GLOBAL REVIEW OFSUSTAINABLE PUBLIC PROCUREMENT

2017
I

Copyright © United Nations Environment Programme, 2017
This publication may be reproduced in whole or in part and in any form for educational or non-profit purposes without
special permission from the copyright holder, provided acknowledgement of the source is made. The United Nations
Environment programme would appreciate receiving a copy of any publication that uses this publication as a source. No
use of this publication may be made for resale or for any other commercial purpose whatsoever without prior permission
in writing from the United Nations Environment Programme.
Cover photos:© Sunny studio / Adobe Stock© michaeljung / Adobe Stock© chungking / Adobe Stock

Disclaimer

The designations employed and the presentation of the material in this publication do not imply the expression of any opinion
whatsoever on the part of the United Nations Environment Programme concerning the legal status of any country, territory,
city or area or of its authorities, or concerning delimitation of its frontiers or boundaries. Moreover, the views expressed do
not necessarily represent the decision or the stated policy of the United Nations Environment Programme, nor does citing oftrade names or commercial processes constitute endorsement.
ISBN No: 978-92-807-3658-8
Job No: DTI/2113/PA
The United Nations Environment Programme promotes environmentally sound practices globally and in its own activities.
This publication is printed on 100% recycled paper, using vegetable –based inks and other eco-friendly practices. Our
distribution policy aims to reduce the United Nations Environment Programme’s carbon footprint.

II

UN Environment promotes
environmentally sound practices
globally and in its own activities. Thispublication is printed on 100% recycled paper,using vegetable-based inks and other ecofriendly practices. Our distribution policy aims to
reduce UN Environment’s carbon footprint.

Table of contents
ForewordV

Acknowledgments

VI

Executive summary

VIII

1. Introduction
1.1
1.2
1.3

Purpose and scope
Research methods and limitations
Structure of the report

2.	Sustainable public procurement in national governments
2.1
2.2
2.3
2.4

Policy frameworks supporting SPP
Implementation of SPP
Monitoring and evaluation of SPP implementation
Chapter conclusions

3. Global trends in sustainable procurement
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9

About the stakeholder survey participants
Trends in SP
Monitoring and measuring SP implementation
Drivers for SPP implementation
Barriers to SPP implementation
Stakeholder expectations for future trends in SP practices
Emerging topics and trends in SP
The role of international organizations in supporting SP implementation
Chapter conclusions

4. Conclusions

1
1
4
5

9
10
17
22
28

31
31
33
40
41
45
47
48
51
54

56

Good practice examples
Market engagement to find innovative solutions in Norway
E-procurement in Argentina
Implementation of SPP at the City of Ghent
Impact sourcing at Microsoft

Annexes
Annex 1: Overview of the 10YFP Sustainable Public Procurement Programme
Annex 2: Overview of the outputs of the working groups of the 10YFP Sustainable
Public Procurement Programme (2013-2016)
Annex 3: Research methods for the 2017 Global Review
3.1 Research methods and limitations
3.2 National government questionnaire and factsheets
3.3 List of national governments contacted and that answered the questionnaire
3.4 Stakeholder survey questions
3.5 Stakeholder survey glossary
Annex 4: National government questionnaire
Annex 5: List of national governments contacted and that responded to the questionnaire
Annex 6: Stakeholder survey questionnaire
Annex 7: List of organizations that participated in the stakeholder survey
Annex 8: Glossary

20
26
43
50

58
58
62
71
71
73
74
77
81
82
92
93
104
108

Supplement: F actsheets on Sustainable Public Procurement in National
Governments
IIIList of figures

IV

Figure 1. Participating governments by region

9

Figure 2. Types of policies including SPP provisions

10

Figure 3. Types of overarching and thematic policies that include SPP provisions

11

Figure 4. Types of ministries and agencies leading and supporting the design of SPP policies

12

Figure 5. Authorities in charge of approving policies specifically dedicated to SPP

13

Figure 6. Types of objectives defined in SPP policies

14

Figure 7. Public authorities concerned by SPP policies

14

Figure 8. Enforcement of SPP policies

15

Figure 9. Types of sustainability issues addressed by SPP policies

15

Figure 10. Specific sustainability issues addressed by SPP policies

16

Figure 11. Agencies leading the implementation of SPP policies

17

Figure 12. Common measures to support SPP implementation

18

Figure 13. P rioritized categories of products, services and works in participating national
governments

19

Figure 14. Prioritization criteria used by participating national governments

20

Figure 15. Frequency of the monitoring exercises

23

Figure 16. SPP aspects monitored by national governments

24

Figure 17. Tools used to gather and/or report SPP implementation data

25

Figure 18. Types of indicators used by national governments to estimate SPP outcomes26

Figure 19. Stakeholder survey participants by world region

31

Figure 20. Stakeholder survey participants by organization type32

Figure 21. Activities run by survey participants to advance SPP

33

Figure 22. Actions defining SP according to survey participants

34

Figure 23. Stages of the procurement cycle at which it is most effective toimplement SP considerations

35

Figure 24. Priority product and service categories in which to apply SP practices according
to survey respondents

36

Figure 25. Environmental issues selected by survey participants as a priority for theirorganization to address through SP

37

Figure 26. S
 ocio-economic issues selected by survey participants as a priority for theirorganization to address through SP

38

Figure 27. Uses of ecolabels, standards and certifications in SP

39

Figure 28. Aspects of SP being monitored or measured in survey participants’ organizations

40

Figure 29. Strongest drivers for the implementation of SP in survey participants’ organizations

42

Figure 30. Largest barriers to SP implementation in survey participants’ organizations

46

Figure 31. P
 erceived change in importance of SP in participants’ organizations and/or
countries since 201247

Figure 32. Expectations for the development of SP activities in the coming five years

48

Figure 33. Emerging SP topics, strategies and activities according to survey respondents

49

Figure 34. Survey respondents’ recommendations for international organizations supporting SP
implementation

53

Foreword
Procurement processes that consider social, economic and environmental factors are able to drive
sustainability along value chains. This was acknowledged by the international community when it
included a target on sustainable public procurement in the Sustainable Development Goals. Target 12.7
focuses specifically on promoting “public procurement practices that are sustainable, in accordance withnational policies and priorities”.
But what are the keys to making this happen? How can we expand our understanding of the drivers,
barriers, needs and expectations that promote or hold back sustainable procurement? The 2017
Global Review of Sustainable Public Procurement provides an up-to-date overview of the scale and typeof sustainable procurement activities undertaken worldwide in the past three years. It addresses alongstanding need of stakeholders to access reliable and comprehensive information on activities andorganizations involved in this critical organizational function.
The 2017 Global Review confirms that sustainable public procurement is progressively embraced
by both national and local authorities. Furthermore, and compared to the 2013 Global Review, anincreasing number of organizations and governments were found to monitor their sustainable public
procurement policy implementation and results, and to set specific targets. This is key to managing
internal performance and shifting from the occasional inclusion of environmental and social factors
in procurement processes to a culture in which sustainable public procurement is the norm, andsustainability is seen as a strategic consideration in the purchasing of goods, works and services.
The 2017 Global Review also recognizes that, in order to transform production and consumption
patterns, it will be necessary to foster collaboration among stakeholders throughout the entire value
chain. Rather than focusing merely on the purchasing procedures of public organizations, driving the
procurement sector to sustainability will require significant cooperation between the public and private
sectors. The creation of multi-stakeholder collaboration and knowledge-sharing platforms at local,
national and international level will be essential to achieving this goal.
UN Environment is committed to contributing its share to the full implementation of sustainablepublic procurement. Our organization took the lead in establishing the 10YFP Sustainable Public
Procurement Programme, which brings together more than 100 partners to collectively addresssome key barriers to sustainable public procurement such as insufficient political support and thepersistent perception about the higher cost of sustainable products. UN Environment is also actively
contributing to the development of a robust methodology for the measurement of SDG Target
Indicator 12.7.1 on sustainable public procurement and took part in the development of the ISO 20400
Sustainable Procurement guidance standard, which will provide public and private purchasing entities amuch needed guidance and benchmarking tool.
Sustainable public procurement has reached a turning point as its relevance as a strategic tool todrive sustainability and transform markets is no longer questioned. We now need to ensure that it isbetter integrated in broader sustainable consumption and production policies so that, together, they
deliver on their promises. We also need to scale up the support to collaborative platforms, such as the
10YFP Sustainable Public Procurement Programme, that will allow us to accelerate the transition tosustainable procurement and ensure the full participation of developing and emerging economies tothis global movement.
We hope that the 2017 Global Review will help raise awareness about the great potential contribution ofsustainable purchasing to the achievement of the 2030 Agenda and that it will motivate organizations
and countries across the world to engage into sustainable procurement policies.

Ligia Noronha
Director of the Economy Division, UN EnvironmentVAcknowledgments
The work behind the 2017 Global Review of Sustainable Public Procurement was overseen by the 10YFP
Sustainable Public Procurement Programme’s Coordination Desk, composed of the United Nations
Environment Programme (UN Environment), ICLEI – Local Governments for Sustainability and the
Korea Environmental Industry & Technology Institute (KEITI). It provided advice and oversight tothe research, as well as contributed to several research steps including identifying sources for theliterature review, reviewing the questionnaire, factsheet and survey questions, providing contacts andoutreach for the national governments’ questionnaire and stakeholders survey, helping to identify andselect best practice case examples and managing the peer review process. The Coordination Deskcommissioned the research and analysis presented in this report to Ecoinstitut, SCCL1, in collaboration
with Industrial Economics, Inc., USA2.
Many others also contributed to the 2017 Global Review, including members of the 10YFP Sustainable Public
Procurement Programme’s Multi-Stakeholder Advisory Committee; teams at the national governmentsthat completed the questionnaire; the pilot survey participants and final survey participants; subject matter
experts that we interviewed; staff at the organizations featured in good practice examples; and leaders of
the six working groups of the 10YFP Sustainable Public Procurement Programme featured in Annex 2.
The 2017 Global Review was made possible by a grant allocated by the Korean Environmental Industry &Technology Institute (KEITI) and the European Union.

10YFP SPP Programme’s Coordination Desk teamStrategic guidance and review by Farid Yaker (UN Environment); Hyunju Lee (Korea Environmental Industry& Technology Institute - KEITI); John Watt and Philipp Tepper (ICLEI - Local Governments for Sustainability)
Research and writing teamResearch and writing by Aure Adell and Bettina Schaefer (Ecoinstitut SCCL); Anastasia O’Rourke, Angela
Vitulli and Noma Moyo (Industrial Economics, Inc), with assistance from Irina Uzun, Milena Beekmann,
Claire Thiebault and Laura Skoet (UN Environment), and Tim Reeve and Natalie Duronio (Reeve Consulting).
Interviewees
Hyunju Lee (KEITI, Korea); Jason Pearson (Sustainable Purchasing Leadership Council - SPLC, USA); Farid
Yaker (UN Environment); Oshani Perera (International Institute for Sustainable Development - IISD, Canada);
Robert Kaukewitsch (European Commission, Belgium); Mark Hidson (ICLEI, Germany).
National government questionnaire
The following individuals reviewed and provided their feedback on the national government questionnaire:
Sebastian König (Federal Office for the Environment FOEN, Switzerland); Sanjay Kumar (Ministry ofRailways, India); Christina Macken (SPLC, USA); Elena Mora (ChileCompra, Ministry of Finance, Chile);
Kristina Neumann (Convention on Biological Diversity, Switzerland); Peter Nohrstedt (SKL Kommentus AB,
Sweden); Zhang Xiaodan (China Environmental United Certification Center, China).
Staff from 41 national governments provided information for the research and reviewed the factsheets thatare part of this work (see list in Annex 5 and the supplement Factsheets on Sustainable Public Procurement
in National Governments). Without their efforts, we would not have been able to provide such detailed
information on their policies, programmes and activities related to sustainable public procurement.

Stakeholder survey
We thank the following individuals for providing their feedback on the stakeholder survey during its pilot
phase: Elena Aguilar Camacho (Cegesti, Costa Rica); Karen Cook (Alameda County, USA); Sanjay Kumar(Ministry of Railways, India); Hyunju Lee (KEITI, Korea); Björn-Erik Lönn (Nordic Ecolabel, Norway); Josep
Maria Masip (Government of Catalonia, Spain); Lynda Rankin (Province of Nova Scotia, Canada); Bettina
Schaefer (Ecoinstitut SCCL); Sachedanand Tahalooa (National Procurement Office, Mauritius); John Watt
(ICLEI, Germany); Farid Yaker (UN Environment).

VI

1

E
 coinstitut SCCL is a sustainability consulting firm founded in 1999 that support organizations in achieving real changes with a positiveenvironmental, social and economic impact, through policy design and evaluation, direct support and capacity building, among others.
http://www.ecoinstitut.coop/en/

2

I ndustrial Economics, Inc is an economic and environmental consulting firm founded in 1981 that provides policy analysis, programme
design, measurement and evaluation work in sustainability. http://www.indecon.com/

Two hundred and one individuals contributed to this study by taking the stakeholders survey. A list of theorganizations that these individuals work for is provided in Annex 7. We thank all of them for their time andfor sharing their opinions on sustainable procurement.

Best practice case studies
Diego Hernán (Secretary for the Administrative Modernisation, Argentina) and Alicia Moreno (Ministryof the Environment, Argentina); Thomas De Jonghe (City of Ghent, Belgium); Marianne Gjørv (Ministry of
Climate and Environment, Norway), Solfrid Foss (Agency for Public Management and eGovernment, Difi,
Norway); Tim Hopper (Microsoft, USA).
Peer reviewers
Sylvia Elena Aguilar Camacho (Cegesti, Costa Rica); Alexis Bateman (MIT University, USA); Robert
Kaukewitsch (European Commission, Belgium); Hiroyuki Kobayashi, (Ecomark, Japan); Niels Ramm
(UNOPS); Abby Semple (Public Procurement Analysis, United Kingdom); Helen Walker (Cardiff University,
United Kingdom).

VIIExecutive summary
Public procurement wields enormous purchasing power, accounting for an average of 12 percent of grossdomestic product (GDP) in OECD countries, and up to 30 percent of GDP in many developing countries.3
Leveraging this purchasing power by buying more sustainable goods and services can help drive markets
in the direction of sustainability, reduce the negative impacts of an organization, and also produce positive
benefits for the environment and society. In September 2015, world leaders adopted the 2030 Development
Agenda. At its core are 17 so-called Sustainable Development Goals (SDGs) that seek to build on theMillennium Development Goals, and take into account the three dimensions of sustainable development:
economic, social and environmental. The SDGs have reiterated the strong link between environmental
protection, sustainable development, and public procurement. In fact, one of the targets under Goal 12
on sustainable consumption and production patterns focuses specifically on the promotion of “public
procurement practices that are sustainable, in accordance with national policies and priorities".4 The
advancement of sustainable public procurement (SPP) practices is thus recognized as being a key strategic
component of the global efforts towards achieving more sustainable consumption and production patterns.
Against the backdrop of this global interest in the potential of public procurement to drive change towards amore sustainable future, the 2017 Global Review builds on the findings of the 2013 Global Review5 and explores
the progress made in the past three years at a global scale, highlighting regional trends. The research
investigated what 41 national governments are doing to promote, implement and measure the outcomesof SPP to benchmark results and assess progress over time. To track the progress made on sustainableprocurement (SP) across public and private organizations, the 2017 Global Review also analyzes the views ofover 200 stakeholders from 186 different organizations and 62 countries collected through a stakeholder
survey. The survey gathered input from stakeholders on their views on the drivers, risks, barriers, andoutcomes for sustainable procurement broadly, and as it is practiced within their organizations.
SPP stakeholders have long requested reliable and up-to-date information on activities and organizations
involved in SPP. The 2017 Global Review meets this need and adds to the existing literature by:
our understanding of the drivers, barriers, needs and expectations that promote or•• Expanding
hinder SPP using stakeholders’ opinions gathered through survey data and expert interviews.
the range of different SPP activities by highlighting short best practice examples from a•• Illustrating
variety of organizations around the world.
on progress made by national governments with data provided and validated by•• Reporting
governments themselves.
insight into SPP practices from world regions that are not typically covered by the•• Providing
literature in English.
discussions on the creation of a set of objectives and common indicators to measure•• Initiating
progress towards SPP adoption and implementation that can be replicated in future studies, andhelp support and measure the adoption of the SDG Target 12.7.6

Forty country factsheets can be found in the supplement to this report titled Factsheets on Sustainable
Public Procurement in National Governments. They were developed based on the information that national
governments provided in the questionnaire and detail the SPP policy framework, the goals andpriorities as well as the SPP implementation activities conducted and the monitoring and evaluation
systems in place in each country.

VIII

3

U
 nited Nations Environment Programme. Undated. “Sustainable Procurement”. Retrieved from: http://web.unep.org/resourceefficiency/
what-we-do/sustainable-lifestyles/sustainable-procurement

4U nited Nations (2015). Transforming our World: The 2030 Agenda for Sustainable Development: http://sustainabledevelopment.un.org/
content/documents/21252030%20Agenda%20for%20Sustainable%20Development%20web.pdf

5U nited Nations Environment Programme. 2013. Sustainable Public Procurement: a Global Review 2013, available in the Knowledge Hub of
the SCP Clearinghouse: http://www.scpclearinghouse.org/resource/sustainable-public-procurement-global-review-2013.

6S ustainable Development Goal target 12.7 is one of several targets within Goal 12: Ensure Sustainable Consumption and Production
Patterns. Target 12.7 is to: “Promote public procurement practices that are sustainable, in accordance with national policies and priorities “. The
United Nations Sustainable Development Knowledge Platform. Retrieved from: https://sustainabledevelopment.un.org/topics/sustainabledevelopmentgoals

SPP is now recognized as a key tool to drive innovation and sustainable development
Sustainable procurement is now widely recognized as a strategic lever to drive innovation and improve
the sustainability performance of both public and private sector organizations across the globe. SPP thus
relies on a strong international policy foundation. All the 41 countries participating in this study reported
having SPP commitments and provisions in either a sustainable or ‘green’ procurement policy or in otherorganizational policies, e.g. general procurement regulations or environmental policies. Compared to 2013,
the inclusion of SPP in policy provisions has increased in all policy arenas, from sustainable consumption
and production policies to sustainable development strategies more generally. However, the integrationof sustainability consideration in procurement processes, procedures, software or tools has still not been
fully accomplished. SPP is rarely implemented at a broad scale and is often the initiative of an individual
department or agency within the government. This leads to fragmented implementation efforts and results.
However, SPP practices are becoming more widespread in all regions with more and more interesting
examples to share and leverage.

SPP policies vary widely across national governments
Countries are using different policy vehicles to drive SPP, ranging from single-aspect regulations, suchas focusing on procurement from army veterans (e.g. the Republic of Korea) or buying recycled-content
products, often characterizing early efforts, to comprehensive action plans. Most national governments
participating in this study include SPP provisions in overarching or thematic policies and strategies, whilea smaller proportion include them in procurement regulations or in policies specifically dedicated to thepromotion of SPP. Countries also show variation in the level of enforcement prescribed by SPP policies.
Mandatory policy frameworks for SPP are typically more effective in driving implementation since they do
not depend as heavily on the initiative of individual ministries, departments or procurers.
However, one common feature across governments is that the ministries or agencies involved in the designof SPP policies are predominantly those associated with environmental, economic and financial affairs, i.e.
procurement agencies and ministries of environment, economy and/or finance.

The scope of SPP is widening to increasingly include multiple sustainability objectives
SPP policies are still most commonly associated with environmental concerns, but a broader scope is
progressively being adopted. Public and private procurers increasingly support the idea that sustainableprocurement is about more than just purchasing more environmentally friendly products. Most national
governments that participated in this study have SPP commitments that cover both environmental andsocio-economic issues. Some governments, particularly in Asia, focus exclusively on environmental issues,
and are not yet considering the socio-economic dimension. However, others prioritize an impressive
range of socio-economic and ethical issues in addition to focusing on the environment. As in 2013, energy
conservation continues to be a top priority globally, along with resource efficiency and climate change
mitigation. Among the main socio-economic issue areas, diversity and equality have grown in prominencecompared to 2013. This suggests an evolution from a focus on the social issues most closely tied to economic
performance, for example employment and business development, towards the inclusion of issues related tohuman wellbeing and social justice.

Countries support the implementation of SPP mainly through capacity-building activities andintegration in management processes, software and tools.
National governments undertake a broad range of activities to support and facilitate SPP implementation.
The provision of information, guidelines and capacity building to help procurement practitioners to integratesustainability principles in procurement processes are the most common measures. We may expect the useof guidelines and standards to further increase in the coming years, particularly with the impending releaseof the ISO 20400 Sustainable Procurement standard7. Another measure applied by a large majority of thenational governments participating in this study is the integration of SPP into existing procurement andmanagement-related processes, procedures, and tools.
7

I SO 20400 is a new standard released in April 2017 that will provide guidelines on the integration of sustainability in the procurement
processes of organizations.

IX

There are many opportunities to take SP consideration into account throughout the procurement process.
However, SP policies are most often implemented by developing requirements and technical specifications
for the products and services to purchase that incorporate relevant sustainability criteria. However, SP
activities are also occurring in other stages of the procurement cycle, including at the needs assessment
stage and in the phase of selecting and engaging suppliers.

Monitoring continues to be a challenge, but countries are increasingly monitoring different
aspects of SPP.
National governments continue to find challenges in monitoring the adoption of SPP, and, even more so, inmeasuring outcomes achieved through SPP. However, many countries have made some progress and are
adopting specific SPP measurement practices. European and North American countries have relatively moreadvanced monitoring frameworks for SPP, as the uptake of SPP in these countries is less recent than in mostAsian and Latin American countries. However, several countries in Asia, particularly those that were early
adopters of SPP, have made remarkable progress in terms of monitoring and the indicators they have adopted.
Having an SPP policy appears to drive specific monitoring and evaluation activities. In fact, governmentsthat have formulated an official SPP policy are also more likely to have a monitoring and evaluation system
in place to evaluate results and outcomes. As more and more countries formalize their policy commitments
to SPP, monitoring and evaluation activities should also become more common.
Most of the national governments that monitor and evaluate SPP implementation and results have set
quantitative targets around the total value of spending on sustainable goods and services to be reached,while a much smaller share of participating governments monitors SPP outcomes in terms of tangible
benefits for the environment, economy and society. It is arguably easier to measure quantitative or“process” indicators, but more emphasis needs to be placed on ensuring procurement is delivering thedesired environmental, economic and social outcomes such as energy efficiency, emission reduction, waste
prevention, local economic development, poverty reduction etc. Estimating these benefits represents a bigger
challenge, but Asian and European countries already offer promising examples of new and meaningful
impact-measuring approaches.

The perception that sustainable products are more expensive and the lack of expertise on
sustainable purchasing remain key barriers to a more extensive implementation of SPP.
Many of the same barriers to SPP implementation identified by the 2013 Global Review still persist today.
The most commonly cited barrier is the perception that sustainable products and/or services are more
expensive. While it is true that some sustainable products and services cost more than traditional options(e.g. LED lighting compared to incandescent bulbs), the calculation of costs often changes when the entire
life cycle of a product is taken into account. Greater adoption of methodologies based on life-cycle costing
will play an important role in helping to address concerns about costs. Another important barrier is the lackof expertise in sustainable procurement implementation in many organizations, where its potential to playa key strategic role is too often overseen. Concentrating more efforts on training and knowledge sharing
will also help addressing the concern that sustainable products and services are less available on the market
and more expensive. As SP is moving from tactical to strategic, its potential to support the advancement of
all types of sustainability policies is increasingly being recognized, together with the need to stimulate theprofessionalization of the procurement function within public as well as private organizations.

Ecolabels, top-down leadership and the support of international initiatives can help overcome
these barriers and drive the implementation of SPP
Ecolabels were created to help purchasers meet the challenge of identifying products and services that exhibit
certain characteristics in terms of environmental and social impact.8 Compared to 2013, a larger proportion ofsurvey respondents are now using ecolabels as mandatory requirements in product or service specifications.
According to the data from the stakeholder survey, SPP seems to be largely driven by policy and top-down
leadership. The existence of national legislation on SPP followed by strong political and organizational
leadership and policy commitments are among two of the main drivers for SPP implementation. The
8X

I SO 14024: Environmental Labels and Declarations: Environmental Labeling Type I, Guiding Principles and Procedures. ISO, Switzerland.

existence of legal, environmental, and economic expertise in SPP within an organization was also identified
as playing a significant role. Having the policy and commitment is important, but having sufficient numbers
of well-trained people to undertake implementation is also critical.
Another crucial element in the advancement of SPP is the support of international initiatives. Stakeholders
are looking at various national and international initiatives, for example the UN 10-Year Framework ofProgrammes’ SPP Programme, ICLEI’s Procura+ Network or the Sustainable Purchasing Leadership Council,
to provide guidance and expertise based on lessons learned. Survey participants recommended thatinternational organizations focus on measuring and communicating the benefits of SP and on building thebusiness case for SP, which is key to overcoming the perception that sustainable products and services are
more expensive. Collaboration at both the regional and international level is the key to taking SP to scale,whether it is sustainability and procurement professionals collaborating around best practices and aligningmarket signals, or the public sector engaging private-sector suppliers to integrate sustainability into vendor
performance management.

Key success factors are related to private sector engagement, the professionalization of
procurement and effective collaboration among stakeholders.
The general expectation among SPP stakeholders is that the uptake of SPP activities will increase in the near
future. In the coming years, we expect to see an enhanced focus on the topics of ecolabels and standards,
together with monitoring and reporting. Given the current political momentum in the area of global
environmental policy, SPP practitioners will also face the challenge of finding ways to use procurement
strategically towards meeting the goal of mitigating climate change. The development of life-cycle costing
methodologies and the professionalization of the procurement function will be instrumental to accomplish
this goal.
SPP implementation is already benefiting from transformations occurring in the way that procurement
is conducted, with greater professionalization of procurement practices leading to more strategic andtransparent processes. There certainly are signs of SPP practices becoming more embedded in standard
procurement activities and processes, but there is still considerable work to be done before sustainability
considerations become regular criteria within bid specifications and contracts.
Transforming sustainable production and consumption patterns will require collaboration among all
stakeholders along the supply chain, both in the public and private sector. Engaging private sector actors
is of utmost importance both as they will have to react to the public sector’s demand for more sustainableproducts and services, and because they themselves can influence the market through their own
procurement practices. It will take a large cooperative effort to transform supply chains and consumption
patterns at the global scale. The creation and promotion of knowledge-sharing platforms and othercollaboration tools are also central to the advancement of SPP globally.
The 10-Year Framework of Programmes on Sustainable Public Procurement and its 100-plus members andpartners will continue to shed light on this activity through new reports in the Global Review series that willattempt to capture these trends and share knowledge on the progress made in SPP. We hope that this willin turn encourage the further spread of SPP practices that can drive the shift towards a more sustainableglobal economy inspired by the core principles behind the SDGs, and in which sustainable consumption andproduction patterns will have become the norm.

XI

1.

Introduction

XII

1. Introduction
1.1 PURPOSE AND SCOPE
Public procurement wields enormous purchasing power, accounting for an average of 12 percent of grossdomestic product (GDP) in OECD countries, and up to 30 percent of GDP in many developing countries.9
Leveraging this purchasing power by buying more sustainable goods and services can help drive markets
in the direction of sustainability, reduce the negative impacts of an organization, and even produce positive
benefits for the environment and society. After two decades of progress, sustainable public procurement(SPP) is now regarded by many organizations as an important instrument in helping to achieve theSustainable Development Goals.10

Defining sustainable public procurement
Sustainable public procurement is a “process whereby public organizations meet theirneeds for goods, services, works and utilities in a way that achieves value for moneyon a whole life-cycle basis in terms of generating benefits not only to the organization,
but also to society and the economy, whilst significantly reducing negative impacts on
the environment.” 11
In some regions, SPP is also known as green purchasing, environmentally preferable
purchasing, or socially responsible procurement. In this report, we use “SPP” and “SP” asan umbrella term to cover these activities, recognizing that there are important regionaland organizational nuances to how such terms are defined, and that not all organizations
that undertake sustainable procurement are governments.
“Public procurement” is used in this report as an umbrella term to describe procurement,purchasing, and acquisition made by governmental organizations. “Procurement” includes
any professionally managed purchasing or procurement activities.

Sustainable procurement (SP) is not only practiced by public authorities. Many different organizations in theprivate and non-profit sectors are also leveraging procurement processes to focus on sustainability issues.
In so doing, they are seeking to reduce their organizations’ risks, to encourage sustainability in their value
chain as part of their social responsibility and citizenship efforts, and, in some cases, to reduce costs.
Purchasers have a variety of priorities when working to meet their organizations’ needs for products,
services and works, including a need to meet expectations on quality, value, and timeliness for delivery.
Sustainability-related aspects can be part of those expectations, informing both what is being bought, andfrom whom it is being obtained. Procurement professionals can send a signal to the economy by demanding
more sustainable products, services and operations.
Recognizing this potential, and to encourage SP by public authorities, the 10-Year Framework ofProgrammes on Sustainable Consumption and Production (10YFP12) established a programme on SPP in
April 2014. The United Nations Environment Programme (UN Environment), the Local Governments for
Sustainability network (ICLEI) and the Korea Environmental Industry and Technology Institute (KEITI) colead the programme, and act as its Coordination Desk.
9 U nited Nations Environment Programme. Undated. “Sustainable Procurement”. Retrieved from: http://web.unep.org/resourceefficiency/
what-we-do/sustainable-lifestyles/sustainable-procurement
10  T he Sustainable Development Goals are a “comprehensive, far-reaching and people-centered set of universal and transformative goals
and targets” that aim to end poverty, hunger and inequality, take action on climate change and the environment, improve access tohealth and education, build strong institutions and partnerships, and more. Over 150 world leaders adopted the SGDs in September
2015 and committed to implementing them by 2030. United Nations. 2015. “Transforming our world: the 2030 Agenda for Sustainable
Development” United Nations Sustainable Development Knowledge Platform. Retrieved from: https://sustainabledevelopment.un.org/
topics/sustainabledevelopmentgoals
11  D efinition adopted by the Task Force on Sustainable Public Procurement led by Switzerland (membership includes Switzerland, USA,
UK, Norway, Philippines, Argentina, Ghana, Mexico, China, Czech Republic, State of Sao Paolo (Brazil), UNEP, IISD, International Labor
Organization (ILO), European Commission (DG-Environment) and International Council for Local Environmental Initiatives (ICLEI) andadopted in the context of the Marrakech Process on Sustainable Production and consumption led by UNEP. and UN DESA
12  T he 10YFP is a global framework of action adopted by the Rio+20 Conference to accelerate the shift towards sustainable consumption
and production (SCP) in both developed and developing countries. Details can be found here: http://web.unep.org/10yfp
1

The Sustainable Public Procurement Programme of the 10-Year Frameworkof Programmes on Sustainable Consumptions and Production Patterns(10YFP SPP Programme)

The 10YFP Programme on Sustainable Public Procurement (SPP) is a global multistakeholder platform that supports the implementation of SPP around the world. The
Programme builds synergies between diverse partners to achieve the Sustainable
Development Goals (SDG) target on SPP, i.e. to promote public procurement practices thatare sustainable, in accordance with national policies and priorities. The United Nations
Environment Programme (UN Environment) leads the 10YFP SPP Programme with ICLEI- Local Governments for Sustainability (ICLEI) and the Korea Environmental Industry &Technology Institute (KEITI) as co-leads.

