可持續(xù)經(jīng)營(yíng)制造商綜合指南

1、WHAT SUSTAINABLE MANUFACTURING IS AND WHY IT IS A MAJOR OPPORTUNITY FOR ORGANIZATIONSDefining sustainable manufacturingThe United Nations definition of sustainable manufacturingcovers three important aspects of sustainability:Sustainable development has been defined as development that meets the nee

2、ds of the present without compromising the ability of future generations to meet their own needs. For sustainable development to be achieved, it is crucial to harmonize three core elements: economic growth, social inclusion, and environmental protection. These elements are interconnected, and all ar

3、e crucial for the well-being of individuals and societies.5This research focuses in particular on the “environmental protection” pillar. As Figure 1 shows, we identified the critical areas where environmental sustainability is implemented across manufacturing operations. These range from sustainable

4、 sourcing of raw materials to a sustainable distribution and logistics channel. For a sustainability initiative to deliver maximum rewards, it is important it is ingrained across the entire value chain rather than limited to specific parts.Figure 1. Sustainable manufacturing practices across the man

5、ufacturing operations value chainSustainable procurement of raw materialsSubstituting oil- based raw material with natural organic materialShifting to low carbon raw materialSustainable design of systems and technologies for enabling and achieving sustainable goalsNew bio-friendly materialsCarbon ac

6、countingIncorporating green design in the new product development process, green reporting schemesExtending sustainability to supply chain and logistics partners, supplier compliance towards green materialsElimination of unwanted packaging and single- use plastic usageRedesigning products to be sust

7、ainableLifecycle assessment of productsChanging procedures and technology to minimize or reach zero landfill usageMinimizing energy and water usageSourcingResearch & DevelopmentProduct Development/ EngineeringProcess EngineeringRest of the value chainDistribution & LogisticsMaintenance & QualityProd

8、uctionRecycling and circular economyImproving lifecycle/ lifetime of productsCircular approaches to tackle wasteEnvironmentally safe disposal of waste and hazardous materialsExtending sustainability to supply chain and logistics partnersReducing carbon emissions through transportation optimizationZe

9、ro defect manufacturingEnvironmental maintenanceEnvironment leakage monitoringElectricity optimization routinesCompliance to standards such as ISO 14000, REACHMinimizing over-production and wastage in productionMaterial efficiency (improving resource efficiency, reducing the demand on energy for mat

10、erial/product processing)Incorporating production systems with environmentally friendly initiatives like embracing green energy, adaptation of technologies free of hazardous wasteIn the above figure, “Rest of the value chain” covers product usage, disposal, and circular economy components.Source: Ca

11、pgemini Research Institute analysis.Jim Andrew, chief sustainability officer, PepsiCo, outlined how he strives to ensure that sustainability is embedded across all processes in PepsiCo: “A big focus of the Sustainable from the Start program is reducing GHG emissions, sure, but also things like disco

12、uraging the use of non-recyclable packaging, because thats really important. I think thats one of the real keys to make sustainability work. You got to embed it in the business strategy, the business processes, and the actions everybody takes every day. So, were looking at where there are business p

13、rocesses where we can embed sustainability.”6It is also important to note that sustainable manufacturing is different and more comprehensive than traditional manufacturing practices, such as lean or greenmanufacturing. As Figure 2 shows, sustainable manufacturing takes a comprehensive 6R approach Re

14、duce, Recycle, Reuse, Recover, Redesign, and Remanufacture rather than just focusing on “Reduce” (waste elimination) or the three Rs“Reduce,” “Reuse,” and “Recycle” (commonly referred to as green manufacturing).7I dont believe you can prioritize any of the 6Rs; all of them are equally important. Whi

15、le some Rs like reduce, reuse or recycle can still be short-term priorities for organizations, the remaining three Rs are very important medium- to long-term priorities.”Ramnath VaidyanathanHead of sustainability at Godrej IndustriesFigure 2. A description of the 6Rs of sustainable manufacturingSust

16、ainable manufacturingGreen manufacturingLean manufacturingReduceReuseRecycleRecoverRedesignRemanufactureReduce focuses on all stagesof the product lifecycle, including the reduction on resources, materials,and energy used, and the reduction of the waste generatedReuse of products or components inste

17、ad of new materials in new products can reduce, for instance, the energy and water used for the extractionRecycle of products or components that otherwise are considered as waste can further reduce the use of new/ virgin materialsRecovery of products involvesdisassembly, recollection and sorting pro

18、cesses for furthershredding and recovery of the materialsRedesign involves the use of recovered materials and resourcesand the knowledge and informationto streamline the designof a new- generation productRemanufacture of products or components involves reconditioning, repairs and subsequent manufact

19、ure of similaror different products for reuseSource: Badurdeen, Fazleena & Jawahir, I.s. (2017). Strategies for Value Creation Through Sustainable Manufacturing.Ramnath Vaidyanathan, head of sustainability at Godrej Industries, highlights the importance of embracing a sustainable manufacturing outlo

