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Level 1
Foundation
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Level 2
All Staff
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Level 3
Practice
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Level 4
Managers
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Level 5
Directors
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| People |
Identify Sustainable procurement champion (Who? How?)
Key procurement staff receive basic training in sustainable procurement principles.
Include Sustainable procurement is as part of key employee induction programme.
(SusTNA?)
Level 1 OCNW Sustainability qualification
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All procurement staff receive basic training in sustainable procurement principles.
Key staff receive advanced training on sustainable procurement principles
Link to SF Awareness Prog full version has quiz based on who/what/why of food purchasing - with MM certificate
OCNW level 2
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Target refresher training on latest sustainable procurement principles.
USE EA Guide to commodity procurement
Include Performance objectives and appraisal sustainable procurement factors.
TNA?
Develop simple incentive programme.
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Include Sustainable procurement in competencies and selection criteria.·
Include Sustainable procurement is as part of employee induction programme.
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Publicise Achievements
use improvements to attract procurement professionals.·
Establish internal and external awards for achievements
Focus on benefits achieved.
Share Good practice with other organisations.
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| Policy, Strategy & Communications |
Agree overarching sustainability objectives (with whom - employee representatives? Use SD Indicators as basis)
Aware of sustainable procurement policy. in place endorsed by CEO
(See example - E Renfrewhsire SP Policy)
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Review & Enhance sustainable procurement policy, in particular consider supplier engagement.
Recognise procurement is part of a wider Sustainable Development strategy. See our SD Programme
Communicate with staff, suppliers and key stakeholders.
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Augment the sustainable procurement policy to cover risk, process integration, marketing, supplier engagement, measurement and a review process.
See Enviros PPt
Strategy endorsed by CEO
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· Review and enhance the sustainable procurement strategy, in particular recognising the potential of new technologies. (?)
Try to link SD strategy to EMS (link to EP@W's EMS) and overall corporate strategy.
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Strategy is: reviewed regularly, externally scrutinised and directly linked to organisations’ EMS (link to EP@W's EMS)
Communincate the Sustainable Procurement strategy recognised by political leaders, widely.
· A detailed review is undertaken to determine future priorities and a new strategy is produced beyond this framework
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| Procurement Process |
Expenditure analysis undertaken
Identify key sustainability impacts - use SD Indicators
Check that key contracts include general sustainability criteria.
Award Contracts on the basis of value-for-money, not lowest price
Recognise / Suggest quick wins for Procurers
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Undertake Expenditure analysis
key sustainability risks assessed and used for prioritisation.
· Sustainability is considered at an early stage in the procurement process of most contracts.
· Whole-life-cost analysis adopted.
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All contracts are assessed for general sustainability risks and management actions identified.
Risks managed throughout all stages of the procurement process.
USE EA Guide to procurement
Targets to improve sustainability are agreed with key suppliers.
Based on SD Indicators
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Detailed sustainability risks assessed for high impact contracts.
Project/contract sustainability governance is in place.
· A life-cycle approach to cost/impact assessment is applied.
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· Life-cycle analysis has been undertaken for key commodity areas
· Sustainability Key Performance Indicators agreed with key suppliers.
· Progress is rewarded or penalised based on performance.
· Barriers to sustainable procurement have been removed.
· Best practice shared with other organisations.
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| Engaging Suppliers |
Undertake Key suppliers spend analysis
Identify high sustainability impact suppliers
Target Key suppliers for engagement and views on procurement policy sought.
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Collect Detailed suppliers spend
Involve Senior manager in General programme of supplier engagement
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Suppliers recognise they must continually improve their sustainability profile to keep the clients business.
· Develop incentives for Two way communications between procurer and supplier.
· Supply chains for key spend areas are mapped.
SET UP online DATABASE for suppliers to complete as per Cooperative Retail with Pesticides
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· Target Key suppliers for intensive development.
· Put Sustainability audits and supply chain improvement programmes in place.
· Record Achievements formally.
CEO involved with supplier engagement programme
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Recognise Suppliers as essential to delivery of organisations’ sustainable procurement strategy.
· CEO engages with suppliers.
Best practice shared with other/peer organisations
Suppliers recognise they must continually improve thier sustainability profile to keep clients business
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| Measurements & Results |
Identifiy Key sustainability impacts of procurement activity
Link to SD Indicators
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Appraise detailed sustainability impacts of the procurement activity
Implement Measures to manage high risk impact areas
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Refine sustainability measures from general departmental measures to include individual procurers and link to development objectives.
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Integrate Measures into a balanced score card approach reflecting both input and output.
·Compare with peer organisations.
Produce Benefit statements
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Measures Drive organisational sustainable development strategy direction
Benchmark Progress formally with peer organisations. (compare/ search over 4000 organisations)
Evidence Benefits from sustainable procurement
Make Independent audit reports available in the public domain
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