Hansel’s key stakeholders include customers, suppliers, the owner, and employees. The company also has various other stakeholders, such as the legislative bodies responsible for procurement legislation, non-profit organisations, industry organisations, and the media.
In early 2013, Hansel updated its stakeholder analysis, identifying and classifying all relevant stakeholders and assessing their interactive relationships with Hansel, as well as their expectations for the company.
Analysis of the major stakeholders with whom Hansel regularly works
|Stakeholder||Expectations and requirements||Impact on stakeholders||Management and co-operation practices|
|Procurement units||Procurement procedures that, in addition to taking the customers’ needs into account, offer good terms, reasonable pricing, high-quality service, ease of use, and proven compliance with legislation. Support for the tendering processes of in-house procurement.||Reducing the procurement expenses of state administration procurement organisations and the effort related to procurement; centralised accountability for sustainable choices in state administration procurement.||Operations are based on a customer relationship plan, drawn up annually, wherein areas of focus and major customer relationship development activities are identified. Responsibility: Director, Customer Relations and Customer Managers|
|Group service providers||Hansel is expected to support the operations of service centres through its framework agreement services and expertise in procurement legislation and tendering.||Reducing the procurement expenses of state administration procurement organisations and the effort related to procurement. Centralised accountability for sustainable choices in state administration procurement.||Group service providers are perceived to be steering the procurement of state administration in the service and product categories for which they are responsible. Hansel Ltd aims to develop its solution offering to be able to support centres’ operations more efficiently. Responsibility: Director, Customer Relations and Procurement Sector Heads|
|Framework suppliers||Profitable commercial activities with state administration organisations; professional tendering processes coupled with non-discriminatory and fair treatment.||Significant sales volumes for the suppliers with successful tenders; non-discriminatory and fair treatment of suppliers; requirements that promote sustainable choices.||Supplier co-operation is conducted in line with an action plan prepared annually. Responsibility: Chief Category Officer, Category Managers|
|Owner||A well-run, responsible company that generates savings for state procurement.||Generation of savings in the state’s operational costs via improved procurement profitability and savings on procurement expenses; state procurement operations that are fully compliant with legislation.||Hansel Ltd aims to be active in expressing the views of the central procurement unit on state procurement development and savings opportunities. Responsibility: CEO|
|Hansel personnel||Secure and rewarding employment; opportunities to develop both individual skills and the company.||An employer with long-term, responsible operations, offering, alongside financial compensation, an attractive work environment and the opportunity to influence projects that are significant at national level.||This involves HR programmes. Responsibility: Head of Finance, HR Manager|
|Relationships with other stakeholders|
|Legislative bodies||Presenting the viewpoint of the procurement unit in support of legislative development.||A skilled and professional unit that can share practical experiences of public procurement and the related legislation.||Hansel actively makes development proposals, participates in working groups, and organises information sessions. Responsibility: Head of Legal Affairs|
|Other state administration||Presenting the perspective of the procurement unit and central procurement units.||Varies, depending on the stakeholder.||Active participation in dialogue is encouraged, and regular meetings are held with partner management and key personnel.|
|Industry organisations||Dialogue supporting the development of contract terms.||Greater efficiency and impact of operations: a centralised and efficient channel through which the interests of the parties Hansel represents can be voiced in state procurement.||Co-operation is maintained through regular meetings and representatives’ inclusion in tendering processes. Responsibility: Category Managers|
|Not-for-profit organisations||Promotion of responsibility and sustainable development.||Greater efficiency and impact of operations: a centralised and efficient channel for promoting sustainable choices in state administration procurement.||Establishing co-operation and sharing information. Utilising the expertise of the organisations in framework agreement tendering processes. Responsibility: Corporate Responsibility team|
|Media||Information and news items on state administration procurement and procurement operations.||Greater efficiency of operations: a professional entity providing reliable, centralised information on state administration procurement and procurement operations.||Media needs are responded to through active services. Responsibility: Communications Manager|