What is the 10YFP?
The 10-Year Framework of Programmes on Sustainable Consumption and Production
Patterns (10YFP) is a concrete and operational outcome of Rio+20. It is a global frameworkthat enhances international cooperation to accelerate the shift towards sustainableconsumption and production (SCP) in both developed and developing countries. It
provides capacity building and technical and financial assistance to developing countries,and encourages innovation and cooperation among all countries and stakeholders. UN
Environment serves as the Secretariat of the 10YFP and administers the Trust Fund. The
10YFP SPP Programme is one of the six initial programmes of the 10YFP.

Background
The SPP Programme of the 10YFP was launched on 1st April 2014. It brings together anumber of governments, local authorities, business sector and civil society from around theworld that are interested in collectively promoting the supply and demand of sustainableproducts through SPP. It builds upon the previous work of the Marrakech Process Task
Force on SPP (2005-2011) and the Sustainable Public Procurement Initiative (SPPI) (20122013). The SPP Programme’s specific objectives are to:1.

 uild the case for SPP by improving the knowledge on SPP and its effectivenessB
as a tool to promote sustainable consumption and production, to support greener
economies and sustainable development.

2. S
 upport the implementation of SPP on the ground through increased collaboration
and better access to capacity building tools and support through SPP experts.

10YFP SPP governance structure
The Coordination Desk is in charge of supporting the overall coordination, implementation,
monitoring and fundraising of activities of the programme. It consists of UN Environment,
ICLEI and KEITI. The Multi-stakeholder Advisory Committee (MAC) is composed of 22
members and oversees the implementation of the 10YFP SPP Programme.

2

10YFP SPP Programme work areas
The 10YFP SPP Programme’s work plan and the activities of the working groups revolvearound four main pillars:
1.

Implementing SPP on the ground

2. Assessing implementation and impacts of SPP
3. Identifying obstacles and promoting innovative solutions
4. Collaborating with the private sector

Core activities
The 10YFP SPP Programme engages in various communication and outreach activities:
1.

The Global Sustainable Consumption and Production Clearinghouse13 is the online
platform dedicated to advancing SCP worldwide through information, knowledge
sharing and cooperation. It serves as a one-stop hub on SCP as well as theknowledge-sharing and cooperation platform of the 10YFP.

2. The 10YFP SPP Programme is engaged in an ambitious research project to track thedevelopment of SPP worldwide. The results of this effort is presented in the 2017
Global Review of Sustainable Public Procurement three years after the first editionof the Global Review14 was published in 2013. The report examines the state of SPP
policies and practices undertaken by national governments and other public sector
organizations and stakeholders involved in SPP.
3. The 10YFP SPP Programme organizes a series of information webinars in order topresent the work of working groups, upcoming events, disseminate new tools forpractitioners and showcase successful initiatives in partner countries. The webinars
are then made available on the SCP Clearinghouse YouTube channel.15
4. The SPP Programme regularly publishes a newsletter to keep partners and SPP
stakeholders updated about its activities.

Trust fund projects
The 10YFP Trust Fund supports projects that aim to shift towards SCP patterns indeveloping countries and economies in transition. The first call for proposals was launched
in December 2014, offering a sum of 500 000 USD for SPP activities. It resulted in theselection of the following three projects:
1.

In South Africa: “Mainstreaming Sustainable Public Procurement through theintroduction of Product Service Systems in the Western Cape”, with the Western Cape
Government together with the International Institute for Sustainable Development as
executing agencies;

13  Can be accessed at: http://www.scpclearinghouse.org
14  UNEP, 2013, Sustainable Public Procurement: A Global Review. UNEP. Retrieved from: http://www.scpclearinghouse.org/resource/
sustainable-public-procurement-global-review-201315  https://www.youtube.com/user/SCPClearinghouse32. In Uruguay: “Towards a Sustainable Public Procurement System in Uruguay(TSPPU1)” with UNOPS as the executing agency;
3. In the Philippines: “Establishment and Implementation of GPP in Quezon City for
the Promotion of SCP in the Philippines”, with Quezon City and the Environmental
Protection and Waste Management Department (EPWMD) of Quezon City as
executing agencies.
For more information on the 10YFP SPP Programme, visit
http://web.unep.org/10yfp/programmes/sustainable-public-procurement.

The first Global Review of Sustainable Public Procurement was initiated and published by UN Environment
in 2013 (the 2013 Global Review)16 and was based on data gathered in 2012. As a follow-on to that firstreport, the 2017 Global Review of Sustainable Public Procurement is published in the framework of the 10YFP
Sustainable Public Procurement Programme, which is committed to conducting a regular review of the stateof SPP implementation as part of its work plan. SPP stakeholders have long requested reliable and up-todate information on activities and organizations involved in SPP. The 2017 Global Review meets this need andadds to the existing literature by:
a global overview of the progress made on SPP at international and national level through•• Providing
the analysis of both policies and practices and the provision of insight into SPP practices from world
regions that are either not typically covered by the literature, or not usually published in English.

discussions on the creation of a set of objective and common indicators for SPP, and•• Initiating
reporting on progress made by national governments using data provided and validated bygovernments themselves.

our understanding of the drivers, barriers, needs and expectations for SPP by including•• Expanding
stakeholder opinions gathered through surveys and expert interviews.
the range of SPP and SP activities by highlighting short good practice examples from a•• Illustrating
variety of organizations from around the world.
awareness among stakeholders about existing initiatives and resources, such as the•• Raising
working groups that operate as part of the 10YFP Sustainable Public Procurement Programme.
an approach that can be replicated in future Global Reviews to track SPP progress and•• Developing
trends over time. This is particularly relevant considering the adoption of the SDG Target 12.7 andthe need to measure progress towards it.17

and expanding the community of people and organizations working on SPP and related topics•• Engaging
such as sustainable supply chain, sustainable sourcing and sustainable production and consumption.

1.2 RESEARCH METHODS AND LIMITATIONS
A comprehensive description of the research methods employed to support this 2017 Global Review can befound in Annex 3. The 2017 Global Review is informed by primary and secondary research including:review and analysis of over 70 sources published between 2012 and 2015 on the topic•• Aofliterature
SPP and related terms.
16  U NEP, 2013, Sustainable Public Procurement: A Global Review 2013: http://www.scpclearinghouse.org/resource/sustainable-publicprocurement-global-review-2013
17

4S
 ustainable Development Goal target 12.7 is one of several targets within Goal 12: Ensure Sustainable Consumption and Production
Patterns. Target 12.7 is to: “Promote public procurement practices that are sustainable, in accordance with national policies andpriorities “. The United Nations Sustainable Development Knowledge Platform. Retrieved from: http://sustainabledevelopment.un.org/
topics/sustainabledevelopmentgoals

•• Six in depth, semi-structured interviews with experts in SPP from different world regions.
questionnaire to gather data on SPP submitted to 56 national governments. Forty-one countries•• Aresponded
and forty factsheets, developed based on the data collected through the questionnaire,18

can be found in the supplement to this report entitled “Factsheets on Sustainable Public
Procurement in National Governments”.

survey conducted online between May and June 2016, targeting a broad range of stakeholders•• Afrom
international to local public authorities, companies and enterprises, consultants involved in
SPP, NGOs, standards and certification organizations and research institutions.

best practice examples were compiled to suggest possible solutions to the needs and•• Fourbarriers identified. They present new approaches and innovations in SPP and SP from a range oforganization types worldwide.

The results presented in the 2017 Global Review are limited by some important research constraints. One
such limitation was language: the primary research was conducted in English and Spanish only. Anotherlimitation was that the questionnaires on the SPP policies and implementation activities of national
governments were completed by a limited set of 41 national governments, and do not reflect the total
extent of SPP activity by all national governments worldwide. For example, the governments of the United
Kingdom of Great Britain and Northern Ireland and of Costa Rica did not participate in the study, butnonetheless run active SPP programmes. It should also be noted that this analysis is mostly focused on
SPP at the national level, and does not take into account SPP activities undertaken by sub-national publicauthorities (state, province, county, local and city-level public authorities), nor SP activity taking place withineither the private or non-profit sectors. Cities are oftentimes forerunners on SP, but a comprehensive reviewof their activities was not feasible for the 2017 Global Review.
The survey generated over 201 responses from a wide range of countries. Survey participants werepredominantly public authority stakeholders, with fewer stakeholders responding from private and nonprofit sectors. Given that the survey was distributed by invitation to practitioners in communities alreadyworking on SPP and related topics, the survey results are influenced by a “self-selection bias” (individuals
selecting themselves into a group, causing the sample to be biased). Moreover, given the open nature of thesurvey invitation, we are unable to determine the total number of potential participants and therefore cannot
determine if the survey participants are representative of the totality of potential participants. The survey
results should therefore be treated as indicative, and not representative.
Data informing the 2013 Global Review and the 2017 Global Review, gathered in 2012 and 2016 respectively,
are not always directly comparable. This is because different questions were asked, similar questions were
worded differently, and a different set of stakeholders completed the national government questionnaire andstakeholder survey. Even so, some topics allowed for comparison and, where possible, high-level trends andparallels are drawn in the conclusions of each chapter.

1.3 STRUCTURE OF THE REPORTThe 2017 Global Review is organized in accordance with the key research steps taken:
2 reports on aggregate results from national governments, providing coverage of the•• Chapter
policy frameworks guiding their SPP work and information about SPP implementation, including
priorities, tools and procedures, and monitoring and evaluation activities.

3 reports on trends in SPP, drawing upon the stakeholder survey that was conducted,•• Chapter
including methods of integrating SPP into the procurement process, priority issues and categories,
the use of ecolabels, monitoring, drivers and barriers for SPP, and expectations for the future.

4 concludes the 2017 Global Review with reflections on the global state of SPP, how it has•• Chapter
changed in recent years, and what is still needed to support its future growth.
18

The national government questionnaire can be found in Annex 2B.

5

1 and 2 provide an overview of the 10YFP Sustainable Public Procurement Programme as•• Annexes
well as the activities and outputs of its working groups.
3 provides details on the research methods used and limitations encountered for the primary•• Annex
research supporting the study, including the national governments’ questionnaire, stakeholders’survey questions and glossary.

The supplement “Factsheets on Sustainable Public Procurement in National
Governments”
This report is complemented by a supplement containing detailed factsheets on the SPP
work undertaken by 40 national governments that provided information through thequestionnaire. In these factsheets, more detail is available about the policies, activities,
programmes and monitoring systems that national governments have put in place topromote and implement SPP.

6

7

2.

Sustainable public procurement innational governments

82. Sustainable public procurement in national
governments
The 2017 Global Review shows that in each of the studied regions the use of procurement to meet the
Sustainable Development Goals (SDGs) is a growing trend. European countries are working to embedsustainable procurement (SP) within environmental, social, innovation and public procurement policies.
Europe provides some of the best examples of good sustainable public procurement (SPP) practices. North
American countries continue to effectively blend the themes of green procurement, ethical procurement,
for example to avoid labour abuses in the supply chain, and social impact procurement aiming to provide
economic opportunities for local businesses and targeted employee populations. In Asia, countries suchas China, Thailand and Malaysia are following the steps of the regional leaders, Japan and the Republic ofKorea, and are progressively adopting SPP. In Latin America, an increasing number of countries are also
developing, adopting and implementing SPP policies.
Documenting the current landscape of SPP adoption helps governments to benchmark results andassess progress over time. The information presented in this chapter examines the policy frameworks,
implementation activities and monitoring approaches put in place by national governments - sometimes
called federal or central governments - around the globe. More information on the methodology andlimitations of this research is presented in Annex 3.
To gather information on SPP at the national government level, a standard questionnaire was developed.19
The questionnaire had two objectives:1.

To provide an overview of the state of SPP implementation by national governments worldwide thatwill allow for evaluation of progress over time.

2. To present the state of SPP in each national government and to benchmark results, documented in
the form of national government factsheets included in the supplement Factsheets on Sustainable Public
Procurement in National Governments.
The questionnaire was sent to 56 national governments. A contact person in each country coordinated thecollection of information internally, and produced a single response for each national government. Fortyone national governments completed the questionnaire, representing a 73 percent response rate. Figure 1
provides the geographic distribution of the participating national governments, shown by world region. The
list of national governments contacted and participating can be found in Annex 5.
Figure 1. Participating governments by region
North
America, 5%(2 governments)

Latin America &Caribbean, 27%(11 governments)

Africa, 2%(1 government)

Asia, 22%(9 governments)

Europe, 44%(18 governments)

19

The national government questionnaire can be found in Annex 4
92.1 POLICY FRAMEWORKS SUPPORTING SPP
The use of public procurement as a tool to advance national priorities can be traced back to the 19th century
when procurement was used to tackle social justice issues such as fair labour conditions and wages or
improved opportunities for disabled people.20
The use of public procurement to effect change in environmental impacts originated more recently; it was
not until the end of the 20th century that a strong relationship between environmental protection andpublic procurement was developed. At the international level, this relationship was formally establishedby the Rio Declaration on Environment and Development in 1992,21 which included a call for national
governments to review their procurement policies to encourage more sustainable consumption patterns.22
This process culminated with the adoption of the Sustainable Development Goals in 2015, with one target
focusing on the promotion of “public procurement practices that are sustainable, in accordance withnational policies and priorities”.23
To see how national governments have adapted and reviewed their policies and regulations to use theirpurchasing power as a tool for sustainable development, we asked national governments about the policy
framework they have in place to support SPP implementation. Specifically, we inquired about overarchingpolicies, thematic policies, and procurement regulations that include SPP provisions, as well as their
dedicated SPP policies defined in the questionnaire as: “…any type of document (law, act, executive order, strategy,
policy, programme, action plan, etc.), dedicated to the promotion and implementation of sustainable public procurement
in any of its environmental and/or socio-economic dimensions”.

SPP in policies and regulations in national governments
As shown in Figure 2, 38 of the 41 (93 percent) responding national governments include SPP provisions inoverarching or thematic policies and strategies, 32 (78 percent) include it in their procurement regulations
and 27 (66 percent) have policies specifically dedicated to the promotion of SPP. Most of the national
governments that do not have policies dedicated specifically to SPP explained that they are currently
developing their SPP action plans. Considering the three types of policies and regulations together, allparticipating national governments have SPP provisions in their policy and/or regulatory framework.
Figure 2. Types of policies including SPP provisions

10

93%

78%

66%

SPP in ovearching orthematic policies

SPP in procurement
regulations

SPP policies

20M cCrudden, C. (2004). Using public procurement to achieve social outcomes. Natural Resources Forum, 28, Issue 4, pp. 257–267.

21

U nited Nations (1992). Rio Declaration on Environment and Development: http://www.un.org/documents/ga/conf151/aconf151261annex1.htm

22U nited Nations (1992). Agenda 21: Earth Summit - The United Nations Programme of Action from Rio, chapter 4: http://
sustainabledevelopment.un.org/content/documents/Agenda21.pdf

23

U nited Nations (2015). Transforming our World: The 2030 Agenda for Sustainable Development: http://sustainabledevelopment.
un.org/content/documents/21252030%20Agenda%20for%20Sustainable%20Development%20web.pdf

As stated above, the questionnaire defined a dedicated SPP policy as “…any type of document (law, act, executive
order, strategy, policy, programme, action plan, etc.), dedicated to the promotion and implementation of sustainablepublic procurement in any of its environmental and/or socio-economic dimensions.” This broad definition allowed forthe nature of these dedicated SPP policies to vary substantially from country to country.
The types of overarching or thematic policies that include SPP provisions are presented in Figure 3.
European countries and Canada were the only countries in which SPP policies are part of sustainable
development strategies. Countries from Latin America and the Caribbean tend to include SPP in sustainableconsumption and production policies, whilst socio-economic policies with SPP provisions – such as policies
to further the competitiveness of micro-, small- and medium-sized enterprises – can be found in Europe,
Latin America, the Republic of Korea and Lebanon.
Figure 3. Types of overarching and thematic policies that include SPP provisions
Environmental policies (including energy
policies)

61 %Socio-economic policies

34%

Sustainable development strategies

32%

Sustainable consumption and production
policies
Green growth/ Green economy policies
Other policies

26 %

1 6%

61 %

Other types of policies that include SPP provisions are corporate responsibility policies; public authorities’reform and efficiency policies, and similar policies focusing on the leadership role of public authorities;
circular economy policies; innovation policies and specific sectoral policies in the field of agriculture or
technology. These emerging policy vehicles for SPP demonstrate a change in the perception of SPP. As
Mark Hidson from ICLEI stated:

One of the new trends is looking at sustainable public procurement
far more strategically and embedding it more into governments’policies and, most importantly, action plans.

In other words, SPP is being integrated into existing polices and is being increasingly used as a key tool in
implementing strategic policy objectives.

Development and approval of SPP policies
National governments reported a broad range of SPP policies, from single-aspect regulations – often
characterizing early efforts, such as focusing on procurement from army veterans, or buying recycledcontent products – to comprehensive action plans. In addition, many national governments have adopted
more than one SPP policy, covering different sets of sustainability aspects and issues.

11

The earliest SPP policy mentioned by respondents was adopted by the Republic of Korea in 1981 andmandates the preferential purchase of products produced by army veterans. Korea reported nine additional
acts and regulations on SPP, most of them regarding the preferential purchase of products fulfilling various
environmental or social criteria.
The first procurement policy focusing on environmental aspects was the U.S. Government’s Executive
Order 12873: Federal Acquisition, Recycling and Waste Prevention, adopted in 1993.24 Executive Order 12873 was
subsequently renewed several times, and was most recently updated in 2015 with the adoption of Executive
Order (EO) 13693: Planning for Federal Sustainability in the Next Decade.25 Another example comes from Canada,
where the Procurement Strategy for Aboriginal Business was adopted in 1996,26 and where the Policy on
Green Procurement was adopted 10 years later.27
Nearly all European and Asian national governments participating in the survey adopted their first SPP
policies between 2001 and 2009. Most of the countries in Europe approved their National Green Public
Procurement Action Plans after 2006, following policy recommendations from the European Commission.
Since 2012, many European countries have revised and renewed their National Green Public Procurement
Action Plans.
Commensurate with the 2013 Global Review, and as shown in Figure 4 below, the ministries or agencies
involved in the design of SPP policies were predominantly those associated with environmental affairs
and those with economic or financial responsibility, i.e. procurement agencies and ministries/agencies of
economy or finance. The “other” agencies are mainly the Prime Minister or President’s Office, or ministries
with public governance authority. In European countries, a high number of different ministries or agencies
are involved in the design of SPP policies.
Figure 4. Types of ministries and agencies leading and supporting the design of SPP policies
Leading agencies
Inter-ministerial or inter-agency committee

Procurement agency

0%
11%
22%
4%
48%

Ministry or agency with environmental responsibilities

Ministry or agency with social responsibilities

19%
4%
4%
22%
22%

Ministry or agency with economic and financial responsibilities

Ministry or agency with industry/ growth responsibilities

Other

24

Supporting agencies

4%
15%
41%
44%

U
 S National Archives and Records Administration.1993. Executive Order 12873: Federal Acquisition, Recycling, and Waste Prevention.
Available at: http://www.archives.gov/federal-register/executive-orders/pdf/12873.pdf

25 Federal Register Vol. 80, No. 57 Executive Order (EO) 13693, Planning for Federal Sustainability in the Next Decade. Available at: http://
www.gpo.gov/fdsys/pkg/FR-2015-03-25/pdf/2015-07016.pdf

12

26

G
 overnment of Canada, Indigenous and Northern Affairs. 1996. Procurement Strategy for Aboriginal Business. Available at: http://
www.aadnc-aandc.gc.ca/eng/1354798736570/1354798836012

27

G overnment of Canada, Public Works and Government Services. 2016. Policy on Green Procurement. Available at: http://www.tpsgcpwgsc.gc.ca/ecologisation-greening/achats-procurement/politique-policy-eng.html

Two main factors tend to dictate which body within a national government is responsible for adopting SPP
policies: the type of legal document used (a law, executive order, action plan or similar), and the policy andregulatory tradition in each country. As shown in Figure 5, this can be the Parliament, the Government, thePresident, ministries, or others, depending on the type of policy at hand.
Figure 5. Authorities in charge of approving policies specifically dedicated to SPP

Ministry
16%

Other
10%

Parliament(legislative)
16%

President’s office
13%

Government(executive)
45%

Target, scope and enforcement of SPP policies

The most common
form of target
consists in setting
a quantitative goalon the proportion ofpurchases driven by
SPP principles.

Twenty-five of the 41 (61 percent) national governments that
responded to the questionnaire have set specific SPP targets either
in policies dedicated to SPP or in overarching or thematic policies.
As shown in Figure 6, the most common form of target consists insetting a quantitative goal on the proportion of purchases driven by
SPP principles, such as:
he amount of expenditure or number of contracts or tenders with••tSPP
provisions (e.g. “50 percent of all tenders in the year 2020”);
he percentage of purchases with SPP criteria in certain product••tgroups,
or the procurement from preferred companies.
28

Two national governments (Japan and Sweden) have goals on defining SPP plans or the integration of SPP into
environmental management systems. Few governments have set impact-related targets: only two national
governments (Finland and the United States of America) have impact-reduction goals on energy, water orwaste efficiency. Other targets include, for example, professionalization in procurement like in the Netherlands.

28D epending on policy priorities and complementary legislation it might include: Micro and SMEs; social, sheltered, or set-aside
enterprises (i.e. employing individuals such as Aborigines, disabled persons, veterans, groups at risk of social exclusion etc. and/or
women-owned companies); companies with environmental management systems and/or corporate social responsibility reporting.

13

Figure 6. Types of objectives defined in SPP policies (multiple answers possible)

84%

Volume of SPP

8%

8%

Impact reduction(energy, water, waste)

Definition of plans/ Integration in
management systems

16%
Other

Figure 7 shows that in nearly 60 percent of the national governments surveyed, SPP policies cover all
government levels - from national to state and local public authorities – whilst a third of the national
governments participating have policies applicable only to national government authorities. In all the
responding Asian countries, except Malaysia, SPP policies cover all government levels – national, stateand local.
Figure 7. Types of public authorities concerned by SPP policies
Other
3%

Only national
goverment
authorities
36%
All levels, fromnational to local
authorities
58%
National andregional
authorities
3%

Countries showed variation in the level of enforcement prescribed by SPP policies. SPP policies can be
mandatory, voluntary, or a mix of both, as shown in Figure 8. When they are a mix, it is most common
for them to be mandatory at the national government level, and voluntary for regional and local publicauthorities (as is the case in Finland, Japan or Slovakia). In some cases, SPP policies are mandatory forcertain priority product groups or for a single environmental or socio-economic issue. This applies tomost Asian, Northern American, and European national governments. Voluntary application of SPP
policies is more common in Latin America and in some European national governments such as Croatia,
Spain, and Switzerland.

14

Figure 8. Enforcement of SPP policies

Mandatory
30%

Mix
50%
Voluntary
20%

Sustainability issues addressed by SPP policies

Most national
governments have
SPP commitmentsthat cover both
environmental andsocio-economic
issues.

Figures 9 and 10 show that most national governments have SPP
commitments that cover both environmental and socio-economic
issues. Some governments, particularly in Asia, focus exclusively on
environmental issues, and are not yet considering the socio-economic
dimension. This is also the case in certain European countries. However,others, such as Belgium, prioritize an impressive range of socio-economicand ethical issues in addition to focusing on the environment (see thefactsheet on Belgium in the supplement Factsheets on Sustainable Public
Procurement in National Governments for more details).

Market transformation and the promotion of green products canalso be a clear objective of SPP policies. As noted by Hyunju Lee
from KEITI: “In Korea, the main justification for sustainable public
procurement is to expand the market share of sustainable products at national level – e.g. the legal basis for green
public procurement is the Act on Promotion of Purchase of Green Products of 2005. Unlike EU countries, there is noenvironmental policy goal (climate change, renewable energy, etc.) for green public procurement at the national level”.
Figure 9. Types of sustainability issues addressed by SPP policies

74%

26%

Both environmental
and socio-economic

Only environmental

0%
Only socio-economic

15

SPP policies typically have some specific priority issue areas, and national governments were asked
to identify these; the results are shown in Figure 10. Compared to 2012,29 when energy was the mostfrequently mentioned environmental priority area, concerns related to hazardous substances have gained
prominence compared to other environmental issues. This may reflect a growing public consciousness ofthe detrimental health effects that hazardous substances can pose. At the same time, energy conservation
continues to be a top priority globally, along with resource efficiency and climate change mitigation.
On the social side, diversity and equality have shown a significant growth in prominence compared to 2012,
when “diversity” appeared in the least amount of policies of all social issues considered. This suggests anevolution from a focus on the social issues most closely tied to economic performance, e.g. employment andbusiness development, toward the inclusion of issues related to human wellbeing and social justice. However,small and medium-sized enterprise development continues to be an important priority, as do health and safety.
Figure 10. Specific sustainability issues addressed by SPP policies (multiple answers possible)
Resource efficiency

71%

Hazardous substances

66%

Energy conservation

66%

Climate change mitigation

66%

Waste minimisation

63%

Air pollution

63%

Protection of natural resources

54%

Health quality

54%

Clean technology and eco-innovation

49%

Water pollution

46%

Water conservation

46%

Biodiversity preservation

46%

Ozone depletion

41%

Diversity and equality

39%

Micro, small and medium enterprises

39%

Soil protection

37%

Local environmental conditions

37%

Occupational health and safety

34%

Workers rights

34%

Elimination of access barriers

32%

Fair or ethical trade32%

Human rights

29%

Local content / local producers

27%

Environmental issues

Skills and training opportunities

27%

Socio-economic issues

Social, sheltered or set-aside enterprises

24%

Community engagement/development

22%

Human trafficking

20%

Other environmental aspects

7%

Other social aspects

7%

29

16

U
 NEP, 2013, Sustainable Public Procurement: A Global Review 2013: http://www.scpclearinghouse.org/resource/sustainable-public-procurement-global-review-2013

2.2 IMPLEMENTATION OF SPP
Most national government SPP policies have been adopted or updated in the last 20 years; often startingwith an emphasis on ‘green’ or ‘environmental procurement’ and evolving into more comprehensive SPP
policies, with a great emphasis on human rights and other social considerations. In this section, we provide
an overview of the different activities being undertaken by national governments to implement SPP policies.

Agencies leading the implementation of SPP policies
Given that the focus of SPP policies is diverse, it is natural that the ministries or agencies leading theirimplementaion will vary from country to country. Frequently, several agencies will take responsibility forleading different aspects of SPP implementation based on their specific priorities and competencies.
In nearly all cases, the same ministries or agencies that lead the development of the SPP policies are also leading
their implementation. This rule of thumb does not apply when the leading agency for the development of thepolicies is the President’s Office or Prime Minister’s Office. In this case, implementation leadership is taken over by
an inter-ministerial or inter-agency committee. Figure 11 shows the percentage of SPP policies that are led by eachdifferent type of ministry or agency. These results are similar to those observed in 2012, suggesting that
there has been no conclusive shift in the types of departments responsible for policy implementation.
Figure 11. Agencies leading the implementation of SPP policies
Inter-ministerial or inter-agency committee

45%

Procurement agency

52%

Ministry or agency with environmental responsibilities

81%

Ministry or agency with social responsibilities

19%

Ministry or agency with economic/financial responsibilities

29%

Ministry or agency with industry/growth responsibilities

26%

other

23%

Activities by national governments to implement SPP
National governments undertake a broad range of activities to support and facilitate SPP implementation, as
shown in Figure 12.
The most commonly implemented measures are the provision of information, guidelines and capacity
building to help procurement practitioners integrate sustainability principles in procurement processes.30
We may expect the use of guidelines and standards to further increase in the coming years, particularly
after the recent release of the ISO 20400 Sustainable procurement – Guidance in April 2017.

