| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 54.26 |
| Liaison | Sharmilla Raj |
| Submission Date | Dec. 9, 2020 |
| Executive Letter | Download |
Toronto Metropolitan University
OP-11: Sustainable Procurement
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 3.00 |
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indicates that no data was submitted for this field
Part 1: Institution-Wide Policies
Yes
A copy of the policies, guidelines or directives:
The policies, guidelines or directives:
Section 2d of Ryerson's Purchasing Policy incorporates the following guiding principle to support sustainable purchasing:
Buying with Impact - The University shall leverage its purchasing power to create social, sustainable, and economic value in diverse communities by seeking out and utilizing diverse suppliers across the University.
The full policy can be found here: https://www.ryerson.ca/policies/policy-list/purchasing-policy/
Ryerson released the following statement regarding its most recent social procurement initiative in 2020:
Every purchase the university makes carries an economic, environmental and social impact. So when we make purchases with social procurement as a consideration, we are intentionally placing social value alongside economic value in our decision-making process.
This initiative is part of an ongoing partnership between Financial Services and the Office of the Vice-President, Equity and Community Inclusion (OVPECI) to develop a Social Procurement Program and corresponding policies for Ryerson.
Canadian Aboriginal and Minority Supplier Council (CAMSC)
As a member of CAMSC, Ryerson has access to a range of products and services from Indigenous and and racialized-owned businesses that operate in Canada. These suppliers are vetted by CAMSC certification, external link, which includes the criteria that the business is at least 51% owned, managed and controlled by an Indigenous Person(s) or racialized person(s).
Not only will this enable the university to diversify the supply chain within which Ryerson conducts business, but also allows us to support the CAMSC’s efforts to increase engagement, inclusion and utilization of products and services from its diverse network.
As outlined by the CAMSC, the current economic climate in Canada has “led the private sector to assume a more active role within the communities in which they do business.” Strong partnerships between government, institutions, major corporations and small businesses will allow for a more “equitable distribution of wealth, the creation of employment opportunities, and creation of an expanded customer base.”
This new partnership means that Ryerson employees, faculties and departments making purchasing decisions now have access to over 450 certified suppliers in the CAMSC network.
How Purchasing Services can support you
Wherever possible, Purchasing Services will proactively prioritize suppliers from the CAMSC network on behalf of Ryerson. Our purchasing analysts will be reviewing our vendor spends across the university to identify opportunities to engage vendors from CAMSC.
If you are beginning a new procurement process, contact Purchasing Services who will review the list of CAMSC suppliers and provide you recommendations and support.
Selecting suppliers from the CAMSC network means we can make purchases with the confidence that our choice invests in the advancement of Indigenous and racialized communities.
Additional social procurement initiatives and partnerships
The university is also a named partner in the AnchorTO, external link network—a City of Toronto community of practice project for public sector institutions. By participating in the network, Ryerson has committed to leveraging its procurement and investments to achieve inclusive economic development outcomes.
In 2019, Ryerson participated along with the University of Toronto and AnchorTO in a MaRS innovation project entitled Buying With Impact, external link. Together, we developed a playbook to guide post-secondary institutions in the Greater Toronto Area in procuring more goods and services from social enterprises. The playbook will play a strong role as Ryerson formalizes its social procurement policy at the university.
Part 2: Life Cycle Cost Analysis
Yes
Which of the following best describes the institution’s use of LCCA?:
Institution employs LCCA less comprehensively, e.g. for certain types of systems or projects and not others
A brief description of the LCCA policy and/or practices:
The following language is included in our RFPs and Scope of Work for capital and deferred maintenance projects with potential energy impacts:
Life Cycle Cost Analysis Requirements:
Life Cycle Cost Analysis (LCCA) should be performed to quantify the 20 year impacts on GHG, energy costs, maintenance costs, etc. The results of the energy modeling may be used to perform Life Cycle Cost Analyses and/or Parametric analyses.
Models of up to (3) three design options for the upgrades.
Because of uncertainty of energy prices and the lifetime of typical components, life cycle cost analysis for energy purposes will typically be done over a 20-year period. The Ryerson Project Team shall define the discount rates and the acceptable Rate of Interest/Return on Investment (ROI) and lifetimes to be used for any LCCA analyses required.
Part 3: Commodity-Specific Sustainability Criteria
To count, the criteria must address the specific sustainability challenges and impacts associated with products/services in each category, e.g. by requiring or giving preference to multi-criteria sustainability standards, certifications and labels appropriate to the category. Broader, institution-wide policies should be reported in Part 1, above.
Chemically Intensive Products and Services
No
A brief description of the published sustainability criteria for chemically intensive products and services:
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Construction and Renovation
No
A brief description of the published sustainability criteria for construction and renovation products:
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Information Technology (IT)
No
A brief description of the published sustainability criteria for IT products and services:
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Food Services
No
A brief description of the published sustainability criteria for food services:
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Garments and Linens
No
A brief description of the published sustainability criteria for garments and linens:
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Professional Services
No
A brief description of the published sustainability criteria for professional services:
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Transportation and Fuels
No
A brief description of the published sustainability criteria for transportation and fuels:
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Wood and Paper
No
A brief description of the published sustainability criteria for wood and paper products:
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Other Commodity Categories
No
A brief description of the published sustainability criteria for other commodity categories:
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Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.