Sustainability Scorecard Training
How to Complete the Scorecard
Audience: P&G Relationship Owners + P&G External Business Partners
Content
 2013 Updates
 Annual Sustainability Scorecard Process
 Scorecard Background
 Scorecard Use
 Scorecard Design
 Scorecard Structure
 The Purpose Tab
 The Instructions Tab
 The Scorecard Tab (complete by P&G External Business Partners)
 Common Scorecard Errors
 The Rating Criteria Tab (complete by P&G Relationship Owners)
Note: To return to this page,
click on the Return icon
(only work in “slide show” mode.)
2013 Updates
What changes have been made to the P&G Supply Chain Environmental
Sustainability Scorecard for 2013?

Additional submission details (i.e., Main Industry Group, Main Country of
Production, and Past Submission Years) are requested to enable more robust trend
analysis.

Those who report Corporate (C) and Site (S) scope values are asked to enter a
Factor % (to multiply times the C and S scope values) to approximate Product
scope values.

Reporting Factor % earns an improvement bonus point to help increase the overall
scorecard rating.
Click here for more
information
(These icons only work
in “slide show” mode.)
Note: As a result of these updates, only the 2013 version of the scorecard will be accepted.
Annual Sustainability Scorecard Process
Request
P&G requests that all of the external business partners evaluated in our annual supplier performance
management process complete a sustainability scorecard once a year. In an effort to streamline
communications between our partners and P&G Relationship Owners (ROs), we have improved this year’s
process by distributing and collecting the scorecard Excel files via our Supplier Performance Management
System (SPMS)/Decideware.
If an external business partner sells/provides services to multiple P&G ROs and have received more than
one scorecard request, they must submit a separate scorecard excel file to each requesting P&G RO via
SPMS to be scored appropriately. Partners may submit the same scorecard excel file (e.g., for corporate
level or combined total of all sites supplying P&G) with identical data to each requesting P&G RO.
Alternatively, partners may submit separate scorecard excel files on P&G product-specific
materials/services to each requesting P&G RO. Partners should discuss the options with their ROs to
determine the best approach. Each P&G RO will rate the scorecard he/she receives.
(Note: To report on multiple corporate entities, submit separate scorecards for each different corporate
entity to get rating credit. DO NOT add multiple scorecard tabs to one workbook.)
P&G external business partners that are not part of our SPMS process but would like their sustainability
efforts recognized are encouraged to download the 2013 scorecard from our company website and submit
the completed scorecard to their P&G ROs outside of the SPMS process to identify opportunities to
collaborate in our supply chain sustainability efforts.
Completion
Based on previous experience, we expect that those external business partners who already track their key
sustainability measures will be able to complete the scorecard with less than one person-day of effort. For
those who are not presently tracking key sustainability measures, the effort may require significantly more
time. While we are sensitive to this time burden, especially for those who are just getting started, it is
imperative that all of our key business partners measure and improve their key sustainability measures.
Annual Sustainability Scorecard Process
Rating and Feedback
ROs will decide the sustainability rating of each external business partner based on their scorecard results,
and provide feedback on the results as part of the annual supplier performance feedback process between
September and October each year.
Partners should contact their ROs at the end of October if they have not yet received feedback on their
scorecard to help ensure the process takes place.
Partner scorecard response data will be controlled by each RO and shared within P&G only among the
P&G resources working with the materials/services from those respective partners. In addition, the P&G
Scorecard Process team will also have access to scorecard responses to identify helpful changes in the
scorecard design for future years. P&G will not share individual partner-specific scorecard data externally
without the permission of the submitting partner, and only if there is a business need to do so. P&G may,
however, share the general, combined results of its scorecard data without identifying any specific partner.
P&G will recognize publically all of our external business partners who receive a 5 rating (i.e., far exceeds
expectations) on the sustainability scorecard. A high sustainability rating will also raise the overall rating of
those partners who are part of our annual supplier performance management process.
On the other hand, consistent with the importance P&G places on environmental sustainability, external
business partners who do not submit a scorecard to their ROs via SPMS by this year’s deadline (Jun 28,
2013) will receive a 1 rating (i.e., far below expectations) for the Sustainability Key Performance Indicator
in our annual supplier performance management process.
Scorecard Background
Why did P&G launch the scorecard?
For almost two decades, P&G has worked on improving the environmental sustainability of our products and
operations. The growing expectation of our consumers, customers and stakeholders is a further catalyst to
extend this practice throughout our supply chain. As a first step, P&G experts have collaborated with
commercial and technical resources from over twenty leading global external business partners (suppliers,
agencies, etc.) representing broad industries, regions, and P&G spend categories to develop a Supply Chain
Environmental Sustainability Scorecard and rating process. Together, we have created what is becoming an
industry standard tool to encourage our external business partners to build capability, measure in a common
way, and improve on key environmental sustainability measures.
Why doesn’t P&G use a third-party like Carbon Disclosure Project (CDP) to collect this information?