30

W hen SPP guidelines and criteria are provided, their use in almost half of the cases is voluntary (46 percent), and in the other half,mandatory (46 percent). In two cases, both guidelines and criteria are mandatory for certain product groups or sustainability issues,
but voluntary for others.
17About ISO 20400
A new standard, ISO 20400,31 Sustainable procurement – Guidance provides guidelines fororganizations wanting to integrate sustainability into their procurement processes. It was
launched in April 2017.
“Sustainable procurement is a key aspect of social responsibility, thus ISO 20400 complements ISO
26000, Guidance on social responsibility, by enabling organizations to contribute to sustainable
development efforts by minimizing their impact on the environment, tackling human rights
issues and contributing to society and the economy.”
From: http://www.iso.org/iso/home/news_index/news_archive/news.htm?refid=Ref2105

Another measure applied by 70 percent of the national governments is the integration of SPP into existingprocurement and management-related processes, procedures, and tools. This is followed by “knowledge
sharing during networking events” and by “reputational incentives”. Other actions are also taken toencourage SPP. For example, the Government of the Republic of Korea uses green public procurement
results as one of the measures to evaluate the annual performance of public entities and local government
agencies. Economic bonuses are distributed based on performance results, and this has had a positive effecton green public procurement implementation.
Nordic European countries have been notable in their efforts to foster more sustainable and innovative
procurement processes. Support activities in this region include the establishment of a “Partnership on
Sustainable Public Procurement” in Denmark, a “Green Deal on Sustainable Public Procurement” in the
Netherlands, a “National Programme for Supplier Development” in Norway, and a “Smart Procurement
Programme” in Finland. More information on each of these programmes can be found in the respective
Factsheets on Sustainable Public Procurement in National Governments.
Figure 12. Common measures to support SPP implementation
Definition of SPP criteria and guidelines

88%

Training

88%

Provision of SPP information

82%

Integration in processes and procedures

70%

Networking/exchange events

70%

Integration in software and tools

61%

Reputational incentives

58%

Market engagement activities

42%

Economic incentives

12%

Other

27%

Some national governments also highlighted the importance of support from international agencies topromote SPP implementation. For example, Mongolia initiated its work on SPP with the support of UN
Environment in the framework of the Partnership for Action on Green Economy32 (consisting of experts
from five UN agencies working closely with national government representatives) in a project on SPP

18

31

More information at: http://www.iso.org/iso/home/store/catalogue_tc/catalogue_detail.htm?csnumber=63026

32

http://www.un-page.org/about/who-are-weand green buildings. In Mexico, the government participates in a cooperation project with the German
government and the member countries of the Pacific Alliance (Sustainable Production and Consumption
project33) to implement SPP. Furthermore, it is also working with the Inter-American Network on
Government Procurement (of the Organisation of American States, OAS) on a project to implement the
Sustainable Public Procurement Manual for Procurers. In Argentina, the national government is working
on the definition of measures to further promote SPP in the framework of the UN Environment-led, EUfinanced project Sustainable Public Procurement and Eco-labelling (SPPEL) project.34

Prioritization in SPP implementation
Even though environmental and socio-economic issues can be included in almost all, if not all, procurement
opportunities, two thirds of the national governments with SPP commitments (that is 27 national
governments) have prioritized certain categories of products, services, or works in which to implement
sustainability criteria, as shown in Figure 13.
Figure 13. P rioritized categories of products, services and works in participating national
governments (multiple answers possible)
Office IT

89%

Office paper and stationary

85%

Vehicles70%

Cleaning

67%

Furniture

63%

Buidling design and construction

59%

Building equipment

59%

Building materials

52%

Energy52%

Textiles52%

Food and catering

44%

Chemical products

37%

Household appliances

37%

Infrastructure design and construction

33%

Waste collection and street cleaning

22%

Travel services

15%

Works execution

15%

Other

30%

First order priority categories are those that are often purchased centrally or for basic day-to-day
operations, such as office IT, office paper and stationary, vehicles, cleaning products and services orfurniture. The second group of priority categories is those with high expenditure related to building designand construction, including building equipment and materials, and energy. This contrasts with 2012, whenconstruction was cited as the category for which guidelines had most frequently been developed. The
increased focus on operational procurement or ‘common use’ categories may be resulting from the lower
33

https://www.giz.de/en/worldwide/36061.html

34

http://web.unep.org/resourceefficiency/sustainable-public-procurement-and-ecolabelling19

complexity of introducing in public procurement greener versions of products such as green office supplies,
energy efficient IT equipment, non-toxic cleaning supplies, and even alternative fuel vehicles.
In the category “other”, national governments mentioned products or services as diverse as event organization,
gardening services, printing and graphic services and telecommunication services among others.
Diverse methods and criteria are used by governments to identify priority categories of products, services
and works, as can be seen in Figure 14. Primary criteria are related to the materiality of the categories –that is their relevance both in terms of expenditure by the national government and sustainability impacts.
Following closely are the existence of policy commitments and instruments that relate to the categories inquestion, the market readiness and response capacity to deliver sustainable alternatives in the country, andthe existence of ecolabels and sustainability standards for those categories. Other prioritization criteria
mentioned by some national governments include frequency in the use of the product or service, changing
behaviour in the workplace and the capacity to show government leadership.
Figure 14. Prioritization criteria used by participating national governments (multiple answers
possible)
Expenditure analysis

56%

Impacts relevance56%

Existing policy commitments

48%

Market readiness48%

Existence of ecolabels and standards

41%

Previous experiences

19%

Prioritisation by others

11%

Other

26%

In the coming years, we might see a shift in this approach. Identifying priority categories is typically donein the initial stages of development of SPP policies. Today, the focus of policy-makers seems to be moving
towards inserting SPP provisions across all categories of products and concentrate on achieving wider
environmental goals e.g. fighting climate change, achieving a circular economy etc.

GOOD PRACTICE EXAMPLE: Market engagement to buy innovative andsustainable products in Norway
The Norwegian national government procures goods and services worth about
NOK 208 billion a year (around USD 25 billion). The new Government Procurement
Centre (established on 1 January 2016) drafts and administers state frameworkcontracts (SFC). The Norwegian government has since 1999 had SPP provisions forenvironmental issues, while social sustainability aspects, such as salary and working
conditions for employees of state contractors, were integrated in 2008.

20

The challenge
The Norwegian Government recognized that innovative solutions are necessary to promotea more efficient use of public resources, and that the procurement of sustainable goods andservices can also create a more robust and competitive private sector in the country.
However, since this will not happen by itself, suppliers and buyers require training andguidance, as well as increased cooperation in the early stages in the procurement cycle.

The solution
The National Programme for Supplier Development project (Nasjonalt Program for
Leverandørutvikling) which is co-led by the Confederation of Norwegian Enterprise(NHO), the Norwegian Association of Local and Regional Authorities (KS), the Agency
for Public Management and eGovernment (Difi) and 19 partners, was created in 2010 topromote the procurement of innovative products and services in state and municipal
procurement processes. The National Programme for Supplier Development seeks
to stimulate and encourage the production of innovative goods and services, andassist public entities in conducting innovative procurement processes. The focus ison the stage of the procurement cycle that takes place prior to the publication of atender notice, and on promoting a dialogue with the market to gain knowledge oninnovative approaches that can be implemented to best meet the procurement needsof public organizations. This dialogue also helps to communicate to the suppliers what
the buyers’ needs are, and encourages the emergence of research and development
projects that could lead to pre-commercial procurement. Several pilot projects witha focus on low-carbon and green public procurement have already been conducted.
Currently, a variety of platforms focused on different national challenges are emerging,with climate and energy as two main priorities. The platforms will serve as exchange
spaces for procurement entities, suppliers, and research and development institutions.

Lessons learned
A small and effective leading administration team including managers from theindustry, the state and municipalities has been key to the success of the initiative.
Another important factor has been the involvement of a wide variety of agencies,
business organizations and stakeholders. This level of engagement at an early stage
in the procurement cycle ensures that the work does not interfere with the typicalcompetitive bidding process.

The outcome
In 2014, the programme underwent a formal evaluation by an independent evaluator
who noted that, since 2010, over 40 pilot projects have achieved benefits for bothbuyers and suppliers. The main benefit for the Norwegian society has been thecreation of an effective method of innovation that leverages the procurement needsof the public sector as a motivation factor to implement sustainable and innovative
products and solutions in the country.
Learn more about the National Programme for Supplier Development at:
http://leverandorutvikling.no/for-naeringslivet/category705.html

21

2.3 MONITORING AND EVALUATION OF SPP IMPLEMENTATION
Monitoring andevaluation demonstrate
political commitment,
contributes tokeeping eachagency accountable,
and enhancestransparency
when results arecommunicated.

Monitoring and evaluation allows policy makers to make betterinformed decisions and helps managers improve programme
efficiency. In addition, monitoring and evaluation demonstrate
political commitment, contributes to keeping each agency
accountable, and enhances transparency when results arecommunicated.35 Monitoring and evaluation is also an importantfactor in making the business case for SPP, thus ensuring that it is apriority activity by decision-makers.
To identify SPP monitoring practices at the national government
level, we inquired about governments’ SPP monitoring and evaluation
systems, that is whether they have them in place, the type of issues
monitored, indicators calculated, data gathering sources, etc.

As in 2012, national governments continue to find challenges inmonitoring the adoption of SPP, and, even more so, in measuringoutcomes achieved through SPP. However, many countries have made some progress, and more are
adopting specific SPP measurement practices.

National governments monitoring SPP and reporting results
Of all the countries with SPP commitments that responded to the survey, 27 national governments (66percent) currently monitor the implementation of SPP. Although not statistically comparable, this is a notable
increase from the 49 percent that reported conducting monitoring on SPP in 2012. At the global level, both
Canada and the United States of America monitor SPP, as well as 15 European countries and six out of thenine Asian governments and four out of the eleven governments in Latin America and in the Caribbean that
responded to the questionnaire. These results are not unexpected, given the relatively more recent uptake of
SPP in most Asian and Latin American countries, compared to those in Europe and North America.
It is notable, however, that several countries in Asia, particularly those that were early adopters of SPP,
have been very progressive in the monitoring processes, and in some cases in the indicators that they haveadopted. For example, the Republic of Korea tracks both the purchase of green products and services andthe purchase from preferred companies, both in absolute and percentage terms. The Korean government
then uses this data to estimate the sustainability impacts of their SPP efforts, including the reduction inCO2-equivalent emissions and the economic benefits related to CO2 emissions reductions. Similarly, thegovernment of Japan measures several indicators related to expenditure on eco-friendly goods and services,and estimates the greenhouse gas reductions achieved from SPP (See the Factsheets for Korea and Japan for
more details in Factsheets on Sustainable Public Procurement in National Governments).
Out of the 27 national governments that monitor SPP, 23 national governments have policies dedicated to
SPP in place. The remaining four measure instead SPP implementation based on commitments stated inother policies or procurement regulations. Twenty national governments (74 percent of those that monitor
SPP) also have explicit SPP targets - either quantitative or qualitative.
As shown in Figure 15, the frequency of the monitoring exercises is annual for 16 national governments.
Four national governments monitor results every few years (at least every two to four years). In two cases,
the frequency is either significantly higher – peaking with monthly monitoring in Chile – or conducted
on a one-off or ad hoc basis. Sixteen national governments (59 percent) publish results on SPP, whereas 11
national governments do not.

35

22

E
 coinstitut (2016). Monitoring Sustainable Public Procurement Implementation. Recommendations and Case Studies. 10YFP Sustainable Public
Procurement programme: http://www.scpclearinghouse.org/resource/monitoring-sustainable-public-procurement-implementation.

Figure 15. Frequency of the monitoring exercises
Every few years
17%
Not set - One off
4%

Annually
70%

Every 6monthsor less9%

Aspects of SPP monitored by national government
National governments monitor different aspects of SPP based on their unique policies, priorities, and theobjectives of their monitoring exercises. These aspects can be classified into three main areas, as definedin the report “Monitoring Sustainable Public Procurement Implementation Recommendations and Case
Studies” of the 10YFP Sustainable Public Procurement Programme:36

INSTITUTIONALIZATION(process)

OUTPUTS(procurement activities)

OUTCOMES(environmental and societal
benefits)

refers to the process and actions undertaken by an organization to integrate•• Institutionalizationand embed SPP in that organization’s culture and daily operations.
are the direct results of the procurement activities and can be divided into four groups: i)•• Outputs
procurement processes (tenders, contracts, procurement orders) including sustainability criteria; ii)

sustainable products, services or works purchased; iii) contract with or purchase from preferredcompanies; and iv) direct generation of employment opportunities, the latter being an output as wellas an outcome.

•• Outcomes are the benefits to, or impact on, the environment and society generated by the SPP practices.
Of the 27 national governments that monitor and evaluate SPP implementation and results, almost all of them
(96 percent, 26 national governments) monitor at least outputs. As shown in Figure 16, about one third ofgovernments only monitor institutionalization (ten national governments), and a similar proportion evaluates
outcomes (nine national governments). All the national governments monitoring SPP institutionalization(process) and outcomes (benefits/impact) have dedicated SPP policies, and 85 percent of national governmentsthat monitor outputs (procurement activities) also have such dedicated SPP policies in place.

36E coinstitut (2016). Monitoring Sustainable Public Procurement Implementation. Recommendations and Case Studies. 10YFP Sustainable Public
Procurement programme: http://www.scpclearinghouse.org/resource/monitoring-sustainable-public-procurement-implementation.
23

One strategy to succeed in SPP monitoring is to focus on a few specific priority products or service
categories. For example, in Germany, specific quantitative targets have been set under the National
Programme on Sustainability.37 Among them are the following:
the procurement of recycled paper complying with the ecolabel “The Blue Angel” to 95% by•• Increase
2020.
average emissions of official car fleet should be 110 g CO /km until 2018 and 95 g CO /km by•• The2020.
22

the procurement of sustainable textiles (e.g. certified with “The Blue Angel“) to 50% by•• Increase
2020.
Figure 16. SPP aspects monitored by national governments

37%
SPP
institutionalization

78%

48%

19%

11%

Tenders/
Sustainable
Purchase
Direct employment/
Contracts
products,
from/to preferred apprenticeshipwith sustainability
services,companies
generation
criteria
works purchased

33%
Outcomes(Impacts)

Methods and tools to gather SPP data
As shown in Figure 17, when monitoring SPP institutionalization and outputs, the two most commonlyused data-gathering methods are standardized questionnaires and e-procurement platforms, whichrange in complexity from electronic bulletins, where simple tenders and contract notices are posted, tofull e-procurement systems in which the whole procurement process is conducted. Mexico, for example,
monitors the economic value of purchases made from preferred companies through CompraNet, thee-procurement platform where Federal authorities publish their procurement processes (please see moredetails in the Factsheet for Mexico in the Factsheets on Sustainable Public Procurement in National Governments).
Other tools used include internal financial software, online product catalogues, scorecards, or plans andperformance reports.
37

24

M
 ore details are available at https://www.bundesregierung.de/Content/DE/_Anlagen/2015/03/2015-03-30-massnahmenprogrammnachhaltigkeit.pdf?__blob=publicationFile&v=3 and in the SPP Factsheet for Germany in the Factsheets on Sustainable Public
Procurement in National Governments.

Figure 17. Tools used to gather and/or report SPP implementation data

56%

44%

15%

7%

7%

4%

Standard
questionnaire

E-tendering or
e-procurement
platform

Internal financial
softwareStandard
scorecard

Online products
catalogue / shops

Other

The data sources used to estimate SPP outcomes vary depending on how these outcomes are calculated. In
some cases, such as in Japan and in the Republic of Korea, the national governments estimate impact basedon the quantity of green products, services and works purchased. In other cases, such as in the UnitedStates of America’s Federal Government, SPP outcomes are evaluated indirectly based on energy, water, andfuel consumption performance indicators reported through scorecards. A third approach used in countries
such as Denmark, is to estimate benefits for specific case studies to showcase the positive impact of SPP.

Indicators used to measure and evaluate SPP results

When estimating
SPP outcomes, theindicators mentioned
most frequently
are greenhouse gas
emissions reduction,
job creation, and costsavings.

A variety of indicators are tracked by national governments to monitor
SPP institutionalization. These include: the percentage of staff that
include SPP in their performance evaluations, the percentage ofprocurers trained in SPP, the number of local authorities with SPP
policies or that are addressing SPP, and the number of product groups
for which SPP criteria have been developed.
National governments monitor SPP outputs – which may include themeasurement of procurement with sustainability criteria, sustainableproducts purchased, or purchases from preferred companies – bothin number of transactions and in economic volume (eight and thirteen
national governments respectively). These figures are expressed either
in absolute terms, as a percentage of the total volume of procurement,or as a percentage over prioritized product groups.

When estimating SPP outcomes, the indicators mentioned most frequently are greenhouse gas emissions
reduction (four national governments), job creation (two national governments), and cost savings (twonational governments). They are summarized in Figure 18.

25

Figure 18. Type of indicators used by national governments to estimate SPP outcomes

ECONOMIC

SOCIALJob creation

Costs savings
Economic benefits

Hours worked byprotected workers
Number of people
benefiting

ENVIRONMENTAL
Green House Gas
reduction
Water saving
Energy saving

GOOD PRACTICE EXAMPLE: Effective SPP monitoring with an
e-procurement platform - Argentina’s SIBYS system
About the organization
The mission of the Oficina Nacional de Contrataciones (ONC), Argentina’s national office
responsible for procurement policies, is to strengthen the efficiency, effectiveness,
simplicity and sustainability of Argentinian national government. The ONC manages anestimated yearly procurement of approximately USD 2.5 billion. The ONC manages thee-tendering portal Argentina Compra, utilised by the national government, and all ministries,
security forces, hospitals and other entities of the national government. The portal canalso be used by state-owned companies, private companies and other authorities such asprovinces and cities. Argentina Compra’s e-procurement system, Sistema de Identificaciónde Bienes y Servicios (SIByS), was created in 1997 to establish common criteria to use whenpurchasing goods and services, and to improve the classification, coding, and tracking ofboth mobile and stationary property.

The challenge
The ONC recognized the need to better integrate sustainability considerations into
management and procurement-related software and tools. The challenge was to integratereliable information into the existing and most used platforms rather than to establish astand-alone system.

The solution
The SIByS catalogue was chosen, as it includes a unique code number for each goodor service purchased and owned. The catalogue also usefully connects to a Supplier
Information System (SIPRO) for the registration and monitoring of suppliers.
Today, the SIByS system includes information about the environmental sustainability of
products, which enables Argentina Compra to evaluate the volume and cost of the green
products and services procured by different agencies. To identify the green products andservices within the system, Argentina Compra made an analysis of the main procurement
categories, conducted market surveys, and organized meetings with relevant stakeholders,
including suppliers and service providers. The developed criteria and guidance wereincorporated into a manual and are also disseminated during events, on websites and in
online training courses organized for suppliers, purchasers, NGOs, and citizens. A helpdesk service answers queries, and complements the platform.

26

In addition, the ONC is now streamlining SPP provisions into special processes such as
framework agreements and reverse auctions for goods and services such as computers,
scanners, packaging, office paper, cars, trucks, appliances, computer accessories, furniture,amongst others. Going forward, sustainable and green criteria will be identified for new
products and services such as housekeeping, waste management and catering services,using the established process for the development of criteria.

The outcome
In 2015, sustainable products or services from the SIByS represented approximately 14
percent of the $2.5 billion in spend. This is expected to grow in the future thanks to theincorporation of sustainability principles into framework agreements.

Lessons learned
The ONC has been pleased with the initial results from the use of the new platform,
which were above initial expectations. Political support and the legal recognition of thecriteria played an essential role in achieving this result. The ONC has recommended theformulation of a policy or legislation that requires the creation of a catalogue for goods
and services for public procurement, and that integrates sustainability criteria using
standardised codes and existing platforms. Given the wide variety of sustainability
criteria that could be implemented across different categories of products and services, theprogramme found that it was important to establish clear definitions and procedures forselecting sustainability criteria. Key to the success of this programme was the meaningful
engagement of suppliers, who appreciated the ability to provide input on the identificationof green products and services and provided information accordingly. Additional
informational tools such as manuals, events, help-desk and training courses contributed toraising awareness among key stakeholders about the programme.

Learn more about SIBYS at:
https://www.argentinacompra.gov.ar/prod/onc/sitio/Paginas/Contenido/FrontEnd/
documentos/SSTG-Manual_Unico_de_Procedimiento_de_Catalogacion.pdf
https://www.argentinacompra.gov.ar/prod/onc/sitio/Paginas/Contenido/FrontEnd/
index2.asp

27

2.4 CHAPTER CONCLUSIONSSPP policy framework
The policy foundation for SPP is solid. All 41 participating national governments reported SPP
commitments and provisions in either a sustainable or ‘green’ procurement policy or in other organizational
policies, e.g. general procurement regulations or environmental policies. Compared to the 2013 Global Review,the inclusion of SPP as a key organizational process has increased in all policy arenas e.g. in sustainable
development strategies it increased from 19 percent to 32 percent, in sustainable consumption andproduction policies from 8 percent to 26 percent.
Countries are using different policy vehicles to integrate SPP, where possible. SPP policies vary
widely across national governments depending on their sustainable production and consumption orsustainability objectives. In many cases, the mandate for SPP comes from other sustainable development
policies that almost always reference public procurement as a mechanism to facilitate action and impact.
SP policies are still most commonly associated with environmental concerns, but a broader scope isincreasingly being used. Most national governments do not have a single, comprehensive SPP policy thatcovers the complete range of sustainability issues; but rather have several distinct policies that cover specificenvironmental and socio-economic issues. In some cases, national SPP policies cover environmental aspects
only, which suggests the continued predominance of green public procurement. At the same time, the trend
appears to be towards broader and more inclusive definitions of sustainability. In comparison with 2012,social issues such as equity and diversity seem to be on the rise.
The shift toward strategic procurement is an opportunity to drive SPP impacts and results. In the
coming years, we may see a shift towards a focus on a general professionalization of the procurement
function and its broad use as a tool for sustainability policy advancement. Although SPP is now more
integrated across organizational policies, there continues to be a sense that procurement is most often
seen as transactional, rather than strategic, and this poses a challenge to the full integration of SPP
and to the progress that can be made. As procurement becomes more strategic, SPP activities arelikely to rise in prominence.
As in the 2013 Global Review, the responsibility for policy development and implementation continues
to lie predominantly in Environment and Finance ministries. In nearly all cases, the same ministries
or agencies that lead the development of the SPP policies are also leading its implementation. While
Environment ministries have a critical role to play championing and supporting SPP programmes,
they cannot be solely responsible for implementation. SPP exists at the nexus of environmental andfinancial policies; accordingly, implementation needs to be a partnership between the Environment
and Finance ministries.
As measurement capabilities mature, SPP targets should evolve and become more ubiquitous. Manynational governments have set specific SPP targets, most of which are quantitative targets, focusing on theshare of total public procurement that takes sustainability criteria into account. Indicators and targets vary
widely and are defined differently within each national government. However, most national governments
are struggling to measure these activities due to the difficulty to include sustainability concerns in existing
financial and procurement reporting systems.
SPP is being implemented under both mandatory and voluntary frameworks. The results on theextent to which SPP policies are mandatory or voluntary do not differ substantially from the 2013 Global
Review. The latest policies and those that have been recently revised keep a similar proportion of mandatory,
voluntary and a mix of both mandatory and voluntary implementation. Notwithstanding this continued
trend, it is typically observed that mandatory policy frameworks for SPP are more effective in driving
implementation, since they do not depend as heavily on the initiative of individual ministries, departments
or procurers to participate in SPP, and instead set an obligation that all must adhere to regardless of personal
interest. Therefore, although voluntary SPP policies may achieve significant uptake and results over time,
countries with mandatory procurement policies can be expected to attain more rapid results.

28

SPP implementation activities
Ensuring that staff has the knowledge to get the job done is a priority issue. When implementing
SPP, the provision of information, guidelines, and training are typically the most important activities for all
national governments, even for those with a longer history of working on SPP. We may expect the use of
guidelines to increase even further in the coming years, also thanks to the recent release of the new ISO
20400 sustainable procurement standard.
The transformation of procurement processes offers an important opportunity to advance SPP.
Other often mentioned activities are the integration of SPP into public procurement processes and procedures
and into software and e-procurement tools, as described in the Argentina good practice example. However, suchintegration is not always at a broad scale and often only concerns some departments or agencies within thegovernment. As more national governments begin to transition to e-procurement and other streamlined solutions,the opportunity should be seized to ensure that SPP is fully integrated into new processes and procedures.
SPP priority categories are a mix of those that can be more easily controlled at a central level, andthose that have high financial and sustainability risks or opportunities. Most national governments
have developed criteria and guidelines for categories of products, services, and works in which SPP
implementation is prioritized. Criteria have been developed both for categories that are purchased centrally
or used for regular operations such as office IT, office paper and stationary, vehicles, cleaning products,
and services, or furniture, and for high impact and expenditure categories, such as those related to building
design, construction including building equipment and materials, and for energy.
There is a growing international collaboration on SPP and countries are leveraging theseopportunities. Some national governments highlighted the role of, and support from international
agencies to promote SPP implementation in their national governments, showing the commitment of theinternational community to SPP.

SPP monitoring
Monitoring continues to be a challenge, but countries are making some progress. Disclosure of SPP
results varies widely, with 41 percent of national governments not yet publishing results. At the sametime, compared to 2012, more national governments appear to be measuring SPP policy implementation
and results.
Having an SPP policy appears to drive specific monitoring and evaluation activities. As per the data,
governments that have formulated an official SPP policy are also more likely to have a monitoring andevaluation system in place to evaluate the results and outcomes. As more and more countries formalize theirpolicy commitments to SPP, monitoring and evaluation activities should also rise.
SPP procurement activities (outputs) are still monitored more than institutionalization or outcomes.
Output indicators were found to be the most common type of indicator used. Monitoring activities
will likely increase, as e-procurement systems become the norm and measurement more automated.
Integrating processes into the procurement cycle that allow for such data to be collected will be a key
step toward improved monitoring. Estimating or calculating the sustainability benefits of SPP remains asignificant challenge.

29

3.

Global trends in sustainableprocurement30

3. Global trends in sustainable procurement
Sustainable procurement (SP) practices are not limited to national government agencies. In fact, some
private sector and other NGO organizations are also showing global leadership with their sustainablepublic procurement (SPP) practices. Not surprisingly, the way SP is implemented varies widely acrossorganizations, as do the drivers, risks, barriers, and anticipated outcomes. To better understand thisorganizational variation, a stakeholder survey on SP was conducted between May and June 2016.
Survey respondents expressed their perceptions and opinions on SP trends in both their organizations
and in their countries.

3.1 ABOUT THE STAKEHOLDER SURVEY PARTICIPANTS
A total of 201 individuals completed the survey, from 62 countries and 186 different organizations.38
Participants were spread across regions and organization types. Details on the research steps taken,
limitations, the survey questions asked, and a survey glossary can be found in Annex 3. Survey participants
had varying levels of experience in sustainable development and in procurement. Many had worked in
the two fields for an extended period, although participants were more likely to have accrued long-term
experience in sustainable development than in procurement. Forty-four percent of survey participants
have worked in sustainable development for more than ten years and 30 percent for five to ten years. By
contrast, only 35 percent of respondents reported having worked on procurement for over ten years, while
30 percent have worked in the field for five to ten years.
As shown in Figure 19, survey participants are based in many different world regions, the most represented
regions being the United States of America (with 24 percent of respondents) and Europe (23 percent).
Figure 19. Stakeholder survey participants by world region

Central America/
Carribean 8%
Africa8%

Oceania1%
North America
24%

Global(i.e. internationalorganisation 10)%Europe
23%

Asia
13%
South
America
8%(N=201)38 A list of these organizations is provided in Annex 731

Survey participants were also working in a range of different types of organizations, as shown in Figure
20. The largest group of survey participants works in public authorities, with 51 percent of participants
representing a national, state, provincial, or local authority.
Figure 20. Stakeholder survey participants by organization type

Public Authority– National Government

21%

Public Authority– State/Provincial

18%

Public Authority – Local /Municipal / Regional / City

14%

Non-Government Organization/ Non-Profit – Small/Medium(10-500 employees)
Non-Government Organization/ Non-Profit - Micro (<10employees)

9%6%Consultancy

6%Company – Large (>500
employees)

5%International /Intergovernmental Organization

4%

Academic
Institution

3%

Certification Body / Eco-label /Standards Body

3%

Company – Micro (<10employees)

3%Company – Small/Medium(10-500 employees)

3%

Non-Government Organization/ Non-Profit Organization –Large (>500 employees)

3%(n=201. Note: participants could choose morethan one option)

Industry 2%
Association
Survey respondents contribute to the development of SPP in a variety of ways. As shown in Figure 21, themost common role of survey
participants was to ‘advise or consult on SPP and related topics’, followed by
Other
2% enable it’. Far fewer survey participants were specifically responsible‘providing informationand tools that(please specify)
for procurement in their organization.

32

Figure 21: Activities run by survey participants to advance SPP
Advise/consult on
SP and related
topics58%

Advocate for SP

52%

Provideinformation, dataor tools that
support SP

51%

Research SP and
related topics

44%

Formulate
policies/contributeto policy
development

42%

Procure products
and services

38%

Implement SP in
procurement

37%

Provide training

35%

Develop/run
standards/labels/
certifications

23%

Make/sell productsthat meet SP
criteria

5%

Not involved in SP

2%

Other
(please specify)

2%(n=201. Respondents could
choose more than one option )3.2 TRENDS IN SP
Terms and activities classified as “sustainable procurement”
The term “sustainability” covers a variety of socio-economic and environmental issues. To uncover what
various organizations are including under the terms “sustainable procurement” and “sustainable public
procurement”, stakeholders were asked what these terms encompassed, according to their organization’s
definition. Fifty-one percent of survey participants reported that, in their organizations, SP encompassessocial, environmental and economic factors. This is a lower percentage than in 2012.39 However, this is likely
due to the mix of participating respondents, rather than any trend away from this broader definition of SPP.
Other participants reported a focus on one or two categories, with environmental issues being selected themost often across all types, as was the case in 2012.
39  U NEP, 2013, Sustainable Public Procurement: A Global Review 2013: http://www.scpclearinghouse.org/resource/sustainable-public-procurement-global-review-2013
33

The terms used to describe SP vary as well, and responses suggest strong regional preferences in terminology.
As in 2012, “sustainable procurement” and “green procurement”, and their equivalent terms in Spanish, continue
to be the most frequently used terms to broadly describe the activity of incorporating environmental and possiblysocial issues in the procurement process. In 2016, “sustainable procurement” was reported most often as the termof choice in participants’ organizations across all regions, followed by “green procurement”. “Environmentally
preferable procurement” and “responsible procurement” are more popular in North America than other regions;“socially responsible procurement” and “circular procurement” were more popular among European participants;“eco-friendly procurement” and “low carbon procurement” were more popular among Asian participants.
Survey participants were asked to identify the types of activities that are considered part of SP within theirorganizations. As shown in Figure 22, the three most commonly cited SP activities are “procuring sustainableproducts”, “procuring sustainable services”, and “procuring sustainable building/works”. The fourth most selected
activity was “procuring from companies that demonstrate more sustainable practices at an enterprise level”. Thismeans that for many stakeholders, SP activity is primarily associated with the consideration of what they buy, andthen secondarily associated with some consideration of from whom they buy. The optimization of procurement
processes is less frequently associated with SP – for example, taking a strategic or category-management
approach to SP to increase efficiency. These patterns persist across different regions and types of organizations.
Figure 22: Actions defining SP according to survey participants

34

Procure sustainable products

72%

Procure sustainable services

58%

Procure sustainable buildings, works and/or infrastructure

49%

Procure innovative products and services (that demonstrate sustainability
benefits)

49%

Procure from companies demonstrating more sustainable practices/
operations

48%

Reduce needs/purchases (e.g. buying less, extending product use)

46%

Engage suppliers to encourage production of more sustainable products,
services and/or operations

41%

Find alternatives to purchasing new goods (e.g. re-using equipment)

37%

Gather information from suppliers on their sustainability impacts (e.g. theirgreenhouse gas emissions/climate footprint)

36%

Purchase from local sources/ suppliers

37%

Award contracts based on the economically most advantageous tender/bestprice-quality ratio

29%

Hiring a service instead of purchasing a product (e.g. product leasing,
performance-based procurement)

28%

Purchase using reserve contracts or set-asides for preferred companies(e.g. small and medium enterprises, economic development zones, women
owned, etc.).

25%

Outsource when an external party can reduce impacts more than internal
alternatives

20%

In-source when an internal party can reduce impacts more than external
alternatives

17%

All of the above

16%

Purchase offsets or credits to mitigate impacts (for example, by buying
carbon credits)

10%

Other

4%

Not applicable2%(N=166. Respondents could choose
more than one option)

Opportunities to integrate sustainability into the procurement cycle
In most organizations, the procurement process follows a standard set of steps from needs identification,
procurement planning, specifications, issuing bid documents, evaluating responses, negotiating and contract
management. In the public sector, this process is usually formalized in a set of standardized procurement
procedures that are typically defined by law. There are many opportunities to improve how sustainability
is considered throughout the procurement process, including finding alternatives to buying new goods, or
improving suppliers’ operations through engagement. To uncover the most effective methods of integrating
sustainability into procurement, survey participants were asked: “In which stages of a typical procurement cycle
do you think it is most effective to implement sustainable procurement considerations?”
Figure 23 shows that 78 percent of participants considered the “development of requirements and technicalspecifications” as the most effective stage at which to implement sustainability into procurement, followedby “needs definition,” which was chosen by 69 percent of participants. These two stages were also themost frequently chosen in 2012. The 2016 findings may be somewhat skewed as a result of the sample
including a very large number of representatives from public authorities (national, state or local), whowere more likely to choose “needs assessment” than participants from other types of organizations. By
comparison, participants from private-sector companies, large or small, were more likely to choose “supplierdevelopment”, “pre-qualification,” and “contract management”.
Figure 23: Stages of the procurement cycle at which it is most effective to implement SP considerations.

