INTRODUCING A SECTORIAL FRAMEWORK TO BETTER EVALUATE LIFE CYCLE THINKING MATURITY

Transcription

1 INTRODUCING A SECTORIAL FRAMEWORK TO BETTER EVALUATE LIFE CYCLE THINKING MATURITY a sector based and regional approach in Northern France 6-7 Novembre 2012, Lille, FRANCE n.adibi@cd2e.com Naeem Adibi and Jodie Bricout, cd2e Plateforme [avnir], Christelle Demaretz, région NPdC, Christophe Bogaert, ADEME, Anne Valentine Duffrène, MAUD competitivity cluster, Patrick Orlans, CETIM Technical Centre for the Mechanical industry, Catherine Beutin, Aquimer competitivity cluster, Jeanne Meillier, UP-tex competitivity cluster

2 Overview GLOBAL CONTEXT [avnir] LCA PLATFORM WHY SECTORIAL APPROCHES APPROACH SECTORIAL FRAMEWORK 4 PIONEERING SECTORS SYNTHESIS OF RESULTS LEARNINGS & REFINING THE METHODOLOGY RESULTS & CONCLUSIONS INTRODUCING SECTORIAL FRAMEWORK CONCLUSIONS & NEXT STEPS

3 The [avnir] LCA Platform A collaborative ressource centre for Life Cycle Thinking in the Northern France region 2009: Creation of [avnir] Life Cycle Platform Water Working with Business clusters Higher education Research laboratories Policy makers Energy Eco-construction Eco-materials Recycling 0 years of eco-enterprise support in Nord-Pas de Calais Improve Experts Evaluate LCA Communicate In order to Integrate Life Cycle approaches into all economic sectors Eco-design Eco-labelling

4 WHY SECTORIAL APPROCHES? 1 st phase: opportunistic Calls for projects Support for motivated businesses Good for developing case studies: learning by doing Inefficient: difficult to create widespread change Supports and developments should be based on needs and capacities Hard to decide where to put the effort: awareness raising, capacity building, eco-design case studies, eco-labelling support You don t get two chances with SMEs!!

5 WHY SECTORIAL APPROCHES? Developments in LCA/Eco-design approaches are not the same for different sectors Organization, structure and needs of sectors are diverse Existence of clusters in France and their interaction with businesses 2 nd phase: sector support Build LCM capacity into existing support organisations Adapt tools and actions to support LCM integration to different sectors Develop training and research capacity

6 Approach LCM Champion Sector maturity assessment Benchmark avnir sectorial approach Needs Identification Action Plan development Implementation Stakeholder engagement Mainstreaming

7 4 PIONEERING SECTORS NPdC Seafood Mecanical Packaging Textiles Entreprises employees Turnover 1 Billion 7.8 Billion 1 Billion 5.3 Billion 95% SMEs and VSEs 90% SMEs and VSEs _ mainly SMEs 6% of the national workforce of the sector 20% of the national workforce of the sector Sharing and capitalisation of experiences Technical and organisational support

8 SYNTHESIS OF RESULTS 1- Benchmark With a clear life cycle perspective What are the environmental challenges for the sector? What is the regulatory and normative context for the sector? Environmental regulations like REACH of EoL obligations Standards, labels etc with a LC element Client drivers (like environmental labeling) Differentiated according to the type of client (B2B or B2C, major sectors) Competition from other countries What are the market drivers? How is the sector working on life cycle thinking? Number of LCAs available Organisations working on the subject (networks, research centres, NGOs ) Business guides, tools on eco-design?

9 SYNTHESIS OF RESULTS 2- Sector maturity assessment Textile Packaging Seafood Mecanical Companies in NPdC region Companies concerned by study Companies mobilised 23% 26% 28% 27% Researchers, Universities, Training organisations Institution partners, federations Surveyed Interviewed Active participation (workshops) Total Over 400 stakeholders involved

10 SYNTHESIS OF RESULTS 2- Sector maturity assessment Each consultant has been free to develop their own methodology (in accordance with the steering committee) Surveyed Interviewed Active participation (workshops) Evaluation methods

11 SYNTHESIS OF RESULTS 2- Sector maturity assessment Capability Maturity Model (CMM) (UNEP/SETAC). LEADERSHIP THE LIFE CYCLE MANAGEMENT PROCESSES 3 main criteria define by 12 key business processes. based on continual improvement methods (Lean manufacturing & Six Sigma). self-assessment can be done by a none-lca expert The method is not developed to note companies but to provide a better understanding of companies and to help them improve their competitiveness and finding environmental business opportunities ENABLING INFRASTRUCTURE enterprise strategic planning implement life cycle management practices assess performance and communicate to interested stakeholders continual improvement business acquisition and program management requirements definition productsmanage the supply chain Produce products Distribute, support and retire products organizational & process enablers AFAQ Eco-design guide is based on ISO 14001, 9001, 14006, measure Eco-design maturity in SME s The guide is divided into 4 levels: initial, progression, confirmed, exemplary. The evaluation is based on a product vision and is done by an external auditor. leadership responsibility project management 4 main criteria product manufacturing project feedback

12 INTRODUCING SECTORIAL FRAMEWORK Company Value Chain Activity Product-Service Segmentation Number of employees and turnover Market (B2B, B2C ) Design, Fabrication, Commercialisation, Recycling, Subcontractor Sector dependent Expectations of the sector stakeholders Expectations Educational and universities for consulting and support for research developments for training and information over tools/data bases developments over the value chain external helps and supports

