From ESG Measurement to Action: The Tunisian Automotive Association’s Maturity Assessment
Measuring ESG (Environmental, Social, and Governance) performance is one thing; knowing where to act next is another. This is precisely the challenge addressed by the Automotive Maturity Assessment, an online platform launched by the Tunisian Automotive Association (TAA) to evaluate the environmental, social, and governance maturity of companies.
Initially developed as part of a major SME support program funded by GIZ in the mobility sector (automotive, aerospace, electronics, and maritime), the TAA aims to expand its scope to the entire mobility sector (including aerospace) and, more broadly, to the industrial sector at large.
A Methodology Rooted in Evidence
The platform’s value lies not only in its diagnostic capabilities but also in its rigorous methodology. Companies are required to support their responses with documentary evidence before receiving a diagnostic report and an action roadmap.
The Automotive Maturity Assessment does not merely ask companies to review their practices; it compels them to document their answers. For instance, an environmental certification must be accompanied by the corresponding official document.
Rahma Hizem, a management and organizational strategy consultant and CSR/ESG expert, explains:
“Once the questionnaire is validated, the company receives a report covering the three dimensions of ESG. This report highlights its strengths and identifies areas where progress is still needed.”
Following this diagnostic, the TAA analyzes the data to establish a tailored action roadmap suited to each company’s specific situation.
Defining ESG Maturity
In an interview with Managers, Hizem clarifies that ESG maturity corresponds to the degree to which a company complies with normative and sectoral requirements. It primarily depends on how ESG criteria are integrated into the company’s operations and its ability to produce ESG reporting. Notably, maturity is not measured by the size of the company’s capital.
Initial Results: A Mixed Picture
The preliminary results presented at the launch offer a nuanced view of practices within the automotive sector.
Environmental Dimension
On the environmental front, several companies were already engaged in preparing their carbon footprint assessments during the pilot phase. Three of them completed this exercise after responding to the questionnaire, meaning their full progress is not entirely reflected in the test results.
However, other areas remain underdeveloped. Biodiversity, for example, is not yet a priority for many companies.
“It is not yet among the top priorities for numerous enterprises,” Hizem notes. “Pressure from clients on this issue remains limited, although the topic is beginning to gain more prominence in ESG criteria.”
Social Dimension
The social dimension presents a more favorable picture on certain criteria. Occupational health and safety, as well as employee training, show satisfactory compliance levels. Hizem attributes this to the existence of public support schemes for training and strict regulatory and sectoral requirements regarding health and safety.
Conversely, diversity and inclusion remain a point of concern, with a compliance level of only 42.7%. This issue is closely linked to the feminization of leadership roles, which remains an ongoing challenge, according to the expert.
Governance Dimension
Governance reveals another limitation. Given that the automotive sector is largely composed of SMEs, the assessment criteria have been adapted to their reality. For example, the questionnaire refers to a “management committee” rather than a “board of directors” when the company structure does not match that of a joint-stock company.
Beyond legal form, the main gap lies in the steering of CSR initiatives. Companies track specific issues, such as energy consumption or social indicators, but often lack a comprehensive dashboard.
“We do not have a global dashboard,” explains Hizem, who also notes the frequent absence of a structured, written, and validated CSR vision.
The Value Chain as the Next Frontier
This difficulty in structuring CSR efforts is also evident in anti-corruption measures. While companies have codes of conduct and internal mechanisms, these initiatives rarely extend beyond their own walls. Due diligence regarding third parties and suppliers remains underdeveloped.
Hizem emphasizes that an anti-corruption policy cannot be limited to having suppliers sign an ethical code. Corporate responsibility must extend to partners and other stakeholders in the value chain. She argues that this weakness poses both a governance and a risk management issue.
This observation holds true when comparing first-tier and second-tier suppliers. ESG performance gaps do not appear to be primarily linked to a supplier’s rank in the automotive chain. Instead, they are more closely tied to the structure and size of the companies, with more pronounced differences in the environmental dimension.
As sustainability requirements expand across the entire value chain, companies at all levels will be increasingly affected. The goal, therefore, is to move beyond an approach limited to internal boundaries.
Overcoming Barriers: Resources, Culture, and Support
This evolution requires resources. In SMEs, ESG responsibilities are often distributed across multiple functions:
- Human Resources handle social issues.
- QHSE Teams manage environmental and safety matters.
- General Management oversees governance.
The lack of a dedicated function or specialized skills can make it difficult to structure these efforts.
Additionally, financing remains a challenge. Certain actions, particularly those related to energy efficiency or the recruitment of specialized talent, require investment.
A third obstacle is cultural.
“ESG should not remain the responsibility of a single department. Managers themselves must be sensitized and trained on these issues,” says Hizem.
This is where the diagnostic aligns with the support offered by the TAA. Based on the action roadmap, companies can access, according to their needs:
- Training and awareness programs
- Coaching
- Implementation of tools
- Support in preparing for certification processes
Furthermore, the TAA can facilitate connections with specialized organizations, training institutions, and banking institutions to help companies access financing and green credit lines.
Access and Cost
Notably, access to the platform, the maturity measurement, and the issuance of the ESG report are free until the end of 2026. Starting in 2027, access will become paid.