On-going contract management 25%
Auditing and improving
supplier performance 25%
Awarding of contracts/ contract negotiation 19%
Contract
performance clauses 33%
Evaluation of bids
/proposals
32%
Development of requirements
and technical specifications 78%

Other
3%

Needs definition69%

Supplier
development
34%
Supplier
pre-qualification
26%(N=153. Respondents could
choose more than one option)

35

Priority product and service categories
We asked survey participants to identify the particular product or service categories that they believe should
be a priority for SP in their organization. “Office IT equipment” was the most commonly chosen category,followed by “office paper and stationary”, and “energy supply/energy services”, as shown in Figure 24.
Figure 24: Priority product and service categories in which to apply SP practices according tosurvey respondents
Office IT equipment (computers, screens,printers, etc.)

39%

Office paper and stationary

34%

Energy supply and energy services

33%

Building equipment (water heaters,
air-conditioners, elevators, lighting, etc.)

29%

Cleaning products and services

22%

Building design and construction

19%

Vehicles (passenger and light duty vehicles,
motorcycles, car sharing services, etc.)

17%

Food and catering services

14%

Execution of work contracts

13%

Building materials (windows, floor-covers,
wall panels, faucets, etc.)

13%

Infrastructure design and construction

11%

Waste collection and street cleaning services

11%

Travel services (transport options andaccommodation, etc.)

9%Household appliances (TVs, fridges, washingmachines, etc.)

9%

Furniture

8%

Diverse chemical products (lubricant oils,
paints, fire extinguishers, etc)

8%

Textiles (uniforms, gloves, shoes, bed
sheeting, etc.)

2%

Other

7%

(N=147. Respondents could
choose more than one option)

Priority environmental and socio-economic issues
Sustainability is a diverse subject, encompassing a wide range of environmental and socio-economic issues.
Organizations often prioritize issues to reduce complexity, and ideally, to focus on those issues that are
critical to them. Survey participants were asked, “In your opinion, which three environmental issues should be apriority for sustainable procurement activity for your organization?” It should be noted that, rather than asking

36respondents to identify their organizations’ actual priorities, we asked for their opinion on the issues they
believe should be prioritized.
Resource use, including energy resources, and pollution at both the global and local scale are major concerns
around the world. Figure 25 shows that three of the five highest priority environmental issues identified
were energy and climate change-related, with “greenhouse gas emission reductions” chosen by participants
based in North America and “energy conservation” chosen more often by participants based in Asia. Twoof the five highest priority issues were “resource efficiency” and the “sustainable use of natural resources”– and these were chosen equally by participants from all regions. Participants based in Europe were moreconcerned about “biodiversity conservation” than participants from other regions, and participants based in
Africa were more concerned about “local environmental conditions” and “air pollution”.
Figure 25: Environmental issues selected by survey participants as a priority for their organization
to address through SP
Energy conservation

34%

Climate change mitigation

32%

Resource efficiency/ protection of natural
resources

32%

Greenhouse gas emission reductions

30%

Sustainable use of natural resources

28%

Waste minimisation

28%

Air pollution

18%

Health quality

15%

Hazardous substances

15%

Water conservation

14%

Local environmental conditions

12%

Water pollution

11%

Biodiversity conservation

11%

Soil protection

2%

Ozone depletion1%

Not applicable

7%

Other

3%

(N=152. Respondents could
choose more than one option)

37

Survey participants were also asked to choose the socio-economic and governance issues that they believed
their organizations should treat as a priority for their SP activity. As shown in Figure 26, the socio-economic
issue most often identified as a priority for SP is the support to micro, small and medium enterprises.
Community engagement and local content/local producers were also frequently mentioned issues,suggesting a link between SP and regional economic development activities. “Local content/local producers”
stood out for participants based in Asia, and “ethical and fair-trade” was also a priority for many, especiallythose based in Europe and working in international organizations. “Technology development and innovation”
was chosen most often by participants based in North and South America, and this priority also tended to be
most supported by survey participants from local, state, and national public authorities.
Figure 26: Socio-economic issues selected by survey participants as a priority for their organization
to address through SP

38

Micro, small and medium enterprises

36%

Fair or ethical trade

32%

Community engagement/development

30%

Local content / local producers

29%

Technology development and innovation28%

Occupational health and safety

21%

Workers' rights (ILO core labour conventions)19%

Skills and training opportunities

19%

Diversity and equality

17%

Human rights

17%

Social, sheltered or set-aside enterprises(including disabled persons, veterans, and/or
women-owned companies)

15%

Elimination of access barriers to disabled
people (physical access to buildings,
alternative communication formats, etc.)

3%

Human trafficking

2%

Not applicable

9%

Other

5%

(N=150: Respondents could
choose more than one option)

The use of ecolabels, standards and certifications in SP
In implementing SP, challenges include:
1.

Identifying environmental and socio-economic issues that are relevant to the purchase at hand,

2. Determining innovative, yet reasonable, sustainability specifications for a product or service, and
3. Verifying that the product or service procured actually meets the required specifications.
Ecolabels were created to meet these challenges, helping procurers and consumers to identify the products andservices that exhibit preferable environmental or social performance compared to available alternatives.40
There are many ways in which ecolabels, standards, and certification systems can be used by procurers,
especially given the large number and variety available. There are in fact at least 465 ecolabel programmes
and many more sustainability standards according to Ecolabel Index.41 To understand how such tools arebeing used, survey participants were asked, “How are ecolabels and voluntary sustainability standards used today
by procurement entities in your organization”? Commensurate with 2012 results, and as shown in Figure 27,
the two most commonly cited uses were “as a reference tool to create criteria” and “to verify that products
meet criteria”. Compared to 2012, a larger proportion of respondents are now using ecolabels as mandatory
requirements in product or service specifications. However, survey participants noted that this varies
greatly by product category and depends on the availability of relevant and credible ecolabels and standards,
as well as the availability and cost of products meeting the standards and/or ecolabels.
Some regional variation in the use of ecolabels can be noticed too. For example, until recently, public authorities
in the European Union have been limited in their ability to directly refer to ecolabels as a mandatory legal
requirement. Under previous EU Procurement Directives (2004/18/EC and Directive 2004/17/EC), the degree
to which ecolabels could be used in public procurement was limited. In more recent EU Procurement Directives(2014/24/EU and Directive 2014/25/EU), ecolabels may be used in public procurement as part of product orservice criteria, or as proof of compliance with criteria. Other conditions for using ecolabels in the European
Union are also applied and must be met.42 As a result, European participants to the survey were more likely touse ecolabels as a reference tool, and no respondents from European national governments selected the use of
ecolabels as a mandatory requirement. These findings are very similar to those of the 2013 Global Review.43
Figure 27: Uses of ecolabels, standards and certifications in SP

As a reference tool to create criteria

39%

Verification of claims that products meet criteria

35%

As a mandatory requirement25%

Not used17%

Not applicable

10%

Other

8%

I don't know

6%

(N=153. Respondents could
choose more than one option)

40

ISO 14024: Environmental Labels and Declarations: Environmental Labeling Type I, Guiding Principles and Procedures. ISO,
Switzerland.

41

Big Room Inc, Ecolabel Index, Accessed online on July 28, 2016 at: www.ecolabelindex.com

42S ee European Commission, 2016, “Frequently Asked Questions” on GPP. Accessed online July 20, 2016 at: http://ec.europa.eu/
environment/gpp/faq_en.htm#policy1; and European Commission “Buying Green Handbook: Third Edition: Chapter 3”. 2016. Accessed
online September 20, 2016 at: http://ec.europa.eu/environment/gpp/pdf/Buying-Green-Handbook-3rd-Edition.pdf

43

In the 2013 Global Review, researchers found that 34 percent of respondents used ecolabels as a reference criteria, and 26 percent usedthem as a tool to verify that claims met criteria. UNEP, 2013, Sustainable Public Procurement: A Global Review 2013, p 31: http://www.
scpclearinghouse.org/resource/sustainable-public-procurement-global-review-201339

3.3 MONITORING AND MEASURING SP IMPLEMENTATION
Monitoring and measuring SP activity is critical to knowing whether an organization is meeting its policy
commitments and goals. At the same time, such measurement can be challenging given the variety ofactivities that SP can encompass, the division of responsibility among various organizational stakeholders,
and the extent to which data are accessible and accurate. Survey participants were asked, “What aspects ofsustainable procurement implementation does your organization currently monitor and measure?” As seen in Figure
28, participants typically use more than one metric to measure SP activities, and, not surprisingly, no single
metric dominates. The most commonly tracked SP metric was the “number of procurement processes withsustainability criteria,” which was chosen by 30 percent of the participants. Twenty-two percent said that no
SP monitoring is currently conducted within their organization.
Figure 28: Aspects of SP being monitored or measured in survey participants’ organizations

40

Number of procurement processes withsustainability criteria

30%

Existence of sustainable procurement actionplans at organization or department level

25%

Integration of sustainable procurement inprocedures and tools

24%

Quantities of sustainable products
purchased

23%

Environmental benefits/ impacts of the
procurement (e.g. CO2 saved)

20%

Number of products, services, and works
prioritised and with sustainable procurement
criteria

20%

Financial value of procurement tenders withsustainability criteria

16%

Leadership, responsibilities, and coordination
roles/mechanisms established or assigned
for sustainable procurement

15%

Financial value of sustainable products
purchased

14%

Availability of tracking systems formeasuring sustainable procurements

12%

Number of staff trained in sustainableprocurement

12%

Economic benefits/impacts of the procurement
process (e.g. greener supply chains)

10%

Social benefits/impacts of the procurement
process (e.g. direct generation of
employment opportunities)

10%

Number of engagement activities with
suppliers on sustainable procurement topics

8%

Institutionalization (process) measures
Outputs (procurements) measures
Outcomes (benefits) measures
Not measured/other

Expenditure on preferred companies(sustainable, local, etc)

7%

Number of staff dedicated to sustainableprocurement

7%

None; sustainable procurement
implementation is not currently monitored

22%

I don't know

6%

Other

5%

Not applicable10%(N=153. Respondents could
choose more than one option)

3.4 DRIVERS FOR SPP IMPLEMENTATION
Survey participants were also asked to identify the top three factorsthat are driving the implementation of SP in their organization. The
The drivers mostdrivers most often selected by survey participants, as can be seen in
often selected by
Figure 29, all suggest that a “top down” approach to implementationis the most common. Fifty-seven percent of participants chose
survey participants“policy commitments, goals and action plans” as top drivers in their
all suggest that a “toporganization. The next most commonly cited drivers were “strongdown” approach topolitical leadership on sustainable public procurement” andimplementation is the“mandatory sustainable public procurement rules/legislation.” These
results are similar to those obtained in 2013, although themost common.
comparative importance of policy as a driver has grown. In fact,“policy” fell behind “national legislation” and “political andorganizational leadership” in 2013. It is unsurprising to see theimportance attached to the role of policy and mandatory rules in encouraging SP, given the proportion of
respondents from the public sector; however, “policy commitments/goals and action plans” were identified
as being top drivers for implementation even by private sector respondents.
Survey participants from Europe and South America were the most likely to choose “policy commitments
and goals”, while participants from North America were more likely to select “mandatory rules andregulations.” Jason Pearson of the Sustainable Purchasing Leadership Council (SPLC) explained that, “inthe U.S. today, what drives the mandates is the opportunity to use procurement as an alternative to other less efficient
processes for rule-making; especially in contexts where government policy-making is stuck in political deadlock.”
The existence of “expertise in sustainable public procurement (legal, environmental, social and economic)”
was ranked the next most important driver for implementation. Participants based in Asia selected“expertise in SPP” as the strongest driver, and it was also ranked highly by participants based in Central
America and the Caribbean and in Europe, as well as by respondents from national government agencies,
certification bodies, and small and medium enterprises. “Training of procurement staff in sustainableprocurement” was considered a strong driver by many participants across all sectors, but especially byparticipants from state and national government agencies. Clearly, having the policy and commitment isimportant, but having sufficient numbers of well-trained people to undertake implementation is also critical.
Robert Kaukewitsch of the European Commission agreed with this conclusion, stating:

The main enabler and driver is the existence of political mandates(even obligations). Having a professional procurement team is aprecondition, as is the provision of sustainable public procurement
criteria, market availability of products, and having a follow-up ormonitoring system in place to evaluate progress41

Figure 29: Strongest drivers for the implementation of SP in survey participants’ organizations

Policy commitments/goals/action plans

57%

Strong political and organizational leadership on SP

38%

Mandatory SP rules/legislation

38%

Training of procurement staff in SP

29%

Expertise in SP: legal, environmental, social,economic

29%

Availability of SP criteria and specifications

28%

Personal commitment to sustainability by staff

28%

Monitoring, evaluation and enforcement of SP
policies

24%

Sufficient availability of sustainable products
and services that cost the same or less thanconventional equivalents
Sufficient availability of sustainable products
and services
Availability of credible sustainability standards
and ecolabels
Measurement of the environmental and/or social
benefits generated by SP (e.g. GHG emissions
reduced or jobs created)
Measurement of the economic and financial
benefits of SP (e.g. cost savings generated)

42

22%
15%
14%
14%
11%

Access to tools that measure life-cycle costs

9%

External recognition for SP programme (e.g.
awards)8%

Pressure from stakeholders / activist campaigns

8%

Inclusion of SP activities in staff performanceand promotion reviews

8%

Learning from peer organizations

4%

Other

3%

Not applicable11%(N=159. Respondents could
choose more than one option)

GOOD PRACTICE EXAMPLE: Implementation of SPP in the City of Ghent
The City of Ghent in Belgium is a large municipality with more than 250 000 inhabitants.
The city employs over 5 000 staff, and has an annual procurement spend of approximately€400 million.

The challenge
In 2008, the City established an action plan for sustainability, “Ghent 2020”, outlining
more than 105 actions and initiatives, including SP activities. City managers werecharged with implementing and integrating SP principles into all contracts throughout
the City. This proved to be a challenge due to the decentralized nature of many types ofprocurement processes. While there is a central procurement department responsible fora large number of company-wide contracts, many technical contracts (e.g. energy, fleet,cleaning services, construction projects) and smaller contracts are managed directly byeach relevant department.

The solution
In 2012, in order to build a more robust and integrated SPP programme, track its progress,and expand its reach, the City published its first Procurement Strategy with a central focus
on sustainability. The Strategy was updated in 2014 to better reflect the priorities of the
new City Council. The Procurement Strategy establishes the seven SPP-related priorities
for the City of Ghent:
1.

Minimizing the ecological footprint throughout the life-cycle of products purchasedwith a focus on energy, air quality and waste;

2. Encouraging employment of disadvantaged groups focusing on youth, and on growing
the social economy sector;
3. Promoting sustainable innovation;
4. Fostering local economic growth, focusing on start-ups and innovative companies;
5. Integrating international labour standards and fair trade principles throughout the
supply chain;
6. Encouraging sustainable entrepreneurship amongst suppliers; and7.

Increasing the maturity of the procurement function, and striving towards excellencein procurement.

Targets and indicators were identified for each priority area. These include a 10% growth(year-on-year) in contracts awarded to the social-economy sector and a reduction of 10% ofCO2-emissions for deliveries in 2016.
A central feature of the City’s approach to implementation is a strong reliance on quality
management techniques: establishing clear targets, assigning responsibilities and key
performance indicators, measuring progress through the use of management dashboards,
and adapting processes based on past results so as to achieve continuous improvement.
Strategic priorities are assigned to policy advisors with the goal of facilitating and ensuring
implementation. These policy advisors are chosen as subject experts with a close link to
the City Council representatives, rather than as procurement professionals. Contracts arecross-referenced to strategic priorities by means of a strategic roadmap, and policy andcriteria documents assist purchasers in developing the contract specification documents.

43

A reporting structure is being set up according to which progress and findings will be
communicated twice a year to the City Council. Information is provided to citizens andother communities via a dedicated website and through partnerships with international
networks. The programme management team is currently working on preparing acustom-made digital toolbox that will help procurers and suppliers to better manage theircontracts and incorporate strategic priorities. The team is also working on the creationof a procurement coordination platform within the municipality, which will enable
better cooperation among partners – both internally and externally – in order to sharemethodologies, expertise and tools.

Lessons learned
According to programme managers, recognizing that making your procurement moresustainable is mostly a change process was key to their successful implementation of SPP.
Approaching the work through this lens led them to prioritize awareness-raising and theprovision of a solid framework with tools and methodologies to facilitate the adoption of
new procedures and change established practices. Other recommended actions included:
stakeholder buy-in from all parties involved early on in the process. This means on•• Achieving
a City administration level, but even more so on a political level. For Ghent, this was achieved
through the formal endorsement of the Procurement Strategy.

that the programme has dedicated resources and staff that have – or can develop•• Ensuring- the expertise to run the programme successfully. The City of Ghent had to develop deep

knowledge of methodologies linked to quality management and disseminated it by organizing
trainings as well as on-the-job guidance.

•• Showcasing initial successes within the organization helps to build support.
•• Documenting and sharing lessons learned to help facilitate the process.
that public procurement is traditionally a technical, legal, and administrative process,•• Given
showcasing the successes achieved and gaining support from politicians can help to motivate
procurers, and to assure them that the initial effort to establish a comprehensive SPP
programme is worth the investment.

The outcome
The City of Ghent’s SPP achievements to date include:•• A clear strategic agenda supported by key performance indicators and clear targets for SPP.
•• The implementation of measurement and reporting mechanisms on SPP.
•• Exclusive use of 100% renewable electricity for all the City services since 2008.
•• The first city to use cradle-to-cradle certified cleaning products for all its buildings.
•• Socially sustainable cleaning services provided by socially vulnerable groups.
•• A policy of passive-house buildings and nearly energy-neutral building renovations since 2012.
of sustainable vehicles (hybrid electric, plug-in hybrid electric, battery electric, and natural•• Adoption
gas vehicles) into the fleet.

44

Learn more about Ghent City SPP:
https://stad.gent/voorbeeldconsument (in Dutch, in progress)
Global Lead City Network on Sustainable Procurement: http://glcn-on-sp.org/cities/ghent/
Procura+ European Sustainable Procurement Network: http://www.procuraplus.org/
public-authorities/ghent/

3.5 BARRIERS TO SPP IMPLEMENTATION
A combination of factors drives successful SP implementation, and it is often a combination of factors that
impedes progress. According to the stakeholders surveyed, there are several typical barriers to SP, withno one barrier standing out significantly compared to others. In fact, six to eight different barriers were all
frequently mentioned by respondents. Figure 30 shows that the two most commonly cited barriers to SPP
implementation were the “perception that sustainable products and/or services are more expensive” andthe “lack of expertise in sustainable public procurement implementation”.44 The most important barriers
persist from 2013, when the perception of added costs, lack of information and knowledge of SPP, and lackof technical capacities in environmental and social issues topped the list. Some barriers are more specific toregions and/or types of organizations, while certain other barriers are widely experienced by organizations
working on SP. Oshani Perera of the International Institute for Sustainable Development (IISD) noted that inmany regions and organizations, there is a general lack of professionalization in public procurement itself,
stating that:

Oftentimes, people don’t see public procurement as strategic or evenas a profession; and this is a real barrier to doing sustainable public
procurement well.
The barrier cited most often by participants based in North America was “competing procurement
priorities”, while for participants based in Europe the most common barrier was “insufficient monitoring,evaluation and/or enforcement of SPP policies”. For participants based in Asia and South America, thebarrier mentioned most frequently was the “lack of sustainable products and/or services to procure”. Thissuggests that in these regions, the market for sustainable products and services has yet to mature, andavailability continues to be an important barrier to be addressed.
National government participants tended to choose “lack of expertise in sustainable public procurement”
most often, and were much less likely than other groups to choose the “perception that sustainable products
and or services are more expensive”, which is notable given their intimate knowledge of actual contract andbid pricing.
While some of these barriers are significant or persistent, it is encouraging to note that they can beovercome. Greater adoption of methodologies based on life-cycle costing will play a big role in helping toaddress concerns about costs. This is critical, as almost all national governments are seeking methods to becost effective, and greater consideration of the full life-cycle costs of products and services is a key elementof fiscal responsibility. The EU Procurement Directive should help to deepen the practice of life-cycle costing.
Other barriers such as a lack of expertise in SPP can be overcome with more focus on training andknowledge sharing, and concerns about the local availability of sustainable products and services should
diminish as the ‘green’ marketplace matures and ecolabelling programmes continue to expand. However,it will be more difficult to address the barrier related to ‘competing priorities’; stakeholder interviews
indicate that it is commonplace for procurement groups to be under-resourced and often overwhelmed by
44

The wording in the 2013 Global Review for this barrier was “lack of technical capacities on environmental/social issues” (“capacity” is avery similar concept to “expertise” used in 2016). UNEP, 2013, Sustainable Public Procurement: A Global Review 2013 p.40: http://www.
scpclearinghouse.org/resource/sustainable-public-procurement-global-review-2013 .

45

the volume of work delegated to them. Until procurement teams are adequately resourced for their core
operations, it will be difficult for them to adopt best management practices. This means that the businesscase for SP must be linked to, and integrated within, procurement modernization programmes.
Figure 30: Largest barriers to SP implementation in survey participants’ organizations

46

Perception that sustainable products and/or
services are more expensive

33%

Lack of expertise on SP implementation

33%

Lack of policy commitments/goals/action plans

30%

Lack of strong political and organizational
leadership on SP

28%

Lack of mandatory SP rules/legislation

28%

Lack of sustainable products and/or services topurchase

26%

Insufficient monitoring, evaluation and/or
enforcement of SP policies

25%

Competing procurement priorities

22%

Lack of training of procurement staff in SP

20%

Lack of information on the sustainability
practices and operations of suppliers

19%

Lack of measurement of economic / businessoutcomes from SP implementation

16%

Lack of a clear definition of sustainable products,
services and/or supplier operations

15%

Lack of inter-agency cooperation

13%

Little or no visibility into supply chains

13%

Lack of measurement of environmental and/or
social outcomes from SP implementation

12%

Perception that procurement is administrative,
not policy-driven

11%

Lack of relevant SP criteria and specifications

10%

Perception that sustainable products and/or
services are of lower quality

9%

Lack of external pressure from stakeholders / noactivism campaigns

9%

Lack of inclusion of SP in staff performance andpromotion reviews

8%

Lack of tools available that measure life-cycle
costs

8%

Lack of personal commitment to SP by staff

7%

Lack of external recognition for SP
implementation

6%

Lack of credible ecolabels and sustainability
standards

6%

Other

4%

Not applicable

9%(N=159. Respondents could
choose more than one option)

3.6 STAKEHOLDER EXPECTATIONS FOR FUTURE TRENDS IN SP
PRACTICESIn the 2013 Global Review, we asked stakeholders whether they expected their national governments to do
more SPP in the coming five years. Over 84 percent of the survey participants stated that it would groweither more or substantially more.45 In 2016, to understand whether these expectations had been met, we
asked stakeholders whether they thought that SPP had in fact grown in prominence since 2012, both intheir own organizations and in their country. While it must be noted that the 2016 sample does not include
the same individuals as the 2013 sample, results shown in Figure 31 suggest that expectations largely havebeen met: respondents perceive that SP has become more important in both their country and their own
organization. Remarkably, all public-authority participants stated that SP has become more important for
their organizations since 2012. Participants based in Central America/the Caribbean and South America
saw a sharp rise in the perceived importance of SP since 2012.
Some caution is warranted in interpreting this result, as those who agreed to participate in the survey are likely tohave a strong interest in SP, giving rise to a self-selection bias and a possible under-representation of other views.
Figure 31: Perceived change in importance of SP in participants’ organizations and/or countries
since 2012
(N=164)Your organization
Your country

63%

68%

27%

21%
2%

7%

5%

4%
1%

More important

The same level of importance

85% of the stakeholders
surveyed expect thatboth their organizations
and their national
governments willconduct substantiallymore or somewhat more
SP activity in the next
five years.

45

Less important

I don't know

1%Othe rLooking forward, survey participants were asked, “Do you expect yourorganization and/or your national government to change the level ofsustainable procurement activity in the next five years?”. Figure 32 showsthat, as in 2012, 85% of the stakeholders surveyed expect that boththeir organizations and their national governments will conduct
substantially more or somewhat more SP activity in the next five
years. Very few participants believed that SPP activity would decline(7%). Participants generally had higher expectations for an increase
in SPP activity from their organization than from their national
government. This pattern is constant across world regions, except
for participants in Europe, whose expectations were higher fornational governments compared to their own organizations. One
respondent from Asia commented that their expectation was
contingent upon “whether or not the awareness and capacity-building
work is done”. Another respondent from the U.S. said that theirU NEP, 2013, Sustainable Public Procurement: A Global Review 2013, p. 48: http://www.scpclearinghouse.org/resource/sustainablepublic-procurement-global-review-201347

expectations will likely change “depending on the results of the U.S. presidential election in 2016”. The results
suggest that, despite changing political climates, organizations are likely to continue their SP work.
Figure 32: Expectations for the development of SP activities in the coming five years(N=154)Your organization
Your national
government

56%

49%

29%

31%

10%

16%
3%

Expects
substantiallymore SP
activity than
today

Expects
somewhatmore SP
activity than
today

Expects
about thesame level of
SP activity as
today

2%

Expects less
SP activity
than today

4%

3%

3%

4%

6%

2%
1%

Expects
substantiallyless SP
activity thantoday

I don’t know

Notapplicable

1%

Other (please
specify)

3.7 EMERGING TOPICS AND TRENDS IN SP
The dialogue on SP shifts over time and certainly has trended from an early emphasis on green
procurement to a more holistic SP perspective that is common today. To gauge the emerging trends, survey
participants were asked, “What sustainable procurement related topics, strategies and activities are becoming more
prominent in your organization? (Choose the top three)”.
Figure 33 shows that “ecolabels, standards and certifications” was the most frequently chosen topic,
especially by national government representatives. This makes sense given that governments are looking for
credible and meaningful sustainability standards for their buyers and internal clients to use within tenders
and other bid specifications. “Monitoring and reporting of sustainable public procurement implementation”,
was the second most frequently selected option, and was of particular interest to public authority
participants, as was “meeting climate change policy goals” – a result that is perhaps reflective of recent
attention to climate change policies, partly because of the momentum created by international agreements
reached at the UN Climate Change Conference in Paris in December 2015 (COP21)46. Another interestingfinding is a growing awareness of the links between environmental, social and economic aspects withinprocurement, suggesting that themes such as the sharing economy or sustainable services, which have notyet been given much prominence, will become more important over time.
“Training and capacity building,” much like the 2012 results, continues to be amongst the top five issues
for practitioners and survey participants. The results confirm that practitioners believe that SPP can only
be successful when it is widely adopted and procurement professionals feel confident in both the technicalaspects of the practice and in effectively engaging other stakeholders, e.g. end-users and specification
developers to adopt and apply SP methods.

46

48

Details of the 2015 UN Climate Change Conference are available at: http://www.un.org/sustainabledevelopment/cop21/

Life-cycle costing, which was identified as a top SPP aspect needing work in 2013, also continues to rise inprominence according to survey respondents. This may further increase in the coming years as more legal
frameworks allow for the use of life-cycle costing methods, although the use of this methodology is not without
challenges. The European Commission’s 2014 Public Procurement Directive permits the use of life-cycle costingby procurement agencies, but there continues to be debate about how best to ensure that methodologies areharmonized and validated, whilst still being adequately tailored to the issues paramount to a specific procurement
tender. Despite such challenges, we are likely to see a continued evolution and uptake in this evaluation method,
because it allows purchasers to better determine the full costs inherent to their acquisitions.
Other activities related to SP such as category management, environmental accounting, and joint
procurement were not mentioned as often, but are nonetheless being implemented by countries such as
the Netherlands, which is often considered to be a front runner in SPP. The Netherlands was named as oneof the “Green Seven” countries in GPP in the Report “Collection of statistical information on Green Public
Procurement in the EU” by PricewaterhouseCoopers (PwC), Significant and Ecofys.47
Figure 33: Emerging SP topics, strategies and activities according to survey respondents
Ecolabels, standards and certifications 46%
Monitoring and reporting SP implementation 43%
Climate change policy goals through procurement 40%
Greater linkage of environmental-social-economic aspects 39%
Training and capacity building 38%
Link of sustainable procurement to sustainable development goals (SDGs) 37%
and broad policy objectives
Life-cycle costing 37%
e-procurement platforms and tools 35%
Recognition of procurement as a strategic tool by organizations 35%
Transparency in supply chains 34%
Business case for sustainable procurement 34%
Procurement of innovative products, services or works 33%
Estimating sustainability impacts/outcomes/benefits of sustainable 32%
procurement
Green economy / Green growth 31%
Circular economy / Circular procurement 29%
Human rights 27%
Low carbon technologies 27%
Alignment of public-private sector policies and practices on sustainableprocurement 26%
Chemicals, toxics 25%
Supplier engagement programs 24%
Labor rights 24%
Health and safety issues 24%
Sustainable forest management 22%
Calculators and tools to support SP implementation or measurement 22%
Joint procurement (between organizations) 20%
Environmental accounting 18%
Inter-ministerial coordination for sustainable procurement 17%
Category management / strategic sourcing 16%
Centralisation of procurement 16%
Incentives (e.g. fiscal, reputational, etc) for procurers to promote 15%
sustainable procurement
Private sector sustainable purchasing 13%
Product service systems / servicising 12%
Sharing economy 10%
Competitive economy 7%
Other 4%47

(N=161. Respondents could
choose more than one option)R eport “Collection of statistical information on Green Public Procurement in the EU” by PricewaterhouseCoopers (PwC), Significant
and Ecofys, 2009. Accessed online July 20, 2016: http://ec.europa.eu/environment/gpp/pdf/statistical_information.pdf
49

GOOD PRACTICE EXAMPLE: Impact sourcing at Microsoft
Microsoft, a large software, service, devices, and solutions company, employs 114 000 people
worldwide and operates in 2148 countries. Microsoft works with thousands of companies andspends billions of dollars on both direct and indirect purchasing. To further its mission, it isincreasingly sourcing from social enterprises.

