Förslag till ny internationell standard Vägledning för hållbar upphandling

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1 Förslag till ny internationell standard Vägledning för hållbar upphandling Svenskt och internationellt standardiseringsarbete SIS/TK 478 Socialt ansvarstagande Deltar aktivt i: ISO/PC 277 Sustainable procurement ISO/PC 278 Anti-bribery management system - Requirements Förvaltar följande standarder: Omfattningen av standardförslaget ISO/DIS 20400: This International Standard provides guidance to organizations integrating sustainability within procurement, independent of their activity or size, as described in ISO Guidance on social responsibility. Sedan 2013 har Sverige tillsammans med ca 30 andra länder deltagit i arbetet med att ta fram denna standard som beräknas vara färdig i början av ISO kommer bli en vägledning för alla typer av företag och organisationer, privata såväl som offentliga. Det kommer inte bli möjligt att certifiera sig mot standarden. De bifogade sidorna är exempel från det cirka 50 sidor långa utkastet som just nu förhandlas och vi vill med dessa visa hur den framtida standarden kan komma att se ut. De bifogade sidorna innehåller bland annat innehållsförteckningen samt definitionen av hållbar upphandling. ISO är tillämpning av socialt ansvarstagande (organisationens totala bidrag till samhällets hållbara utveckling) enligt ISO Guidance on Social Responsibility, inom området inköp/upphandling. Alla organisationer och företag som köper in eller handlar upp ska kunna finna vägledning för hållbarhet i ISO Vi ser gärna att ditt företag/ din organisation deltar i översättningen till svenska av standarden, samt den lansering som kommer att göras under det kommande året. SS :2014 Ledningssystem för hållbar utveckling i kommuner, landsting och regioner - Vägledning SS-ISO 20121:2012 Ledningssystem för hållbarhet vid evenemang - Krav med tillämpningsanvisningar SS-ISO 26000:2010 Vägledning för socialt ansvarstagande SIS-SP 2:2015 Socialt ansvarstagande - Systematisk egendeklaration SIS-SP 3:2015 Socialt ansvarstagande - Systematisk egendeklaration - Verifiering Läs gärna mer om vårt arbete på SIS är en ideell organisation som projektleder experter från olika branscher som vill utveckla standarder tillsammans inom sin bransch. Vi säljer också standarder, utbildningar och rådgivning. SIS är en del av det europeiska och globala nätverk som utarbetar internationella standarder. Standarder främjar handel över gränser och bidrar till att processer och produkter blir säkrare. SIS är en fristående ideell förening med medlemmar från både privat och offentlig sektor. SIS, Swedish Standards Institute Telefon: , E-post: susanna.bjork@sis.se

2 DRAFT INTERNATIONAL STANDARD ISO/DIS ISO/PC 277 Voting begins on: Secretariat: AFNOR Voting terminates on: Sustainable procurement Guidance Achats responsables ICS: ; THIS DOCUMENT IS A DRAFT CIRCULATED FOR COMMENT AND APPROVAL. IT IS THEREFORE SUBJECT TO CHANGE AND MAY NOT BE REFERRED TO AS AN INTERNATIONAL STANDARD UNTIL PUBLISHED AS SUCH. IN ADDITION TO THEIR EVALUATION AS BEING ACCEPTABLE FOR INDUSTRIAL, TECHNOLOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT INTERNATIONAL STANDARDS MAY ON OCCASION HAVE TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL TO BECOME STANDARDS TO WHICH REFERENCE MAY BE MADE IN NATIONAL REGULATIONS. RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT, WITH THEIR COMMENTS, NOTIFICATION OF ANY RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE AND TO PROVIDE SUPPORTING DOCUMENTATION. Reference number ISO/DIS 20400:2015(E) ISO 2015

