Women in Sustainable Supply Chains | P&SC LIVE: Net Zero 2026
Why It Matters
These initiatives show how procurement can become a decisive lever for corporate net‑zero ambitions while highlighting that gender‑inclusive leadership is essential for scaling sustainable supply‑chain transformations.
Key Takeaways
- •IWG launching sustainability program with 10,000 suppliers, influencing furniture market
- •All Points Fiber targets AI data‑center water and energy usage
- •Foodby pushes small suppliers to provide Scope 3 emissions data
- •Clifford Chance emphasizes adaptable, diversified supply chains amid geopolitical uncertainty
- •Panel stresses visible female role models and tailored recruitment messaging
Summary
The P&SC LIVE Net Zero 2026 panel brought together senior women leaders to discuss how sustainable supply‑chain practices intersect with gender inclusion. Speakers from International Workplace Group (IWG), All Points Fiber, Compass Group’s Foodby, and Clifford Chance outlined their organisations’ current programmes and the challenges they face as they embed climate‑focused procurement.
Key insights included IWG’s rollout of a 10,000‑supplier sustainability framework that will set new environmental and social standards for the world’s largest furniture buyer. All Points Fiber is mapping the water and energy footprints of AI‑driven data‑centres, while Foodby is working to collect Scope 3 emissions data from small‑scale catering suppliers. Clifford Chance highlighted the need for adaptable, diversified supplier bases amid geopolitical and regulatory uncertainty, and Jacqueline Kaminsky stressed the importance of holding the board accountable for net‑zero targets and publishing a standalone sustainability report.
Notable remarks underscored personal impact: Kaminsky described her role in securing board approval for Science‑Based Targets; Samantha Davis emphasized nurturing suppliers to improve data transparency; and Liz Abar spoke about building trust to become a “customer of choice.” The discussion also turned to how women’s career pathways should be framed—moving beyond generic recruitment pitches to align procurement roles with individual passions, and showcasing visible female leaders as mentors.
The implications are clear: large corporates can leverage procurement power to accelerate sector‑wide decarbonisation, but data gaps and immature reporting frameworks remain obstacles. Simultaneously, fostering gender parity and inclusive cultures is presented not just as a social goal but as a strategic lever for attracting diverse talent and driving innovative sustainability solutions.
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