20、ok, saying: “I dont believe you can prioritize any of the 6Rs; all of them are equally important.While some Rs such as reduce, reuse, or recycle can still be short- term priorities for organizations, the remaining three Rs are very important medium- to long-term priorities.”8Sustainability initiativ

21、es are driving economic as well as environmental goalsBusiness benefits from sustainabilityIt is a widely held misbelief that implementing sustainability initiatives comes at the cost of profitability. Our research, however, shows that most organizations are seeing monetary and non-monetary benefits

22、 from sustainability initiatives (see Figure 3):Enhanced brand reputation and improvement in ESG rating: More than eight in ten organizations say that they have experienced an enhanced brand reputation andan improvement in the ESG (environmental, social, and governance) rating of the company.A meta-

23、study of 200 academic studies and sources on sustainability by Oxford University and Arabesque Asset Management found a remarkable correlation between sustainability practices and economic performance88% of the research shows that solid ESG practicesresult in better operational performance of firms.

24、9Further, a number of third-party rating agencies such as Bloomberg ESG Data Service, Dow JonesSustainability Index, etc. assess organizations on their ESG performance. Institutional investors, financial institutions and other investors are increasingly using these ratings as the basis for informal

25、and shareholder proposal-related investor engagement with these organizations.10Reduced cost of capital: 90% of the reviewed sources on the cost of capital, from the meta-study mentioned above, show that sound sustainability practices lower the costof capital of companies. For instance, banks such a

26、s ING Groep NV have structured loans in a manner which allows borrowers to have a lower interest rate on their loans if they improve their sustainability targets andother metrics.11Improved efficiency: Nearly eight in ten organizationssurveyed reported improved efficiency and productivity.Sky Breath

27、e, a platform that uses big data, AI, and machine learning to analyze flight data and identify opportunities for efficiency improvement saved USD150 million and 590,000 tonnes of CO2 for Norwegian Airlines, Go Air and others in 2019. Air France, as a part of its aim to reduce the CO2 emissions by ha

28、lf by 2030, announced the use of this platform and is expecting to reduce its total fuel consumption by up to 5%.12Consumer products giant Unilever is making use of digital twins at a facility in Brazil to make production more efficient. The company used a digital twin to set manufacturing parameter

29、s; for example, parameters for the temperature at which soap is pushed out before being cut into bars. The project resulted in a savings of USD2.8 million by reducing energy usage and improving productivity by 1% to 3%.13Reduced costs: More than half of the organizations surveyed reduced packaging c

30、osts. Allan Dickner, range engineering leader packaging at IKEA, has outlined how the organization has reduced its packaging costs by implementing sustainability initiatives: “During the last ten years, we have reduced the share of plastic packaging material from 12% to 7%, of the total amount of pa

31、cking material which is the equivalence of a saving of 60,000 tons a year. If we continue to work the same way as today by replacing the plastic packaging material with more sustainable sources, preferably fiber-based materials, it will help us decrease the amount of plastic packaging material to ar

32、ound 3% by 2030.”14Increased sales: Our research on consumer preferences for sustainability showed that 79% of consumers have either changed or may change their purchase preferences based on the social, economic, or environmental impact.15 This allows organizations to potentially charge a premium fo

33、r sustainable products.In addition, organizations can also rely on tax incentives from governments for their sustainability projects.Figure 3. Proportion of organizations seeing business benefits from their sustainability initiativesProportion of organizations that experienced the below business ben

34、ets from their sustainability initiativesEnhanced brand reputation89%Increase in employee motivation levels by56%helping them contribute to better environmentIncreased innovation through alternatematerials & processes47%Increase in ease of attracting and retaining talent41%IntangiblebenetsImprovemen

35、t in ESG (Environmental, Social, and Governance) rating of the companyImproved eciency & productivity by reducingresource use and waste Reduced packaging costs68%81%79%Increase in sales/revenues by meeting social and environmental expectations of customers betterthan competitors Reduced transportati

36、on costs48%60%TangiblebenetsReduction in expensive/hazardous material use by substituting to greeneralternatives39%Reduction in manufacturing costsIncrease in tax breaks and decrease inregulatory nes26%21%Source: Capgemini Research Institute, Sustainability in Manufacturing Operations, Business exec

37、utives survey, FebruaryMarch 2021, N=480 business executives.When we looked deeper into what sort of return they delivered, the answer was a significant uptick in performance. For example, organizations that were able to reduce resource waste and usage saw a 6% improvement in productivity and effici

38、ency.As a result of these strong business benefits, a number of organizations are increasingly focusing on sustainable products and service lines and are also realizing higher growth rates from these. Examples include:Consumer products giant Unilever has identified that theseven brands with the high

39、est turnover in the company Dove, Knorr, Persil/Omo, Rexona, Lipton, Hellmanns, and Walls are all “Sustainable Living Brands,” which contribute to achieving the companys ambition of halving its environmental footprint by 2030 and increasing its positive social impact. These brands have grown 69% fas

40、ter than the rest of the business.16At Philips, the Dutch multinational conglomerate, Green Products and Solutions amounted to 71% of total 2020 revenues, while 15% comes from circular economy products and solutions. Revenues in these two areas have been growing aggressively every year: an increase