We recognize and support the CDP as an important asset in encouraging the reporting of carbon-related
measures. However, the CDP report does not address all P&G scorecard areas, nor does it provide a yearon-year progress report or detail initiative support. P&G will continue to participate in CDP surveys and
encourage our external business partners to do the same. Accordingly, we matched scorecard definitions
and measures, wherever possible, with the same measures in CDP and Global Reporting Initiative (GRI), so
external business partners will not have redundant work to track and calculate the data.
What is the scorecard analysis tool?
The scorecard analysis tool is an excel-based tool P&G developed internally to consolidate and analyze the
scorecard data we collected from our external business partners. It enables us to measure and interpret key
environmental sustainability metrics across our supply chains and identify progress as well as opportunities
for improvement. By making this tool publicly available, P&G hopes to enable other companies to more
purposefully focus on improving their environmental footprint without investing in the development of analysis
software. The scorecard analysis tool can be downloaded at http://www.pgsupplier.com/en/currentsuppliers/environmental-sustainability-scorecard.shtml.
Scorecard Use
1.
Annual External Business Partner Sustainability Performance Ratings (Primary Use)
The scorecard is primarily intended to be used to determine each external business partner’s
sustainability rating in P&G’s annual performance management process. Key partners are asked to
complete the scorecard annually so they can be appropriately evaluated and rewarded for their
environmental sustainability improvements and support of P&G initiatives.
2.
Business Award Decisions
Separate to the annual rating process, ROs/Buyers may also use applicable parts of the scorecard to
gather comparable sustainability measures for use in best total value business award decisions.
3.
Foundation for non-measured partners to develop their sustainability program
P&G encourages all external business partners to develop an environmental sustainability program by
using the scorecard system—even those who are not formally evaluated in our program.
Notes:
The scorecard may also be used for other ad hoc activities like: tracking partner progress against
specific goals set by P&G, gathering data for studies/activities to improve the sustainability of P&G
products and processes, or calculating the environmental impact of a particular supply chain at P&G.
External business partners are also encouraged to use the scorecard throughout their supply chain to
further improve total supply chain environmental sustainability.
The Scorecard is considered “open source” for everyone in industry to use in their supply chains.
In this training, we will focus our discussion on the scorecard’s primary use,
i.e., annual external business partner sustainability performance ratings.
Scorecard Design
The scorecard is a concise tool for tracking our external business partner’s improvement on key
environmental sustainability measures P&G believes are important to its supply chain. It contains
the following key characteristics:
 The scorecard separates “Core” (required) and “Optional” (test) data so that the measures can be
tailored to suit P&G’s business needs over time.
 The definitions of the measures are aligned with worldwide standards (e.g., The Greenhouse Gas
Protocol developed by the WRI and WBCSD), where applicable.
 Flexibilities have also been built into the scorecard to account for differences in external business
partner’s reporting capabilities, experience in environmental sustainability, size and geography.
 Partners self-assess/describe their support of P&G initiatives and idea sharing to enable a collaborative
improvement discussion with their Relationship Owner (RO).
 Instant auto-scoring has been included to build transparency into the quantitative portion of the annual
rating process.
 The scorecard provides the option to automatically exclude measures that are not applicable in certain
industries by eliminating them from the rating process.
 The scorecard automatically compares and credits year-on-year improvement for absolute OR intensity
values; whichever are reported. It also offers credit for improvement of alternate comparisons
(converting absolute to intensity or intensity to absolute) if annual output/volume data are provided.
 The scorecard converts Factor % for non-product scope to allow customers of the data to approximate
Product scope values. To encourage Factor % reporting, an improvement bonus point is also given.
 Structure and validity checks have been built into most input cells, and drop-down menus are available
for most non-numerical cells, to minimize data inconsistencies and ensure data can be rolled up.
 Internal formulas are also built into the scorecard to enable synchronization with
the corresponding Analysis Tool for robust data analysis.
 The scorecard can be instantly rebranded to another company’s name for easy reapplication.
Scorecard Structure
The scorecard workbook contains 4 tabs.
1.
Purpose
Provides an overview of the scorecard and explains its primary and potential uses.
2.
Instructions
Contains general instructions on how to complete the scorecard as well as the name, unit and
definition for each measure requested.
3.
Scorecard
Contains the scorecard template to be completed by each requested partner.
4.
Rating Criteria
Describes the rating criteria for the Sustainability Key Performance Indicator (KPI) of P&G’s
annual external business partner rating and feedback process.
Next, we will discuss each scorecard tab in the context of annual
external business partner sustainability performance ratings.
The Purpose Tab
The Purpose tab provides an overview of the
scorecard and explains its primary and
potential uses.
It also outlines the measures and comments
related to each use of the scorecard.
In addition, any company may enter their name in
Cell A1 to instantly rebrand the scorecard for
reapplication in their supply chains.
Replacing “P&G” with their company name (<8
character short name preferred) automatically
repopulates all company references throughout
the scorecard workbook.
(Note: names >7 characters are automatically
truncated from the left to varying degrees in
some cells to maintain scorecard formatting.)
The Instructions Tab
The Instructions tab contains general
instructions on how to complete the scorecard
as well as the name, unit and definition for
each measure requested.