3 Pr ISO DIS Contents Page Foreword... v Introduction... vi 1 Scope Normative references Terms and definitions Fundamentals What is sustainable procurement? General Principles of sustainable procurement Scope of sustainable procurement Why procure sustainably? Key considerations for Sustainable Procurement General Setting priorities Exercising due diligence and managing risks Exercising influence Avoiding complicity Integrating sustainability into the organisation s procurement policy and strategy Committing to sustainable procurement Aligning with organisational goals Adapting to the procurement context General Understanding supply chains Managing implementation Organizing the procurement function towards sustainability General Governing procurement General Governance Accountability Procedures and systems Enabling people General Organisational culture Performance management Reward and recognition arrangements, developing competence Learning from others Guide Stakeholder identification and engagement General Identifying key stakeholders Engaging internal stakeholders Engaging the supply chain Engaging external stakeholders Setting priorities Due diligence and risk management Mapping sustainability issues to purchase categories Mapping suppliers related to critical sustainability issues Measuring and improving performance General ISO 2015 All rights reserved iii

4 Pr ISO DIS FÖRSLAG Metrics and Indicators Reporting Benchmarking Grievance mechanism Integrating sustainability into the procurement process General Planning General Assess sustainability risks and opportunities Analyse business needs Analyse the market Complete sourcing strategy Procurement criteria definition General Types of requirements Minimum and optional requirements Verification of sustainability claims Sustainability aspects of supplier selection General Prequalification Tender Selection of the supplier, negotiation and award Contract management Managing the supplier relationship Implementing the contract Contract management plan Managing performance and relationship Supplier/customer joint initiatives Supplier failure Disposal and end-of-life management Contract review and lessons learnt Annex A (informative) Help box sustainable procurement issues Annex B (informative) HELP BOX - ISO Sphere of Influence Annex C (informative) Overview of ISO Annex D (informative) Global cost calculation method Annex E (informative) Example of category issue analysis Bibliography iv ISO 2015 All rights reserved

5 Pr ISO DIS FÖRSLAG Note 2 to entry: Sustainable development is about integrating the goals of a high quality of life, health and prosperity with social justice and maintaining the earth's capacity to support life in all its diversity. These social, economic and environmental goals are interdependent and mutually reinforcing. Sustainable development can be treated as a way of expressing the broader expectations of society as a whole [SOURCE: ISO 26000:2010, modified] 3.37 sustainable procurement (SP) procurement that delivers long-term social, economic and environmental benefits Note 1 to entry: SP involves the sustainability aspects related to the goods and services and to the suppliers along the supply chain Note 2 to entry: SP contributes to the achievement of organisational sustainability objectives and goals 3.38 tier 1 supplier supplier providing goods or services directly to the procuring entity 3.39 universal design design of goods, environments, programs and services to be usable by all people, to the greatest extent possible, without the need for adaptation or specialized design Note 1 to entry: Universal design should not exclude assistive devices for particular groups or persons with disabilities where this is needed Fundamentals 4.1 What is sustainable procurement? General Sustainable procurement in general terms means making sure that the goods and services that an organisation acquires have the lowest negative and the most positive environmental, social and economic impacts feasible. Sustainable procurement should not be viewed as an abstract, idealistic goal but as a reasonable, practical and achievable aim for all private and public organisations, irrespective of their activity or their size. Procurement is a powerful instrument when an organisation considers requirements for sustainability and ISO is an important reference for an organisation wanting to improve its contribution to sustainable development. An overview of sustainable procurement fundamentals could be seen at Figure 2. 6 ISO 2015 All rights reserved