41、of 6% YOY compared to 2019 for green products and 15% YOY compared to 2019 for circular products and solutions (circular products are those that meet specific circular economy requirements).17Danfoss has created the Danfoss Climate Solutions segment, which is a merger of heating and cooling solution

42、s along with technology such as IoT, cloud, and other digital technologies. The aim of this segment is to accelerate climate solutions to urban development, data centers, and industries. This segment today accounts for GBP2.5 billion in revenues and 43% of Danfoss revenues for the FY2020.18In 2014,

43、USD2.6 billion of DuPonts annual revenue was from products that create energy efficiency and/or significantly reduce greenhouse gas emissions.19How innovation is driving sustainability and economic growthHighlighting the need for innovation to tackle environmental sustainability, John Reilly, co-dir

44、ector, MIT Joint Programon the Science and Policy of Global Change says: “By this time industries are aware that greenhouse gas emissions that they release are affecting the climate. It will be critical for organizations to think innovatively including with the use of emerging technologies such as A

45、I, to harness their climate actions.”20Digital technologies are driving innovation and bringing benefits to manufacturers across various parts of the value chain:Product innovation: General Motors uses generative design in its product design to explore multiple permutations of a part design so as to

46、 arrive at the best possible option. It was foundthat General Motors was able to achieve a 40% weight reduction on a new seat belt bracket with this approach. Since 2016, GM has launched 14 new vehicle models with a total mass reduction of more than 5,000 lbs resulting in lighter and more efficient

47、cars.21Process innovation:German manufacturing giant Bosch has deployed an AI system for its manufacturing facilities. With the system, an in-house energy platform uses intelligent algorithms to identify deviations in energy consumption. This has enabled some of Boschs plants to reduce their CO2 emi

48、ssions by more than 10% over two years.22Achieving environmental sustainability goalsOur research shows that more than nine in ten organizations have seen a reduction in waste and greenhouse gas emissions(see Figure 4), while more than one in two has seen a reduction of carbon footprint of their par

49、tners and reduction in water use.Figure 4. Proportion of organizations that experienced the below benefits from their sustainability initiativesProportion of organizations that experienced the below benets from their sustainability initiatives98%94%69%60%Reduction of wasteReduced greenhouse gas emis

50、sionsReduction in carbon footprint ofpartners such as suppliers,distributorsReduced water useSource: Capgemini Research Institute, Sustainability in Manufacturing Operations, Sustainability executives survey, February March 2021, N=480 sustainability executives.Many organizations have seen a tremend

51、ous improvement in all these parameters in recent years. If we take Philips as an example:Compared to 2016, greenhouse gas emissions from manufacturing operations have been cut by 76%.Water consumption has been reduced by 20% from 2015 levels.23Waste reduction and emission reduction are the top envi

52、ronmental prioritiesIt is perhaps no surprise that reducing waste and emissions reductions are the biggest environmental priorities for organizations (as Figure 5 shows, these are a priority for 71% and 62% respectively):The focus on emissions reflects the fact that most large organizations recogniz

53、e that climate change is a serious threat and are leading the transition to a low-carbon economy.Reduction in waste is attractive because it saves costs.Figure 5. Prioritization of various environmental goals71%Prioritization of various environmental goals45%40%39%62%Reducing wasteEmission reduction

54、 (CO, NO, SO, etc.)Reducing particulate pollutionReducing water pollutionReducing use of natural resourcesSources: Capgemini Research Institute, Sustainability in Manufacturing Operations, Sustainability executives survey, Business executives survey, FebruaryMarch 2021, N=480 organizations.Reducing

55、particulate and water pollution are a priority for 45% and 40% respectively. Air pollution, for example, causes seven million deaths worldwide every year and meeting the goals of the Paris Agreement could save about a million lives a year worldwide by 2050 through reductions in air pollution alone.2

56、4 The relatively fewer proportion for conserving natural resources could be partly explained by the fact that there are no specific financial penalties addressing this area.It is clear though that these are important initiatives for the world and that the sector is determined to driveimprovement. Ho

57、wever, in the following section, we look at how many organizations in the sector are not on track to achieve their ambitious goals.Just 39%of organizations consider reducing use of natural resources as an environmental priorityDespite high ambitions, few organizations are on track to become sustaina

58、ble manufacturersManufacturers have set ambitioustargets for the next decadeOur research shows that manufacturers have aimed for ambitious targets over the coming decade. As Figure 6 shows, one in five (20%) are aiming for carbon-neutral operations25 and two in five (40%) have set their sights on 10

59、0% renewable operations by end of this decade. In line with these ambitions, in 2020, global renewable capacity additions expanded by more than 45% from 2019 and Europe is expected to become the second-largest renewable power market after China in 2021.26 However, the rate of annual capacity additio

60、ns needs to grow at a higher pace for the organizations to reach their ambitions considering the share of renewables in power generation is only at 27% for 2019.2712Sustainable OperationsFigure 6. Manufacturing organizations have ambitious sustainable goalsIn which year do you aim to achieve, or hav