Update DDC KIT - #1586
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Input from the DDC advisory board is not yet included, as it includes reference to a paper that is not yet officially published. Another update of the KIT content is planned for October. We assume this would then become a "Next release" of the KIT: |
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Hi @pkINOVIA, thank you for you contributions,I have requested the KIT master builder to review this PR. |
matbmoser
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🟡 Changes recommended
The new diagram conflicts with the documented process, lacks required editable source documentation, and contains several publication-facing text errors.
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Pull request overview
Updates the DDC KIT’s adoption guidance, glossary, architecture terminology, and user journey.
Changes:
- Expands CSDDD-aligned adoption documentation and glossary.
- Updates architecture terminology and diagram.
- Adds a revised user-journey SVG.
File summaries
| File | Description |
|---|---|
adoption-view/adoption-view.md |
Revises business guidance and adds a glossary. |
development-view/architecture.md |
Updates architecture terminology and diagram reference. |
resources/DDC_KIT_User_Journey_v2.svg |
Adds the revised user-journey diagram. |
Review details
- Files reviewed: 2/4 changed files
- Comments generated: 5
- Review effort level: Balanced
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| - highly fragmented multi-tier supply chains | ||
| - global sourcing across varying countries and sector risk levels | ||
| - increasing regulatory scrutiny at the product and company level | ||
| - growing expectations from stakeholders (e.g. public authorities, customers, investors) ) |
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@matbmoser What did I do, if autofix suggestion is outdated? Ignore or fix in MD file and create another pull request when changes are made or something else?
| - Legal and competition law sensitivities requiring strict governance | ||
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| In addition, SMEs face organizational and financial constraints. They often serve customers from multiple industry sectors, each imposing different Due Diligence expectations. Without a harmonized framework, this complexity risks overburdening SMEs and undermining the effectiveness of regulatory objectives. | ||
| In addition, SMEs face organizational and financial constraints. They often serve customers from multiple industry sectors, each imposing different Due Diligence expectations. Without a In addition, SMEs face organizational and financial constraints. They often serve customers from multiple industry sectors, such as aerospace and mechanical engineering, each imposing different Due Diligence expectations. Without a harmonized framework, this complexity risks overburdening SMEs and undermining the effectiveness of regulatory objectives. |
| For companies classified as medium potential risk exposure (e.g., R2), the combination of risk level and company size determines whether and to what extent an SAQ is applied as part of the in-depth assessment. The SME initiates the SAQ process (1). The SSP, a dedicated role within the Catena-X ecosystem offering specialized services, provides (2) and operates the standardized SAQ defined and released by the Standard Setter (a). The SAQ is based on harmonized questionnaire standards tailored to the diverse structures and risk profiles of the automotive industry and aligned with the CSDDD framework. To ensure both flexibility and comparability within the network, different recognized SAQ standards may be applied. However, only those standards that meet defined minimum requirements set by this Expert Group are eligible for integration. These requirements include, in particular, adequate coverage of CSDDD-protected rights and environmental obligations, defined quality and governance criteria, and interoperability within the Catena-X architecture. Compliance with these requirements is assessed through a structured evaluation grid. The SME completes (3) and digitally signs the SAQ to provide a structured self-assessment of its sustainability performance and risk management practices. The SSP evaluates the filled out SAQ (4). Based on its responses and evaluation, the SME defines appropriate measures (5) to prevent or mitigate identified potential adverse impacts. The SSP evaluates the defined measures and target dates (6). The evaluated SAQ, including the defined preventive measures and corresponding target dates, is published by the Operating Company (7) and made visible to authorized partners within the network. This standardized SAQ approach reduces the administrative burden for SMEs, as it can be completed once and shared with multiple business partners. As with Scoping Analysis and Risk Classification, this process is also linked to ESS Incident Management. If an incident is reported and verified, it may trigger a reevaluation of the current Due Diligence status and, where necessary, additional corrective measures. | ||
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| ### 5. Audit Execution: In-Depth Review for High Risk | ||
| ### 5. Audit Execution: In-Depth Review for High RiskAudit Execution: In-Depth Assessment for High Risk Cases |
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| ### Adverse Impact | ||
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| negative effect on people, including their human rights, or on the environment. Under the CSDDD, the term encompasses both adverse human rights impacts and adverse environmental impacts as defined by the Directive. Adverse impacts can be actual, where they have already occurred, or potential, where they may occur. Source: Directive (EU) 2024/1760 (CSDDD), Article 3(1): “‘adverse impact’ means an adverse environmental impact or adverse human rights impact.” |
Co-authored-by: Copilot Autofix powered by AI <175728472+Copilot@users.noreply.github.com>
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Description
#1657
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