13 INTRODUCING SECTORIAL FRAMEWORK 5 main criteria: General Knowledge Description of sustainable development Description of Eco-design/LCA vision in the company Exhaustive definition of Eco-design/LCA approaches Company's involvement in sustainable development Company Global Strategy for Integration of objectives in business plan and following by key performance indicators the environment and sustainable Level of integration of stakeholders in the value chain development Percentage of turnover engaged in environmental issues Challenges associated to Ecodesign/LCA approach Eco-design/LCA approach maturity Resources dedicated to Ecodesign/LCA Continual improvement and communication Life cycle thinking integration in company environmental process Motivations and goals of the company Precursor entities for integration of Eco design/lca Market opportunity External pressures and regulation Obstacles for the approach Major environmental issues link to company activities Implementation of Eco-design/LCA actions Tools and methods use for Eco-design/LCA Impacts links to company activities (greenhouse gas, water consumption, resource depletion ) Understanding of life cycle phases (impacts) of products and/or services Percentage of projects which integrate life cycle thinking Environment and/or eco-design/lca manager Identification of resource people and network development Internal capacity building (Ex.training) Preference in use of internal or external resources Internal valorization and communication of experiences External communication of successful experiences Qualitative and quantitative measurement system related to progresses Review, follow and validation of eco-design/lca approach objectives Feedback of actions and projects (continual improvement)

14 20 / / / / / 100 LEARNINGS & REFINING THE METHODOLOGY We tried to note four studies evaluation methods (based on a 1 to 4 scoring) none of the methods are mature as they were used during experimentation framework must be slightly adapted. Company Typology Integrated Value Chain Activity Product-Service Typology General Knowledge Sectorial framework to better evaluate Life Cycle Thinking maturity Segmentation Number of employees and turnover Market (B2B, B2C ) Design, Fabrication, Commercialisation, Recycling, Subcontractor Sector dependent Maturity Description of sustainable development Description of Eco-design/LCA vision in the company Exhaustive definition of Eco-design/LCA approaches Studies Company Global Strategy for the environment and sustainable development Challenges associated to Ecodesign/LCA approach Eco-design/LCA approach maturity Resources dedicated to Ecodesign/LCA Continual improvement and communication Expectations Expectations of the sector stakeholders Company's involvement in sustainable development 2 Integration of objectives in business plan and following by key performance indicators 2 3 Level of integration of stakeholders in the value chain 3 Percentage of turnover engaged in environmental issues 3 Life cycle thinking integration in company environmental process Motivations and goals of the company Precursor entities for integration of Eco design/lca 3 Market opportunity External pressures and regulation 4 Obstacles for the approach Major environmental issues link to company activities 4 Implementation of Eco-design/LCA actions Tools and methods use for Eco-design/LCA 4 Impacts links to company activities (greenhouse gas, water consumption, resource depletion ) Understanding of life cycle phases (impacts) of products and/or services Percentage of projects which integrate life cycle thinking Environment and/or eco-design/lca manager Identification of resource people and network development Internal capacity building (Ex.training) 2 4 Preference in use of internal or external resources Internal valorization and communication of experiences External communication of successful experiences 4 2 Qualitative and quantitative measurement system related to progresses 4 Review, follow and validation of eco-design/lca approach objectives Feedback of actions and projects (continual improvement) 2 4 Educational and universities expectations Expectations for consulting and support Expectations for research developments Expectations for training and information Expectations over tools/data bases developments Expectations over the value chain Expectations for external helps 35/ / / / 100

15 CONCLUSIONS & NEXT STEPS Although several criteria are shared between methods, the common criteria used in the four studies are limited to 2. In addition, eight criteria were not used by any of the four studies. The results confirmed that none of the four experiments reflect the complete vision of sectorial framework. We introduce this sectorial framework based on limited experiences. For further improvements, experimentations and case studies should be done in other sectors and regions. Feedback can be used as a continual improvement of the framework. Even though this method was developed to evaluate a sectorial maturity, it can be used also as a self-assessment framework by business. For sure, based on needs of each sector and profile of companies, the proper method should be adapted.

16 CONCLUSIONS & NEXT STEPS 4 new sectors 4 new sectors are going to apply the same concept: building and construction, food, recycling and wood. BUILDavniR BOISavniR FOODavniR MATavniR

17 Thank you Naeem ADIBI Cd2e LCA Platform

18 INTRODUCING SECTORIAL FRAMEWORK CMM and AFAQ are applicable in general individual assessment; they are not representing a specific sectorial vision. That s why this framework (figure 1) has been developed not only based on self-assessment methods but also on the practical sectorial experiences conducted in north of France. We also try to include a step by step measurement method. The four methods used in sectorial studies were developed independently. Based on results of these studies and the feedbacks of responding companies and organizations, more criteria have been added. In the same time, studying additional methods gave us a more exhaustive understanding of individual assessment methods. We finalize avnir sectorial framework considering both of these two approaches. This framework (Figure 1) is composed of 5 main criteria: Company Global Strategy for the environment and sustainable development Challenges associated to Eco-design/LCA approach Eco-design/LCA maturity approach Resources dedicated to Eco-design/LCA approach Continual improvement and communication efforts