Lessons learned
NHSS has a clear aim to accelerate sustainability within its frameworks, in collaboration with suppliers. This case study provides a range of useful lessons for NHSS and others, to help with this evolution:
While suppliers to this framework have determined their organisational carbon footprint and have carbon reduction plans in place or in development, CO2 data relating to haemodialysis products, consumables and packaging is not yet routinely available from the large international suppliers. It is recognised this can involve time and cost and it must be clear what the data is to be used for.
In time, it may be desirable to benchmark these products in carbon as well as cost terms, but this requires investment by suppliers in systems and analysis, consistent, verifiable methodologies and potential support from buyers. In the meantime, the focus must be on requiring and working with suppliers to enable relevant measures which will support the acceleration to net zero and a circular economy.
While the focus on CO2 did not provide data specific to the products, consumables and packaging, we must continue to strive to obtain this level of detail in future product/consumable tenders, where this is appropriate, if we are to help achieve carbon reduction targets. This means evolving and upskilling the marketplace that climate emergency is a priority of ours, while understanding the challenges suppliers may face. Over time bidders’ responses to relevant and proportionate carbon reduction questions should improve the detail submitted.
In order to evolve and upskill the marketplace it is important that we don’t make climate and other sustainability objectives a surprise for bidders. Collaboration with markets to set out ambitions and understand appetite and capability to support these is essential.
This ensures a relevant specification and offers the opportunity to develop the focus on climate and sustainability over the lifetime of the framework, in conjunction with suppliers. This includes the potential to obtain relevant CO2 data over time.
For this framework there was a clear focus on environmental improvement, recognising that this may be difficult as it had not been tried before for this framework, and that the organisation was engaging with major blue-chip companies.
The initial step, of two-way engagement with the market to set out intended objectives and determine current sustainability status and appetite to improve, was critical.
Contract and supplier management is also an essential stage, providing opportunities to monitor compliance with relevant commitments made and discuss the evolution of practical improvement. Each supplier or potential supplier is a key partner of NHSS, so collaboration is important, as both buyers and suppliers are learning.
Focus effort where the most positive outcomes are achievable. This means, for example, prioritising the focus on carbon reduction, based on assessment of carbon hotspots across pipeline frameworks.
Therefore, make use of the tools available such as the Sustainability Test and guidance.
This may sometimes appear daunting, but it is important to try it and to learn from any mistakes made. The more examples there are from colleagues and others the quicker good practice can be cascaded, while avoiding duplication of effort.
This includes mapping where lessons may be replicated, such as within other similar frameworks. For example, lessons from this framework may be applicable to NP56318 Peritoneal Dialysis fluids and consumables/ancillaries. Tailoring this approach is also relevant for NP15419 Breathing Circuits and Associated Consumables and the NP103/19 Endoscopy consumables and equipment frameworks, recognising their primary focus on consumables. Early market engagement on these frameworks can help gauge where suppliers in these markets are at in reporting carbon emissions by product as well as carbon reduction implementation.
There has been a mandatory requirement for bidders to provide a 7 year period for availability of parts and repair following end of production of equipment. While 7 years was specified under this framework this may be extended in the future, as 10 years has been specified in the new endoscopy equipment framework. This will be dependent on Clinical Engineering requirements.
To maximise uptime of equipment and minimise risk of equipment failures a 3 year warranty was included as a mandatory requirement as standard, including 12 months labour.
Lessons from this procurement and during contract and supplier management, will help inform the next iteration of the Haemodialysis framework, and others.
This includes:
