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Published: 17 August 2022



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  • 今や「サステナビリティ」は長期的な企業価値の向上を占うには不可避のキーワードであり、自社単体の取り組みはもとより、影響が波及する懸念から社外の重要なステークホルダーのそれも含めて重視する企業が増えつつある。

  • ITベンダーのサステナビリティ・リスクを「十分に管理している」と考える日本企業のIT組織は、10%にとどまる。多くの企業では、リスク管理上、ITベンダーを重要な社外ステークホルダーと見なしていないと推察される。

  • サステナビリティ・リスク管理の第1の阻害要因は「それを遂行する社内人材の不足」であり、次いで「リスク管理ツール等の効率化支援策に乏しい」ことが挙げられる。ただし、これはベンダー管理業務全般にいえる傾向であり、サステナビリティ・リスクに限ったことではない。



  • 自社のサステナビリティ・ガイドラインがある場合その中の調達ポリシーで規定される、重点的に管理すべき取引先の条件に、ITベンダーが当てはまるかを検証する。

  • 条件に当てはまる場合は、ITベンダーをステークホルダーの一員として全社的活動の対象に含め、当てはまらなくともリスクが高い場合には、IT部門内のベンダー管理の一環としてそれらのサステナビリティ・リスクを検証する方針を取る。まず、いずれの方針を取るべきかを判断する。

  • 現在取引する主要ITベンダーが、自身のサステナビリティについてどのような認識や活動計画を有しているかも確認し、各ベンダーにおける取り組み状況の差異を把握しておく。

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Ryuichi Tsuchiya

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