The challenge
Microsoft has established a comprehensive corporate social responsibility department, which
focuses on human rights, environmental sustainability, and transparency.49 Their corporatesocial responsibility work aims to empower “every person and every organization to achieve
more”; however, in such a large organization with a dispersed procurement operations,reflecting social responsibility and sustainability goals in everyday procurement practices canbe a challenging task.

The solution
Impact sourcing is a way of using procurement to generate tangible positive social impacts.
Large companies such as Microsoft contract with IT training, solution and business process
outsourcing organizations that recruit under-employed and underprivileged youth.50 To
provide these services, providers such as Samasource and Techno Brain Group recruit, train,
and manage high-potential youth, oftentimes from developing countries such as Kenya, India,
and the Philippines, for jobs in the information, communications and technology (ICT) sector.51
Impact sourcing enables employees to launch long-term careers and have a higher quality oflife. The value of the services procured, and the commercial terms of those contracts, are on apar with other commercial providers.

Lessons learned
the business case: For organizations concerned about the viability of this model, its•• Testeffectiveness can be tested through small pilots before scaling it up.
a realistic costing model: To be realistic, any costing model should factor in the•• Develop
time required for explaining and training on impact sourcing with internal and external
stakeholders. Upfront investment may also be needed: the cost drivers for impact
sourcing providers include infrastructure, personnel, and development of curricula andprogrammes.

long-term: Employing disadvantaged youth can bring value to an organization by•• Think
broadening its talent pool. Their robust “soft skills”, motivation and eagerness to learn may
all contribute positively to an organization’s bottom line.

50

48

Microsoft. 2016. “Facts About Microsoft”. http://news.microsoft.com/facts-about-microsoft/#sm.0001e9h7ut1215ebmxydgzz0lmhib

49M icrosoft. 2016. “Corporate Social Responsibility. https://www.microsoft.com/about/csr/

50

M icrosoft. 2016. “Microsoft recognizes outstanding contributions by suppliers”. https://news.microsoft.com/2016/06/09/microsoft-recognizes-outstanding-contributions-by-suppliers-5/#sm.000v79vzq18joelkx1c1urdfcfl5d

51

C loud Factory. 2014. “An Impact Sourcing Primer. https://info.cloudfactory.com/hs-fs/hub/351374/file-1510678189-pdf/02-Contents/2-eBooks/eBook-An-Impact-Sourcing-Primer.pdf?t=1468226852755

The outcome
Results from impact sourcing are carefully monitored and measured. According to theRockefeller Foundation, “impact sourcing has resulted in a more engaged and motivatedworkforce”.52 The Everest Group reports that, with impact sourcing, employees benefit fromincome increases of between 40% and 200%. In addition to the benefits of formal, stable
employment, other research from Cloud Factory suggests that employment also increases
family investment in health care and education.53 For Microsoft, Impact Sourcing has delivered
immediate business value, as well as alignment with the Microsoft mission to help others
achieve more.

Learn more:
Microsoft Corporate Social Responsibility: https://www.microsoft.com/about/csr/
Rockefeller Foundation: https://www.rockefellerfoundation.org/
Samasource: http://www.samasource.org/
Techno Brain: https://technobraingroup.com/

3.8 T
 HE ROLE OF INTERNATIONAL ORGANIZATIONS IN SUPPORTING
SP IMPLEMENTATION
Initiatives such as the
10YFP Sustainable
Public Procurement
Programme, ICLEI’s
Procura+ campaign(now Network), theSustainable Purchasing
Leadership Council(SPLC), and theInternational Green
Purchasing Network(IGPN) amongst
others, have built asuite of resources andexpanded expertiseand capacity withmember organizations
and others on SP.

52

International and national initiatives have been instrumental in
motivating and guiding the work on SP in a range of contexts.
Initiatives such as the 10YFP Sustainable Public Procurement
Programme, ICLEI’s Procura+ campaign (now Network), theSustainable Purchasing Leadership Council (SPLC), and theInternational Green Purchasing Network (IGPN) amongst others,
have built a suite of resources and expanded expertise and capacitywith member organizations and others on SP. To determine needs,
survey participants were asked, “Which activities could international
initiatives (such as the 10FYP Sustainable Public Procurement Programme)
do to further promote and support sustainable procurement?”
Figure 34 clearly shows that “providing tools to support SPP
implementation” is the most frequently cited need that internationalorganizations can fulfill. The second most selected aspect forinternational organizations to support was around “measuring andcommunicating the social, environmental and economic benefits ofsustainable procurement” followed as well by “build the businesscase”. This has in fact been one of the topics explored by one of
the working groups of the 10YFP Sustainable Public Procurement
Programme, with the publication of the report “Measuring impacts
and communicating the benefits of SPP” – see Annex 2 for a
description and links to the results achieved by this work stream.54
Another project, GPP 2020 focused on measuring the carbon
emissions saved by SPP activities in participating organizations. AsR ockefeller Foundation. 2016. “Digital Jobs Africa”. https://www.rockefellerfoundation.org/our-work/initiatives/digital-jobs-africa/

53 Rockefeller Foundation. 2016. “The Case for Impact Sourcing” https://www.rockefellerfoundation.org/our-work/initiatives/digital-jobs-africa/
54

The report is available for download at http://www.scpclearinghouse.org/resource/monitoring-sustainable-public-procurementimplementation51

of July 2016, project partners achieved savings of 922,932 tonnes of CO2-equivalent.55 This shows a shift in
expectations from 2012 where there was a strong emphasis on establishing connections and networks. In
2016, stakeholders called for those networks and connections to be used to create or provide access to thespecifications, tools and resources that will enable SPP implementation. In addition, practitioners recognizethat taking SPP to scale will require investments thus driving an interest to building a more robust businesscase for SPP.
There were some notable regional differences, perhaps illustrating a pattern of programme maturity indifferent regions. Participants from Africa selected “encourage national SPP policy commitments” and“provide training and capacity building”, coupled with a strong interest in formalizing SP as part of atransformation to more modern procurement systems. Participants from the Asian and Central American
regions selected “sharing/exchanging information on sustainable public procurement” more often, perhaps
signalling the existence of a mandate and now a desire to access resources and tools through connections.
Asian and Central American countries have perhaps reached a tipping point around interest, policies andawareness, so it would make sense that they would want to connect and learn about best practices.
Participants from Europe selected “building the business case for sustainable public procurement”, perhaps
indicating that European countries want to scale up the impact of their programmes, broaden the adoptionof best practices and deepen impact – all of which requires resources, thus driving the need for betterbusiness cases to secure necessary support. Shifting SPP from ad-hoc to mainstream will require resources,
and possibly significantly more resources than are being allocated today.
Participants from North America selected “engage the market, encouraging suppliers to make moresustainable products and services” more frequently, perhaps validating the strong orientation to marketbased solutions that often exists in the North American economy and regulatory regimes. It appears thatin North America there is an increasing expectation that the marketplace will provide solutions and thatcollaboration with vendors and suppliers is a critical part of getting greater SPP benefits. These findings
confirm that there are different needs in different regions, and that international organizations andinitiatives promoting SP should tailor their approaches and offerings accordingly.
55

52

GPP 2020, Accessed online July 28, 2016 at http://www.gpp2020.eu/

Figure 34: Survey respondents’ recommendations for international organizations supporting SP
implementation
Provide tools to support SP implementation(e.g. tools for life-cycle costing, spend
analysis, capacity building)47%

Measure and communicate the social,environmental, and financial benefits
achieved through SP

36%

Provide training and capacity building for SP
implementation

34%

Build the business case for SP (e.g. showing
cost savings resulting from SP activities)

31%

Engage the market, encouraging suppliers tomake more sustainable products andservices

31%

Encourage national SP policy commitments

29%

Provide financial and technical resources for
SP activities

21%

Encourage harmonisation andstandardisation of SP

21%

Support knowledge transfer to and between
developing countries on SP

17%

Offer guidance on SP implementation

15%

Facilitate peer learning and collaboration
between SP practitioners

12%

Share/exchange information on SP

12%

Showcase, promote and recognise leadership
in SP

8%

Other

1%

(N=154. Respondents could
choose more than one option)

53

3.9 CHAPTER CONCLUSIONSSP is now seen as critical to meeting the Sustainable Development Goals (SDGs), especially SDG 12.
Survey results confirm that stakeholders strongly expect SPP activities to grow significantly in the next five
years. This suggests that international, national and local level efforts to promote SP are having an impact.
The language on SPP is changing. “Sustainable procurement” is commonly understood to mean thatsocial, environmental and economic issues are being considered as part of procurement. The conversation
has evolved from ‘green procurement’ and even a ‘green economy’; we now hear stakeholders talk aboutsustainable procurement being a key element of creating a ‘circular economy’.
SP is starting to be integrated into all phases of the procurement process. SP activities can occur atdifferent stages of the typical procurement cycle. We know from survey respondents and case studies thatthe earlier sustainability is considered within a procurement process, the better. According to the majorityof the respondents, SP is usually associated with the procurement of more sustainable products, services
and works, and is, therefore, best implemented by developing requirements and technical specifications
that incorporate relevant sustainability criteria. However, SP activities are also occurring in other stagesof the procurement cycle, including at the “needs assessment” stage and in the phase of “selecting andengaging suppliers”.
To encourage a further uptake of SPP, ecolabels can be a solution, but must be credible to achievesignificant results. The use of ecolabels is key to the identification of sustainability criteria for products
and services and can be an effective and easy way for procurement professionals to identify credible green
products, even without having strong environmental or social sustainability expertise.
Another key factor is political leadership. The 2017 Global Review finds that SPP is largely being driven bypolicy and “top down” leadership. The existence of national legislation on SPP was selected as the strongest
driver, followed by strong political and organizational leadership and policy commitments.
The support of international initiatives to promote SPP is also crucial. Stakeholders are looking
at various national and international initiatives, e.g. UN 10YFP SPP Programme, ICLEI’s Procura+ or the
SPLC, to provide guidance and expertise based on lessons learned. Survey participants recommended
that international organizations focus on providing and documenting the business case for SP – which isconsistent with the need to overcome the perception that sustainable products and services are generally
more expensive.
On the other hand, perceptions about higher costs continue to be a significant SP barrier. The mostfrequently cited main barrier to SP selected was not simply a lack of national legislation, leadership or
policy but rather the recurrent perception that sustainable products and services are more expensive - thisconcern was also the number one ranked barrier in the 2013 Global Review. The presence of this concern
among SPP stakeholders highlights the critical need to encourage the adoption of a life-cycle costing
approach that takes into account all the costs associates with the life-cycle of a product or service, and notjust its initial cost.
More efforts must be focused on improving monitoring practices. The 2017 Global Review shows that
there is still considerable progress to be made to define a set of measures that are meaningful but also
practical. It is becoming clear that it is ultimately more important to measure results and impacts – e.g.
GHG emissions avoided or reduced, materials and resources saved, job training opportunities created– than simply the volume of spending on sustainable products and services. Stakeholders are clearlyseeking better methods to monitor and measure the sustainability outcomes of SP – and by so doing,
demonstrate their progress in meeting policy goals, such as reducing their greenhouse gas emissions andcreating economic opportunities.
Collaboration is the key to taking SP to scale, whether it is sustainability and procurement
professionals collaborating around best practices and aligning market signals, or the private sector
engaging suppliers to promote sustainability leadership. Survey participants clearly signalled their
desire to collaborate at both regional and international level to share the very best information, tools andprocesses to make SP successful.

54

In a perfect world, what would SPP look like?
Interviewees offered the following thoughts:•• “Procuring green would be really easy to do and all procurements would be sustainable.”
procurement = Sustainable procurement. Externalities would be internalised, procurers•• “Good
would be trained and be knowledgeable, and the global level of green in the market would behigh.”

would not be called SPP. We would instead talk about “strategic procurement” by public agencies,•• “Itwhich
would involve strategically using procurement to advance the public interest mission of
government on behalf of society.”of expenditure would be green and the head of procurement division would be someone that•• “60%sits in a senior management team in the organization.”
would be linked to all relevant policies as an implementation instrument with appropriate•• “SPP
resources allocated.”•• “Sustainable procurement would be standard practice in all public authorities.”55

4. Conclusions
The 2017 Global Review highlights how sustainable public procurement (SPP) is becoming a widespreadpractice, offering insights into the current state of affairs in the field with a focus on national
governments and key stakeholders. Our analysis reveals that successful SPP requires a solid policy
foundation, top-level leadership support and excellence in implementation. There certainly are signs of
SPP practices becoming more embedded in standard procurement activities and processes, but there is
still considerable work to be done before sustainability considerations become regular criteria within bid
specifications and contracts. SPP implementation is benefitting from transformations already occurringin the way that procurement is conducted – with greater professionalization of procurement practices
leading to more strategic and transparent processes.
Defining “sustainable public procurement policy” can be difficult given the broad spectrum ofenvironmental and socio-economic issues potentially covered. Some national governments thatparticipated in this study do not have comprehensive SPP policies, but most of them have several policies
covering specific sustainable procurement (SP) issues, e.g. energy efficiency, green products, procurementfrom small and medium-sized enterprises, etc. Some national governments are shifting their SPP
policies towards strategic procurement policies - where sustainability is one of several “pillars” or goals.
This trend indicates that sustainability is increasingly being accepted as an important aspect withinprocurement, and reinforces the role of public procurement as a strategic tool to advance national andpublic policies.
A more standard definition and articulation of SPP practices and measures will help in measuring
progress and encourage adoption. Within the framework of the Sustainable Development Goals(SDGs), there is an opportunity to provide and promote such a measure, and the 10YFP Sustainable
Public Procurement Programme will work collaboratively with its partners to generate a measurement
framework for the SDG 12.7 – promoting public procurement practices that are sustainable and aligned withnational policies and priorities.
SPP is a dynamic topic that is a critical underpinning of more sustainable consumption and production,
so it is important to monitor and track the evolution of the discourse surrounding it. Emerging discussion
topics focus on the critical role of ecolabels and standards, the challenges and importance of improving
systems for monitoring and the opportunities to mitigate climate change by promoting low carbon
procurement throughout the supply chain.
While the 2017 Global Review mainly focuses on SPP in national governments, this analysis also found thatSP activities are on the rise in all types of organizations – including local governments, non-profits andprivate sector companies, both large and small.
Across all regions, stakeholders emphasized the need to build a stronger business case for SP. Too often
SP is not given the right amount of importance and the commitment it requires. Hence, results tend to be
slower and ad-hoc. SP programmes need adequate financial and technical resources to truly embed goodpractices and build a culture that regularly looks for opportunities to use procurement to advance social,economic and environmental objectives. When meaningful specifications and considerations are used tohelp select more sustainable products and services, then it is critical to engage with suppliers to collectdata to support results. All respondents spoke of the need to do a better job at capturing and promoting
success stories that show the benefits that SPP can deliver in a way that is compelling and inspiring.
New methods, tools and innovative approaches to SPP are emerging and driving change, such as shared
supplier platforms and scorecards, market engagement to promote innovation, e-procurement andimpact sourcing. We expect that SPP will continue to be a key driver for more innovation and change asorganizations respond to pressing climate, resource, and social challenges.
The four good practice examples provided in the 2017 Global Review illustrate that SPP goes beyond“picking greener products” and encompasses activities at every step of the procurement cycle. They
illustrate that successful implementation requires the engagement of stakeholders – sometimes overmany years. Changing decision-making and procedural practices such as procurement takes time, skills
and leadership. Given the reality of large, complex organizations, successful SPP requires far more thantechnical changes, it requires cultural change as well.

56

The 2017 Global Review results shows that measuring the environmental and social outcomes of SPP
remains difficult as they are rarely presented with supporting quantitative data. Over time, as SPP
policies are adopted, SPP activities increase in number, and measurement tools sharpen, we expect
future Global Reviews to be able to report in greater depth on the outcomes or sustainability benefits
being achieved.
There is still a long way to go before SPP becomes common practice, and there are many barriers thatstill must be overcome. In the next Global Review, scheduled for 2019, we expect to see more participants
and more standardized approaches to implementing SPP as the sector becomes more mature andorganizations improve their monitoring, measurement and reporting practices. We also expect to see
an increased emphasis on supplier engagement, as well as more cross-sector exchanges of ideas andapproaches. The private sector is a critical element of the value chain, and progress cannot be achieved
through the adoption of policies and procedures by governments alone. Transforming sustainableproduction and consumption patterns will require collaboration among all stakeholders along the supply
chain. This enhanced cooperation is likely to produce environmental, economic and social benefits thatwill be a legacy for future generations.
We hope that the 2017 Global Review of Sustainable Public Procurement study sparks interest in SPP and thatthe emerging communities of practice around SPP continue to expand. We look forward to reporting on
future sustainable public procurement success.

57Annex 1: O verview of the 10YFP Sustainable
Public Procurement Programme
The 10YFP Programme on

Sustainable Public Procurement
www.unep.org/10yfp/procurement

The 10YFP Programme on Sustainable Public
Procurement (SPP) is a global multistakeholder platform that supports theimplementation of SPP around the world. The
Programme builds synergies between diverse
partners to achieve the SDG target on SPP.

Objectives

1. Build the case for SPP: improve the knowledge on SPP and
its effectiveness as a tool to promote sustainableconsumption and production, support a transition to greener
economies and sustainable development.
2. Support the implementation of SPP on the groundthrough increased collaboration, and better access tocapacity building tools and support from SPP experts.

“It is vital to promote sustainable public
procurement as a catalyst for change, toredirect unsustainable production andconsumption patterns”.
Gro Harlem Brundtland, 17 June 2012, Sustainable
Development Dialogue Days, Rio

What is Sustainable Public Procurement (SPP)?
It is “a process whereby public organizations meet their needs forgoods, services, works and utilities in a way that achieves value
for money on a whole life cycle basis. This means generating
benefits not only to the organization, but also to society and theeconomy, whilst significantly reducing negative impacts on theenvironment.”

What is the 10YFP?
The 10 Year Framework of Programmes on Sustainable
Consumption and Production (10YFP) is a concrete andoperational outcome of Rio+20. The 10YFP is a global frameworkthat enhances international cooperation to accelerate the shift
towards SCP in both developed and developing countries. It
provides capacity building and technical and financial assistanceto developing countries, and encourages innovation andcooperation among all countries and stakeholders. The 10YFP has
six programmes, and the SPP Programme will support
achievement of SDG target 12.7. UNEP serves as the Secretariatof the 10YFP and administers the Trust Fund.
Need more info? Visit www.unep.org/10YFP

58

Why implementing SPP can make a difference
Public spending, which accounts for an average of 12% of
GDP in OECD countries and up to 30% in developing
countries, wields enormous purchasing power. Shifting thatspending towards more sustainable goods and services canhelp drive markets in the direction of innovation andsustainability, thereby accelerating the transition to a green
economy.

Benefits of SPP
Through SPP, governments can lead by example and deliver
key policy objectives and send strong market signals.
Sustainable procurement allows governments to reducegreenhouse gas emissions, improve resource efficiency andsupport recycling. Positive social results include poverty
reduction, improved equity and respect for core labor
standards. From an economic perspective, SPP can generate
income, reduce costs, support the transfer of skills andtechnology and promote innovation by domestic producers.

The SPP Programme: Building on a 10-Year Journey
The 10YFP Programme on SPP builds on the Sustainable Public Procurement Initiative (SPPI), which was launched in June 2012 at the
Rio+20 Conference. The SPPI established the foundation for the SPP Programme by assembling the future leads and actors of theProgramme and adopting a work plan. The 63 members of the SPPI agreed through a consultative process to apply to become the 10YFPSPP Programme, and in March 2014 the 10YFP Board approved the application. The SPPI was itself a continuation of the Marrakech
Task Force on Sustainable Public Procurement, led by the government of Switzerland from 2005 until 2011.
For more information, please visit http://esa.un.org/marrakechprocess/Joining Hands for SPP Implementation – Work plan of the 10YFP SPP Programme
To support the uptake of sustainable public procurement on the ground, the SPP programme consists of core activities and results-oriented
Working Groups that are organized into four main areas:

Core Activities An SPP Community is established on the Global SCP Clearinghouse An SPP Forum is organized every two years
 A Biennial report reviews the implementation of Sustainable and Green Public Procurement

Trust Fund projects:
The 1st call for proposals of the 10YFP Trust Fund was launched in December 2014, offering funding of 500 000 USD for SPP
activities in developing countries and economies in transition.

This call for proposals resulted in the selection of 3 projects:
1. “Mainstreaming Sustainable Public Procurement through the introduction of Product Service Systems in the Western
Cape”, Western Cape Government, South Africa. Executing agency: International Institute for Sustainable Development.
2. “Towards a Sustainable Public Procurement System in Uruguay (TSPPU1)”, Uruguay. Executing Agency: UNOPS.
3. “Establishment and Implementation of GPP in Quezon City for the Promotion of SCP in the Philippines“, Quezon City,
Philippines. Executing Agency: Environmental Protection and Waste Management Department (EPWMD) of Quezon City.
59

Governance structure of the 10YFP SPP Programme

The 10YFP SPP Programme is led by the United Nations Environment Programme (UNEP), and co-led by ICLEI – Local Governments for
Sustainability - and the Korea Environmental Industry & Technology Institute (KEITI). A Multistakeholder Advisory Committee oversees theProgramme’s implementation.

Lead

Co-leads

Members of the Multi-stakeholder Advisory Committee:













ChileCompra
Eco Mark Office of Japan Environment Association
Environmental Development Center of Ministry of Environmental
Protection (EDC), China
Forest Stewardship Council (FSC)
Fundación Centro de Gestión Tecnológica e Informática
Industrial (CEGESTI)ICLEI – Local Governments for Sustainability (co-lead)
Indian Railways
Institut des Finances Basil Fuleihan-Lebanon
International Green Purchasing Network (IGPN)
International Institute for Sustainable Development (IISD)International Training Center of the ILO (ITC-ILO)
Korea Environmental Industry & Technology Institute (co-lead)












Mauritius Procurement Policy Office
National Agency for Public Procurement, Sweden
National Center for Cleaner Production and Environmental
Technologies (NCPC), Colombia
Netherlands Ministry of Infrastructure and theEnvironment
Secretariat of the Convention on Biological Diversity
SKL Kommentus, Sweden
Sustainable Purchasing Leadership Council (SPLC)
Swiss Federal Office for the Environment (FOEN)
United Nations Environment Programme (lead)
United States Environmental Protection Agency

10YFP SPP Programme - 103 Partner Organizations and 10 Individual Experts
in more than 40 countries around the globe, including 34 governments
As of April 2017






60

GOV: Government Organization
IGO: International Govt. Organization
NGO: Non-Governmental Organization
FED: Federation of local governments






BUS: Private Sector Business
EXP: SPP Experts
FOUND: Foundation
CONS: ConsultancyACAD: Academia & research institutions

Join the 10YFP SPP Programme!
Why should I join?
– Access a broad network of organizations and individuals working together toimplement SPP.
– Share your experience.
– Benefit from advice and technical support on SPP implementation.
– Apply for financial support for SPP activities in developing countries throughthe 10YFP Trust Fund.
– Develop large scale SPP projects with diverse and skilled partners.
Last updated in
April 2017

Outputs from the SPP Programme:“Sustainable Public Procurement: a Global Review”
Released in 2013
Available on the Global SCP ClearinghousePre-study on the “Sustainability of supply chains and Sustainable Public Procurement”
Working group 4a on “Greening the supply chains”
Released in 2014
Available on the Global SCP ClearinghouseTechnical Report "Using Product-Service Systems to Enhance Sustainable Public
Procurement”
Released in May 2015
Available on the Global SCP Clearinghouse"Monitoring Sustainable Public Procurement Implementation”
Released in February 2016
Available on the Global SCP Clearinghouse"Measuring and Communicating the Benefits of Sustainable Public Procurement ”
Released in December 2016
Available on the Global SCP Clearinghouse

Read the 10YFP SPP newsletters: Issue 1 (January 2015), Issue 2 (May 2015), Issue 3(September 2015), Issue 4 (February 2016), Issue 5 (April 2016), Issue 6 (August 2016) andIssue 7 (December 2016).

 Check
webinars on the 10YFP SPP Programme's Library of Webinars on SustainableHow
can Iout
getourinvolved?
PublicProcurement
hostedthe SCP and
Clearinghouse
YouTubechannelThe SPP
Programme
is opento throughall organizationsindividual experts
thatare interested in joining a collaborative platform to support the implementationof
SPP.
Downloadtheapplication
form
today
at
www.unep.org/10yfp/procurement

Scan and findout more!

Contact us: 10YFP SPP Programme Coordinating DeskC/O UNEP, Division of Technology, Industry
1 rue Miollis, Building VII - 75015 Paris, France
10yfpspp@unep.org

andEconomics

Get the latest news on SPP: Visit the SCP Clearinghouse

SCP CLEARINGHOUSEThe Global SCP Clearinghouse is the 10YFP’s comprehensive web portal
Susta ina b le Consum p tion a nd Prod uc tion
Sign up today! http://www.scpclearinghouse.org@GlobalSCP@10yfp

The following organizations provide resources for the implementation of the 10YFP SPP Programme:61Annex 2. O
 verview of the outputs of the working
groups of the 10YFP Sustainable Public
Procurement Programme (2013-2016)
WORKING GROUP 2A: MONITORING SPP IMPLEMENTATION
Period of activity: October 2013 – April 2015
Main objectives:

provide recommendations on how to create efficient systems to monitor•• To
sustainable public procurement (SPP) implementation at organizational level andhow to start building an international framework to report on sustainable public
procurement progress.

pilot projects aiming at the improvement of SPP monitoring and evaluation•• Support
systems in public organization.

Key lessons:way that SPP implementation will be monitored should be determined early in the•• Thepolicy development stage in order to set measurable objectives and to avoid monitoring
challenges at a later stage.

an appropriate and efficient SPP monitoring system, a wide range of aspects•• Tothatsetwillupinfluence
the monitoring mechanisms to be created should be taken into
consideration, e.g. the objectives of the monitoring system, the type of data required, theinformation-gathering mechanisms, the reporting tools, and so on.

establish a monitoring system that is accurate without being too complex or•• Toburdensome,and that is integrated into existing workflows, all relevant stakeholders
have to be engaged in its creation.

monitoring system needs to be able to show progress in the achievement of•• Thepolicy commitments and identify areas for improvement. Therefore, both the level of
institutionalization and the outputs should be monitored.

monitoring system should, as far as possible, be integrated into existing electronic•• Thesoftware to make data gathering a regular and automatic process integrated into
everyday work.

the global level, there is a need to agree on common approaches, methods, indicators•• At
and definitions to monitor, evaluate and report SPP progress on a global scale.

62Outputs:“Monitoring sustainable public procurement implementation •• Report:
Recommendations and case studies”. The report includes the following sections:56

8. Recommendations for enabling frameworks and efficient systems tomonitor SPP implementation at the organization level.
9. Recommendations for an international framework to report SPP progress,
intended as a first step in developing an approach to demonstrate global
SPP progress.
10. Case studies presenting in detail how governments around the world andat different levels monitor their SPP programmes.

Focus on the following case studies:•• Monitoring sustainable public procurement in the City of Ottawa•• Monitoring green public procurement in Japan’s public sector•• Monitoring green public procurement in the Government of Thailand
green public procurement in Estonia through the national e-procurement•• Monitoring
platformsustainable public procurement in Switzerland through the government’s•• Monitoring
e-tendering platformgreen public procurement in the United States of America’s Federal•• Monitoring
Government•• Monitoring purchases to micro and small enterprises in the Government of India
job and apprenticeship creation for social inclusion through procurement•• Monitoringin South Australia
LEAD ORGANIZATION: Ecoinstitut SCCL (Ms Aure ADELL and Ms Bettina SCHAEFER)

56 T
 he report is available on the SCP Clearinghouse’s Knowledge Hub at http://www.scpclearinghouse.org/resource/monitoring-sustainable-public-procurement-implementation

63

WORKING GROUP 2B: MEASURING AND COMMUNICATING THE
BENEFITS OF SPP
Period of activity: November 2014 – July 2015
Main objectives:a solid foundation for measuring SPP benefits by investigating and comparing existing•• Laymethodologies and impact-calculation techniques.
•• Develop a benefits framework and methodology based on inputs from experts.
•• Provide guidance to organizations implementing SPP.
and diversify the community of individuals and organizations actively working on•• Growmeasuring the benefits of SPP.

Key lessons:the outcomes generated by SPP programmes with a transparent method,•• Presenting
supporting evidence, and clear communication in terms of the benefits to the organizationand their contribution towards meeting sustainable development goals can greatly improve
the implementation of SPP.

are few comprehensive case studies on measuring SPP outcomes, a lack of data and•• Thereshared frameworks for communicating SPP benefits. While some measurement methods
and benefits calculators are available, as a whole, the landscape of existing methods andtools remains fragmented.

challenges can be overcome by taking a “step by step” approach, integrating•• Thesemeasurement and communications into SPP programmes’ strategy development,
prioritizing benefits categories, and using existing tools where available.

guidance framework with supporting methodologies, indicators and implementation•• Asteps
was produced by the working group to help overcome these challenges. The working
group also made recommendations for future work on the topic.

Outputs:

report: “Measuring and communicating the benefits of sustainable public•• Final
procurement: Baseline review and development of a guidance framework”.
57

LEAD ORGANIZATION:
Sustainable Purchasing Leadership Council (Mr Jason PEARSON) with the support ofIndustrial Economics, Inc. (IEc) USA (Dr Anastasia O’ROURKE)

57

57 T
 he report is available on the SCP Clearinghouse’s Knowledge Hub at http://www.scpclearinghouse.org/resource/measuring-and-communicating-benefits-sustainable-public-procurement-spp-baseline-review-and

64

WORKING GROUP 2C: P
 ROMOTING BEST PRACTICES ON GREEN PUBLIC
PROCUREMENT
Period of activity: April 2013 - December 2014
Main objectives:case studies, primarily from OECD and other G20 countries, on their experience•• Collectwith green public procurement (GPP).
•• Review the information collected in the form of a draft compendium of good practices.
•• Disseminate the compendium of GPP good practices.

Key lessons:public procurement legal and policy framework: The case studies show the•• Green
importance of establishing a clear framework for GPP with understandable definitions,targets and priorities to help public entities achieve their goals.

market capacity and assessing costs and benefits: The case studies•• Understanding
show that consulting with stakeholders and suppliers is crucial to assess available green
solutions and gauge supply capacity. Countries provided valuable guidance on ways ofengaging with the market as well as on how public organizations may use life-cycle
costing evaluation in their cost-benefit analysis.

environmental standards in procurement: The case studies highlight the•• Introducing
extent to which performance-based contracting and payment provides incentives forinnovative green solutions. Credible standards determining what products or services
count as green, such as, for example, eco-labels, are core conditions to reach environmental
goals.

green public procurement: Green public procurement requires•• Professionalizing
specialized knowledge and skilled multidisciplinary teams. The case studies showcase a

range of professionalization tools like manuals, training and guidance that help build thecapacity of the public sector to use procurement strategically.

awareness: A focused effort on getting the right messages across to government•• Raisingprocurement officials and the general public can have a significant impact on the
success of green public procurement. Case studies show concrete results of green public
procurement communication strategies, including encouraging businesses to develop
green solutions and increasing citizens’ trust in the achievements of green policies.

green public procurement: The case studies not only provide concrete•• Monitoring
examples of measuring and monitoring green public procurement results but also showthat monitoring serves to consolidate the benefits of GPP and provide valuable feedback
for policy makers.

