approaches for determining
product carbon footprints, leading to discrepancies in definitions and
suboptimal comparisons.

“To address this issue, we have taken significant steps under the umbrella of
our sustainability initiative, Together for Sustainability (TFS). We have
developed and launched the chemical industry guideline, a standard that was
previously non-existent, and made it accessible to the public. This guideline,
known as the PCF (Product Carbon Footprint) guideline, is now becoming the
industry standard for chemicals, considering their vital role in various aspects
of everyday life. We have collaborated with esteemed organizations like the
Carbon Disclosure Project, SBTi, World Economic Forum and others to ensure a
comprehensive approach.

“Additionally, in terms of technology, we have partnered with a prominent
solution provider to collect product carbon footprints from our suppliers. This
data is not only shared between suppliers and customers but is also made
available to the industry members. By democratizing this data, we aim to
streamline processes, minimize bureaucracy, and focus on taking effective
actions that have a meaningful impact,” Thomas elaborated.


THE REPORTING CHALLENGE

In compliance with regulatory requirements, companies are mandated to report
carbon emission data throughout their supply chain. Given the reliance on a
manual process, it is crucial to ensure the accuracy and consistency of the
emission data collected from various suppliers, both for internal reporting and
to meet regulatory reporting standards.

Thomas explained that the company is engaged in a collaboration with the Carbon
Disclosure Project (CDP), and utilizes a carbon model that is based on a mix of
spend-based assumptions and company-specific submissions. He noted, "Some of the
suppliers are providing data that has been audited by an independent body”.

“It's a journey. It's not perfect, but we know where we have to go," he said.


THE CATALOGUE CHALLENGE

In response to a question about incorporating sustainability-focused buying
options into a company's e-catalogue, Thomas conveyed enthusiasm for the
companies undertaking such initiatives.

“I wish all those companies great success, for them and actually for all of us.
Integration of sustainable options in catalogues relies on various factors. If
the content can be credibly displayed to the business user then we have a winner
on our hands." He emphasized that as these business models mature, there is a
role for leaders to embrace and possibly enforce these changes to drive
progress.

Thomas pointed out that many purchasing decisions are made sub-optimally due to
lack of awareness. “If consumers were aware of the positive impact of choosing
one product over another, such as supporting diversity or reducing carbon
footprint, they might make different choices. Many people don't know that.
Product carbon footprints, as an example, need to be visible, and we need to get
good at providing better options to business users," he added.


“ROLL UP SLEEVES AND GET TO WORK”

Sustainability has gained traction among many global corporations as well as
multiple governmental procurement organizations. The trend, for now, looks
irreversible.

“At Bayer we have formed a specialized team known as our ‘Decarbonization
Accelerator’. This team ensures that the subject of decarbonization stays as a
priority among the company’s senior leaders. The emphasis is not on being highly
innovative, but on executing what is already known to be essential.

“The key is to take action -- to roll up sleeves and get to work. Leadership,
setting priorities, and having a genuine passion for what one is doing are
crucial. When an organization demonstrates commitment to these values, it
becomes apparent to employees, suppliers, and customers. This recognition can
lead to accelerated efforts and credibility.

“Sometimes, focusing on fundamental actions can lead to innovation.
Unfortunately, many companies are still struggling to execute even the basic
steps,” Thomas concluded.



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