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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