65Outputs:

Procurement: Best practices for green procurement”, available from the•• “SmartOECD’s website.
58

Focus on the following case studies:•• Green public procurement legal and policy framework:• Government of the Republic of Korea• Austrian state-owned railways infrastructure company (ÖBB Infrastruktur AG)•• Understanding market capacity and assessing costs and benefits:
Indian Railways

Italian Government central purchasing body (Consip spA)•• Introducing environmental standards in procurement:• Government of People’s Republic of China• Estonian Road Administration• The Netherlands’ Department of Public Works of the Ministry of Infrastructure and theEnvironment• Austrian road financing agency• Danish Hedensted Municipality• Government of Sweden•• Professionalizing green public procurement:• Government of Belgium• Government of the Slovak Republic• Government of Sweden• City of Vienna (ÖkoKauf programme)• City of Vienna (“Vienna thinks future” programme)•• Raising awareness:• Public Procurement Supply Directorate, Government of Hungary• eSPap, Portuguese Public Administration Shared Services Authority•• Monitoring green public procurement:• Government of Canada• Italian Government central purchasing body (Consip spA)
• Federal government of the United States of America• Union des groupements d’achats publics, Government of France

LEAD ORGANIZATION:OECD (Ms Despina PACHNOU) and UN Environment (Mr Farid YAKER)

58

66

The Report can be found at http://www.oecd.org/gov/ethics/best-practices-for-green-procurement.htm.

WORKING GROUP 3A: INTEGRATING PRODUCT-SERVICE SYSTEMS IN SPP
Period of activity: October 2013 - June 2015
Main objectives:opportunities, obstacles and potential impacts, as well as implementation methods•• Define
to integrate the use of product-service systems into green public procurement initiatives.

Key lessons:systems (PSS) have the potential to be used in sustainable public•• Product-service
procurement, especially in providing new ways to reduce our reliance on materials andresource consumption and new ways to create jobs and facilitate long-term economic
competitiveness and security. However, the benefits have not been clearly articulated andtheir practical use in sustainable public procurement (SPP) requires ground-breaking workin redefining classic relations between supplier and customer.

terminology is used for product-service systems, e.g. ‘servicizing’, ‘functional•• Different
sales’, ‘green’ or ‘resource-efficient’ business models, ‘eco-efficiency’ and the ‘circular

economy’. Greater clarity of the concept would help to generate a common understandingof PSS and incorporate it into SPP.

systems are not by definition sustainable. PSS can include incentives for•• Product-service
sustainable practices, but this needs to be organized and specified in the right way. Details
on what is needed to ensure sustainability within the services are required to maximize
their potential.

research on an assessment framework is needed to effectively determine the•• Moresustainability and economic impact of the different PSS options. Currently, research on

PSS is fragmented, lacking data (both quantitative and qualitative) or not supported by acomprehensive assessment framework.

objective of PSS is to gear consumption and production patterns towards•• Thesustainability through enhanced company accountability and responsibility throughout thelife-cycle.

life-cycle costing, including environmental impacts, can help facilitate a shift•• Inserting
towards sustainable product-service systems.
dialogue with the market is required: How can we include functional thinking in the•• Moreprocurement process? What services are available? What are their sustainability and costbenefits? How can the life-cycle (e.g. the user and end-of-life phases of products/services)be considered in procurement? Also, for procurers, more guidance and training is requiredon how to formulate performance-based (functional) specifications.

67

Outputs:“Using Product-Service Systems to Enhance Sustainable Public•• Report:
Procurement, 2015.”•• E-module: “Using product-service systems in circular procurement”.
•• The working group co-organized the Circular Procurement Congress in April 2016.
59

60

61

Focus on the following case studies:•• Car-sharing as part of public fleet management in Bremen (Germany)•• Supplying office furniture and carpeting in a circular model (the Netherlands)•• Chemical management services at the Stanford Linear Accelerator Center (United States)
a temporary office for a period of 20 years, Brummen Town Hall (the•• Building
Netherlands)•• Designing, financing, building, maintaining and operating the Millau Viaduct (France)•• Biomass heating services for public buildings (Finland)•• Biomass heating services for public buildings (Scotland)•• Kretsloppsparken (recycling park) in Göteborg (Sweden)•• The furniture procurement policy of Perth and Kinross Council (Scotland)
LEAD ORGANIZATION:
Dutch Government - Ministry of Infrastructure and the Environment (Mr Cuno VAN
GEET)

68

59

T
 he report is available in the Knowledge Hub of the SCP Clearinghouse at http://www.scpclearinghouse.org/resource/using-product-service-systems-enhance-sustainable-public-procurement.

60

The report is available in the Knowledge Hub of the SCP Clearinghouse at: http://www.scpclearinghouse.org/resource/using-product-service-systems-circular-procurement.

61M ore information is available at: https://www.aanmelder.nl/85950.

WORKING GROUP 3C: PROMOTING THE PARTICIPATION OF SMALL AND
MEDIUM-SIZED ENTERPRISES IN SPP
Period of activity: August 2016 – December 2016
Main objectives:

the barriers that small and medium-sized enterprises (SMEs) face in public•• Identify
procurement, in particular when environmental benefits are sought, in order to define••••

recommendations on the subject.
Collect case studies on the policies and programmes that have led to the active promotionof SMEs in SPP, focusing on environmental benefits (including SMEs´ environmental
performance improvement) and show the best practices across them.
Share knowledge and experience available to practitioners as well as to policy makers, toadvocate for more ambitious policy measures to promote SMEs in SPP and achieve more
ambitious outcomes from the promotion of SMEs on SPP.

Key lessons:a known fact that SMEs face difficulties when it comes to complying with•• It´senvironmental standards and that not only affects the sustainable development of the

••
••
••
••
••
••

country, but directly affects the competitiveness of SMEs.
There are many GPP programmes around the world, as well as many policies topromote SMEs in public procurement and environmental programmes to improve theirperformance, but these three types of policies are not necessarily coordinated in a waythat facilitates the participation of SMEs in GPP.
If no active support is provided to SMEs (to improve their environmental performance),
GPP could create unfair competitive advantage for large companies able to comply withgreen criteria.
SMEs are quite heterogeneous, for example with regard to their size, business strategy
and environmental management. Therefore, a “one fit for all” approach may not be suited to
improve their competitiveness in GPP.
Green criteria in public procurement have to be implemented progressively and according
to a realist and thorough market assessment that evaluates the types of SMEs and theconditions the country could offer to support them in order to facilitate their participation.
The main barriers identified, lack of capacity building programmes and costs, point to thelack of coordination between the institutions that should focus on the development of SMEs
and the procurement authorities that prioritize the products included in GPP action plans.
Some countries have indicators of the participation of SMEs in public procurement.
However, most of them don´t have indicators of GPP and may be in the process of defining
how to measure it.

Outputs:

report: “Promoting the participation of small and medium-sized enterprises•• Final
in green public procurement”.
62

Focus on the following case studies:•• Financial instruments for SMEs in GPP in Brazil•• Coordinating with the market in the Basque Country
LEAD ORGANIZATION: CEGESTI (Ms Sylvia Aguilar)

62

The report is available in the Knowledge Hub of the SCP Clearinghouse at http://www.scpclearinghouse.org/resource/promoting-participation-small-and-medium-sized-enterprises-green-public-procurement

69

WORKING GROUP 4B: SUPPORTING SPP IMPLEMENTATION
THROUGH THE USE OF ECOLABELLING ANDSUSTAINABILITY STANDARDSPeriod of activity: July 2013 – December 2015
Main objectives:to facilitate the implementation of SPP through the use of ecolabelling and voluntary•• Help
standards.
the dialogue between the owners and developers of standards and ecolabels and•• Improvegovernment and public sector.

Key lessons:maturity of public procurement frameworks is a prerequisite for the use of standards.
•• TheIn order for credible sustainability standards to be promoted as tools to support SPP
implementation, a prerequisite is that well-established public procurement regimes that
promote the core principles of good governance and sustainability are in place.

significant changes to the legal framework were made, such as in the EU, it•• Whengenerated momentum in the working group and helped to support the development of SPP
tools.

technical nature of the two fields of SPP and sustainability standards means that few•• Theorganizations or individuals can speak about both topics in their full breadth. To ensure
participation and appeal, it is necessary to focus on specific topics that may also connect toother aspects of sustainable value chains.

issue of how sustainability standards can support SPP is also not independent from•• Theother aspects of SPP or sustainable consumption and production more broadly. Therefore,
it is vital that any work focusing on these topics is nestled within a wider discussion inorder to exploit synergies with other themes.

Outputs:•• Webinar: Dealing with Sustainability Claims in Public Procurement, August 2015.
•• A Newsletter issued in May 2015.

63

64

LEAD ORGANIZATION: ISEAL Alliance (Ms Norma TREGURTHA)

70

63

C
 an be viewed on the SCP Clearinghouse’s YouTube channel: https://www.youtube.com/watch?v=ZrmJWZJ97Js.

64

T he May 2015 issue can be viewed at http://us1.campaign-archive1.com/?u=9071b7935371c1133f4777928&id=76da1ff6ca&e=e67cfb14e0.

Annex 3: R esearch methods for the 2017 Global
Review
In this Annex, we provide details on the research steps taken for the 2017 Global Review and on theirlimitations with regards to each component of the study:
1.
2.
3.
4.
5.

Literature review
Expert interviews
National government questionnaire and factsheet
Stakeholder survey
Good practice case examples

The research team consisted of Ecoinstitut, SCCL and Industrial Economics, Inc. (IEc), with oversight andinput provided for all research components by the members of the Coordination Desk, i.e. UN Environment,
ICLEI and KEITI.

3.1 LITERATURE REVIEW
To inform the research conducted for the 2017 Global Review, the research team conducted a brief literature
review from October to December 2015 on major publications, reports, articles and other resources onsustainable public procurement (SPP) published between 2012 and 2015. The goal of the literature review
was to reflect the state of the literature on SPP published since the previous extensive literature review
conducted in 2012 for the 2013 Global Review, and to inform the other primary research activities including
the national government questionnaire, the stakeholder survey and the selection of good practice examples.
To facilitate the literature review, a template to gather and analyze the literature was developed by IEc.
Academic peer-reviewed literature, websites of key initiatives, and specialized online media sources
focusing on sustainability news were analyzed. The scope of the literature review did not include a
detailed search through the official website of national governments, nor a study of manuals and guidance
documents produced by them.
The literature review focused on SPP policies, activities, measurement, trends, barriers, opportunities
and other trends influencing SPP. Search terms included synonyms for “SPP” (such as “green public
procurement”), various synonyms for “procurement” (such as “acquisition”), and synonyms for “sustainable”(used in the context of procurement, including “green”, “environmentally preferable”, “socially responsible”
and so on). We also searched for the equivalent terms in Spanish, French, Swedish, Danish and German(which reflected the language capabilities of the research team). Although the literature search was
conducted in a variety of languages, the vast majority of publications found and subsequently reviewed
were in English.
A total of 72 sources of literature were found and reviewed. Of these sources, 50 percent were reports,
36 percent were journal articles, and the remainder comprised websites, conference papers, blog posts,
and book chapters. The most common countries included in the studies reviewed were China, the United
Kingdom of Great Britain and Northern Ireland, and the Unites States of America. Most of the studies
reviewed focused on either national government agencies or a broad range of organizations of a different
nature (as shown in Table A below). The majority of the studies did not focus on one specific organization.
Of the few that did, the main focus was on specific government agencies, state schools, along withhospital and university catering. Most of the studies covered a wide range of sustainability factors as SPP(including social, environmental and economic issues), rather than on single issues (such as human rights,
or biodiversity).

71

Table A. Types of organizations most often covered by the literature on SPP
ORGANIZATIONAL FOCUS OF
THE STUDY

BREAKDOWN BY
PERCENTAGE

National government agencies

39%

Any/All

27%

Local government agencies

10%

Private sector companies

6%

International agencies (e.g., World Bank, UN, IADB)

4%

Universities/schools

4%

Healthcare/Hospitals

4%

Specific industry sectors

4%State government agencies

1%

The most common research methods used in the literature reviewed were case studies, surveys, interviews,
and literature reviews, as shown in Figure A. Over a third of the literature reviewed illustrated best practicecase studies for specific government agencies or product groups.
Figure A: Research methods most often employed by the literature on SPP.
(Note that some studies applied more than one method and are therefore counted more than once).
Spending/ Market Data Analysis
9%
Policy Analysis
11%
Case Studies
20%

Literature Review
23%
Survey19%Interview
18%

Many studies highlighted that the main barriers to SPP implementation are limited resources andinstitutional capacity, lack of political and public interest, as well as lack of knowledge and of policies
addressing SPP. The numerous barriers cited in the studies were analyzed and then incorporated into thestakeholder survey as response options.
The literature review also helped to identify gaps in the existing literature about SPP. For example, only
seven percent of the studies covered forward-looking trends or expectations for SPP. In addition, many
regions of the world are simply not covered by existing studies. It also confirmed that the 2017 Global Review
would contribute to knowledge about SPP, and would do so by:
a comprehensive and wide-ranging overview of SPP policies and practices being adopted•• Providing
around the world using a set of objective and common indicators, and based on data provided andvalidated by public agencies.

to the knowledge of SPP practices from world regions not usually covered by the literature•• Addingin English.

72

a multi-dimensional view of SPP by complementing data gathered through the•• Providing
stakeholder survey analyzing the perceptions of a variety of stakeholders on its implementation.

•• Providing examples and cases of SPP activities from different world regions.
3.2 EXPERT INTERVIEWS
Ecoinstitut conducted interviews with six SPP experts in November and December 2015 to inform thedesign of the national government questionnaire and the stakeholder survey, as well as to identify potential
good practice examples and emerging themes in SPP to feature in the 2017 Global Review.
The research team nominated ten interviewees, six of which were selected in coordination with the
Coordination Desk of the 10YFP SPP programme. The selection criteria included expertise in SPP policies
and implementation activities, representing or working in a range of world regions or types of organizations.
Interviewees were invited to participate over email, and all accepted.
Three members of the Coordination Desk participated as interviewees: Farid Yaker (UN Environment),
Hyunju Lee (KEITI) and Mark Hidson (ICLEI). The other interviewees were Robert Kaukewitsch, from DG
Environment at the European Commission, Jason Pearson from Sustainable Purchasing Leadership Council(SPLC) and Oshani Perera from the International Institute for Sustainable Development (IISD).
Table B: Interview questions

INTERVIEW QUESTIONS
1.

Do you remember the 2013 Global Review? If so, what did you like about it?

2. What would you like to see done differently in the 2017 Global Review?
3. W hat key themes would you expect a stakeholder survey on sustainable public procurement toaddress?
4.

 hat key issues and information should the national government questionnaire and fact-sheetsW
provide?

5. D
 o you see sustainable public procurement as a policy on its own or more as a supporting instrument
to other policies? If the latter, what are the main policies that sustainable public procurement
can support and influence (e.g. climate change, social equality, sustainable consumption andproduction...)?
6.

 hat are the key drivers or main justifications for sustainable public procurement implementation?
W
Has that changed over the years? Are there differences between world regions/countries andbetween government levels (central-local)?

7.

 hat are the differences in sustainable public procurement implementation in the different worldWregions/countries?

8. W hat are the most important instruments/measures for sustainable public procurement
implementation? Are there differences between world regions/countries and between government
levels (central-local)?
9.

 hat are the main barriers to sustainable public procurement implementation? Are there differencesW
between world regions/countries and between government levels (central-local)?

10. What are the new trends in relation to sustainable public procurement? Are there specific trends in
different world regions/countries?
11. W hat are the key “enabling conditions” to implement sustainable public procurement in regions/countries with low or little SPP implementation?
12. How can and should international organizations and initiatives like the UN, the 10YFP Sustainable
Public Procurement Programme, etc. help to enable and support SPP implementation?
13. What examples should we consider highlighting as good practice examples of innovations insustainable public procurement?
14. In a perfect world, what would SPP look like?
73Each interview was conducted as a one-hour, semi-structured telephone or in-person interview. Notes
were taken on each interview and analyzed thematically. Quotes used in the 2017 Global Review from theinterviews were confirmed and approved with each interviewee prior to publication.

3.3. NATIONAL GOVERNMENT QUESTIONNAIRE AND FACTSHEETSThe national government questionnaire process was coordinated by Ecoinstitut from February to April
2016. The goal was to gather and analyze information from national governments about SPP policies
and implementation for the 2017 Global Review. Based on the responses provided in the questionnaire, anaggregate analysis was conducted in June 2016, and factsheets were drafted between June and September
2016 to present basic information on the policy framework, implementation activities and monitoring efforts
in each participating national government.
Sample
The target organizations were central, national or federal government agencies from around the world, with
only one response per government allowed. For each government, a “focal point” and “alternate” contact
person were identified and selected. These individuals were identified from the following sources:•• UN Environment’s contacts from different SPP support projects and mailing lists;•• European Commission DG Environment Green Public Procurement Advisory Group;•• Focal points who completed the survey from the 2013 Global Review;•• Input from the Coordination Desk and research team, based on their professional networks.
Quite often, more than one agency in any given national government is involved in SPP. However, werequested that the focal point person coordinated a single response to the questionnaire for their national
government. The focal point person also coordinated input on the draft factsheet prepared by the researchteam, based on the questionnaire. The requirement of submitting a single response per country helped toovercome the issue experienced with the 2013 Global Review of different survey participants from the samenational government providing different answers, even to fact-based questions. It also enabled participantsfrom the national government to gather a range of inputs from their own agencies, and to review and check
responses, improving their accuracy.
A total of 56 national governments were invited to participate in the survey.65 The invitation was sent to the
focal points and alternate contacts individually via email. To further encourage a response, three follow-up
requests were sent via email.
Forty-one national governments agreed to complete the questionnaire and forty of them contributed to the
preparation of the Factsheets on SPP in National Governments.
65

74

See Annex 5 for a full list of governments contacted and that replied to the questionnaireFigure B. Overview of national governments that were invited to participate and responded to thequestionnaire by region

Northern America

2
2
11
12

Latin America & Caribbean

18
22

Europe915

Asia
AfricaNo. of countries that replied
No. of countries contacted

1
5

In Total

41
56

Questionnaire development
Ecoinstitut developed the questionnaire and produced an information-gathering protocol to ensure
appropriate communication with focal points and alternate contacts. The questionnaire was based on thefollowing inputs:
1.

Results of working groups 2A and 2B of the 10YFP SPP Programme;66

2. Outcomes of the literature review;
3. M easures and survey questions targeting national governments in the 2013 Global
Review;
4. Input from the expert interviewees;
5. Input from the Coordination Desk of the 10YFP SPP Programme and from IEc;
6. I nput from members of the Multi-Stakeholder Advisory Committee of the 10YP SPP
Programme;
Seven members of the 10YFP SPP Programme Multi-stakeholder Advisory Committee67 provided comments
and input on a draft version of the questionnaire. An appendix with definitions of key terms and support
information for parts of the questionnaire was produced to accompany the questionnaire, and both weretranslated into Spanish. The final questionnaire in English can be found in Annex 4. For most of thequestions, participants were requested to provide web links to relevant information.
Data gathering and review
Ecoinstitut also held and recorded a webinar in English for the participants to present the questions, discuss
them, and provide further guidance on how to complete the questionnaire. During the period in which thequestionnaire was open, the research team supported participants by answering ad-hoc questions.
Ecoinstitut reviewed each completed questionnaire, analyzing the information provided for completeness,clarity and evidence, and sent a request for additional information back to each focal point, wheneverneeded. In general, national governments replied to all applicable questions, with the exception of question
D10, for which the response rate was lower than 60% and incomplete in many cases.
66

See Annex 2 for more information on the working groups.

67 K
 ristina Neumann, Convention on Biological Diversity; Sebastian König, Federal Office for the Environment FOEN (Switzerland);Zhang Xiaodan, China Environmental United Certification Center (China); Peter Nohrstedt, SKL Kommentus AB (Sweden); Christina
Macken, Sustainable Purchasing Leadership Council (USA); Sanjay Kumar, Ministry of Railways (India); Elena Mora, ChileCompra,
Ministry of Finance (Chile)75

Analysis of questionnaire responses
Chapter 2 of the 2017 Global Review presents an analysis of the responses provided for most questions in
the questionnaire, noting regional patterns and trends when relevant.
The questions not analyzed in Chapter 2 are questions A1 to A5, C9, D2, D10, E10, E13 and F1 to F3. They
were excluded for various reasons. In some cases, the information provided did not correspond to thequestion asked, was too subjective, or the field was too often left empty or incomplete (e.g. for questions
A3-5, C9 and D10). In others, the question had been included for the purpose of providing contextual
information in the factsheet (e.g. A1-2, D2, E10, E13 and F1-2) and/or to identify additional good examples forthe 2017 Global Review (F3) and therefore did not warrant analysis across the whole group.
Ecoinstitut did not do additional independent fact-checking of the answers provided, which were included
as they were received. The information was categorized and analyzed for each of the indicators selected forthe 2017 Global Review. For questions B1, B7, B8, C2, D4, E9 and E13, the categorization was conducted by
Ecoinstitut based on the indicator groups defined in line with the 2013 Global Review. When no information
was provided for a question, it was considered as not answered and excluded from the analysis.
Drafting of the Factsheets on Sustainable Public Procurement in National Governments
To present the results for each national government in a clear and concise manner, Ecoinstitut produced adraft template for the factsheet, which was reviewed by the Coordination Desk.
Following editing for harmonization and clarity, a draft of each factsheet was sent back to the respective
national government. Given that the aggregate analysis had already been conducted in June, changes ormodifications in the answers provided in the review phase were not taken into account for Chapter 2.
For example, the Swedish Government stated in the questionnaire that no SPP policy was in place at the
moment, but a new strategy was approved in June 2016. It was included in the factsheet, but not in theanalysis conducted for Chapter 2.
For the data on total procurement expenditure and percentage over total expenditure for each national
government, two data sources were used. For OECD countries, OECD data from 2013 (expressed in USD)
was used. The data sources were the following:•• The Gross Domestic Production (GDP) of each country, 1980-2015;•• The consolidated central government expenditure as percentage of GDP 1970-2014;•• The general government procurement as percentage of GDP, 2013;•• The general government procurement by level of government, 2013.
68

69

70

71

For non-OECD countries or OECD countries for which completed OECD data was not available, the data
provided by participants in the questionnaires for 2014 was used, and converted into USD. The conversion
was made using the conversion rates provided by the web-tool XE.com.72
Each of the completed factsheets can be found in the supplement Factsheets on Sustainable Public
Procurement in National Governments.

68

OECD data - Gross domestic product, retrieved on April 29, 2016, from https://data.oecd.org/gdp/gross-domestic-product-gdp.htm

69O ECD Consolidated government expenditure as percentage of GDP, retrieved on April 29, 2016, from: http://www.oecd.org/ctp/federalism/table4_gov_exp-gdp.xls

70

O ECD General government procurement as percentage of GDP, retrieved on April 29, 2016, from: http://www.oecd-ilibrary.org/
governance/government-at-a-glance-2015/general-government-procurement-as-percentage-of-gdp-and-as-share-of-total-government-expenditures-2013_gov_glance-2015-graph88-en;jsessionid=a3bfpl06085.x-oecd-live-03

71 ECD General government procurement by level of government, retrieved on April 29, 2016, from: http://www.oecd-iliO
brary.org/governance/government-at-a-glance-2015/general-government-procurement-by-level-of-government-2013_gov_
glance-2015-graph89-en;jsessionid=a3bfpl06085.x-oecd-live-03

72 X
 E Currency Converter, Mid-market rates, retrieved on July 11, 2016 at 15:57 UTC from http://www.xe.com/currencyconverter/convert/?Amount=1&From=CHF&To=USD

76

Limitations to the national government questionnaire and factsheets
After receiving the answers, a round of requests for clarifications of unclear aspects was carried out, assome participants appeared to interpret questions differently.
The questionnaire allowed respondents to adopt a broad interpretation of the term “sustainable public
procurement policy”. As it was defined in the appendix, “an SPP Policy refers to any type of document(law, act, executive order, strategy, policy, programme, action plan, etc.) dedicated to the promotion andimplementation of sustainable public procurement in any of its environmental and/or socioeconomic
dimensions.” The definition implies that both comprehensive SPP policies including a broad variety of socialand environmental aspects and specific policies treating one single aspect were considered as being part ofthe same group.
The results presented in Chapter 2 show the aggregate answers from respondents. When no information
was provided for a question, it was considered as “not answered” (rather than a “no”) and excluded from theevaluation. This did not substantially affect the aggregate results.

3.4 STAKEHOLDER SURVEY
IEc conducted the global stakeholder survey on SPP and sustainable procurement to gather opinions on
definitions, trends, drivers and barriers for the 2017 Global Review. The survey was designed and tested in
February – March 2016, and administered between April and July 2016.
Survey subject and questions
Unlike the 2013 Global Review, which combined fact-gathering on national governments with opinions ofstakeholders in one single survey tool, the 2016 survey was intended to gather opinions of SPP stakeholders
from a wide range of countries and organization types (national, state and local government, small and large
companies, and non-profit organizations).
Similarly to the questionnaire for national governments, the stakeholder survey questions were generated
based on the following inputs:•• The survey questions used in and, more broadly, the findings of the 2013 Global Review;•• Results of the literature review;•• Results of the expert interviews;•• Input from Coordination Desk members;•• Input from the 10YFP SPP Programme’s multi-stakeholder advisory committee (MAC);•• Feedback from 11 participants who piloted the survey and provided additional feedback.
IEc selected pilot participants from existing contacts provided by the research team and the Coordination
Desk members. As some questions were amended following the pilot feedback, each pilot participant was
invited to also participate in the final survey.
Following the survey design, pilot testing, and subsequent refinements, the final set of 33 survey questions
was translated into Spanish, and then loaded on a customized web-based survey tool.73 Respondents could
pick from a number of answer options, but could also choose to provide more detail and/or choose “other” or“not applicable”.74
A glossary of key terms and acronyms used in the survey was also created, based on existing definitions
and references. The glossary is provided in Annex 8.
73

www.surveymonkey.com

74

The survey questions can be found in Annex 6.

77

Survey administration and sample
An invitation to participate in the survey was sent via email by the Coordination Desk members to eightmailing lists comprising stakeholders interested in SPP and SP.
Initially, a total of 471 responses to the survey were received. However, 255 participants had only chosen
the survey language and did not proceed to answering any other survey questions, while 15 responses were
duplicates from the same individuals who responded to the survey more than once. These responses were
not taken into account in the analysis.
The resulting set of submissions was 201 responses, from individuals representing 186 organizations.75
Survey participants are based in many different world regions, as shown in Figure C, the largest groups
being the United States of America (24 percent) and Europe (23 percent). The country with the highest
response rate was the United States of America, followed by Brazil and Spain. Nobody from the Middle East
took part in the survey, and only two responses were received from Oceania. This regional spread likely
reflects the geographical distribution of the research team’s network, and is not necessarily indicative of thelevel of interest in SPP in each region.
Figure C. Survey respondents by region
Central America/
Caribbean
8%
Africa8%

Oceania1%

North America 20%

Global(i.e. internationalorganization)
10%
Asia
13%
South America
13%

Europe19%(n=201)

Survey participants work in a range of different types of organizations, as shown in Figure C above.
Participants were able to choose more than one option, as sometimes people work for more than one typeof organization. However, only 21 people selected more than one option for this question. The largest groupof survey participants works in government authorities, with 51 percent of participants representing anational, state, or local public authority.
Given that the title of the survey was “Stakeholder Survey for the Global Review of Sustainable Public
Procurement” we assume that some level of self-selection bias took place, as those who chose to reply to thesurvey already had a particular interest in the topic of SPP.

75 A list of these organizations is provided in Annex 7.

78

Figure D. Types of organizations represented by stakeholder survey participants

Public Authority– National Government

21%

Public Authority– State/Provincial

18%

Public Authority – Local /Municipal / Regional / City

14%

Non-Government Organization/ Non-Profit – Small/Medium(10-500 employees)
Non-Government Organization/ Non-Profit - Micro (<10employees)

9%6%Consultancy

6%Company – Large (>500
employees)

5%International /Intergovernmental Organization

4%

Academic
Institution

3%

Certification Body / Eco-label /Standards Body

3%

Company – Micro (<10employees)

3%Company – Small/Medium(10-500 employees)

3%

Non-Government Organization/ Non-Profit Organization –Large (>500 employees)

3%

Industry
Association

2%

Other
(please specify)

2%(n=201. Note: participants could choose morethan one option)

We were interested in how long participants had worked on the topic of sustainable development and of
procurement.
We found that:percent of survey participants had worked on sustainable development for more than ten years,•• 44
and 30 percent for five to ten years; and•• 35 percent had worked on procurement for over ten years, and 30 percent for five to ten years.
•• A total of 23 percent worked on both topics for more than 10 years.

79Participants play a variety of roles in SPP, as do the organizations they work for. Figure E below shows thatthe most common role of survey respondents was to “advice or consult on SPP and related topics”, followed by“advocate for SPP” and “provide information and tools that enable SPP”. Far fewer participants were directly
responsible for procurement in their organization. On average, participants tended to select four options inproviding a response to this question, suggesting that they play multiple roles in SPP implementation.
Figure E: Activities run by survey participants to advance SPP

80Advise/consult on
SP and related
topics58%

Advocate for SP

52%

Provideinformation, dataor tools that
support SP

51%

Research SP and
related topics

44%

Formulate
policies/contributeto policy
development

42%

Procure products
and services

38%

Implement SP in
procurement

37%

Provide training

35%

Develop/run
standards/labels/
certifications

23%

Make/sell productsthat meet SP
criteria

5%

Not involved in SP

2%

Other
(please specify)

2%(n=201. Respondents could
choose more than one option )Survey limitations
The main limitations of the stakeholder survey tool are the following:
limitations arising from conducting the research in English and Spanish only. This•• Language
may be the reason for a lower response rate from countries where English and Spanish are notcommonly spoken.

bias of survey results given that the survey was distributed mainly to individuals who•• Response
had already expressed an interest in the topic of SPP by signing up to a mailing list and who worked

with or at governmental agencies. This particularly affects the responses to the questions regarding
stakeholder expectations for the future of SPP, and the extent to which we can discuss results as
more broadly applying to SP trends outside of governments.

of actors from government agencies compared to those from private•• Over-representationcompanies or non-profit organizations.
of responses was limited to the national government factsheets. The accuracy of the•• Verification
answers provided regarding the activities or practices that respondents claimed were implemented
in their organizations has not been verified.

interpretation of questions and instructions. Even though a glossary was provided, some•• Differing
variation in interpretations of key terms and concepts should always be expected in a global survey.

