Natural Resources Institute Finland’s operating model for sustainable procurement is based on minor measures

The Finnish Natural Resources Institute’s procurement team had already started to draw up a sustainable operating model for procurement a couple of years ago, but there was always something more urgent in the way of completing the project. In spring 2025, Procurement Manager Sarita Knuutila discussed the matter with the head of Hansel’s procurement development unit, Kalle Pinni, and by the end of the year, the results of their collaboration were already being enjoyed. A concise and practical operational model to support the sustainability of procurement was developed with the help of Hansel’s development managers Kati Ahola and Pauliina Virtanen in three workshops.

Natural resources and sustainability are at the core of Luke’s operations. Luke’s new strategy together with the Act on Public Procurement and Concession Contracts laid down a solid foundation for the operating model for sustainable procurement.

“The goals set were to include sustainability criteria in requests for tenders and contracts and to reduce the carbon footprint in procurement,” says Knuutila, describing the focus areas of the development work.

The main focus was on ecological and administrative-financial responsibility, but also social responsibility aspects were included. Knuutila considers it important that the right level of depth for the organisation in question as well as the starting point for increasing sustainability were identified at the start of the project.

“We have three main procurement categories, the largest of which are various procurements related to agriculture and fisheries. In addition, we procure a lot of analysis services and laboratory products. Kati and Pauliina excellently gave us suitable suggestions and examples to include in the operating model,” Knuutila says.

The workshops combined theory and practice

The preparation of the sustainable procurement operating model began with an introduction to the topic and reflection on awakening questions. Luke carries out most of its procurement from small companies. In such a supplier group, demanding extensive certificates and audits is not a viable way of promoting sustainability, but the means had to be found in day-to-day operations.

“It was important that we first identified our own operating environment. Kati and Pauliina skillfully guided our thinking to small actions, such as sorting or transport, where also our suppliers can make sustainable choices,” Knuutila describes.

The workshops led by Hansel employees included all seven persons involved in procurement at Luke. Two workshops were organised remotely and one on-site. The contents were planned in a joint project team, and the working platform and methods were prepared by Hansel employees.

“The workshops were scheduled for the entire autumn, and it was easy for the participants to commit to them. We really got a lot out of the topic by discussing it together with the entire team. The way of working will certainly also promote the implementation of the results in the future, as everyone is already familiar with the agreed operating models,” says Knuutila.

After identifying the sustainability themes, it was time to narrow down and assess whether the requirements would reduce supply too much. Luke’s lawyers were also involved in considering the matters that will be included in future contracts, and Hansel employees supported the process with their own expertise.

The outcome was concrete tools that can be deployed immediately. Next, internal training on procurement will be arranged for all Luke employees in order to make them more accessible. Sustainable procurement is also one of the themes. Knuutila would like to thank Ahola and Virta for their pleasant cooperation, the lessons learned along the way and the effective workshops. The working hours spent on them resulted in an excellent operating model for sustainable procurement, of which Luke is proud.

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