PRODUCT & SERVICE LINE REPORTS sustainability,” she continued. “To help


start, consider switching some of your more cost-effective products to a sustain- able alternative. Enrolling in a reprocessing program is another relatively quick win that can help demonstrate strong business and environmental results.” Eileen Buckley, Vice President, Corporate


Responsibility, Stryker, sees sustainability as an opportunity for Supply Chain leaders and profes- sionals to advance and improve, particularly against the backdrop of the pandemic.


healthcare organizations realize that popu- lation health is intrinsically connected to ESG initiatives, incorporating sustainability into the decision-making process becomes a natural extension of care delivery,” he indicated. “Most healthcare organizations have mission and vision statements that highlight their commitment to serving their communities and for the long term, but these statements rarely articulate a mea- surable action.


Eileen Buckley


“Business has changed rapidly in recent years,” she noted. “It is important to upskill supply chain professionals so they’re aware of the rapidly changing expectations, including regulations around sustainability requirements. Organizations should also revisit their supplier and employee codes of conduct to ensure they meet shifting stake- holder expectations and regulations. And finally, collaborate with industry groups and across the value chain to bring consis- tency to sustainability priorities and expec- tations of suppliers, which will encourage confidence in the investments required to scale sustainability impact.”


Buckley shares three key tips for Supply Chain approaching the C-suite for the green light. “First, establish robust governance prac- tices and engage stakeholders, including through exercises that result in internal and external stakeholder feedback,” she said. “Also, create a reporting plan that has a maturation curve and includes goalsetting alongside thoughtful disclosures that build trust and create accountability. Finally, it is good practice to embed prioritized sus- tainability requirements into [requests for proposals] and tender processes. Ensure there is transparency in the weighting of this criteria and that each question has a purpose aligned with the healthcare sys- tem’s sustainability strategy.” Paul Murphy, Vice President, Major Accounts & Vertical Markets, Canon Solutions America Inc., acknowl- edges that sustainability may not be high on C-suite priority lists but expects its position to be changing and elevating. “Sustainability efforts are not necessarily at the forefront of every healthcare organi- zation’s day-to-day activities, but as more


Paul Murphy


“Supply chain professionals need to work within the institution’s framework to iden- tify sustainability champions both inside and outside the healthcare environment,” Murphy continued. “Asking the right ques- tions to determine what suppliers can offer is a key part of this process. More often than not, sustainability efforts end up support- ing the enhancement of healthcare services by establishing measurable goals, creating efficiencies and reducing waste. upply Chain can improve its external reputation by becoming the lead in these initiatives and a resource for external practices.”


Introspection for interjection If anything, healthcare organizations should look inward at their own operations to make outward manifestations of sustain- ability, according to Mikhail Davis, Director of Technical Sustainability, Interface. To wit, the Centers for Disease Control


and Prevention and the World Health Organization both cite climate change as the No. 1 threat to public health in this cen- tury, even after a global pandemic, Davis notes. “For Supply Chain to make the case for sustain- ability efforts, they need to start with what their orga- nization already believes is important,” he continued. “Maybe it’s public health in general, maybe it’s spe- cific health conditions that are a concern in your community. For any of these issues, there is always a sustainability link when analyzing solutions. And once you begin to understand the sustainability and health impacts of the materials and products you purchase, it becomes clear that to make strides towards reaching sustainability goals, supply chain and procurement must be top of mind.


Mikhail Davis


“In fact, a healthcare organization’s big- gest source of emissions that contribute to climate change is from the materials used to keep it running,” Davis noted. “Every product can and does contribute to climate


46 November 2022 • HEALTHCARE PURCHASING NEWS • hpnonline.com


change – this emissions type is referred to as embodied carbon. “Embodied carbon emissions just from building material production make up at least 11% of humanity’s global green- house gas emissions,” he continued. “And it is estimated that for a new building con- structed in 2020, 72% of its impact on cli- mate change between now and 2030 will be from embodied carbon. Engaging with your supply chain and partnering with vendors to purchase low embodied carbon prod- ucts, starting with building products, is an essential part of contributing to a stable and healthy climate for all of us.” Andrew Knox, Manager, Environ- mentally Preferred Products, Premier, con- curs about introspection as a starting point. “This really depends on the state of


sustainability efforts within each indi- vidual organization,” he noted. “For example, if a health system is early in its sustainability journey, sometimes coming forward and volunteering can be all that is required. There may be efforts already underway that are looking for allies/ champions, and the supply chain plays a key role – either in leading the charge or lending important support. It may not be a case of gaining ownership as much as it is forming networks to achieve common aims. Overall, the most successful sustain- ability efforts include a cross-functional and enterprise-wide team inclusive of C-suite, clinicians as well as supply chain and opera- tions leaders and teams. “Broadly, making the connec-


tions between sustainability and the overall mission to enhance health can help engender internal support,” he added. “Further, talking about sustainabil- ity publicly and highlighting your efforts can create a groundswell of support as well as enhance your organization’s reputation.” While the pandemic may have changed thinking priorities, strategies and tactics in business, the sustainability issue remains consistent, according to Rob Chase, Founder & CEO, NewGen Surgical Inc. “We live in a different world now than even just 24 months ago,” he said. “In the past Supply Chain has been focused on cost and finding the products at the best price. Now it has become clear that acquisition cost is not the only deciding factor but also how a product is made, where it is made, and the materials used are increasingly important to understand.


Rob Chase


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