Beyond the Social: Incorporating ESG into procurement processes and decision-making
In March 2026, procurement leaders, social enterprise founders, and platform innovators came together at the Unimarket AU Headquarters for a panel discussion on how organisations can move from compliance-driven ESG box-ticking to genuine, measurable impact.
The panel discussion was led by:
- Megan Pepper, Head of Sustainability, givvable
- Gary Gietzmann, Head of Procurement, Programmed
- Shamila Gopalan, Chief Commercial Officer, SisterWorks
- Aaron Blazic, Social Procurement Network (Moderator)
Key Takeaways from a Thought-Provoking Discussion
1. ESG Belongs in Every Procurement Decision
One of the strongest messages from the panel was simple: stop treating ESG as an afterthought.
When ESG requirements are embedded into procurement planning from the start and baked into evaluation criteria, vendor selection processes, and go-to-market activities, it becomes standard practice rather than a last-minute add-on.
“When the clients start asking questions and you're scrounging around, that's too late. You've missed the mark.” - Gary Gietzmann
Finding ways to integrate verified supplier credentials directly into procurement systems enables teams to make informed decisions without chasing individual questionnaires.
2. The Numbers Behind Social Enterprises Are Compelling
The case for investing in social enterprises isn’t just ethical; it’s economic.
The narrative behind engaging with social enterprises cannot be one-dimensional. Looking at cost in isolation paints a very different picture to the broader value delivered.
Sisterworks shared results from an independent SROI analysis:
- Every $1 spent generates $4.30 in social and economic value
- 65% employment placement rate into broader employment
- 300–350 women trained and upskilled annually
- 2,600 hours of employment and 2,500kg of waste diverted from landfill through a Yarra Trams partnership
These are the kinds of figures that shift internal conversations from “why does this cost more?” to “how do we do more of this?”
3. The Cost Premium Conversation
Social enterprises carry an average 30% cost premium, which creates tension for procurement teams trained to prioritise lowest price.
The reframe: value for money is not the same as lowest cost.
The panel recommended unpacking the full solution first, then making a conscious decision about cost alongside social outcomes. Some organisations are separating “impact costs” and funding them through alternative budgets to create a more sustainable approach.
4. Stop Assuming. Start Visiting.
A consistent frustration from social enterprise representatives was ongoing skepticism about scale and quality.
Sisterworks’ manufacturing hub is Toyota certified, rail certified, and accredited by both ECA and Social Traders, yet still faces assumptions about capability.
The most effective way to challenge this? Visit in person.
“They came into our facility and said ‘yeah, we can put you into a contract - this is going to work’.” - Shamila Gopalan
The broader message: buyers have a role to play in evolving outdated perceptions.
5. Supplier Diversity Is Broader Than You Think
Many organisations begin with narrow definitions of supplier diversity, missing a significant portion of the market.
Australia alone has 20+ Indigenous business credentials, and givvable tracks over 3,000 ESG credentials globally.
Many suppliers hold multiple credentials, meaning a single engagement can meet multiple ESG objectives.
The advice: suppliers must make their credentials visible, and buyers must broaden their lens.
“It really helps to take procurement from tactical or transactional to strategic, when they've got that data that gives them visibility and insights.” - Megan Pepper
6. Procurement Needs to “Talk Normally”
Procurement jargon creates barriers.
The panel encouraged teams to simplify communication, focus on shared outcomes, and engage suppliers in a way that feels accessible and human.
There is also an opportunity to “join the dots” — identifying opportunities beyond the immediate tender and unlocking broader value across the organisation.
7. Technology Is Removing the Excuses
Modern procurement platforms are removing friction that previously made ESG feel difficult to implement:
- Instant credential verification
- One-to-many supplier data sharing
- Automated social impact reporting
- AI-driven visibility of supplier credentials at point of engagement
The infrastructure now exists to make informed, impact-driven decisions at scale.
The Bottom Line
The shift from compliance to impact in procurement is already underway.
Leading organisations are embedding ESG into everyday decisions, partnering with proven social enterprises, and clearly articulating the value of their impact both internally and externally.
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