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Case Study

Activist inside: Making responsible procurement happen

By Corey A. Billington and Michèle Barnett Berg

11 pages

April 2008

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Reference: IMD-3-1952

By the end of the first year in her new role as responsible procurement manager, Kayzi Ambridge had begun to see tangible results from her efforts. Changes, acceptance and accolades restored her energy for a critical mission that was just getting started. E.ON UK’s Responsible Procurement Initiative – focused on creating a standardized and corporate program to work with suppliers – had come a long way since its inception 18 months earlier at an IMD Booster program (designed to help companies crystallize their strategies for specific initiatives in an intense week long facilitated program). While Corporate Social Responsibility (CSR) was one of E.ON’s five core values, belief systems and actions do not always follow one another and real progress was far below where it could be. The challenge of making it happen required an acceptance of the initiative’s importance, an analysis of what resources were required and a commitment to execute the necessary actions. What would motivate people to get started, make change, embrace it and continue? How could E.ON UK achieve standardization for their Responsible Procurement program without losing momentum?

Learning Objective

To learn how Procurement can be innovative and successful by launching a CSR program. Also, to learn how to make an initiative successful without a large budget and resources. The importance of crafting a well defined and usable toolkit for the implementation of the initiative.

Keywords

Corporate Social Responsibility, Responsible Procurement, Energy

Settings

United Kingdom
2005-2007

Type

Field Research

Available Languages

English

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