120
Since the fi rst Eco-profi le reports were published, the LCA methodology,
standardization and practice have undergone substantial changes. New concepts,
such as EPD, Carbon Footprint or Product Environmental Footprint (PEF) have
emerged. Downstream industries like the building and construction sector have their
own standards and data needs. Hence, Eco-profi les need to change in response to
best practices and stakeholder needs. To this end, PlasticsEurope periodically seeks
stakeholder input on the Eco-profi le methodology. Furthermore, in view of the need
for globally harmonized practices and comparable results, PlasticsEurope welcomes and actively invites liaisons with other regional federations. As a contribution
towards shared best practices, the Eco-profi le methodology aligns with other material- or sector-specifi c standards.
2.3 Steering Product Portfolio to Foster Sustainable Solutions
The ambition to create sustainable products and services is being driven by a number of compelling business factors. New laws and standards regarding carbon emissions and other sustainability topics are being implemented all over the world. At
the same time, there is growing market uncertainty about the cost of raw materials
and the availability of natural resources. Finally, the end consumers are evolving
their expectations about the goods and services they purchase. Increasingly, they are
holding brand owners and companies to a higher account in terms of materials that
go into consumer products and the way those products are made.
BASF started and will continuously analyze the complete portfolio from the
viewpoint of the sustainability needs of their customers. Therefore BASF developed
the evaluation process “Sustainable Solution Steering” that allows to gain enhanced
internal transparency and consistency on the sustainable development performance
in all areas of the business globally (BASF 2015 ). The process also acts as an early
warning system that can identify where solutions are facing sustainability obstacles.
It also helps to identify sustainability benefi ts for the company, customers, society
and the environment. In addition, Sustainable Solution Steering provides the business units with the information they need to communicate opportunities for sustainable solutions. This insight can be used to differentiate in the specifi c markets, enter
into dialog with customers about their sustainability needs and hence generate new
business opportunities.
First a qualifi er check is conducted, where each solution is evaluated based on
companies and the value-chain-specifi c performance for economic, environmental
and social criteria. After that, the solutions are ranked according to their sustainability
performance in the respective application and clustered into one of the following
four categories:
• Accelerator: A solution with a substantial sustainability contribution in the value
chain
P. Saling
Since the fi rst Eco-profi le reports were published, the LCA methodology,
standardization and practice have undergone substantial changes. New concepts,
such as EPD, Carbon Footprint or Product Environmental Footprint (PEF) have
emerged. Downstream industries like the building and construction sector have their
own standards and data needs. Hence, Eco-profi les need to change in response to
best practices and stakeholder needs. To this end, PlasticsEurope periodically seeks
stakeholder input on the Eco-profi le methodology. Furthermore, in view of the need
for globally harmonized practices and comparable results, PlasticsEurope welcomes and actively invites liaisons with other regional federations. As a contribution
towards shared best practices, the Eco-profi le methodology aligns with other material- or sector-specifi c standards.
2.3 Steering Product Portfolio to Foster Sustainable Solutions
The ambition to create sustainable products and services is being driven by a number of compelling business factors. New laws and standards regarding carbon emissions and other sustainability topics are being implemented all over the world. At
the same time, there is growing market uncertainty about the cost of raw materials
and the availability of natural resources. Finally, the end consumers are evolving
their expectations about the goods and services they purchase. Increasingly, they are
holding brand owners and companies to a higher account in terms of materials that
go into consumer products and the way those products are made.
BASF started and will continuously analyze the complete portfolio from the
viewpoint of the sustainability needs of their customers. Therefore BASF developed
the evaluation process “Sustainable Solution Steering” that allows to gain enhanced
internal transparency and consistency on the sustainable development performance
in all areas of the business globally (BASF 2015 ). The process also acts as an early
warning system that can identify where solutions are facing sustainability obstacles.
It also helps to identify sustainability benefi ts for the company, customers, society
and the environment. In addition, Sustainable Solution Steering provides the business units with the information they need to communicate opportunities for sustainable solutions. This insight can be used to differentiate in the specifi c markets, enter
into dialog with customers about their sustainability needs and hence generate new
business opportunities.
First a qualifi er check is conducted, where each solution is evaluated based on
companies and the value-chain-specifi c performance for economic, environmental
and social criteria. After that, the solutions are ranked according to their sustainability
performance in the respective application and clustered into one of the following
four categories:
• Accelerator: A solution with a substantial sustainability contribution in the value
chain
P. Saling