Green Procurement Playbook 2025

Building block 8 Talent, culture and capability building Shifting from traditional sourcing models to sustainable procurement requires more than just new tools or targets, it requires new mindsets, skill sets and cultural norms. For many procurement teams, this is a profound transformation. Historically evaluated on cost savings and efficiency, procurement professionals are now being asked to integrate environmental goals, supplier engagement and regulatory compliance. Few have been trained to do so. The capability gap is real. Many organizations have limited fluency in core sustainability concepts, along with a general lack of clarity on including them in day-to-day procurement. Where training exists, it is often optional, fragmented or disconnected from sourcing. Short-term pressures take priority and without sustained investment or leadership, upskilling remains low on the agenda. The challenge goes beyond skills to culture. Cost-driven organizations often perceive green procurement as a distraction or burden, rather than a strategic enabler. Teams may resist changing long-standing practices, particularly when incentives remain anchored to price and delivery. Even motivated individuals can struggle to prioritize sustainability. Overcoming these barriers requires a deliberate, system-wide approach, one that rethinks how companies hire, train, incentivize and recognize procurement talent. Five years ago, hardly anyone knew what scope 1, 2, or 3 meant. Now, everyone is learning, we’re building knowledge to support decision-making. Alfa Laval Build skills and capabilities Start with a procurement-specific skills assessment: Conduct a baseline evaluation of competencies, including specific abilities such as lifecycle costing, carbon data interpretation and engaging suppliers on emissions or circularity. Prioritize training needs accordingly, by role and category. Develop category-specific learning modules: Instead of generic training, create tailored content that reflects the real decisions that managers face. A team sourcing metals, for example, might learn about embodied carbon, circularity and certifications; a logistics team might focus on fuel types and route optimization. Make sustainability training mandatory, and ongoing: Move from optional webinars to structured training requirements embedded in performance goals. Set annual completion targets (e.g. “100% of sourcing managers complete modules each year”) and include refresher courses.Integrate sustainability into onboarding: From day one, communicate that green procurement is a core expectation. Include modules on sourcing policies, supplier standards and practical examples. Pair new hires with peers who exemplify sustainable procurement practices. Enable expert support: Create a sustainability support hub within procurement, a small team or digital channel where buyers can ask questions, access templates, or get quick feedback. Complement this with a network of trained “sustainability champions” embedded across categories. Track uptake and impact: Go beyond completion rates. Measure the effect of training through procurement outcomes, with dashboards. Green Procurement Playbook: The CPO’s Guide to Delivering Value for Business and Planet 45