The Instructions tab is divided into 3 sections:
General Instructions, Core Measures and Optional
Measures.
General Instructions:
The General Instructions section contains
important information on how the scorecard should
be completed.
Please read these carefully! The instructions have
been updated to reflect the changes made to the
2013 scorecard.
The Instructions Tab
Core Measures:
The Core Measures section shows a list of
required measures.
These environmental sustainability measures were
chosen because:
1) they cover key aspects of environmental
sustainability that P&G believes are important,
2) they are commonly tracked by companies with
environmental sustainability programs in
place, and
3) their definitions are relatively well-defined by
practitioners.
Special Core measures (i.e., Annual Volume/
Output, P&G Sustainability Ideas & Initiatives
Supported and Data Protocol) are also included
here.
 Annual Volume/Output and Data Protocol
provide important information that help P&G
better interpret or assess the data submitted,
but they are not directly rated in our annual
rating process.
The Instructions Tab
Special Core Measures (continued):
 P&G Sustainability Ideas & Initiatives
Supported provides each external business
partner the opportunity to describe their
contribution to P&G’s sustainability initiatives.
Optional Measures:
The Optional Measures section contains a list of
“test” measures. These are measures we consider
important but they are less commonly tracked.
Partners who track these measures should report
them. As we learn more about these measures
over time, we may consider moving them to the
Core Measures section or eliminating them.
This section may also include additional measures
critically important to a Spend Category. Partners
in the industry specified should report the
additional measures as requested and defined by
the Spend Category/RO.
Note: The Optional Measures are not autoscored. They may be taken into account as
part of the RO-scored rating criterion “support
of additional feasible sustainability measures
requested by P&G”.
The Instructions Tab
In both the Core and Optional Measures sections,
the expected unit(s) and definition of each
measure are defined.
Partners should report data in the unit(s)
requested—absolute values preferred, intensity
values accepted (e.g., metric tons of hazardous
waste disposed or metric tons hazardous waste
disposed per unit of production). (We will go into
more details on this topic later.)
The definitions of the measures were extensively
reviewed by P&G experts and Supplier
Sustainability Board technical resources to ensure
they are aligned with worldwide standards (e.g.,
The Greenhouse Gas Protocol developed by the
WRI and WBCSD), wherever applicable. They are
also fully consistent with the current P&G Product
Supply measures.
Note: The scorecard should be circulated to all
applicable commercial and technical staff
within each partner to ensure all core
measures are completed and ideas offered.
The Scorecard Tab
The Scorecard tab contains the scorecard
template to be completed by each external
business partner. Key elements include:
Submission Details, Measures (Core and
Optional), Unit of Measure, Scope Code,
Annual Data, Factor %, Comments,
Improvement Status (I Status) and Interim/Final
Rating.
Partners should fill in all applicable light green
shaded cells/boxes; others cells are optional
(unless specified by RO).
Note that input cells have structure and validity
checks. Most non-numerical cells have drop
down menus to minimize data inconsistencies.
Also, data cells require numerical entries.
Submission Details:
Partners should enter basic submission
information including Submit Date, Company or
Unit Name, Main Industry Group (select from
dropdown menu), and Main Country of
Production. Also, select (from dropdown menu)
the Past Submit Years.
These submission details will help us conduct more
robust data analysis, and better identify progress as
well as opportunities for improvement…and perhaps
enhance the ability to share helpful generic summaries
for specific industry or geographic groups.
The Scorecard Tab
Measures (Core and Optional):
The measures on the Scorecard tab are the
same as those on the Instructions tab. Again,
they are divided into core (required) and
optional (test).
Hover the cursor over any measure name to
see its detailed definition (from Instructions tab).
The Scorecard Tab
Unit of Measure:
Partners should report data in the unit selected
from the dropdown menu for each measure.
In the dropdown menus, two types of units are
listed—absolute and intensity.
Absolute value is the quantity of usage
(emissions) in the unit specified; e.g., 100 GigaJoules (GJ) of electricity used.
Intensity value is the quantity of usage
(emissions) in the unit specified divided by unit
of output; e.g., 100 Giga-Joules (GJ) of
electricity used per metric ton of item
production. Intensity values account for
increases and decreases in production over
time, using unit of output as the normalizing
factor. While unit of output varies by
industry, please use:
 Metric Ton for most production
 Square Meter, Full-Time Equivalent
(Person), Revenue (USD), or Other for
services (if Other is used, please explain
the unit in the Comments cell)
We prefer scorecard data to be reported in
absolute values but will accept intensity values.
Note: Use any appropriate on-line calculator to
convert to the requested units; do not select "Other
Unit of Output" to avoid conversion.
The Scorecard Tab
Unit of Measure (continued):
We also request the annual volume/output
under-lying the environmental measures in
rows 10-17.
Partners should select an annual volume/output
unit in column C from the dropdown menu.
Then, for each scope reported in rows 10-17,
provide annual volume/output data in columns
E and H.