3.5 GOOD PRACTICE EXAMPLES
Based on the literature review, interviews, national government questionnaires and survey, illustrative goodpractice examples were identified to serve as inspiration for other organizations. They portray solutions to
identified needs and barriers, and present new approaches and innovations beyond the aggregate data thatis otherwise featured.
The four case studies included in the report were chosen based on the following criteria:a. Types of SPP activity – with the aim of representing a wide range of policy, product, systems andorganizational approaches to implementing SPP.
b. Types of organizations doing the activity – to represent a wide range of organization types.
c. Geographical location of the organizations – representing a range of world regions to reflect the global
scope of the 2017 Global Review.
d. A ccess the research team had to an individual at the organization, to ensure that we could feature newand verified information, not only information based on already published work.
e. T he extent to which the case study had already been featured extensively in other literature – so as toprovide the audience with new information and not focus on already well-known examples.
Based on the literature review, the interviews and the survey results (where participants nominated thoseorganizations they considered leaders in SPP and SP), a list of over 200 organizations and examples was
prepared, and four of these were shortlisted.
The research team contacted individuals at each of the four organizations, and asked them to provide
additional resources, help fill in gaps and provide information on the lessons learned, with the approval of
the top management at each organization.

81

Annex 4 – National government questionnaire
A copy of the questionnaire as it was submitted to the focal points for each national government is available
below. It includes a short introduction providing some contextual information, and is followed by some key
definitions and explanatory tables.

PURPOSEThe Coordination Desk of the 10YFP Sustainable Public Procurement Programme has committed toperiodically survey and assess the progress of SPP at a global level and to publish the results in areport. One of the elements is to monitor progress in SPP implementation by national governments
worldwide. This is especially important since the adoption in 2015 of the Sustainable Development
Goals (especially target 12.7).
This questionnaire has been designed to gather that information and be able to present how national
governments are integrating sustainable public procurement (SPP) in national policies and regulations,
supporting its implementation, and monitoring results.
The answers will be analyzed in aggregate form and will be integrated into the forthcoming 2017
Global Review of Sustainable Public Procurement report to be published by the 10YFP Sustainable
Public Procurement Programme’s Coordination Desk. Furthermore, a 2-page factsheet summarizing
the status of SPP in your national government will be produced, to help present your results andbenchmark them against those of others.

INSTRUCTIONS
The questionnaire is meant to gather information on the different activities related to SPP in yourcountry (covering both environmental, economic and social dimensions) even if they are managed bydifferent agencies within your government. Therefore, please coordinate internally to provide in thisquestionnaire the most comprehensive answers possible, with the input of all relevant authorities inyour government.
Together with this questionnaire, you have received an annex with additional information, definitions
and clarifications to help you complete the questionnaire.

82

A. GENERAL INFORMATION
A1. Country:      A2. Persons contributing to the questionnaire:
Include name, surname and department or unit – e.g. Ms. Jane Smith, General Services Department      A3. Total expenditure of the national government in 2014:
Provide the amount in the national currency and broken down by central national government and state-owned utilities (seeannex for exact definition). If data for 2014 is not available, provide the latest available and state what year it refers to.
National government:      State-owned enterprises:      A4. Total procurement expenditure of the national government for 2014:
Provide the amount in the national currency and broken down by central national government and state-owned utilities (seeannex for exact definition). If data for 2014 is not available, provide the latest available and state what year it refers to.
National government:       State-owned enterprises:      A5. How centralized is the procurement function in your national government?
In relation to who manages procurement:
Fully centralised, all procurement processes
are conducted by one agency for the whole
national government

Fully decentralised, each agency conducts its
own procurement processes and nothing ispurchased or contracted centrally

B. POLICIES THAT SUPPORT SPP AT THE NATIONAL LEVEL
B1. Are SPP provisions included in overarching and/or thematic national policies?
No
Yes
E.g. sustainable development strategy, energy efficiency directive, SMEs promotion act, etc. If yes, please state the nameof the policy(s), year of adoption, and web-links for their download (if available).
     
B2. Are SPP provisions included in existing procurement regulations?
No
Yes
If yes, please provide the name of the legislation, year of adoption, web-link for its download (if available), and a short
description on where SPP provisions are included (e.g. only in the introductory section as general principles that should
be considered, in each section explaining how sustainability aspects can be included in the different procurement
procedures and sections, etc.).
B3. Has a dedicated SPP policy(s) for the whole national government or larger scope been adopted?
See annex for exact definition of what is understood by SPP policy. It might be different SPP policies for environmentally
responsible or green public procurement, socially responsible public procurement, etc.
Yes
No
B4. If no, are there SPP provisions at single agency level? Or is a national policy under development?
Please explain briefly.
     
B5. If yes, what was the first national government SPP policy(s) adopted?
Please provide the name of the policy (e.g. Act Concerning the Promotion of Procurement of Eco-Friendly Goods andServices by the State), year of adoption, and web-link for its download (if available).
You can include more than one if you have different SPP policies for environmentally responsible or green public
procurement, socially responsible public procurement, etc.

83

B6. If the national government’s SPP policy(s) has been renewed, what is the latest SPP policy(s) adopted?
Please provide the name of the policy, year of adoption and web-link for its download (if available).
You can include more than one if you have different SPP policies for environmentally responsible or green public
procurement, socially responsible public procurement, etc.
B7. What
ministry(s) and/or agency(s) led the elaboration of the latest SPP policy(s) and what additional
ministries/agencies were involved in the elaboration process?
List them for each SPP policy if you have more than one.
     
B8. Who
approved the latest SPP policy(s)?
Provide for each SPP policy if you have more than one, e.g. the Parliament, the President’s Cabinet, the Ministry of Social
Affairs, etc.
    C. SPP POLICY SCOPE, GOALS AND PRIORITIES
If you have a dedicated national government SPP policy(s) please answer to the following questions in relation
to the current SPP policy(s). If you don’t have one for the national government, go to the last section F.
C1. What sustainability aspects does the current SPP policy(s) cover?
Select all that apply

ENVIRONMENTAL

SOCIO-ECONOMIC

Air pollution

Community engagement/development

Biodiversity preservation

Diversity and equality

Climate change mitigation

 limination of access barriers to disabledE
people (physical access to buildings,
alternative communication formats, etc.)

Clean technology and eco-innovation

Fair or ethical trade

Energy conservation

Human rights

Hazardous substances

Human trafficking

Health quality

Local content / local producers

Local environmental conditions

Micro, small and medium enterprises

Ozone depletion

Occupational health and safety

Protection of natural resources

Skills and training opportunities

Resource efficiency

Social, sheltered or set-aside enterprises76

Soil protection

Workers’ rights (ILO core labour
conventions)

Waste minimization

Other socio-economic aspect, please
specify:

Water conservation
Water pollution
Other environmental aspect, please specify:     76 i.e. employing individuals such as Aborigines, disabled persons, veterans, groups at risk of social exclusion etc. and/or women-owned
companies84C2. D oes the current policy(s) set any targets or goals for SPP in the national government?
If yes, please summaries the target and the year by which is should be reached if defined, e.g. X % of green public
procurement by 2020, all targeted authorities publish an annual SPP Action Plan, 95 % of all contracts include
sustainability criteria each year, the expenditure on prioritized green products and services has to be of X % by 2015 andY % by 2020, X % GHG emissions reductions through SPP, etc.
     C3. What levels of public authorities are covered by the SPP policy(s)?
Select only one for each SPP policy, if you have more than one.
All national, state/regional, and local public authorities, for the SPP policy on: ...      All national and state/regional public authorities, for the SPP policy on: ...    
Only national government public authorities, for the SPP policy on: ...      Some national public authorities, for the SPP policy on: ...      Other, please specify: ...       C4. Is the SPP policy(s) mandatory, voluntary or a mix depending on the covered authorities?
E.g. compulsory for all targeted authorities / compulsory for national government authorities but voluntary for local
entities / etc. Specify for each policy if you have more than one.
     
C5. A
 re categories of products, services or works prioritized for SPP implementation across the national
government?
No
Yes
C6. I f no, why not?
Please explain briefly:      C7. If yes, what were the primary criteria for their prioritization?
Select up to 3 options
The existence of other policy commitments and instruments
A national government expenditure analysis (economic relevance)
Their impact magnitude, prioritizing those with higher impact
The existence of ecolabels and sustainability standards for those categories
The market readiness and response capacity in the country
The prioritization by neighbouring countries or supra-national organizations
The existence of previous experiences by public authorities
Other, please specify:      C8. What are the categories prioritized in the national SPP policy(s) across the national government?
Select all that apply
Building equipment (water heaters, airconditioners, elevators, lighting, etc.)

Household appliances (TVs, fridges, washingmachines, etc.)

Building materials (windows, floor-covers, wall
panels, faucets…)

Cleaning products and services

Buildings design and construction

Office IT equipment (computers, screens,printers, etc.)

Diverse chemical products (lubricant oils,
paints, fire extinguishers…)

Office paper and stationary

Energy supply and energy services

Vehicles (passenger and light duty vehicles,
motorcycles, car sharing services…)

Execution of work contracts

Textiles (uniforms, globes, shoes, bed
sheeting…)

Food and catering services

Travel services (transport options andaccommodation)

Furniture

Waste collection and street cleaning services

Infrastructure design and construction

Other, please specify:85

C9. What is your best estimation of the percentage of the procurement budget of the national government
currently governed by the SPP policy(s)?
This is meant to be indicative, so your best estimate is fine.
    

D. ACTIVITIES TO SUPPORT THE IMPLEMENTATION AND INSTITUTIONALIZATION OF SPP
D1. What ministry(s) or agency(s) leads the implementation of the SPP policy(s)?
Select all that apply; specify which SPP policy they lead if you have more than one.
I nter-ministerial / Inter-agency / Inter-department committee on SPP, consisting of the following
agencies: ...      and, for the SPP policy on: ...      Public procurement agency, for the SPP policy on: ...      Ministry of Environment, for the SPP policy on: ...      Ministry of Social Affairs, for the SPP policy on: ...      Ministry of Finance, for the SPP policy on: ...      Ministry of Industry, for the SPP policy on: ...      Other, please specify: ...   
   
D2. How is the current SPP policy(s) being implemented?
Please explain briefly for each SPP policy in place, if you have more than one. Please describe the institutionalframework (which departments or agencies participate), what are their responsibilities, their coordination mechanisms
and implementation approach.
E.g. the Ministry of Environment sets a biannual plan with the general activities to promote green public procurement
and has the overall control of the programme, the rest of the agencies have to set annual SPP objectives and action plans
and report achievements and the Ministry of Environment provides support to all of them in the process; or there’s aninter-ministerial committee composed of X and Y ministries that plans and coordinates all SPP activities and the otheragencies have to implement SPP but without any specific plan; etc.

     D3. Have SPP criteria/specifications, or guidelines been developed for the priority product/service/works
categories identified in question C8 or for priority environmental and/or socio-economic aspects?
No
Yes
If yes, please provide the link to those SPP criteria/ specifications or guidelines    
D4. I f yes, how were the SPP criteria/specifications guidelines developed?
Please explain briefly the process followed, and based on what the SPP criteria have been developed (e.g. based oninternational/national/regional ecolabels and voluntary sustainability standards, international/national/regional
regulatory standards, criteria by other public authorities, etc.)     
D5. I f yes, is the use of these criteria or guidelines mandatory?
No
Yes

D6. H
 as SPP been integrated into regular management and procurement-related processes and procedures(such as internal regulations, staff performance evaluations…)?
Please explain briefly.
     
D7. Has SPP been integrated into regular management and procurement-related software and tools(e-procurement platforms, tender models, accounting software…)?
Please explain briefly.
     
D8. I s training on SPP provided?
Please explain the type and nature of the training, target audience, frequency, and the number of staff that follow thetraining annually.
    
D9. W
 hat other activities or measures are there in place to promote SPP implementation?
Select all that applyReputational incentives (awards, recognition programmes, publication of good practices…)
Economic incentives (bonus by SPP performance or others)

86

...

 etworking and exchange eventsNProvision of SPP information (through an SPP website, newsletters…)
Suppliers and market engagement activities
Other activities, please specify: ...
    
D10. How many annual human and economic resources are allocated for the promotion and implementationof the SPP policy(s)?
Provide an estimate of the annual budget allocated to the implementation of the SPP policy(s) (in the national currency)
and the number of employees per year working in the implementation of SPP (in full-time equivalent jobs – see annex
for exact definition).
   
E. MONITORING SPP IMPLEMENTATION AND RESULTS
E1. D oes the national government monitor and evaluate SPP implementation?
No
Yes
E2. I f yes, what aspects are monitored?
Select all that apply
SPP institutionalization77
Procurement tenders, procurement orders and/or contracts including sustainability criteria
Sustainable products, services, or works purchased78
Purchases with/from preferred companies79
Direct generation of employment and/or apprenticeship for vulnerable groups80
Other, please specify:    E3. If no, why not?
Please explain briefly the reasons why SPP implementation is not monitored, and go to section F.
     
E4. If yes, does the national government publish the results of the SPP monitoring exercises?
NoYes
if yes, provide the link:     E5. What is the frequency of the SPP monitoring?
E.g. Every six months / Annually / Biannually / etc.
     E6. What public authorities are subject to the national SPP monitoring?
E.g. all authorities targeted in the SPP policy representing XX agencies / only national government authorities
representing XX agencies / etc.
     E7. What was the response rate, i.e. the number of agencies subject to the monitoring that provided
information over the total, in the last monitoring exercise?
     E8. How is information gathered from and/or reported by the different public authorities subject to thenational monitoring of SPP?
Select all that apply. Please specify for what each tool is used, e.g. to gather all the input from monitored agencies, togather data on expenditure on sustainable products, etc. Use table 3 in the annex for references.

A standard questionnaire (on-line or on paper), which is used for: ...      A standard scorecard, which is used for: ...      Internal financial software/tools (e.g. SAP systems or equivalent), which is used for: ...       E-procurement platforms, which is used for: ...   
77 SPP Institutionalization refers to the processes and actions to integrate and embed SPP in the organization’s culture and daily operations, this might include, among others: the definition of departmental SPP action plans, the inclusion or not of SPP responsibilities in
the personal performance objectives of staff with procurement responsibilities, the provision of SPP training, the integration of SPP
aspects in the authority’s procurement and/or financial systems, the provision of SPP guidelines, etc.
78 The term “works” includes all type of construction projects, including buildings, civil engineering, development works.
79 It might include: Micro and SMEs; social, sheltered, or set-aside enterprises (i.e. employing individuals such as Aborigines, disabled persons, veterans, groups at risk of social exclusion etc. and/or women-owned companies); companies with environmental management
systems and/or corporate social responsibility reporting; depending on policy priorities and complementary legislation.
80 “Vulnerable groups” are defined by national legislation and might include: social minorities, disabled people, women, youth, etc.
87 nline catalogues for centralized procurement of products, which is used for: ...      OOther, please specify: ...
     
E9. What SPP indicators do you measure or calculate?
Please specify the indicators you measure or calculate for each aspect marked in question E.6 (table 1 in the annex
provides some references for each case) and explain briefly, each indicator (categories of products, services orworks covered; procurement thresholds considered if relevant; if results refer to direct purchases/contracts, oralso those made by contractors and/or subcontractors; and what qualifies as sustainable and thus is considered
as being SPP (use table 2 in the annex for references).
     E10. P lease share the key results from the monitoring of SPP
The results should be in graphic, chart or table form and in English to be able to include them in the factsheet.
Results can be for only the last monitoring period or the evolution since the beginning of the monitoring to the lastmonitoring period.
Please include the link from which the monitoring results report can be download, if available. Or if not, to a presentation
where the results were presented.

     
E11. Has your government measured or estimated the sustainability impacts or benefits being generated by SPP?
In terms of e.g. CO2 emissions saved, reduction in the use of resources (energy, water, materials), jobs creation insustainability sectors, increase in market share of green/social products and services...
Yes
No

E12. I f yes, what impacts/benefits were measured, and what indicators do you use for each of them?
Very briefly, specify the indicators used and explain, for each one of them, the approach to estimate the benefits (basedon the specific product characteristics, using proxies and life-cycle assessment values, indirectly based on expenditure…),
the scope of the indicator, the methodology used, etc.
     E13. If yes, please share the key results from this impact/benefits analysis
The results should be in graphic, chart or table form and in English to be able to include them in the fact-sheet.
Results can be for only the last monitoring period or the evolution since the beginning of the monitoring to the lastmonitoring period
Please include the link from which the monitoring results report can be downloaded if available. Or if not, to apresentation where the results were presented.

    

F. GOOD PRACTICES OR SPECIAL ACHIEVEMENTS TO SHARE
F1. A
 re there any special good practices or achievements from the national government on SPP you would
like to share with other public authorities?
If so, describe shortly the practice/achievement and provide links to additional information whenever available, regardlessof the language.
     
F2. Is there any additional information about SPP in the national government that you wish to add here thatwas not covered by the previous questions?
If so, describe shortly and provide links to additional information whenever available, regardless of the language.
     
F3. F
 inally, are there any good practices from other public authorities in the country (at the sub-national
level, i.e. regional or local level) you would like to share?
If so, describe shortly the practice/achievement and provide links to additional information whenever available,
regardless of the language.  

88

DEFINITIONS (attached to the questionnaire)equivalent jobs: According to the OECD, full-time equivalent job is defined as total hours•• Full-timeworked divided by average annual hours worked in full-time jobs.
81

core labour conventions : The ILO's Governing Body has identified eight conventions as•• ILO"fundamental" or core, covering subjects that are considered as fundamental principles and rights
82

at work: freedom of association and the effective recognition of the right to collective bargaining(Convention 87 and 98); the elimination of all forms of forced or compulsory labour (Convention
29 & 105); the effective abolition of child labour (Convention 138 & 182); and the elimination of
discrimination in respect of employment and occupation (Convention 100 & 111).

Government: In the framework of this study, the national government refers to the central•• National
government of a country as opposed to the state and local government.
expenditure: According to the OECD, the national government procurement refers•• Procurement
to the expenditure by the government and state-owned enterprises of goods, services and works
and is defined as the sum of intermediate consumption (goods and services purchased for theirown use, such as accounting or information technology services), gross fixed capital formation(acquisition of capital excluding sales of fixed assets, such as building new roads) and socialtransfers in kind via market producers (purchases by of goods and services produced by market
producers and supplied to households).83

Policy: In the framework of this study, an SPP Policy refers to any type of document (law,•• SPPact, executive order, strategy, policy, programme, action plan, etc.) dedicated to the promotion andimplementation of SPP in any of its environmental and/or socio-economic dimensions.

enterprises (SOEs): According to the OECD, SOEs are enterprises where the State has•• State-owned
significant control, through full, majority or significant minority ownership. SOE are often prevalent
in utilities and infrastructure industries, such as energy, transport and telecommunication, whose
performance is of great importance to broad segments of the population and to other parts of thebusiness sector, that’s why they are also known as state-owned utilities.84

expenditure: According to the OECD, the total expenditure is equivalent to expenditures by•• Total
the government on the following items: intermediate consumption, compensation of employees,

subsidies, social benefits and social transfers in kind (via market producers), other current transfers,
property income, capital transfers (payable), the adjustment for the net equity of households inpension funds reserves, gross capital formation and net acquisition of non-financial non-produced
assets. It also includes taxes on income and wealth and any other taxes on production thatgovernment may be required to pay.85

81

https://stats.oecd.org/glossary/detail.asp?ID=106882h ttp://www.ilo.org/global/standards/introduction-to-international-labour-standards/conventions-and-recommendations/lang-en/index.htm

83h ttp://www.oecd-ilibrary.org/sites/gov_glance-2011-en/09/01/index.html?contentType=/ns/StatisticalPublication,/ns/Chapter&itemId=/content/chapter/gov_glance-2011-46-en&containerItemId=/content/serial/22214399&accessItemIds=&mimeType=text/html

84

http://www.oecd.org/corporate/ca/corporategovernanceofstate-ownedenterprises/34803211.pdf

85 http://www.oecd-ilibrary.org/sites/9789264067981-en/05/01/index.html?itemId=/content/chapter/9789264075108-18-en

89TABLES (attached to questionnaire)86
Table C. Key performance indicators by monitoring aspect or area

ASPECT OR AREA

KEY PERFORMANCE
INDICATORSUNIT

Institutionalization measurement
1. SPP institutionalization•• Existence of an SPP policyof SPP action plans•• Existenceat organization or departmentof progress•• Level
made

level

responsibilities,•• Leadership,
and coordination roles/
mechanisms established orassignedof staff dedicated to•• Number
SPPof products, services,•• Numberand works groups prioritized87

and with criteria developedin procedures and•• Integration
tools•• Number of trained staff
of activities of•• Numberengagement with suppliers
and reporting•• Monitoring
systems in place

Outputs measurement
2. Procurement processes
including sustainability
criteria

of procurement•• Numbercontracts including
sustainability criteria

value of procurement•• Financial
contracts including•• Absolute value
over•• Percentage
all applicableprocurement
processes

sustainability criteriaof sustainable•• Quantities
products purchased
value of sustainable•• Financial
products purchased•• Absolute value
over•• Percentage
all applicable

4. C ontract or purchase with/on preferred•• Expenditurecompanies•• Absolute value
over all•• Percentage
companies

5. Direct generation ofof workforce hours•• Number
occupied/employed by•• Absolute value
over all•• Percentage
workforce hours for3. Sustainable products,
services, or works
purchased88

from preferred companies

employment opportunities

86

vulnerable groups and/or
apprentices

products89

applicable contractsA ll tables extracted from: UNEP (2015). Monitoring Sustainable Public Procurement Implementation. Recommendations and Case
Studies, produced by Working Group 2A of the 10-Year Framework of Programmes on Sustainable Consumption and Production
Patterns – Sustainable Public Procurement programme. It can be downloaded at http://www.scpclearinghouse.org/resource/monitoring-sustainable-public-procurement-implementation.

87 The term “works” includes all type of construction projects, including buildings, civil engineering, development works.
88 The term “products, services or works” will also be referred to as simply “products” for simplification purposes.
89 I t refers to the quantity of green products purchased in prioritized product groups divided by the total amount of products purchased(green and non-green) in those prioritized product groups.

90

Table D. Possible definitions of “sustainable” for output indicators

ASPECTS OR AREA

DEFINITION OF “SUSTAINABLE”

1. P rocurement

Based on: single attributes (recycled, bio-based, energy efficient...);
single or multi-attribute sustainability norms, standards, andcertification schemes (ISO Type I ecolabels, ILO conventions,fair trade, “designed for everyone”, etc.); or other nationally or
regionally developed SPP criteria.

2. S ustainable

Same as above.

3. C ontract orBased on policy priorities and complementary legislation. It might
include: Micro and SMEs; social, sheltered, or set-aside enterprises(from aborigines, handicapped, veterans, women-owned, groups at
risk of social exclusion…); companies with environmental management
systems and/or corporate social responsibility reporting.

4. D irect Generation"Vulnerable groups" defined by national legislation and might
include: social minorities, disabled people, women, youth, etc.

processes
includingsustainability
criteria

products,
services or works
purchasedpurchase with/from preferredcompanies

of Employment
Opportunities

Table E. Possible data sources for the different monitoring aspects or areas

ASPECTS OR AREA

POSSIBLE DATA SOURCES

1. S PP institutionalizationassessment questionnaires•• Statusinterviews•• Semi-structured
review of plans, procedures, reports…
•• Direct•• Scorecards

2. P rocurement contracts

platforms•• E-procurement
procurement databases•• Central
systems•• SAPat tendering/awarding stage•• Forms•• Direct tender analysis

3. S ustainable products,

online product catalogues•• Centralized
financial software/tools•• Internal(vehicle fleet, IT stock...)•• Inventories
reports•• Suppliers/vendors’•• Reports from external organizations

4. C ontracts with or

financial software/tools•• Internalreports•• Suppliers/vendors’•• Reports required to companies by other government units

5. D
 irect generation

reports•• Suppliers/vendors’•• Reports required to companies by other government units

with sustainability
criteria

services, or works
purchasedpurchases frompreferred companiesof employment
opportunities

91Annex 5: L ist of national governments contacted
and that responded to the questionnaire
1.

Albania*29. Ivory Coast

2. Antigua and Barbuda

30. Japan

3. Argentina

31. Jordan

4. Austria

32. Lebanon*

5. Belgium

33. Malaysia

6. Brazil

34. Mexico

7.

35. Mongolia

Burkina Faso*

8. Burundi*

36. The Netherlands

9. Cameroun*

37. Norway

10. Canada

38. Paraguay

11. Chile

39. Peru

12. China

40. The Philippines*

13. Colombia

41. Poland

14. Costa Rica*

42. Portugal*

15. Croatia

43. Republic of Korea

16. Czech Republic

44. Sao Tomé and Príncipe*

17. Denmark

45. Singapore

18. Dominican Republic

46. Slovakia

19. Finland

47. Spain

20. France

48. Sweden

21. Georgia*

49. Switzerland

22. Germany

50. Syrian Arab Republic*

23. Honduras (only questionnaire, nofactsheet)

51. Thailand*

24. Hungary
25. Indonesia

52. Tunisia*
53. Ukraine*

26. Ireland

54. United Kingdom of Great Britain andNorthern Ireland*

27. Israel

55. United States of America

28. Italy

56. Uruguay* Countries that did not complete the questionnaire for the 2017 Global Review
92Annex 6: Stakeholder survey questionnaireThis is a copy of the stakeholder survey as it was submitted by the research team and the
Coordination Desk of the 10YFP SPP programme.

Welcome to the 2016 survey about international trends in Sustainable Public Procurement (SPP). Thissurvey forms an important part of the 10YFP SPP Programme’s ongoing effort to identify and map thepolicies, activities, drivers and challenges for SPP worldwide. This is the second survey conducted on
global trends in SPP.

INSTRUCTIONS:•• We ask you to complete this Survey in full, and from your own perspective.
•• There are 31 questions, and the survey should take you approximately 20-30 minutes to complete.
answers will automatically be saved up to the last page you have completed; and you may•• Your
continue to edit your responses to the survey until it is submitted.
click the ‘Submit Survey’ button on the last page. The Survey is open from March 15 to•• ToMaysubmit,
5, 2016. If you are unable to complete the survey in this time frame, please contact the survey
administrators.

survey is being administered by Dr. Anastasia O’Rourke from Industrial Economics, Inc. (see•• Thecontact details below).
would like a copy of your individual survey response, please send an email requesting this to•• Iftheyousurvey
administrator.

RESULTSThe results of the survey will be analysed, and integrated into a forthcoming report named the 2017
Global Review of Sustainable Public Procurement, to be published by the 10YFP SPP Programme. This
report will also include the results of other research into SPP activity worldwide.