6 Pr ISO DIS Assess sustainability risks and opportunities Sustainability risks and opportunities can vary significantly from one good or service to another and from one supplier to another. Relevant considerations include technical aspects, sourcing locations, supply chain structures, with particular attention to downstream levels, etc. The due diligence described in and the prioritization described in clauses 4 and 6 should be aligned with both the sustainability issues relevant and significant to the organisation and with the sustainable procurement policy. Frequently that prioritization is made on larger classes or categories of goods or services. At the planning stage this process should then be repeated and analysis of sub-categories and/or individual goods or services should be completed using the same sustainability criteria. This approach should also identify any risks or opportunities that are unique to an individual good or service. In other words, the prioritization completed when setting priorities of the organisation considers the category of good or service as a whole. The results of this exercise should be used to inform the overall priorities for the category, as part of a category management approach. At the planning stage of the procurement process the focus should be more specific to the particular good or service and its context, while maintaining alignment with the organisation s direction. This analysis should not be done in isolation. Quite the opposite, identifying the real sustainability issues requires a multidisciplinary approach to capture knowledge from: technical experts that have a deep knowledge of how the good or service is manufactured, processed, delivered, etc.; sustainability experts that can provide technical advice on matters such as labour and human rights, health and safety, environmental management, legal issues, etc.; business users with knowledge on how the good or service will be used by the organisation. Together with sustainability risk and opportunity assessment, a life cycle approach should be used. This technique consists of assessing sustainability impacts associated with all the stages of a product's life fromcradle-to-grave, for instance: raw material extraction, materials processing, manufacture, distribution, use, repair and maintenance, and disposal or recycling. This technique is predominantly used to assess environmental impacts, by applying the global cost calculation method (please see Annex D for further detail) broader sustainability considerations such as social impacts, are addressed Analyse business needs Although the sustainable procurement policy states why a business aims to purchase sustainably, when analysing the need, think about what alternative options might exist to deliver the same outcome in a better way, e.g.: eliminating the demand by reviewing the real need; reducing the frequency of use/consumption; identifying alternative methods of fulfilling demands such as leasing rather than owning; aggregating and/or consolidating the demand; sharing use between divisions or organisations; encouraging reuse/recycling and the use of recycled/renewable materials where appropriate. Disposal requirements should be factored in throughout the design, procurement process and during operational phases of the product life including product take back and reverse logistics. This includes ensuring consideration for disassembly and reuse at the design stage, optimum choice of components and materials stated in the requirement to maximize recycling opportunities. It also includes recovery of subsystems and resources whilst minimizing the use of hazardous materials that could be dangerous and ISO 2015 All rights reserved 29

7 Pr ISO DIS Annex A (informative) Help box sustainable procurement issues An organisation and its procurement function should look at the sustainability issues holistically. On the basis of ISO this means that it should consider all the seven core subjects and 37 sustainability issues, and their interdependence. An organisation and, in particular, its procurement function should be aware that efforts to address one issue may involve a trade-off with other issues. Particular improvements targeted at a specific issue should not affect other issues adversely or create adverse impacts on the life cycle of the organisation s goods and services, on its stakeholders or on its value and supply chain. The following table shows how the ISO sustainability issues relate to possible procurement actions ISO seven core subjects and 37 issues Related actions and expectations for procurement Organisational Governance An overarching core subject, related to the informal or formal system by which an organisation makes and implements decisions including the fulfilment of its social responsibility 1.Decision-making processes and structures Develop a procurement policy that reflects a commitment to sustainability, with clear objectives and ambitions. Apply the principles of sustainable procurement (4.1.2) in procurement practices and make their application visible by leading by example, and working within performance and commitment frameworks, such as a supplier code of ethical conduct. Establish two-way communication processes with suppliers, contractors, business partners and other stakeholders in the value and supply chain on sustainability issues with high relevance and significance. Encourage an awareness of sustainable development amongst all employees involved in the procurement process. Investigate innovative solutions for goods and services by adopting approaches such as life cycle costing, goods as services system (use instead of ownership), circular economy and inclusive economy. Human rights Based on the International Bill of Human Rights and the core human rights instruments In line with UN Guiding Principles on Business and Human Rights 2. Due diligence Identify, prevent and address actual or potential negative impacts on human rights, resulting from their activities by initial assessment of suppliers Set up a due diligence process with a proactive approach to identifying the actual and potential negative human rights impacts of procurement decisions and activities, with the aim of avoiding and mitigating those impacts. Note. Due diligence should be completed not only for human rights, but in an integrated way for all seven core subjects. 3. Human rights risk situations Analyse human rights risks and opportunities in the supply chain. The procurement function should be alert to the supply of goods and services from areas of conflict or political instability, with known corrupt business practices, with an absence of civil rights or legal protection, of extreme poverty and poor standards of health, with communities of indigenous people, and those where child labour is used 4. Avoidance of complicity The procurement function should avoid being complicit in assisting the commission of actions by suppliers or contractors that are inconsistent with, or disrespectful of, human rights. 5. Resolving grievances Establish a transparent grievance mechanism to enable stakeholders who believe their human rights have been abused in the supply chain to bring this to the attention of the organisation and seek redress and remedy. The remedy process should be designed to deliver mutually agreed solutions to ISO 2015 All rights reserved 43