For those measures reported in an absolute
unit of measure (i.e., if an absolute unit of
measure is selected in column C), annual
volume/output data is used to convert to
intensity values for alternate improvement
comparisons.
For those measures reported in an intensity
unit of measure, annual volume/output data is
used to convert to absolute values for alternate
improvement comparisons—as well as for
potential scope 3 projections. However,
alternate improvement comparisons will only be
made for those intensity measures where the
denominator of the Unit of Measure matches
the Volume/Output Unit (e.g., both are MTs,
USDs etc.)
The Scorecard Tab
Scope Code:
The scorecard is designed to track
improvement on key partner-related
environmental sustainability measures in P&G's
supply chain.
While P&G is often not the only customer at our
partners’ production sites/operations, we are
most interested in our partners’ sustainability
results relating directly to the creation of P&G
Product-specific materials and services (Scope
P)—because that is part of P&G’s supply chain.
However, we recognize that many partners
have not yet developed the capability or
methodology to report data for a specific
customer. Until that reporting capability or
methodology is developed, we will accept
Scope S (Sites supplying P&G) or Scope C
(Corporate data) for the purpose of the annual
external business partner sustainability
performance ratings.
The Scorecard Tab
Scope Code (continued):
In other words, please enter one of the
following scopes , for each year reported,
based on your capability to measure:
 P = P&G Product-specific materials and
services (our 1st choice)
 S = Site(s) (combined total) that create for
P&G (our 2nd choice)
 C = Corporate level (our last choice)
 NA = Measure is Not Applicable to the
industry/service
In addition, enter Factor % in rows 18 & 20
for Scope C & S respectively to approximate
Scope P values where you cannot yet report
Scope P. For example, if you report 10,000
metric tons for C scope but only 1,000 metric
tons applies to this customer, enter a Factor %
of 10% in row 18. Likewise, if you report 2,500
metric tons for S scope but only 500 metric tons
applies to this customer, enter a Factor % of
20% in row 20 (Factor % entry earns one
Improvement (I) Status bonus point).
Note: For Fines & Sanctions and Environmental
Management System, report only corporate level
information (Scope C already pre-populated). If
either of those measures are not applicable to the
specific industry/service, replace “C” with “NA”.
The Scorecard Tab
Scope Code (continued):
Scope NA
Scope NA (Not Applicable) should only be used
when a measure does not apply to a specific
industry (e.g., hazardous waste is usually not
applicable for an Advertising agency).
If you believe a measure should be Scope NA
for your materials or services, please select
“NA” from the dropdown menu and explain in
the Comments cell why the measure is not
applicable.
Scope NA measures are not counted in core
measures reported/improved, to ensure all
partners are rated only on applicable
measures. If you are unsure whether a
measure is Scope NA, you may contact your
RO for further guidance. You may also refer to
guidelines in the "Corporate Value Chain (Scope
3) Accounting and Reporting Standard" and
"Product Life Cycle Accounting and Reporting
Standard“ released by the WRI and WBCSD.
The final decision about whether a measure is
considered Scope NA resides with the P&G RO.
Note: Scope NA should not be used for measures where
you do not want to disclose the data or do not track the data,
when others in the industry do. If a measure is applicable;
but you do not have data or choose not to report it, you
should leave the applicable Scope and Data cells blank and
list your reasons for not reporting in the Comments cell (e.g.,
proprietary information, not available, etc.).
The Scorecard Tab
Scope Code (continued):
A scope code should be selected from the
drop-down menu for each year where data is
reported. Leaving scope code blank will result
in missed credit for reporting and improving!
Scope code can change from measure to
measure on the same scorecard (e.g., Energy
Usage = Scope P but Hazardous waste =
Scope C), but should be the same year-toyear to compare progress in each measure
(i.e., ok to vary scope vertically, but not
horizontally).
However, if a partner improves to a more
narrow scope (e.g., from reporting Scope C
to Scope S or from Scope S to Scope P), it
will be automatically counted as a year-onyear improvement because it achieves or
gets closer to P&G’s long-term desired
scope of P.
The “Overall comments/exclusions regarding data
scope” cell can be used to clarify the scope of data
(e.g., “Scope S data does not include our plant in LA
because a tracking system is not yet in place”).
The Scorecard Tab
Annual Data:
Partners report environmental data (in the unit
and scope offered for each measure) for the
current year and past year unless otherwise
directed.
The scorecard also provides the option to
report environmental data from a historical
reference year of choice. This optional
historical reference year serves to let the RO
know a partner’s “starting point” or
“baseline”—we recognize that partners who
started their sustainability journey many years
ago will likely show a smaller year-on-year
improvement than partners who started their
journey recently. The historical reference year
gives the RO additional background
information as they try to understand the data
provided.
Note: Data from the optional historical
reference year will NOT be used to determine
year-on-year improvement for annual
external business partner sustainability
performance ratings.
The Scorecard Tab
Annual Data (continued):
We strongly prefer reporting by calendar year.
However, if calendar year is not used, specify
the beginning and ending months of the
reporting period for each year requested.
