Sustainability in the supply chain
Principle 1: Businesses should support and respect the protection of universally recognized human rights within their sphere of influence.
Principle 2: Businesses should make sure that they are not complicit in human rights abuses.
Principle 3: Businesses should respect the freedom of association and the effective recognition of the right to collective bargaining.
Principle 4: Businesses should support the elimination of all forms of forced and compulsory labor.
Principle 5: Businesses should support the effective abolition of child labor.
Principle 6: Businesses should support the abolition of discrimination in respect of employment and occupation.
Principle 7: Businesses should support a precautionary approach to environmental challenges.
Principle 8: Businesses should encourage initiatives that promote greater environmental responsibility.
Principle 9: Businesses should encourage the development and diffusion of environmentally friendly technologies.
Promoting financial sustainability, growth and better implementation of resources at the institutional level is a strategic priority for the Hospital, which is why it has processes that allow it to identify and manage its financial risks and opportunities in the provision of health services.
This chapter will address some aspects related to the economic investments made by the Hospital, which allow it to add value with its stakeholders. It will also review the sustainability strategies in the supply chain, positively impacting the relationship between the Hospital and its group of suppliers under the premises of transparency, legitimacy, trust and security.
SUSTAINABLE INVESTMENTS
GRI 201] [GRI 201-1] [GRI 201- 4] [GRI 203- 1] [GRI 204- 1] [GRI 204- 1].
These are some financial data that show the economic performance of the Hospital during the period January - December 2024, which correspond to different topics such as investments in research, education, training, infrastructure and outreach programs and social impact to different stakeholders:
Operating income
742.927
Millions of pesos
Operating expenses
672.714
Millions of pesos
Payment to collaborators
378.991
Millions of pesos
Payment to suppliers
302.838
Millions of pesos
Investment in education
advanced and continuing
of employees
33.341
Millions of pesos
Investment in infrastructure
Investment in medical technology
and construction projects
6.561
Millions of pesos
Investment in
research
Hospital's own research
686
Millions of pesos
Investment in students
of the Institute of Education
of the Hospital
685
Millions of pesos
Subsidies granted to patients
to patients to access health
health services
316
Millions of pesos
Investment in Social Responsibility
Social Responsibility
with the community
286
Millions of pesos
SUSTAINABILITY IN THE SUPPLY CHAIN
Social, environmental and economic sustainability are a fundamental part of the Hospital's relationship with its stakeholders. In the supply chain it takes on real importance because it seeks to minimize the negative impacts that may be generated and thus develop sustainability strategies to create shared social value and benefits of mutual scope.
Logistics and Supply Department Team Members - HPTU
Some of the strategies promoted to achieve this objective are:
Post-consumer
post-consumer policy for
suppliers
-
-
-
-
Its objective is to implement strategies aimed at reducing the waste generated at the Hospital through collaborative work with suppliers, in order to integrate returnability under eco-design criteria in their supplies and packaging.
Sustainable purchasing
sustainable procurement policy for
hazardous materials
-
-
-
-
It allows establishing the parameters at the time of purchase, replacement and removal of hazardous materials within the Hospital, in order to identify and intervene risk factors and their consequences for the health of employees, as well as the integrity of the environment, materials and equipment used in the different processes.
Verification
System
Risk Management
Risk Management System
and Money Laundering
Financing of Terrorism
Financing of Terrorism Risk Management System, SARLAFT
Through a manual that allows the Hospital to implement policies and procedures to prevent loss or damage to be used as an instrument for money laundering or terrorist activities by its customers or users.
Development
and strengthening
supplier development and strengthening
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-
-
-
Through spaces aimed at the integration of knowledge, capacity building and the implementation of sustainability practices with delegated service providers within the Hospital.
Adhesion
to the United Nations
United Nations Global Compact
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-
-
Through which the Hospital tells its stakeholders and society in general about its commitment to human rights, labor standards, the environment and the Sustainable Development Goals (SDGs). The Hospital prioritizes among them SDG 8, Decent Work and Economic Growth; SDG 12, Responsible Production and Consumption and SDG 17, Partnerships to Achieve the Goals.
Certification
and management under
ISO 45001
y 14001
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-
-
This allows for continuous improvement in the referential of Occupational Health and Safety and Environmental Management within the Hospital.
SUPPLIER DEVELOPMENT AND STRENGTHENING
_
General Services and Environmental Management Department - HPTU Team
This strategy seeks to create spaces for the integration of knowledge, capacity building and the implementation of sustainability practices with delegated service providers within the Hospital. This strengthening is developed from a comprehensive perspective, addressing legal, social, environmental, occupational health and safety issues, among others, and, in turn, is based on a continuous accompaniment taking into account their needs and interests.
During 2024, the V Cycle of Supplier Development continued, in which more than 140 goods and services companies have participated as delegates in the areas of legal issues, humanism and excellence, management of chemical substances, and relations with stakeholders. This cycle will end in 2025 with a closing event where the successful experiences of the participating companies with respect to the sustainability approach will be socialized.
SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT ASSESSMENTS WITH SUPPLIERS
During 2024,
were carried out
28
evaluations
with social responsibility criteria
social responsibility criteria for goods and services
and services companies that are already
already working at the Hospital
and others in the bidding process;
In addition, in the environmental
environmental management
were valued
25
delegated service companies.
These spaces, in addition to assessing
the progress and challenges of suppliers
in the defined criteria, allow to generate
generate connections based on respect
respect, dialogue and transparency in relation to the management
and transparency with respect to the management developed.