PRODUCT & SERVICE LINE REPORTS
the concept and importance of environmental stewardship that could emanate from Supply Chain. “The role of the ‘environmental steward’ in U.S.
hospitals is often parenthetical and somewhat isolated from the core operations of the hospital,” he said. “However, 71% of hospital emissions are Scope 3 emissions (emissions stemming from the supply chain), and the issue therefore should be a primary responsibility of the supply chain. Moreover, making the supply chain function responsible for environmental initiatives brings the topic right into the middle of the hospital’s core operations, and enforces a focus on accountability and results.” He cites a 2019 report from Health Care Without Harm found here:
https://noharm-global.org/ sitesdefaultfilesdocuments-filesHealthCaresClimate Footprint_092319.pdf.
Lars Thording
“To gain support for this, I would recommend pointing out what the numbers say and reminding executive leadership that the environmental responsibility topic has become inescapable from a political, governmental and public opinion perspective,” Thording continued. “Hospitals that don’t make the environment a core initiative will have some explaining to do.” Thording outlines a blueprint of action.
“Supply chain professionals should start by mapping out
the environmental impact opportunities space specifically in terms of purchasing, demand environmental scorecards from vendors, set specific goals (packaging, reuse, preferential pur- chasing, etc.),” he said. “Engaging physicians and staff is a ripe opportunity for energizing this effort. A recent study published by the European Society of Cardiology found that physicians are highly motivated to reduce environmental impact. A total of physicians from hospitals were polled and were motivated to work towards more sustainable solutions.” [Editor’s Note: Find the study here:
https://academic.oup.com/europace/article/24/ Supplement_1/euac053.592/6589249.] Still, Thording recognizes that healthcare organizations are trying to improve in this area, but that it may not be enough. Most U.S. hospitals today are moving towards very dedicated
sustainability strategies,” he acknowledged. “A common frustra- tion is that only a fraction of the sustainability effort is about hospital operations – most pollution, waste, and environmentally harmful production are inherited from the suppler. In other words, a hospital can be 100% committed to sustainable practices, yet still end up a doing a lot of harm to the environment – because of what their vendors do. The problem here is that vendor evalu- ation and strategy is traditionally about price exclusively, and this needs to change. Our best partners are asking us to report on cost, resilience and sustainability. My recommendation is that environmental sustainability metrics are made part of not just the RFP process, but also value analysis assessments, preferred vendor programs, and periodical business reviews.” Cristina Indiveri, Associate Vice President, Strategic Programs and Contract Services, Vizient, relays the vast media coverage and publicity sur- rounding sustainability and climate change topics as motivation that they surpass COVID-19 and monkeypox as public health threats long-term if not addressed right away.
“That is because the impacts to human health from climate change are vast,” she emphasized. “From increased cardiovascular and respiratory diseases caused by air pollution
Cristina Indiveri
to water and food insecurity creating malnutrition, healthcare providers, suppliers and group purchasing organizations need to work together to solve the climate equation. After all, the healthcare industry works to ensure we’re not only healing patients but that we’re also contributing to the improvement of our communities’ health and ensuring the safety of future generations. “A healthcare organization’s supply chain can take ownership of sustainability because it is the products and devices an orga- nization purchases that bring in chemicals of concern and emit carbon from their transportation,” Indiveri continued. “Research demonstrates that 90% of healthcare organizations’ greenhouse gas emissions are generated in the upstream and downstream value chain, better known as the supply chain.” She cites from an EPA report found here:
https://www.epa.gov/climateleadership/ supply-chain-guidance. “Supply chain must have a seat at the table of organizations focused on fighting the climate crisis, she insisted. But sup- ply chain staff are not the only interested parties. Whether they are clinicians who conduct research in this area or analysts who evaluate the front- and back-end costs of climate change, find your champions. Sustainability can be overwhelming because it touches everything from anesthetic gases in the operating room to patient food. Start with small wins that encourage improve- ments in people, planet and prosperity, such as removing toxic mercury from the supply chain or modifying printer settings to reduce waste and save money. Recognizing and celebrating wins that are necessary for human health, the environment and the bottom line are essential to building momentum and continuing this work to ensure healthy and safe communities.” HPN
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