Presentation English Dortmund 2014

Social Public
Procurement in
Norway.
Can purchasing power
make a difference?
Pia Trulsen, Contract manager, Sykehuspartner The South­Eastern Norway Regional Health Authority
To walk the talk
-Taking corporate
responsibility in public
procurement
”Our job is to make people
healthy, we can not do that at the expense of other peoples health.…”
CEO Mikkelsen,
South Eastern Norway Health Authority
Desember 2009
Furniture
Medical
equipment
Bandages
Textiles
Purchasing products from low cost countries
…is taking a high risk
Rana Plaza, Bangladesh
Textile industry
Public procurments
Electronics – Foxconn…
Why agreements? 6 billion Euro
The primary purpose of the agreements is to ensure that all interaction between health enterprise employees, suppliers to the health sector generally and the pharmaceutical industry in particular, and other health sector suppliers proceeds in a professionally and ethically correct manner. Ethical trade is the sum of efforts companies make to ensure that the goods they purchase are
produced in accordance with internationally recognized standards relating to working
conditions and environmental considerations.
Norwegian hospitals purchase for more than six billion Euro every year and they all set
requirements to ethical supply chains.
Our Board 10.12.2009: The South­Eastern Norway Regional
Health Authority shall be a driving
force for ethical trading and
undertakes to set requirements for
an ethical supply chain wherever
this is a relevant issue.
Asking or demanding? A balance… Our success criteria
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•
•
•
•
Dialogue
Cooperation
Following up
Time
Demand
But we have to show that we mean it
AUDIT IN INDIA
Following up
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•
•
•
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Standards make it easier for all parts
Use the ILO conventions and national laws
Public procures should share their results
Start by checking the suppliers systems, not a far­distant factory
Demand improvements and cooperation, not guarantees
Be reasonable and predictable
Not ”compliance or die”, but ”cooperation or no new contract…”
Communicate the importance from the top level management
AND: Following up etichal demands as a integrated part of generell following up of the supplier contract
What was important for the supplier? • Dialogue
• Standards
• Procedures
• Trust
• Time
• Predictability
­­­­­­­­­
• Reputation
• Sustainbility
• Competition advantage
Setting requirements –
stimulating
sustainable supply
chain management From contract clauses to qualification criteria
­ high risk and mature
suppliers
Major findings
Migrant workers from Vietnam: – No access to own
passports
– Huge recruting fees
– English contract without
translation
– Working hours –
national law or ILO conventions?
«It is not about the findings ­but
how you handle the findings»
DR. Heinz W. Grosse, CEO B Braun
Vellykket oppfølging
– leverandøren har
gjort store
forbedringer også på
systemnivå
http://etiskhandel.no/Artikler/11016.html
http://www.dagsavisen.no/tema/arbeidsliv­og­utdanning/himmel­og­helvete­i­malaysia/
Vellykket oppfølging
– leverandøren har
gjort store
forbedringer også på
systemnivå
http://etiskhandel.no/Artikler/11016.html
Fair competition
• Supplier number 1 – Control of supply chain
according to human rights and working
conditions
• Supplier number 2 – Do not care about these
issues
• Is it fair competition to treat them equally?
Thank you!
Pia Trulsen
[email protected]
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