Sustainable Value Chains and Life Cycle Management Capability

The UNEP/SETAC Life-Cycle Initiative focuses on building capacity for sustainable value chains through the Life Cycle Management Capability Maturity Model (LCM-CMM). It emphasizes implementing science-based life cycle approaches globally by transitioning from events to management systems, conducting action learning workshops, managing the white spaces, and following cycles of learning. The initiative also stresses the importance of metrics and management systems in achieving superior financial performance, social responsibility, customer satisfaction, and efficient internal processes. Additionally, it outlines essential management practices for equipment maintenance and operations inspections in promoting sustainability.

• Sustainability
• Life Cycle Management
• Capacity Building
• Sustainable Value Chains
• UNEP/SETAC

gine_649 Follow

Uploaded on Sep 10, 2024 | 1 Views

Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

Presentation Transcript

1. UNEP/SETAC Life-Cycle Initiative Life Cycle Management Capability Maturity Model (LCM-CMM) Building Capacity for Sustainable Value Chains International Life Cycle Partnership To bring science-based life cycle approaches into practice worldwide

2. MOVING FROM EVENTS TO MANAGEMENT SYSTEMS

3. ACTION LEARNING WORKSHOP Hosted by business manager Facilitated by LCM champion Active learning Feedback from work outcome Accelerated implementation PLANNING DEFINITION VALIDATION DELIVERY SUPPORT ACTIONABLE TASKS

4. MANAGING THE WHITE SPACES

5. CYCLES OF LEARNING Management Commitment Communicate vision and provide necessary resources Identify improvement priorities Set quantified targets Plan Identify key gaps to be addressed in next cycle Linked to business strategy Integrated into organizational routines Act Do Embed new practices in management system Action learning Defined processes Roles & responsibilities Training & development Learn Assess performance against targets Capture lessons learned

6. METRICS & MANAGEMENT SYSTEMS Financial Perspective Policy Management review Superior return on invested capital Superior CSR performance PROXY MEASURES Who reward investors Customer Perspective Objectives & targets Communications Delighted customers and satisfied stakeholders OUTCOMES That deliver products & services Internal Business Process Programs Operational controls Disciplined & focused processes OUTPUTS To facilitate Roles & responsibilities Employee Development & Innovation Encourage new behaviors INPUTS Training

7. MANAGEMENT PRACTICES Equipment maintenance and operations inspections Check pumps, valves, level switches and pressure and flow regulators for leaks or needed repairs/ maintenance Check water, heat transfer, & chemical dispensing systems piping, drums, pumps and valves for any leaks Check and clean filters on regular basis Maintain schedule for calibration of all measuring and dispensing devices All thermal treatment units should undergo preventative maintenance and cleaning at least once a year

8. METRICS For Managing Company and Characterizing Impacts Final report from the IMPRESS project: Implementation of integrated environmental information systems. Industrial Environmental Informatics Chalmers University of Technology. CPM Report 2006:18

9. MOVING FROM EVENTS TO MANAGEMENT SYSTEMS New Product/ Business Development OPPTY ANALYSIS DETAILED DESIGN LIFE CYCLE MGMT CONCEPT VALIDATE DELIVER Set goals Map system Assess Select option Implement and measure Sustain Action Learning Improvement Events Customer & Stakeholder Feedback Product/ Process Requirements & Project Goals Objectives & Targets Aspects & Impacts EH&S ANNUAL PLANNING & EVALUATION EH&S Management Systems

10. ACCOUNTABILITY Example GRI G3 Guidelines Aspect Indicator Comments EN3 Direct energy consumed by source Use heat recovery project to develop energy and GHG inventory Environment EN16 Total direct & indirect GHG by weight LA10 Average hours of training Add energy / climate training programs Labor Practices and Decent Work Human Rights SO1 Impact of operations on communities Communicate benefits of energy/ water savings from process line upgrades Society PR1 Life cycle assessment Screening LCA of organic cotton Product Responsibility Link impact of improvement projects to stakeholder reporting & communications Gap assessment to ensure relevant issues addressed

11. ACCOUNTABILITY Example ULE 880 Standard Aspect Indicator Comments Governance for Sustainability 18.2 GHG Inventory Scope 1 and 2 Use energy upgrades to build program 18.4 Energy and GHG Mgmt. Program Environment 24.2 Product Design- Life Cycle Program Screening LCA 27.3 Professional Development Training Program Expand with energy/ climate program Work Force Customers and Suppliers Community Engagement and Human Rights

12. CONTINUAL IMPROVEMENT Even if you're on the right track, you'll get run over if you just sit there. Will Rogers