Strategy for steering environmental work within SCA
In SCA Personal Care the work started by a workshop when the central
environmental group discussed and defined the environmental aspects of the
product systems of the company. It was in this step avoided to take on
environmental aspects that clearly are handled in a local EMS, i.e. it was
focused on environmental management at group level.
The identified environmental aspects were then checked with a “grand” LCA,
taking the total flows of all raw materials, energy used, emissions and product
output into the LCA.
With this as a basic information and as a check on the correspondence between
environmental policy and aspects, the next step was to extract and define
indicators from the policy.
In the case of SCA Personal Care, the environmental policy is expressed in the
document “Environmental Strategic Directions”. This policy can be considered to
be a sub policy of the Sustainability policy of the SCA group. A working
procedure was used, based on experiences from other projects3,4,5:
Firstly, the environmental policy and the most important stakeholders was identified. The
system which is controlled by the policy (see Figure 1), was assessed with LCA.
The possibilities to acquire data for the most important parameters was
identified by investigating different sources of information like product
specifications, report from factories, supplier data and outcome of LCAs. For
the final selected list of indicators the definitions were reworked so that they
can be easily understood.
Figure 1 A model showing how decision makers/environmental controllers can
use environmental information to work towards a sustainable society
Copyright © Raul Carlson, Chalmers University of Technology, 2002.
When working with the indicators, the following issues should be considered
in order to get a useful set of indicators:
- What is the intended use of the indicator? For which decisions will it be
used? Will it be used for comparisons and is it a fair comparison?
- Is the indicator dependent on or influenced by other indicators?
- Is the indicator relevant to other company functions (e.g. quality,
- Is there a connection to legal or other requirements? If necessary,
explain the unit in which it is measured.
- Estimate the economic feasibility of the measurement of the indicator
Corresponding indicators have been defined for the statements in the strategy
document and the aim has been to find indicators that can be defined down to the
detailed level in where data actually can be found.
For a complete description of the working procedure, please see
environmental management work”.
3 Ander, A., Deflou, J., Dewulf, W., et al,
Integrating Eco-efficiency in Rail Vehicle Design, Leuven University Press, 2001
4 Bergendorff, M. (Editor) et al, Final report
for the EU funded REPID project, 2004
5 Carlson R., Erixon M., Erlandsson M.,
Flemström K., Häggström S., Pålsson A-C., Tivander J.; “Implementation of
integrated environmental information systems”; CPM Report 2006:18