INTRODUCING A SECTORIAL FRAMEWORK TO

BETTER EVALUATE LIFE CYCLE THINKING

MATURITY

a sector based and regional approach in Northern France

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

www.avnir.org

6 - 7 Novembre 2012, Lille, FRANCE

n.adibi@cd2e.com

Overview

GLOBAL CONTEXT

SECTORIAL FRAMEWORK

RESULTS & CONCLUSIONS

• [avniR] LCA PLATFORM

• WHY SECTORIAL APPROCHES

• APPROACH

• INTRODUCING SECTORIAL FRAMEWORK

• CONCLUSIONS & NEXT STEPS

• 4 PIONEERING SECTORS 2011-2012

• SYNTHESIS OF RESULTS

• LEARNINGS & REFINING THE METHODOLOGY

The [avniR] LCA Platform

A collaborative ressource centre for Life Cycle Thinking

in the Northern France region

Integrate Life Cycle

approaches into all

economic sectors

Working

with…

• Business clusters

• Higher education

• Research laboratories

• Policy makers

In order to…

10 years of eco-enterprise support

in Nord-Pas de Calais

Water

Energy

Eco-construction

Eco-materials

Recycling

2009: Creation of [avniR] Life Cycle Platform

Evaluate

LCA

Improve

Eco-design

Communicate

Eco-labelling

Experts

1st phase: “opportunistic”

• Calls for projects

• Support for motivated businesses

WHY SECTORIAL APPROCHES?

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!!

2nd 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

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

Mainstreaming

Approach

Benchmark

Sector

maturity

assessment

Needs

Identification

Action

Plan

development

avniR sectorial

approach

Implementation

Stakeholder engagement

LCM

Champion

4 PIONEERING SECTORS 2011-2012

Technical and

organisational support

Sharing and capitalisation

of experiences

NPdC Seafood Mecanical Packaging Textiles

Entreprises 280 1662 82 600

employees 1 500 37 500 7 500 20 000

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

SYNTHESIS OF RESULTS

1- Benchmark

•With a clear life cycle perspective

What are the environmental

challenges for the sector?

•Environmental regulations like REACH of EoL obligations

•Standards, labels etc with a LC element

What is the regulatory and

normative context for the sector?

•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?

•Number of LCAs available

•Organisations working on the subject (networks, research centres, NGOs…)

•Business guides, tools… on eco-design?

How is the sector working on life cycle

thinking?

SYNTHESIS OF RESULTS

2- Sector maturity assessment

Over 400 stakeholders involved

Textile Packaging Seafood Mecanical

Companies in NPdC region 600 82 280 1662

Companies concerned by study 200 82 130 750

Companies mobilised 45 21 36 201

23% 26% 28% 27%

Researchers, Universities, Training organisations… 7 4 15 8

Institution partners, federations… 6 10 4 11

Surveyed 32 - 32 -

Interviewed 20 21 19 201

Active participation (workshops) 8 18 - -

Total 58 35 55 220

SYNTHESIS OF RESULTS

2- Sector maturity assessment

Evaluation methods

Surveyed

Interviewed

Active participation (workshops)

Each consultant has

been free to develop their

own methodology (in

accordance with the

steering committee)

SYNTHESIS OF RESULTS

2- Sector maturity assessment

LEADERSHIP

•enterprise strategic planning

•implement life cycle management practices

•assess performance and communicate to interested stakeholders

•continual improvement

THE LIFE CYCLE MANAGEMENT PROCESSES

• business acquisition and program management

• requirements definition productsManage the supply chain

• Produce products

• Distribute, support and retire products

ENABLING INFRASTRUCTURE

•organizational & process enablers

Capability Maturity Model (CMM)

(UNEP/SETAC). • 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

3 main criteria

define by 12 key business

processes .

4 main criteria

leadership responsibility

project management

product manufacturing

project feedback

AFAQ Eco-design guide is based on ISO 14001, 9001, 14006, 14062

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.

INTRODUCING SECTORIAL FRAMEWORK

Expectations

Expectations of the sector stakeholders

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

Segmentation

Company Number of employees and turnover Market (B2B, B2C…)

Value Chain Design, Fabrication, Commercialisation, Recycling,

Subcontractor

Activity Product-Service Sector dependent

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 Global Strategy for

the environment and sustainable

development

Company's involvement in sustainable development

Integration of objectives in business plan and following by key performance indicators

Level of integration of stakeholders in the value chain

Percentage of turnover engaged in environmental issues

Life cycle thinking integration in company environmental process

Challenges associated to Eco-

design/LCA approach

Motivations and goals of the company

Precursor entities for integration of Eco design/LCA

Market opportunity

External pressures and regulation

Obstacles for the approach

Eco-design/LCA approach

maturity

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

Resources dedicated to Eco-

design/LCA

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

Continual improvement and

communication

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)

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.

Number of employees and turnover

Market (B2B, B2C…)

Integrated Value Chain Design, Fabrication, Commercialisation, Recycling, Subcontractor

Activity Product-Service Typology Sector dependent

Description of sustainable development

Description of Eco-design/LCA vision in the company

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 4 2 2 2

Precursor entities for integration of Eco design/LCA 3

Market opportunity

External pressures and regulation 4

Obstacles for the approach 4 4 4

Major environmental issues link to company activities 4

Implementation of Eco-design/LCA actions 4 3 4 4

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 4 4 4

Identification of resource people and network development 2 2 3 2

Internal capacity building (Ex.training) 2 4

Preference in use of internal or external resources 4 3 3

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 objectives2

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

20 /

100

20 /

100

20 /

100

20 /

100

20 /

100

35/ 100 25/ 100 31/ 100 27/ 100

1 2 3 4

Expectations

Expectations of the sector

stakeholders

Continual improvement and

communication

Feedback of actions and projects (continual improvement)4

Resources dedicated to Eco-

design/LCA

Eco-design/LCA approach maturity

Challenges associated to Eco-

design/LCA approach

Company Global Strategy for the

environment and sustainable

development

Maturity

General KnowledgeExhaustive definition of Eco-design/LCA approaches

Sectorial framework to better evaluate Life Cycle Thinking maturity Studies

Segmentation

Company Typology

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.

CONCLUSIONS & NEXT STEPS

4 new sectors

BOISavniR BUILDavniR FOODavniR

MATavniR

• 4 new sectors are going to apply the same concept:

building and construction, food, recycling and wood.

Thank you

Naeem ADIBI

Cd2e – LCA Platform

n.adibi@cd2e.com

www.avnir.org

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