The same data calculation methodology, scope
and unit should be used for the current year
and past year within each measure in order to
assess improvement. If a change is made in
the current year, the previous year data should
be adjusted to match if at all possible—unless
improving to a narrower scope as previously
discussed.
If the Scope of the measure is not applicable
(NA) or data is not available, leave the data cell
blank and list the reasons for no report in the
comments cell. Do not enter 0 in the data cell.
P&G Sustainability Ideas & Initiatives Supported:
Partners should describe all important efforts to
bring sustainability ideas to P&G and support P&G
sustainability initiatives in the current year. This is a
very important input for the RO’s Final Rating!
The Scorecard Tab
Comments:
Use Comments cells to explain helpful
background points about the data, particularly
exceptions related to scope and definition.
As previously mentioned, if data cannot be
provided for a specific measure, leave the
Scope Code and Data cells blank and list the
reasons in the Comments cell (e.g., proprietary
information, not available).
Also, please explain in the Comments cell if
any measures were intentionally made worse
in order to improve the overall sustainability of
the P&G product/service. In these rare cases,
ROs should consult with the Scorecard
Process Owner to override the rating in Rating
Criteria tab Cell H7.
The Scorecard Tab
Improvement Status (I Status):
As data is entered, the I Status column visually
displays the improvement status of each
quantitative measure in the annual rating process.
The I Status switch (located in cell O5) must be
“ON” for the I Status indicators to work. (To disable
the I Status indicators, delete “ON” in cell O5. Reenter “ON” to turn the I Status indicators back on.
Once you "toggle" this switch, refresh I Status by
clicking Page Down & UP.)
Note that the following special measures in the
Core Measures section are permanently “Not
Applicable” (NA) in the I Status column:
Annual Volume/Output is a special core measure
which is not counted as an independent measure in
the annual rating process. It is used to convert
absolute values reported into intensity values and
vice versa (we will cover this in more detail later).
Data Protocol gives important insight into the
partner’s data collection method and verification
process. This is a special core measure which is not
directly counted in the annual rating process.
P&G Sustainability Ideas & Initiatives Supported
is a qualitative measure and is not rated
automatically (but is rated manually by ROs).
Optional Measures (at the bottom section of the
scorecard) are not counted in our annual rating
process, therefore their I Status is preset to NA.
The Scorecard Tab
I Status (continued):
What does each I Status color represent?
For each quantitative measure counted in our
annual rating process, once the unit of
measure, current year scope and data, and
past year scope and data are ALL entered,
the measure is automatically scored and its I
Status appears:
 If any of the above data are missing, I
Status will be Blank. (Blanks will NOT be
counted as year-on-year improvement.)
 If a measure improved year-on-year, I
Status will turn Green.
 If a measure did not improve year-on-year,
I Status will turn Red.
 For Fines & Sanctions, if only one of two
measures improved, I Status will turn
Yellow.
 For core measures where current year or
past year scope is NA (i.e., not applicable
to the partner’s industry/service), I Status
will be NA (and not counted in the rating).
Note: To prevent scoring errors on non-applicable measures;
if Current Year and Past Year data = 0, the scorecard
presumes status should be "NA"—except Fines & Sanctions,
where an outstanding sustainability effort should deliver 0. If a
partner feels one of their core measures should actually be
reported as 0 for both current and past year, they should
explain in the Comments cell so the RO can rate accordingly.
The Scorecard Tab
I Status (continued):
Each quantitative measure counted in our
annual rating process is considered improved if:
 (Current Year Scope = Past Year Scope)
AND (Current Year Absolute Value < Past
Year Absolute Value); or
 (Current Year Scope = Past Year Scope)
AND (Current Year Intensity Value < Past
Year Intensity Value); or
 The Partner has changed to a narrower
scope (i.e., C->S or S->P)
If Current Year and Past Year Annual
Volume/Output unit and data are provided for
each scope reported:
 Measures reported in an absolute unit of
measure will be converted to intensity
values and compared for improvement.
 Measures reported in an intensity unit of
measure will be converted to absolute
values and compared for improvement.
(Note: Alternate improvement comparisons
will only be made for those intensity
measures where the denominator of the
Unit of Measure matches the
Volume/Output Unit, e.g., both are MTs.)
Year-on-year improvement credit is given to partners
whether achieved through the absolute or intensity values
they reported, or the converted values automatically
calculated. This dual credit comparison is done to
increase partner reporting options AND to enable P&G to
convert more reported data into absolute values for use in
supply chain footprint estimates.
The Scorecard Tab
I Status Bonus Point:
Factor % entry (in rows 18 and 20 for Corporate
and Site scope values respectively) earns one
bonus point if at least 3 of the first 8 measures
(rows 10-17) are reported (Unit+Scope+Data) and
any I Status bonus criteria, below, is true (for
Intensity data, Annual Volume/Output and
matching Unit of Volume/Output must also be
reported):
1.
A simple majority (>=50% of fully reported
measures) of current year (CY) scope is
reported as P.
2.
A simple majority of CY scope is reported as C
or S, and a Factor % to approximate scope P
is entered for CY S scope in cell F20 and CY
C scope in cell F18.
