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By Panagiota Hoffmann
Why is the company pursuing this path?
Because around 80% of the operational impacts on the environment and society arise along the supply chain – from the choice of modules to the toilet paper used in the office. Everything a company purchases, uses, or disposes of leaves a footprint. At the same time, the EU is tightening its requirements: starting in 2026, medium-sized companies will also need to demonstrate that they actively assess and address human rights and social risks along their supply chain. The previous assumption that responsibility for PV plants and battery storage construction lies solely with EPC partners is therefore outdated.
Supply Chains and Risk Mitigation
This is especially visible in global procurement: While European suppliers are bound by strict regulations, comparable standards are often lacking outside the EU. Differing requirements – for example in data protection or working conditions – significantly increase the risk of companies purchasing products or services that do not meet compliance and ESG expectations.
For CCE, this means that due diligence is no longer a ʹnice-to-haveʹ, but a central element of quality and risk management.
But ESG is more than regulation. It is an opportunity to strengthen one’s strategic position. Companies that demonstrate mastery of sustainable processes can leverage this in financing, reputation, and project quality. CCE has already taken important steps in this direction – including the introduction of new evaluation methods that, for the first time, enable transparent and measurable supplier performance assessments and received top scores from GRESB. The supply chain is no longer just a procurement unit, but a strategic ESG driver.
(Photo: Adobe Stock).
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