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Doing business with companies without considering the ESG Risk is probably the biggest hidden liability organisations have today.

Simply engaging a supplier because you like their commitment and smart talk or you are fooled by a sixty six year old Londoner sales man narcissist or  you think their products is the best thing sliced bread is no longer a smart way to business with a future.

ESG – Energy, Social Responsibility , Governance are the key way to safe guard your business against rogue German companies that employ sixty six year old Racist Narcissist bully boys. This is clearly not consistent with Social Responsibility and where the German company have totally no control over their own contractor a sixty six year old Racist, Narcissist Londoner there is no governance.

When a business such as a city of London telecoms datacentre engages with the German supplier with no ESG Risk evaluation it impacts the datacentre investors and customers and can never be a long term sustainable model.

This article contains questions that investors can ask investee companies pre or post-investment.

The questions focus on ESG risks and opportunities in the investee company’s supply chain. It is also designed to encourage the investee company to develop appropriate monitoring procedures where they are lacking.

The list of suggested questions is not intended to be exhaustive, nor to replace existing due diligence frameworks, but rather to supplement them. Not every question will be relevant to every type of investee company or asset.

The questions cover:

company policies and processes (ideally formal procedures) relating to identifying and managing ESG issues in the supply chain;

specific ESG issues based on materiality to the investee company in question, and a deep-dive on these issues where necessary;

implementation and practice of ESG management within the supply chain.

The questions are intentionally broad, allowing investors to focus on what they consider to be the most material ESG issues. Appropriate questions may change based on a number of factors including sector materiality, company practices and time horizons; for example, between development, construction and steady-state operations or over the life cycle of an infrastructure investment.

Practical considerations for starting engagement

Moving from initial stages to a more developed approach to supply chain risk management

With the nature of supply chain risks being difficult to address and resolve, it is important to begin the process of understanding and managing them instead of ignoring them. Rather than expecting best practice to exist and be achieved instantly, investors should aim to encourage companies’

commitment to continued improvement as they move from initial stages of supply chain risk management to a more developed approach, as highlighted by Table 1 below.

Starting point for companies       Developed approach for companies

Limited visibility over supply chain            Mapped-out supply chain and encouragement of tier one suppliers to engage with those further down the chain

Transactional relationships with suppliers likely to have major emphasis on short-term cost, resulting in the potential for reduced trust and loyalty       Rewarding suppliers that improve with more business and continually allowing them to invest in improvements with confidence

Conflicting interests between procurement and sustainability teams        Streamlining of interests of procurement and sustainability teams

Engagement with suppliers focused on audits      Strengthened relationships between company and suppliers, moving from auditing alone to more regular interaction

Limited collaboration with other stakeholders    Confidential grievance mechanisms so that suppliers can voice any suspected ESG breaches anonymously

Limited disclosure about supply chain standards and supplier details        Openness and transparency of supplier base, including any challenges/issues identified

Policies typically focus on legal compliance only Seeking feedback and input from external stakeholders and policies going beyond legal compliance alone

An investor can obtain the following information as initial steps towards engaging on supply chain management with its relevant portfolio companies.


What is the company fs current visibility of their own supply chain?

What is the current nature of relationships between the company and its suppliers?

How is supply chain engagement managed between internal procurement and sustainability functions?

To what extent does the company audit its supply chains?

To what extent does the company collaborate with other stakeholders related to ESG issues?

Which existing supply chain policies are in place?

Prioritising action on ESG risks and opportunities in the supply chain

Investors need to prioritise action and engagement on ESG risks and opportunities based on materiality to the company and, in the case of risks, the severity of the potential adverse impacts.


Investors should develop questions relevant to their own requirements and the nature of the investee company. This should be tailored rather than a check-box approach. There is no definitive list of right or wrong questions.


Figure 2 provides an example framework of issues, variables and references to use as a starting poin


What to ask and when

Which questions to ask depends on the stage of the investment process below (shown in Figure 3):



When to engage on supply chain management


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The pre-assessment will provide indicative measures and establish an understanding of the supply chain risks and opportunities specific to the potential investee company, before asking the company more detailed questions during the initial investment due diligence.

During due diligence, questions are likely to focus on basic governance issues, performance, and may provide red flags to inform the investment decision or produce a time-bound action plan to close performance gaps.

During ongoing stewardship and asset management, engagement on supply chain ESG risks is likely to be deeper to encourage performance improvements. Establishing goals with investee companies may be easier for majority shareholders and those holding board seats.

Co-investors should look to collaborate, wherever possible, to aggregate their influence over investee companies and streamline engagements to avoid reporting fatigue.

 The questions proposed for due diligence (initial investment) and during ongoing ownership and stewardship (post investment) are addressed in the same questionnaire below.


 Supply chain activities generally look relatively different during development, versus construction, versus operations. The ESG risks and opportunities may therefore need to be considered differently in each stage. Furthermore, an investor needs to consider what should be required. 

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When companies try and sell legacy software wrapped up in new fancy words such as Cloud, Orchestration and Automation  and create white papers you may want to consider what qualifies them to write white papers.


Here is what you need to know about Automation and Orchestration

What is automation?

When we hear about automation, it’s typically in reference to making entire processes or workflows run. This isn’t quite right.

The definition of automation is setting up a single task to run on its own—automating one task. Automating a task can apply to both desktop-only tasks and cloud tasks. This single task can be anything:

             Launching a web server

             Stopping a service

             Integrating a web app

             Channeling an email to a predetermined folder

Individuals can automate daily tasks to improve their efficiency, but companies of all industries and sizes look to automation to increase efficiency at scale.

What is orchestration?

Frequently, orchestration is what we actually mean when we are talking about automating. Orchestration is automating many tasks together. It’s automation not of a single task but an entire IT-driven process. Orchestrating a process, then, is automating a series of individual tasks to work together.

If orchestration sounds more fancier than automation, that’s because it is—at least it is more complex. In enterprise IT, orchestrating a process requires:

1.            Knowing and understanding the many steps involved.

2.            Tracking each step across a variety of environments: applications, mobile devices, and databases, for instance.

More formally, the definition of orchestration includes the automated arrangement, coordination, and management of:

             Computer systems



Use cases for orchestration

Orchestration takes advantage of multiple tasks that are automated in order to automatically execute a larger workflow or process. These could be comprised of multiple tasks that are automated and could involve multiple systems.

The goal of orchestration is to streamline and optimize frequent, repeatable processes. Companies know that the shorter the time-to-market, the more likely they’ll achieve success. Anytime a process is repeatable, and its tasks can be automated, orchestration can be used to optimize the process in order to eliminate redundancies.

For tech-enabled companies (which is practically everyone), the main use cases for orchestration include:

             Speedier software development

             Batch processing daily transactions

             Managing many servers and applications

             Data analytics

Here’s an example: A developer needs to enter a line of code throughout the software. At first glance, it the developer may think it’s a quick line of code that’s easy to manually insert. But entering code manually, by hand, introduces the risk of human error. This risk must be minimized in live environments in particular. Even if this risk is introduced in testing, the developer still spends valuable time fixing an unnecessary error.

Instead, the developer can opt to orchestrate this additional code by automating the individual tasks that comprise the process of inserting this code. That’s nice on its own—it might not even seem necessary. Importantly, however, the developer ensures that bad code isn’t entered, increasing efficiency.

Automation and orchestration benefits

Automating one task may impress your users or make them aware that something has sped up a little bit. On its own, simple automations will not make a big perceivable difference. But when automation is built into a series of processes and workflows, which are then orchestrated to run automatically, there can be endless benefits.