83
• 2014: launch of a new governance based on different working groups to
strengthen collaboration between the different stakeholders within the platform
The sectorial approaches launched in 2012 have the ambitious objective of moving beyond applying LCA studies in an isolated fashion, to mainstreaming life cycle
management across entire sectors at the regional level, including the numerous
SMEs present. The fi rst “wave” of four sectors in 2012 (textile, seafood, packaging
and mechanical) enabled the development of a common methodology to establish
strategic action plans to mainstream LCM into business, education and research
organizations. A second wave of sectors (food, wood, building and recycling/
end-of- life) undertook the process in 2013 and the renewable energies sector is
developing their strategy in 2015.
This chapter presents the overall approach and the fi rst results obtained in the
mainstreaming of business Life Cycle Management practice and public Life Cycle
Thinking awareness in a region through this, to our knowledge unique sectorial
approach, whilst developing the necessary competence to transform awareness into
action by stakeholders at different levels of infl uence.
3 Approach
Most SMEs lack the fi nancial capacity or human resources to implement LCM on
their own. Therefore, they need to work with support organizations at the regional
level, and in general they are ready to work with other companies of their sector.
In Northern France, professional support organizations, including clusters,
business federations and Chambers of Commerce, have come together under the
auspices of the [avniR] LCA Platform to explore ways to help their businesses
adopt LCM. The strategy for achieving this is based on the following key concepts
(Adibi and Bricout 2012 ):
1. LCM capacity should be built into existing support organizations, so that
businesses receive advice and tools from organizations that they already know
and trust
2. Tools and actions to support LCM integration need to be adapted to different
sectors to make them as relevant as possible to SMEs
3. Training and research capacity, also within universities and public research
centers, needs to be developed to respond to needs of businesses
Before starting the process, there is an identifi cation of the most strategic sectors
to help integration of LCM within the region. The economic, environmental and
social characteristics of the sector are considered jointly with the diffi culty of mobilizing the sector (level of motivation/awareness and the existence of well identifi ed
actors for dissemination).
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…
• 2014: launch of a new governance based on different working groups to
strengthen collaboration between the different stakeholders within the platform
The sectorial approaches launched in 2012 have the ambitious objective of moving beyond applying LCA studies in an isolated fashion, to mainstreaming life cycle
management across entire sectors at the regional level, including the numerous
SMEs present. The fi rst “wave” of four sectors in 2012 (textile, seafood, packaging
and mechanical) enabled the development of a common methodology to establish
strategic action plans to mainstream LCM into business, education and research
organizations. A second wave of sectors (food, wood, building and recycling/
end-of- life) undertook the process in 2013 and the renewable energies sector is
developing their strategy in 2015.
This chapter presents the overall approach and the fi rst results obtained in the
mainstreaming of business Life Cycle Management practice and public Life Cycle
Thinking awareness in a region through this, to our knowledge unique sectorial
approach, whilst developing the necessary competence to transform awareness into
action by stakeholders at different levels of infl uence.
3 Approach
Most SMEs lack the fi nancial capacity or human resources to implement LCM on
their own. Therefore, they need to work with support organizations at the regional
level, and in general they are ready to work with other companies of their sector.
In Northern France, professional support organizations, including clusters,
business federations and Chambers of Commerce, have come together under the
auspices of the [avniR] LCA Platform to explore ways to help their businesses
adopt LCM. The strategy for achieving this is based on the following key concepts
(Adibi and Bricout 2012 ):
1. LCM capacity should be built into existing support organizations, so that
businesses receive advice and tools from organizations that they already know
and trust
2. Tools and actions to support LCM integration need to be adapted to different
sectors to make them as relevant as possible to SMEs
3. Training and research capacity, also within universities and public research
centers, needs to be developed to respond to needs of businesses
Before starting the process, there is an identifi cation of the most strategic sectors
to help integration of LCM within the region. The economic, environmental and
social characteristics of the sector are considered jointly with the diffi culty of mobilizing the sector (level of motivation/awareness and the existence of well identifi ed
actors for dissemination).
7 Mainstreaming the Use of Life Cycle Management in Small and Medium Sized…