3.
A plurality (scope reported most) of CY scope
is reported as S, and a Factor % to
approximate scope P is entered for CY S
scope in cell F20.
4.
A plurality (scope reported most) of CY scope
is reported as C, and a Factor % to
approximate scope P is entered for CY C
scope in cell F18.
If you have achieved this bonus point, the I Status
Bonus Flag in Cell O8 will turn Green and the word
“Bonus” will appear.
The Scorecard Tab
Regardless of use, the normal desired trend for each measure, in isolation, is listed below:
Measure
Unit
Desired Trend
(from previous year to current year)
(Electric) Energy Usage
Giga-Joules or GJ / Unit of Output
 Down
(Fuel) Energy Usage
Giga-Joules or GJ / Unit of Output
 Down
(Input / Withdrawal) Water Usage
Cubic Meters or M3 / Unit of Output
 Down*
(Output / Discharge) Water Usage
Cubic Meters or M3/ Unit of Output
 Down*
Hazardous Waste Disposal
Metric Tons or MT / Unit of Output
 Down
Non-Hazardous Waste Disposal
Metric Tons or MT / Unit of Output
 Down
Kyoto Greenhouse Gas Emissions
Direct (Scope 1)
Metric Tons of CO2 Equivalent or
MT of CO2e / Unit of Output
 Down
Kyoto Greenhouse Gas Emissions
Indirect (Scope 2)
Metric Tons of CO2 Equivalent or
MT of CO2e / Unit of Output
 Down
Fines & Sanctions
USD and #
 Down
Environmental Mgt. System
Yes, Partial or No
No –> Partial –> Yes
Renewable Energy
Giga-Joules or GJ / Unit of Output
 Up or  Down **
Kyoto Greenhouse Gas Emissions
Indirect (Scope 3)
Metric Tons of CO2 Equivalent or
MT of CO2e / Unit of Output
 Down
Potential Waste Material
Recycled, Reused, Recovered
Metric Tons or MT / Unit of Output
 Up or  Down **
Transportation Fuel Efficiency
Grams of CO2 / ton-km
 Down
* In some locations water use may not be critical for sustainability.
** Improvement in this measure could be up or down depending on the situation; further analysis is required.
The Scorecard Tab
The following diagram illustrates how a partner should complete the scorecard for annual external business
partner sustainability performance ratings:
Fill in ALL applicable shaded cells; non-shaded are optional
Enter all submission details requested
List any overall scope comments/exclusions (e.g., Corporate
level data does not include our operations in Brazil)
Enter beginning and ending months of reporting period if
calendar year is not used (e.g., Jul – Jun)
Select the appropriate unit of measure and scope code
(from dropdown menu), enter values and comments for
all core measures in current and past years.
Report optional measures if you can
Report in the units of measure specified--absolute (preferred)
or intensity values (accepted). Unit of Output = Metric Ton for
most production; sqm, FTE, revenue or Other for services-explain "Other" units in Comments cell
Report P&G specific scope if possible; Site or Corporate if
necessary--Corporate scope is mandatory for
"Environmental Mgt. System" and "Fines & Sanctions“
•
If a core measure is non-applicable to your business,
enter Scope Code "NA" and explain in Comments. They
are not counted in core measures reported/improved
•
If a core measure is applicable to your business but
you are unable to report it, leave the applicable Scope
and Data cells blank and explain in the Comments
The same data methodology/scope should be used both
years unless you are changing to a narrower scope (i.e., C->S
or S->P)
Enter Factor % for Scope C & S respectively to approximate
Scope P values where you cannot yet report Scope P.
Note:
Circulate the scorecard to all applicable commercial and technical staff to ensure
all core measures are completed and ideas shared.
The Optional Measure section may include additional measures critically
important to a Spend Category. Partners in the industry specified should report
the additional measures as requested and defined by the Spend Category.
Provide annual volume/output unit in column C. Then, for
each scope reported above, provide data in columns E & H
List reasons in the Comments cell for measures you cannot
provide; e.g., proprietary information, not available, etc. Also
explain (in Comments) any measures that are worsening in
order to improve overall sustainability for the product/service,
so ROs rate appropriately.
Common Scorecard Errors
While the quantitative core measures on the
scorecard are auto-scored, external business
partner’s data entry errors on the Scorecard tab
can result in missed credits for reporting and
improving. Therefore, it is important for external
business partners to enter their data according
to scorecard instructions.
Here are a number of common scorecard errors
that should be avoided:
1. Incomplete data
A core measure is considered “reported” only
when the unit of measure and current year
scope and data are entered. The scorecard
will not count the measure as “reported” if any
one of the three elements is missing!
The scorecard automatically calculates whether
a core measure is “improved” only when the
unit of measure, current year scope and
data, and past year scope and data are ALL
entered. The scorecard will not make an
improvement comparison for the measure if any
one of the five elements is missing!
