champions to identify which societal commitments their project may affect,
positively or negatively. This is revisited at key moments in the project, i.e.
when passing a stage gate or a major change occurs.
(2) Comparison to the Nestlé materiality matrix (Fig. 2), which summarizes the
issues of concern to the company and its stakeholders. As the 42 commitments
are not exhaustive to all potential issues, this enables project managers to
understand if their project may assist in other areas of concern.
(3) An action plan is developed to either mitigate or leverage the potential impacts
and is then recorded as part of the project process. The actions can consist of
carrying out further in-depth assessments as the project progresses and more
information becomes available.
(4) The tool covers every step in the value chain from ingredients, processing in
our factories, packaging, consumer use right through to end of life. It allows a
deep dive into specific aspects; for example, into ingredients and responsible
sourcing, linking into the Procurement side of the company.
(5) At this point, a project is also assigned a specific rating for potential environmental sustainability impact, which is a key KPI tracked at a strategic level
across the project portfolio. This tracking allows the calculation of time spent
on projects of different ratings, an important indicator as to whether the portfolio will deliver against our environmental commitments. This rating can be
reviewed or ratified at various points in the project process.
(6) The assessment itself ends at this point, having taken approximately an hour but
delivering key information on how the project will deliver against sustainability
and an action plan for improvement.
Following up on the agreed actions usually involves the use of EcodEX, a
simplified environmental life cycle assessment tool developed with an outside IT
company, Selerant [3]. This tool allows the comparison of multiple scenarios, for
instance a current product in the market versus an innovation. Early use allows
detailed quantitative information on potential environmental issues and benefits to
be available for decision making at a point where there is more design freedom and
less cost to make changes.
Future potential work to develop this tool may include a stronger social focus
and Nestlé is evaluating the latest methodologies in this area.
4 Integrated Product Development
4.1 PrIME
Consumer centric product development, renovation or innovation must also take into
account the different elements influencing the decision to buy food and beverage
products. These are taste, price, healthiness, convenience and sustainability [4].
450
N. Espinoza-Orias et al.
positively or negatively. This is revisited at key moments in the project, i.e.
when passing a stage gate or a major change occurs.
(2) Comparison to the Nestlé materiality matrix (Fig. 2), which summarizes the
issues of concern to the company and its stakeholders. As the 42 commitments
are not exhaustive to all potential issues, this enables project managers to
understand if their project may assist in other areas of concern.
(3) An action plan is developed to either mitigate or leverage the potential impacts
and is then recorded as part of the project process. The actions can consist of
carrying out further in-depth assessments as the project progresses and more
information becomes available.
(4) The tool covers every step in the value chain from ingredients, processing in
our factories, packaging, consumer use right through to end of life. It allows a
deep dive into specific aspects; for example, into ingredients and responsible
sourcing, linking into the Procurement side of the company.
(5) At this point, a project is also assigned a specific rating for potential environmental sustainability impact, which is a key KPI tracked at a strategic level
across the project portfolio. This tracking allows the calculation of time spent
on projects of different ratings, an important indicator as to whether the portfolio will deliver against our environmental commitments. This rating can be
reviewed or ratified at various points in the project process.
(6) The assessment itself ends at this point, having taken approximately an hour but
delivering key information on how the project will deliver against sustainability
and an action plan for improvement.
Following up on the agreed actions usually involves the use of EcodEX, a
simplified environmental life cycle assessment tool developed with an outside IT
company, Selerant [3]. This tool allows the comparison of multiple scenarios, for
instance a current product in the market versus an innovation. Early use allows
detailed quantitative information on potential environmental issues and benefits to
be available for decision making at a point where there is more design freedom and
less cost to make changes.
Future potential work to develop this tool may include a stronger social focus
and Nestlé is evaluating the latest methodologies in this area.
4 Integrated Product Development
4.1 PrIME
Consumer centric product development, renovation or innovation must also take into
account the different elements influencing the decision to buy food and beverage
products. These are taste, price, healthiness, convenience and sustainability [4].
450
N. Espinoza-Orias et al.