v2 Mindset Shift Indicators
Motivation
| Mindset Shift Indicators | Foundation Level 1 |
Embed Level 2 |
Practice Level 3 |
Enhance Level 4 |
Lead Level 5 |
|---|---|---|---|---|---|
| M1 Ambitions | No Circular Procurement (CP) ambition being set | Ambitions being set at individual level (bottom up) | Ambition being set at project level | Ambition being set at departmental level (e.g. Procurement, Finance, technical etc) | Ambition to scale-up has been set at organisation level |
| M2 Policies | No sustainable (or circular) procurement policy set | A sustainable procurement policy has been produced by the organisation | A Circular Procurement policy and actions have replaced the initial sustainability policy Or – sustainability policy explicitly references circular outcomes |
A CP policy is in place (with review dates & owners) and is supported by a strategy and action plan, with targets and timescales for delivery | A circular and sustainability policy (and supporting materials) is directly linked to CE, Sustainability, Social and Environmental policies at organisational level |
| M3 Internal buy-in to scaling up | No internal buy-in to sustainable procurement actions within the organisation | Sustainable procurement recognised across organisation and procurement function working towards wider organisational CP buy-in | Operational teams recognise their role in CP and the procurement cycle but no high level (Senior Management) buy-in to scaling up | Senior leadership has recognised CP as a strategic mechanism for scaling up but operational teams are still being brought onboard | Circular Procurement is recognised as a strategic function by the Senior Leadership team and operational functions across the organisation |
| M4 Communication | No communication internally or externally on ambitions | Basic internal communication of SP/CP policy aims | All relevant procurement stakeholders are aware of CP ambitions and procurement function recognise their roles and responsibilities | All relevant procurement stakeholders aware of CP ambitions and recognise their roles and responsibilities and external peer-to-peer collaboration and knowledge sharing | Internal and external communication on CP outcomes regularly undertaken alongside regular reporting to SMT on progress against CP actions |
Capabilities
| Mindset Shift Indicators | Foundation Level 1 |
Embed Level 2 |
Practice Level 3 |
Enhance Level 4 |
Lead Level 5 |
|---|---|---|---|---|---|
| C1 Awareness | There is little or no awareness of Circular Procurement and benefits | Awareness of Sustainable Procurement and potential benefits of a holistic circular approach across the product procurement lifecycle | Procurement function and core stakeholders fully aware of CP benefits and benefits of scaling up | Full awareness across the organisation and scaling up being implemented alongside external peer-to-peer knowledge sharing | Full awareness across all organisation functions and scale up has been achieved |
| C2 Capacity | No capabilities assessment has been made | Understanding of capabilities and skills gaps | Core procurement team skills and capacity building complete and capacity building across wider stakeholders in planning | Core team capacity and skills reviewed and updated regularly and capacity building across wider stakeholders is underway | Fully resourced roll-out of capacity and skills-building across wider procurement stakeholders and reviewed regularly |
Opportunities
| Mindset Shift Indicators | Foundation Level 1 |
Embed Level 2 |
Practice Level 3 |
Enhance Level 4 |
Lead Level 5 |
|---|---|---|---|---|---|
| O1 Procurement Processes | Standard procurement processes in place with basic or minimal ad hoc consideration of SP on tender-by-tender basis | Tender-based approach to embedding SP through existing criteria on a consistent basis | Pre-tender procurement procedures in place (including market dialogues) to identify CP opportunities for key tenders | Pre-tender CP assessments embedded in procedures and implemented on consistent basis. Forward planning of procurement is also undertaken regularly | Pre-tender, tender and contract management procedures have been linked together along with a category management approach for prioritised categories |
| O2 Organisational (infra)structure | Organisation structure acts as a barrier to identifying circular economy outcomes | Organisation recognises circular benefits but structure only enables limited action e.g. pilots | Organisation structure and processes capable of limited change to adopt elements of circular procurement pilots | Processes are being changed as required and organisation undertaking review of structural changes required to enable scale-up | Organisation in the process of, or completed, relevant structural changes to enable scaling up |