Common Scorecard Errors
1. Incomplete data (continued)
Alternate improvement comparisons will only be
made if annual volume/output data for the
scopes and years reported are entered along
with the volume/output unit…AND, the
volume/output unit must be the same as the
denominator of intensity measure unit. The
scorecard will not make an alternate
improvement comparison if these requirements
are not met!
Common Scorecard Errors
2. Incorrect use of “NAs” and “blanks”
The scorecard counts “blank” cells as not
reported! Scope, Data and/or Unit of Measure
Cells should only be left blank if a measure is
applicable but the external business partner does
not have data, or chooses not to report it.
Scope NA (Not Applicable) should only be used
when a measure does not apply to a specific
industry (e.g., hazardous waste is usually not
applicable for an Advertising agency). Scope NA
measures are not counted in core measures
reported or improved, to ensure all partners are
rated only on applicable measures.
Note: The final decision about whether a
measure is considered Scope NA resides with
the RO. ROs should seek consensus with their
external business partners regarding Scope NA
measures. Where consensus is not achievable,
consult with the Scorecard Process Owner.
Common Scorecard Errors
3. Inconsistent data methodology/scope
for current year and past year within a
measure
The same data calculation methodology, scope
and unit should be used for the current year and
past year within each measure in order to assess
improvement. If a change is made in the current
year, the previous year data should be adjusted
to match if at all possible—unless improving to a
narrower scope (e.g., from reporting Scope C to
Scope S or from Scope S to Scope P). Scope
improvement will be automatically counted as a
year-on-year improvement because it achieves or
gets closer to P&G’s long-term desired scope of
P.
Common Scorecard Errors
Simple data entry errors can significantly impact
the auto-scored portion of the scorecard. (In
the example provided, the external business
partner’s INTERIM RATING increased from 2 to
5 after the errors are corrected.)
To avoid making these errors, external business
partners should pay attention to the following
before they submit a scorecard to their ROs:
•
•
•
Light green shaded cells that are left blank
Core Measures with I Status = no
color+blank
Core Measures with Scope NA
The Rating Criteria Tab
The Rating Criteria tab describes the rating
criteria for the Sustainability Key Performance
Indicator (KPI) of our annual external
business partner rating and feedback
process.
Sustainability is not a new KPI. It has been
one of the performance metrics under the
Commercial category since the KPI framework
was developed in 2008. With this scorecard,
we made the rating criteria of the Sustainability
KPI more data-based, with emphasis on
tracking and improving core environmental
sustainability measures, and supporting P&G’s
sustainability initiatives. See scorecard
question/rating criteria (including calculation
methodology/comments) on the right.
A Partner’s Sustainability Rating is
determined through a 2-step process:
Step 1. Auto-scoring of reported quantitative
measures leads to the INTERIM RATING
Step 2. The RO’s manual scoring of
qualitative measures leads to the FINAL
RATING
The auto-scoring capability builds transparency into the
quantitative portion of the annual rating process and
fosters feedback discussions between external business
partners and their P&G ROs. In addition this enables
P&G to encourage all of their partners to use the
scorecard to help guide development of their
sustainability program even if they are not currently
being measured by P&G.
RO’s manual scoring of qualitative measures ensures
that partner’s efforts to bring sustainability ideas to P&G
and support of P&G’s sustainability initiatives/requests
are appropriately reflected in the annual rating.
The Rating Criteria Tab
Step 1. Auto-scoring of Quantitative
Measures:
Core Measures (except Annual
Volume/Output, P&G Sustainability Ideas &
Initiatives Supported, Data Protocol, and
Measures that do not apply to the partner’s
industry/service) are automatically scored
based on the first two rating criteria:
1. Scorecard Core Measures Reported
2. Scorecard Core Measures Improved
The average results of these two
quantitative measures will automatically
appear as the INTERIM RATING at top right
corner of the Scorecard tab and the bottom
right of the Rating Criteria tab as data is
entered.
The Rating Criteria Tab
1. Scorecard Core Measures Reported
(auto-scored):
A core measure is considered “reported”
when the unit of measure, and current year
scope and data are ALL entered.
This rating criterion counts all core measures
except Annual Output, P&G Sustainability
Ideas & Initiatives Supported, Data
Protocol, and Measures that do not apply
to the partner’s industry/service (NA).
1 = % of scorecard core measures reported is 0
2 = % of scorecard core measures reported is
greater than 0 but less than or equal to 50%
3 = % of scorecard core measures reported is
greater than 50% but less then 100%
4 = % of scorecard core measures reported is 100%
Details on how the percentage is derived
(i.e., % Achieved / Applicable) can be seen
on the right hand side of the Rating Criteria
worksheet.
The Rating Criteria Tab
2. Scorecard Core Measures Improved
(auto-scored):
The scorecard automatically calculates
whether a core measure is “improved” when
the unit of measure, current year scope and
data, and past year scope and data are ALL
entered. The scorecard also makes an
alternate improvement comparison if annual
output/volume data for the scopes and years
reported are entered. If a core measure is
“improved”, its “I Status” will automatically
turn green.
In addition, one I Status bonus point is given
when Factor % is entered for applicable
Corporate and Site scope values (because it
provides P&G with approximate Product
scope values).