93

WELCOME AND LANGUAGE
1. I n which language would you like to take this survey?
¿En qué idioma le gustaría completar esta encuesta? (*)
SpanishEnglishABOUT YOU AND YOUR ORGANIZATION
2. F
 irst Name
(Note: this will not be shared, for survey administration purposes only)     
3. L ast Name
(Note: this will not be shared, for survey administration purposes only)     
4. Email Address(Note: this will not be shared, for survey administration purposes only)     
5. What is the name of your organisation?
6. What is the job title for your current position?
7. If you work for a public authority, what department, or program office do you work in?
Environment

Procurement

Social affairs

Finance

Facilities/
public works

 therO(pleasespecify)N/A (do not work for a public authority)

8. In which world region is your organization based?
Global (i.e.
internationalorganization)

AfricaAsia

CentralAmerica/
Caribbean

Oceania

MiddleEast

EuropeNorth
AmericaSouth
America

9. I n which country do you reside?
Drop-down list of countries
10. What type of organization do you represent? (choose all that apply)
Academic
Institution

Certification
body/Ecolabel /Standards body

Company – Micro(> 10 employees)

Company –Small/Medium(<500 employees)

Company – Large(>500 employees)

Consultancy

Industry
Association

International/Inter-governmentorganisation

Non-Government– Non-Profit
Organization– Small/Medium(<500 Employees)

Non-government– Non-Profit
Organisation– Large (>500
employees)

Public authority– Local/Municipal/
Regional/ City

Public authority State / Provincial

Public authority– national
government

Other (please specify)

9411. How many years have you personally and/or your organization worked on sustainable
development issues and topics?
You

More than 10 years

5-10 years

1-4 years

Less than 1 year

Your organisation

More than 10 years

5-10 years

1-4 years

Less than 1 year

12. How many years have you personally and/or your organization worked with either doingprocurement or more generally on the topic of procurement?
You

More than 10 years

5-10 years

1-4 years

Less than 1 year

Your organisation

More than 10 years

5-10 years

1-4 years

Less than 1 year

13. Howare you personally and/or your organization involved in sustainable procurement?
Choose all that apply
You

Your
organisation

Procureproducts andservices

Advise/consult on
SPP andrelated topics

Provide information,
data or toolsthat support
SPP

Research SPP
and related
topics

Implement
SPP inprocurement

Advocate for
SPP

Providetraining

Develop/run
standards/
labels/certifications

Set policy/
contribute topolicyMake/sell
products
that meet
SPP criteria

Not involved
in SPP

Other(pleasespecify)

Procureproducts andservices

Advise/ consult on SPP
and related
topicsProvide information,
data or toolsthat support
SPP

Research SPP
and related
topics

Implement
SPP inprocurement

Advocate for
SPP

Providetraining

Develop/run
standards/
labels/certifications

Set policy/
contribute topolicyMake/sell
products
that meet
SPP criteria

Not involved
in SPP

Other(pleasespecify)

ABOUT SPP IN YOUR COUNTRY
14. I n your organization, which of the following terms are most commonly used?
Choose all that apply. Note that “procurement”, “purchasing” and “acquisition” are considered equivalent forthe purpose of this survey
Circular procurement

Responsible procurement

Eco-efficient procurement

Social procurement

Eco-friendly procurement

Socially responsible procurement

Environmentally preferable procurement

Sustainable procurement

Ethical /Fair procurement

Other (please specify)

Green procurement
Low-carbon procurement9515. What aspects of sustainability does your organization’s work on procurement cover?
Environmental
SocialEconomic
None
Not Applicable
16. W hich of the following actions does your organization define as being a part of SPP?
(Choose all that apply)
Procurement of sustainable products
Procurement of sustainable services
Procurement from companies demonstrating
more sustainable practices/ operations
Efforts to reduce needs/purchases (e.g. buying
less, extending product use, maximizing
product re-use) eserve contracts to preferred companies (e.g.
Rsmall and medium enterprises, economic
development zones, women-owned, etc.).
 ngagement of suppliers to encourageEproduction of more sustainable products,
services, operations
 onvert a product acquisition to a hire of aCservice (e.g. product leasing, performancebased procurement)I n-source when an internal party can better
reduce impacts
 utsource when an external party can betterO
reduce impacts

 ffsets purchased to mitigate impacts (forO
example, by buying carbon credits)
 ind alternatives to purchasing new goods
F(e.g. re-using equipment) rocurement of more sustainable buildings,
P
works and/or infrastructure
 ward based on the economically mostAadvantageous tender/best price-quality ratio
Procuring from local sources/ suppliers
 ather information from suppliers on theirGsustainability impacts (e.g. their greenhousegas emissions/ climate footprint).
 rocurement of innovative products and services
P
that demonstrate sustainability benefits.
 educe needs/purchases (e.g. buying less,R
extending product use) rocure offsets or credits to mitigate impacts
P(e.g. buying carbon credits)
Other (please specify)

17. I n your opinion, since 2012 has sustainable procurement changed in importance in yourorganization and/or in your country?
(Choose one option in each column)
YOUR ORGANIZATION
More important
The same level of importanceLess important
I don't know
Other (please specify)

96

YOUR COUNTRY

18. In your opinion, what sustainable procurement related topics, strategies and activities are
becoming more prominent in your organization?
(Choose all that apply)
 lignment of public-private sector policies andApractices on sustainable procurementI ncentives (e.g. fiscal, reputational, etc.) for
procurers to promote sustainable procurement

Product service systems / servicing
Sharing economy
Sustainable forest managementI nter-ministerial coordination for sustainableprocurement

 alculators and tools to support SPP
C
implementation or measurement

 ink of sustainable procurement toLsustainable development goals (SDGs) andbroad policy objectives

Category management / strategic sourcing

Business case for sustainable procurement

Ecolabels, standards and certifications

Chemicals, toxics

Environmental accounting

Circular economy / Circular procurement

E-procurement platforms and tools

 limate change policy goals throughC
procurement

 stimating sustainability impacts/outcomes/Ebenefits of sustainable procurement

Competitive economy

Joint procurement (between organizations) reater linkage of environmental-socialG
economic aspects

Life cycle costing

Green economy / Green growth
Health and safety issues

Centralization of procurement

Monitoring and reporting SPP implementation
Private sector sustainable purchasing

Other (please specify):

 ecognition of procurement as a strategic toolRby organizations

Human rights

Supplier engagement programs

Labor rights

Training and capacity building

Low carbon technologies

Transparency in supply chains rocurement of innovative products, services
Por works
19. W hich three national government agencies do you consider the most advanced in
implementing sustainable procurement?
(In each box, indicate the country first followed by the name of the national government agency)
Country / National Government Agency
Country / National Government Agency
Country / National Government Agency

9720. W hich three organizations do you consider the most advanced in implementing sustainableprocurement worldwide?
(In each box, indicate the country first followed by the organization's name. Any type of organization
can be nominated here, for example, regional or local authority, a private company, education
institution, NGO, etc.)
Country / Organization
Country / Organization
Country / Organization

ABOUT SPP IMPLEMENTATION
21. D
 oes the national government in your country have a dedicated SPP policy (or policies),
regulation(s), law(s) and/or mandate(s) in place that promote SPP?
(Choose one option)
Yes
No
I don't know
If yes, please provide a web link:
22. If you answered “yes” to question 21, does that national government SPP policy/law/regulation and/or mandate govern or directly affect your own organizations’ sustainableprocurement activities?
(Choose one option)
Yes
No
I don't know
Not applicable
Other (please specify):
23. In which stages of a typical procurement cycle do you think it is most effective to implement
sustainable procurement considerations?
(Choose the TOP THREE procurement stages from the following options) eeds definition Supplier development
N
Supplier pre-qualification

Other (please specify) evelopment of requirements and technicalD
specifications

 warding of contracts / contract negotiation
A
Auditing and improving supplier performance
On-going contract management

Evaluation of bids/proposals

None of the above

Contract performance clauses

I don't know
Not applicable9824. H ow are sustainable procurement criteria typically weighted compared with other common
requirements (such as price) by procurement entities in your organization?
(Choose one option)
Weighted higher

Weighted lower

Not weighted

Not applicable

Weighted equally

Other (please specify):

I don't know
25. H
 ow are ecolabels and voluntary sustainability standards used today by procurement
entities in your organization?
(Choose all that apply)			
As a mandatory requirement
Verification of claims that products meetcriteria
Not used
Not applicableAs a reference tool to create criteria
			
Other (please specify)
I don't know
26. W hat aspects of sustainable procurement implementation does your organization currently
monitor and measure?
(Choose all that apply)
 one; sustainable procurementN
implementation is not currently monitored umber of procurement contracts and tendersNwith sustainability criteria

 xistence of sustainable procurement actionEplans at organization or department level

Other (please specify):

 eadership, responsibilities, and coordinationLroles/mechanisms established or assigned forsustainable procurement

 inancial value of procurement processes withFsustainability criteria
Quantity of sustainable products purchased umber of staff dedicated to sustainableN
procurement

 inancial value of sustainable productsF
purchased umber of products, services, and works
N
prioritized and with sustainable procurement
criteria developed xpenditure on preferred companies
E(sustainable, local, etc.)I ntegration of sustainable procurement inprocedures and tools

 nvironmental benefits/ impacts of theEprocurement (e.g. CO2 saved)

 umber of staff trained in sustainableN
procurement

 ocial benefits/impacts of the procurementS(e.g. direct generation of employment
opportunities) umber of engagement activities withN
suppliers on sustainable procurement topics

 conomic benefits/impacts of the procurementE
contract (e.g. greener supply chains) vailability of tracking systems for measuringAsustainable procurement processes

I don't know
Not applicable99

DRIVERS AND BARRIERS TO SPP
27. In your opinion, which of the following factors are the strongest drivers of implementationof SPP in your organization?
(Choose the top five (5) drivers)
Mandatory SPP rules/legislation
Policy commitments/goals/action plans trong political and organizational leadershipS
on SPP Monitoring, evaluation andenforcement of SPP policies
 xpertise in SPP: Legal, environmental, social,EeconomicPersonal commitment to sustainability by staff
I nclusion of SPP activities into staff
performance and promotion reviews
Training of procurement staff in SPP
Learning from peer organizations
 ressure from stakeholders / activistP
campaigns
 ufficient availability of sustainable products
Sand services

 ufficient availability of sustainable products
Sand services that cost the same or less thanconventional equivalents
Availability of SPP criteria and specifications
 vailability of credible sustainabilityAstandards and ecolabels
Access to tools that measure life cycle costs
 easurement of the economic and financial
M
benefits of SPP (e.g. cost savings generated) easurement of the environmental and/orMsocial benefits generated from SPP (e.g. GHG
emissions reduced, or jobs created)
 xternal recognition for SPP programme (e.g.
Eawards)Other (please specify)
Not applicable28. In your opinion, which of the following factors form the largest barriers to SPP
implementation in your organization?
(Choose the top five (5) barriers)
Lack of mandatory SPP rules/legislation
Lack of policy commitments/goals/action plans ack of strong political and organizationalLleadership on SPP
Lack of inter-agency cooperationI nsufficient monitoring, evaluation and/or
enforcement of SPP policies

 erception that sustainable products and/orP
services are of lesser quality
Other (please specify) ack of sustainable products and/or services
L
to procure

Lack of expertise in SPP implementation

 ack of information on the sustainabilityLpractices and operations of suppliers

Lack of personal commitment to SPP by staff

Little or no visibility into supply chains ack of inclusion of SPP in staff performanceLand promotion reviews

 ack of external pressure from stakeholders /Lno activist campaigns

Lack of training of procurement staff in SPP

 ack of a clear definition of sustainableL
products, services and/or supplier operations

Competing procurement priorities
 erception that procurement is administrative,P
not policy-driven100 erception that sustainable products and/orP
services are more expensive ack of relevant SPP criteria andL
specifications ack of credible ecolabels and sustainabilityLstandards
 ack of tools available that measure life cycleLcosts ack of measurement of economic / businessLoutcomes from SPP implementation (e.g. costsavings)Lackof measurement of environmental and/or
social outcomes from SPP implementation (e.g.
GHG emissions, water savings, jobs created, etc.)
 ack of external recognition for SPP
L
implementation
Not applicable

WHAT IS NEEDED, LOOKING AHEAD?
29. Do you expect your organization and/or your national government to change the level ofsustainable procurement activity in the next five years?
(Choose one option in each column)
YOUR ORGANIZATIONYOUR NATIONAL
GOVERNMENT

Yes, I expect substantiallymore SPP activity than today
Yes, I expect somewhat more
SPP activity than today
I expect about the same levelof SPP activity as today
I expect less SPP activity
than today
I expect substantially less
SPP activity than today
I don’t know
Not applicable
Other (please specify)

30. In your opinion, which three environmental issues should be a priority for sustainableprocurement activity for your organization?
(Choose the TOP THREE issues from the following list)
Air pollution
Ozone depletion
Biodiversity conservation

Greenhouse gas emission reductions		
Waste minimization
			
Hazardous substances

Sustainable use of natural resources			
Climate change mitigation

Water conservation
			
Health quality

 esource efficiency/ protection of naturalR
resources			
Energy conservation

Water pollution
			
Local environmental conditions

Soil protection

Not applicable			
Other (please specify)			
			

101

31. In your opinion, which three social, economic, and/or governance issues should be apriority for sustainable procurement activity for your organization?
(Choose the TOP THREE issues from the following list)
Community engagement/development

Micro, small and medium enterprises

Diversity and equality

Occupational health and safety

 limination of access barriers to disabledE
people (physical access to buildings,
alternative communication formats, etc.)

Skills and training opportunities

Fair or ethical trade
Human rights
Human trafficking
Local content / local producers
Other (please specify)

 ocial, sheltered or set-aside enterprises
S(including disabled, veteran, and othermarginalized owners, and/or women-owned
companies)
Workers’ rights (ILO core labour conventions)Technology development and innovation
Not applicable

32. I n your opinion, which three product/service categories should be a priority for sustainableprocurement activity for your organization?
(Choose the TOP THREE categories from the following list) uilding equipment (water heaters, airBconditioners, elevators, lighting, etc.)

 ffice IT equipment (computers, screens,O
printers, etc.)

 uilding materials (windows, floor-covers,
B
wall panels, faucets, etc.)

Office paper and stationary

Buildings design and construction

 ehicles (passenger and light duty vehicles,V
motorcycles, car sharing services, etc.)

 iverse chemical products (lubricant oils,D
paints, fire extinguishers, etc.)

 extiles (uniforms, gloves, shoes, bed sheeting,T
etc.)

Energy supply and energy services

 ravel services (transport options andTaccommodation, etc.)

Execution of work contracts
Food and catering services
Furniture ousehold appliances (TVs, fridges, washingHmachines, etc.)

Infrastructure design and construction

Other (please specify):

Cleaning products and services

102

Waste collection and street cleaning services

33. In your opinion, what activities could international initiatives (such as the 10YFP on SPP)
conduct to further promote and support SPP?
(Choose the TOP THREE activities from the following list) rovide tools to support SPP implementation
P(e.g. tools for life cycle costing, spend analysis,
capacity building) rovide training and capacity building for SPP
P
implementation
Offer guidance on SPP implementation
 ncourage harmonization and standardization
Eof SPP

Other (please specify): howcase, promote and recognize leadershipS
in SPP uild the case for SPP (e.g. showing costBsavings resulting from SPP activities)
Encourage national SPP policy commitments

Share/exchange information on SPP

 easure and communicate the social,Menvironmental, and financial benefits being
achieved by SPP

 acilitate peer learning and collaborationF
between SPP practitioners

 upport knowledge transfer to and between
S
developing countries on SPP

 rovide financial and technical resources forP
SPP activities

 ngage the market, encouraging suppliers toEmake more sustainable products and services

103Annex 7: L ist of organizations that participated in
the stakeholder survey.
Afghanistan, Unspecified
Albania, Environmental Center for Administration and Technology (ECAT Tirana)
Algeria, Fondation Déserts du Monde
Argentina, Fundacion el otro
Argentina, Instituto Argentino para el Desarrollo Sustentable (IADS)
Argentina, IRAM
Argentina, Ministerio de Ambiente y Desarrollo Sustentable
Argentina, Universidad Nacional de Luján
Armenia, Unspecified
Australia, BSD Unspin
Australia, Good Environmental Choice Australia (GECA)
Australia, Unspecified
Azerbaijan, Unspecified
Belgium, Forest Stewardship Council
Brazil, ABINEE
Brazil, ABNT
Brazil, Banco do Brasil
Brazil, Brazilian Micro and Small Business Support Service
Brazil, Centro de Estudos em Sustentabilidade da Fundação Getulio Vargas (GVces/FGV-EAESP)/
Center for Sustainability Studies at Fundacao Getulio Vargas (GVces/FGV-EAESP)
Brazil, Federação das Indústrias do Estado de Minas Gerais (FIEMG)
Brazil, Instituto Brasileiro de Informação em Ciência e Tecnologia (IBICT)
Brazil, ITAIPU Binacional
Brazil, Ministério do Meio Ambiente
Brazil, Secretariat for the Environment (State of São Paulo)
Brazil, Tribunal de Justiça do Estado do Rio de Janeiro
Brazil, Vale SA
Cambodia, Ministry of Economy and Finance
Canada, Accelerating Social Impact
Canada, Anthesis Group
Canada, Carbon Free Group
Canada, Centre de service partagé du Québec (CSPQ) - Direction générale des acquisitions
Canada, Institut de la Francophonie pour le développement durable (IFDD)
Canada, Social Planning Council
Canada, Strandberg Consulting
Canada, Sustainable Enterprise Consulting
Canada, Unspecified
Chile, ChileCompra
Chile, Consejo Nacional de Producción Limpia
Chile, ECLAC/ CEPAL
Chile, Ministerio del Medio Ambiente
China, China Environmental United Certification Center
Colombia, Colombia Compra Eficiente
Colombia, Ecoutlet.co
Costa Rica, Caja Costarricense de Seguro Social
Costa Rica, CEGESTI
Costa Rica, Comité Directivo Nacional de Compras Públicas Sustentables
Costa Rica, Ministerio de Ambiente y Energía, Costa Rica
Costa Rica, Ministerio de Justicia y Paz
Denmark, Aalborg Kommune
Denmark, Danish EPA
Denmark, PlanMiljø - Secretariat for Green Procurement
Denmark, Statens og Kommunernes Indkøbs Service A/S
Denmark, The City of Copenhagen
Denmark, UNOPS

104

Ecuador, SERCOP
Ecuador, Universidad Internacional del Ecuador
El Salvador, Asesora Ambiental Independiente
El Salvador, Fundación CNPML El Salvador
España, Agencia de Residuos de Cataluña
España, Ajuntament de Granollers
España, Ajuntament de Setcases
España, Area Metropolitana de Barcelona
España Cataluña Ajuntament de Granollers
España, Cataluña Ajuntament Vilanova I La Geltru
España, Consuprint
España, Diputació de Barcelona
España, Generalitat de Cataluña (Gobierno de Cataluña)
España, Tecnalia
Finland, Helsinki Region Environmental Services Authority HSY
France, France Television
France, Observatoire des Achats Responsables
France, Paris Ouest University
France, Saint-Gobain PAM
France, Total
Germany, University of Kassel, Germany
Ghana, Ghana Revenue Authority
Greece, Independent Expert
Guatemala, Fundación Centro Guatemalteco de Producción más Limpia
Honduras, CNP+LH
Hong Kong, Forest Stewardship Council (FSC)
Hong Kong, TUV Rheinland
Hong Kong, Unspecified
India, Association for Promotion Sustainable Development
India, CUTS International
India, DFCCIL, Ministry of Railways
India, NPC
India, Society in Action Group
Indonesia, Green Building Council of Indonesia
Indonesia, National Public Procurement Agency
Ireland, GOAL
Italy, Agenzia Regionale per la prevenzione, l´ambiente e l´energia dell´Emilia-Romagna
Italy, Arpa Piemonte
Italy, University of Turin
Italy, Unspecified
Jamaica, Ministry of Finance & The Public Service
Japan, Green Purchasing Network (GPN, Japan)
Japan, Japan Environment Association
Japan, Ministry of the Environment Environment and Economy Division Environmental Policy Bureau
Libya, Libya Environment General Authority
Malaysia, EU-Switch SCP Policy Support Project Philippines
Malaysia, WWF
México, CREARTON
Netherlands, Municipality of Utrecht
Netherlands, PEFC Nederland
Netherlands, SMK (Stichting Milieukeur)
Norway, Arbeids- og velferdsdirektoratet
Norway, Unspecified
Paraguay, Ministerio de Industria y Comercio
Perú, Dirección de Salud Ambiental.
Peru, Organismo Supervisor de las Contrataciones del Estado
República Dominicana, Dirección General de Compras y Contrataciones
Romania, Integrate Investment SRL
Romania, Romanian National Union of Experts in Public Procurement Professionals
Senegal, Direction de l’Environnement et des Etablissements Classés105

Sierra Leone, EPA
South Africa, CEGESTISouth Africa, Fairtrade South Africa
South Africa, National Cleaner Production Centre (NCPC)South Africa, SANEDISouth Korea, ICLEISouth Korea, Jongno-gu OfficeSouth Korea, Environmental Industry and Technology Institute (KEITI)South Korea, Nowon officeSouth Korea, Unspecified
Sri Lanka, Central Environment Authority
Sweden, Arkatay Consulting AB
Switzerland, City of Zürich
Switzerland, Glencore
Switzerland, International Labour Office (ILO)
Switzerland, Max Havelaar-Foundation (Switzerland)
Switzerland, Service cantonal du développement durable
Switzerland, UNEP/ Sustainable UN
Tanzania, Meru District Council
Thailand, Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
Thailand, Thailand Environment Institute
Tunisia, Tunis International Center for Environemental Technologies
Tunisia, University of Tunis El Manar
Turkey, UNDP
Uganda, Ministry of Energy and Mineral Development
UK, Anthesis
UK, Business Council for Sustainable Development
UK, Comhairle nan Eilean Siar
UK, Government of Bermuda, OPMP
UK, Scottish Government
UK, Sustainable Global Resources
UK, Trucost
US, American National Standards Institute
US, Best Buy
US, California State Parks
US, California Department of Corrections and Rehabilitation
US, California Department of Education
US, California Department of General Services
US, California Department of Health Care Services
US, California Department of Insurance
US, California Department of State Hospitals
US, California Department of Water Resources
US, California State Controller’s Office
US, California, OSI
US, State of California, Department of Community Services and Development
US, CalSTRS
US, CBRE
US, City of Austin
US, City of Portland, Oregon
US, Department of Business OversightUS, Department of Community Services & Development
US, Department of Conservation
US, Department of General Services, Procurement Division
US, Department of Motor Vehicles
US, Department of State Hospitals
US, DMV
US, ELLIOTT
US, Environmental Protection Authority
US, Fish & Wildlife Services
US, General Services Administration

106US, Green Electronics Council
US, King County Procurement and Payables
US, Maryland Department of General Services
US, Merck/MSD
US, Occidental
US, San Francisco Department of the Environment
US, State Controller’s Office
US, Sustainable Purchasing Leadership Council (SPLC)
US, VCGCB
US, Weyerhaeuser
Vietnam, Hanoi Urban Transport Development Project Management Unit
Zambia, Eco Milling Limited107

Annex 8: Glossary

108

TERM

DEFINITION

SOURCE

Category
management /strategic sourcing

Strategic Sourcing is a structured collaborative
process that optimizes the supply base while
reducing costs, maximizing product quality,
and improving service delivery.

Based on the United States of America
General Services Administration’s definition:
https://strategicsourcing.gov/strategicsourcing-process.

Circular economy

Circular Economy features low consumptionof energy, low emission of pollutants andhigh efficiency. It involves applying cleaner
production in companies, eco-industrial
park development and integrated resourcebased planning for development in industry,
agriculture and urban areas.

Based on UN Environment’s definition:
http://www.unep.org/resourceefficiency/
Home/Policy/SCPPoliciesandthe10YFP/
NationalActionPlansPovertyAlleviation/
tabid/78379/Default.aspx.

Circularprocurement

Circular procurement is when the buyerpurchases products or services that follow the
principles of the circular economy, supporting
the assessment of designing, making, selling,re-using and recycling products to determine
how to get the maximum value from them,both in use and at the end of their life.

Adapted from WRAP UK’s presentation:
http://www.sustainable-procurement.org/
fileadmin/files/procura-meeting-240914circular-economy-wrap.pdf.

Ecolabels/
certifications

Ecolabels and certifications are voluntary
methods ensuring that a product meets
certain environmental performance criteria,
as laid out in a specified standard usually
within a specific product/service category.

Based on the Global Ecolabelling
Network (GEN)’s definition: http://www.
globalecolabelling.net/what_is_ecolabelling/index.htm.

Environmental
accounting

Environmental Accounting is the identification,collection, analysis, dissemination, and useof information on physical flows information(of materials, energy, and water flows),
environmental cost information, and othermonetary information for both conventionaland environmental decision-making within an
organization.

Based on the definition of the UN Sustainable
Development Knowledge Platform: https://sustainabledevelopment.un.org/content/
documents/policiesandlinkages.pdf.

E-procurement

E-Procurement is the combined use ofelectronic information and communications
technology in order to enhance the links
between customer and supplier and withother value chain partners thereby improving
external and internal production and systems
management.

Based on the Chartered Institute ofProcurement & Supply (CIPS)’s definition
https://www.cips.org/Documents/
Knowledge/Procurement-Topics-and-Skills/5Strategy-and-Policy/Procurement-PolicyDevelopment/POP-eProcurement.pdf.

Fair trade

Fair trade applies to market operations thatstrengthen the economic position of smallscale producers and landowners in order toensure that they receive a share of the total
profit commensurate with their input, and are
not marginalized in the world economy.

Based on the definition of the World Fare
Trade Organization http://wfto.com/fairtrade/definition-fair-trade.

Green growth

Green growth is environmentally sustainableeconomic progress that fosters low-carbon,socially inclusive development.

Based on the UN ESCAP definition https://sustdev.unescap.org/.

Joint procurement/ grouppurchasing

Joint procurement (also known as grouppurchasing) is collaborative purchasing bydifferent organizations to leverage markets
through aggregating volumes to gain volume
discounts and reduce the cost of goods/
services, and administration.

Based on the UNDP definition: https://info.
undp.org/global/popp/cap/pages/DefinitionsObjectives-and-Benefits.aspx.

In-source

The practice of using an organization’s own
personnel or other resources to accomplish atask instead of buying that product or service
from an external provider.

Based on the Oxford English Dictionary’s
definition: http://www.oxforddictionaries.
com/us/definition/american_english/
insourcing.

Life-cycle costing

Life-Cycle Costing is an economic analysis
tool used in the selection of alternatives
that impact both pending and future costs.
It compares initial investment options andidentifies the least cost alternatives for a
future period.

Based on the United States of America’s
General Services Administration’s definition:
http://www.gsa.gov/portal/content/101197.

Green economy

A green economy is one whose growth inincome and employment is driven by public
and private investments and policies that
reduce carbon emissions and pollution,enhance energy and resource efficiency, andprevent the loss of biodiversity and ecosystemservices.

Based on UN Environment’s definition: http://
www.unep.org/greeneconomy/AboutGEI/
WhatisGEI/tabid/29784/Default.aspx.

Greenprocurement

Green procurement is a process whereby
organizations seek to procure goods, services
and works with a reduced environmental
impact throughout their life-cycle whencompared to goods, services and works
with the same primary function that would
otherwise be procured.

Based on the European Commission’s
definition: http://ec.europa.eu/environment/
gpp/faq_en.htm#general1.

Outsource

Outsourcing is obtaining goods and/or services
from an external supplier rather thaninternally.

Based on the Oxford English Dictionary’s
definition: http://www.oxforddictionaries.
com/us/definition/american_english/outsource.

Offsets/ carbon
marketOffsets / carbon markets are systems throughwhich countries or organizations may buy
or sell units of greenhouse gas or otheremissions in an effort to meet or “offset” theirnational limits on emissions, either under the
Kyoto Protocol or under other agreements,
such as that among Member States of theEuropean Union.

Based on the European Commission’s
definition: http://ec.europa.eu/clima/
publications/docs/terms_en.pdf.

Products

Products, also called “goods and services”, arethe result of production. They are exchanged
and used for various purposes: as inputs inthe production of other goods and services,
for final consumption or for investment.

Based on the UN Handbook on Non-profit
Institutions in the System of National
Accounts’ definition: http://unstats.un.org/
unsd/publication/seriesf/seriesf_91e.pdf.

Product service
systems/ servicing

A product-service system is the result of an
innovation strategy, shifting the businessfocus from designing and selling physicalproducts only, to selling a system of products
and services that are jointly capable offulfilling specific client demands.

Based on UN Environment’s definition:
http://www.unep.org/resourceefficiency/
Portals/24147/scp/design/pdf/pss-imp-7.pdf.

Product re-use

Product re-use is the act of using a productrepeatedly.

Based on the UNCRD’s definition: https://sustainabledevelopment.un.org/content/
dsd/csd/csd_pdfs/csd-19/learningcentre/
presentations/May%209%20am/1%20-%20
Learning_Centre_9May_ppt_Mohanty.pdf.

Procurement/
Purchasing/
Acquisition

Procurement (also known as purchasing andacquisition) is the action of obtaining orpurchasing an asset or product.

Based on the Oxford English Dictionary’s
definition: http://www.oxforddictionaries.
com/us/definition/american_english/
procurement.

109

110

Procurement cycle

The procurement cycle is the cyclical process of
key steps when procuring goods or services
from the definition of needs to ongoing
contract management.

Based on the Chartered Institute ofProcurement and Supply’s (CIPS) definition:
https://www.cips.org/en/knowledge/
procurement-cycle/.

Renewable energy

Renewable energy are sources of energy thatare, within a short time frame relative to theearth’s natural cycles, sustainable, and include
non-carbon technologies such as solar energy,hydropower, and wind, as well as carbonneutral technologies such as biomass.

Based on the UN IPCC’s definition: http://
www.ipcc.ch/ipccreports/tar/wg3/index.
php?idp=471.

Services

Services are intangible goods like banking,communications, wholesale and retail trade,all professional services such as engineering,
computer software development, medicine,
non-profit economic activity, and all consumer
and government services, including defense
and administration of justice.

Based on the Encyclopedia Britannica’s
definition: http://www.britannica.com/topic/
service-industry.

Sharing economy

A sharing economy is an economic model inwhich individuals are able to borrow or rent
assets owned by someone else.

Based on Investopedia’s definition: http://
www.investopedia.com/terms/s/sharingeconomy.asp#ixzz41ahJk83p.

Supplier
engagement

Supplier engagement (also known as supplier
relationship management) is the interaction ofan organization with its suppliers to achievecommon values and goals by realizing newvalue, and/or reducing risks.

Based on Gallup’s definition: http://www.
gallup.com/businessjournal/169103/strategicadvantage-supplier-engagement.aspx.

Supplier prequalification

Supplier pre-qualification is the process of
examining potential suppliers to establish
whether they meet certain expectations andhave the relevant experience to complete thejob as required, before initiating a request for
proposal or a contract.

Based on Business Dictionary.com definition:
http://www.businessdictionary.com/
definition/prequalification-of-bidders.
html#ixzz41gbv574U.

Sustainable Public
Procurement (SPP)

A process whereby public sector
organizations meet their needs for goods,
services, works and utilities in a way that
achieves value for money on a whole life basis
in terms of generating benefits not only tothe organization, but also to society and theeconomy, whilst minimizing damage to theenvironment. Sustainable Procurement seeks
to achieve the appropriate balance between
the three pillars of sustainable developmenti.e. economic, social and environmental.

Based on the UN Environment definition:
https://sustainabledevelopment.un.org/index.
php?page=view&type=400&nr=945&menu=1515
and on the European Commission’s definition:www.ec.europa.eu/environment/gpp/green_vs_sustainable.html.

SPP Policy

Any type of document (law, act, executive
order, strategy, policy, programme, action
plan, etc.) dedicated to the promotion
and implementation of sustainable public
procurement in any of its environmental and/or socio-economic dimensions.

Based on UN Environment’s definition:
https://sustainabledevelopment.un.org/index.
php?page=view&type=400&nr=945&menu=1515.

SPP
Institutionalization

SPP Institutionalization is the process andactions of an organization to integrate andembed SPP in that organization’s culture anddaily operations.

Based on UN Environment’s definition: http://
www.scpclearinghouse.org/c/5-sustainablepublic-procurement/news/187-release-ofreport-monitoring-spp-implementation.html.

Sustainableproducts

A product that incorporates environmental
and social factors and minimizes its impact
throughout the life cycle, throughout the
supply chain and with respect to the socioeconomic surroundings

Based on the UN Environment definition:
https://sustainabledevelopment.un.org/index.
php?page=view&type=400&nr=945&menu=1515.

Sustainable
development

Sustainable development is developmentthat meets the needs of the present
without compromising the ability of future
generations to meet their own needs; it
includes economic, environmental and social
sustainability, and poverty eradication.

Based on the Report of the Brundtland
Commission, Our Common Future, 1987, andthe Johannesburg Plan of Implementation.

Sustainable
Development
Goals (SDGs)

The Sustainable Development Goals are 17 global
goals set by the 2030 Agenda for Sustainable
Development and formally adopted by theinternational community in 2015. The new
17 Sustainable Development Goals and 169
associated targets integrate and balance thethree dimensions of sustainable development,
covering areas such as poverty, inequality,
food security, health, sustainable consumption
and production, growth, employment,
infrastructure, sustainable management of
natural resources, oceans, climate change, butalso gender equality, peaceful and inclusive
societies, access to justice and accountable
institutions.

Based on the Press Kit for the Sustainable
Development Summit 2015: http://www.
un.org/sustainabledevelopment/wp-content/
uploads/2015/08/FAQs_Sustainable_
Development_Summit.pdf, and on theEuropean Commission’s Agenda 2030
Fact Sheet, http://europa.eu/rapid/pressrelease_MEMO-15-5709_en.htm ; and http://
urbansdg.org/.

111

The 2017 Global Review of Sustainable Public Procurement examines the state of sustainable public
procurement (SPP) policies and practices undertaken by national governments worldwide in thelast five years. It is published in the framework of the 10YFP Sustainable Public Procurement
Programme, which committed to conducting a regular review of the state of SPP implementationas part of its work plan. Building on the findings of the first edition of the Global Review publishedin 2013 and on research conducted between 2015 and 2016 among 41 national governments andmore than 200 SPP stakeholders, the report aims to track the progress made and deepen thecollective understanding of the current barriers, needs, opportunities and innovations in SPP.
This research is complemented by the supplement titled “Factsheets on Sustainable Public
Procurement in National Governments”, which includes forty country factsheets detailing the SPP
policy frameworks, priorities and implementation activities in place in each country.

112