The Rating Criteria Tab
2. Scorecard Core Measures Improved
(auto-scored) (continued):
This rating criterion counts all core measures
except Annual Output, P&G Sustainability
Ideas & Initiatives Supported, Data
Protocol, and Measures that do not apply
to the partner’s industry/service (NA).
2 = % of scorecard core measures improved is 0
3 = % of scorecard core measures improved is
greater than 0 but less than or equal to 50%
4 = % of scorecard core measures improved is
greater than 50% but less then 100%
5 = % of scorecard core measures improved is
equal to or greater than 100%
Details on how the percentage is derived
(i.e., % Achieved / Applicable) can be seen
on the right hand side of the Rating Criteria
worksheet.
Note that when the scorecard is submitted to
the RO, the INTERIM RATING (at the
bottom of the worksheet) only reflects the
average score of the first two criteria; the
remaining three criteria should be blank.
The Rating Criteria Tab
Step 2. RO scoring of qualitative
measures:
After the partner submits their scorecard to
their RO, the RO will assess the remaining
three rating criteria (as applicable) based on
the qualitative information provided by the
partner on the scorecard, his/her experience
with them in the area of sustainability and the
feedback from others as determined by the
annual P&G external business partner
performance feedback survey:
3. Support of P&G’s sustainability
initiatives;
4. Sustainability ideas brought to and
adopted by P&G; and
5. Support of additional feasible
sustainability measures (optional or new
‘non-core’ measures) specifically
requested by P&G.
The Rating Criteria Tab
3. Support of P&G’s sustainability
initiatives (RO scored):
RO MUST rate this row (unless a blank
scorecard is received.)
RO enters a 1, 2, 3, 4 or 5 rating based on
both the external business partner’s
documentation on P&G Sustainability Ideas
& Initiatives Supported (Scorecard Cell
D21), other achievements known to the RO,
and for external business partners that are
part of our annual SPM process, the
sustainability rating in SPMS (i.e., the
average rating from all Commercial raters for
the Sustainability KPI). The question in the
survey is designed to provide specific
feedback to help the RO choose a rating:
1 = Did not support any initiatives
2 = Supported some requested initiatives
3 = Supported all requested initiatives
4 = Supported all requested initiatives plus extra
initiatives
5 = Proactively led all requested initiatives plus
extra initiatives
When the RO enters the score for support of
P&G’s sustainability initiatives in Rating Criteria
Cell H8, the rating title automatically changes
from "INTERIM RATING" to “FINAL RATING”.
The Rating Criteria Tab
4. Sustainability ideas brought to and
adopted for use by P&G (RO scored):
RO rates this row ONLY if the partner has
reported some core measures (i.e., Rating
Criteria Cell H6 >= 2); or, if the partner has
declared all core measures Scope NA (i.e.,
Rating Criteria Cell K6 = 0).
RO enters a 4 or 5 rating (or leaves blank if
no ideas adopted) based on adopted ideas
documented in P&G Sustainability Ideas &
Initiatives Supported (Scorecard Cell D21)
and other adopted ideas known to the RO:
4 = Brought at least one idea that was adopted
for use by P&G
5 = Jointly developed several ideas adopted for
use by P&G’
Note: Since we want to reward ideas AND
reporting, this rating is only averaged into the
Final Rating (Rating Criteria Cell H14) after the
RO enters a rating in Rating Criteria Cell H8 and
if the submitting partner has reported some core
measures; or, if the partner (e.g., service) has
declared all core measures Scope NA—to
ensure we recognize the non-quantifiable
sustainability contributions from nonmanufacturers. Else, it will not count.
The Rating Criteria Tab
5. Support of additional feasible
sustainability measures requested by
P&G (RO scored):
RO rates this row ONLY if the partner's final
rating (Rating Criteria Cell H14) is 4 or 5
before this row is rated, and if additional
measures were requested.
The RO enters a 4 or 5 rating (or leaves
blank if additional feasible measures were
not requested or reported) based on their
experience/feedback.
Note that additional feasible measures can
be optional or new (non-core) measures
specially requested by P&G (e.g., RO or
other cross-functional business partners):
4 = Reported most additional feasible measures as
requested
5 = Reported all additional feasible measures
as requested
Since this last criteria is intended as a final
test for a 5 rating, it is only averaged into the
Final Rating if the submitting external
business partner's average rating for Rating
Criteria Cells H6-H9 is already 4 or 5. Else, it
will not count.
The Rating Criteria Tab
FINAL RATING (auto-scored):
As mentioned earlier, entering the score for
“Support of P&G’s sustainability initiatives”
changes the rating title from "INTERIM
RATING" to “FINAL RATING".
The FINAL RATING will be updated
automatically as the scores for the last 2
criteria are entered (if applicable).
The FINAL RATING on the scorecard
incorporates the Evaluators’ Sustainability
KPI rating inputs in P&G’s SPMS.
If the external business partner does not
submit a scorecard; the final sustainability
KPI rating will be 1 (i.e., far below
expectations).
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Training Module 2 - Supply Chain Environmental