Aptar, a global leader in the design and manufacturing of a broad range of drug delivery, consumer product dispensing, and active packaging solutions, faced several challenges related to sustainability. The company was struggling with the identification of climate-related risks and opportunities and the application of the TCFD (Task Force for Climate-related Financial Disclosure) methodology. They also needed to benchmark their performance against competitors regarding the assessment of climate-related risks and opportunities. Quantifying the financial impact of these risks and opportunities was another challenge. Lastly, they needed to communicate their sustainability performance to investors and customers through recognized programs like TCFD and CDP.

Drom, a leading fragrance manufacturer, was facing challenges in ensuring product compliance of regulations and industry standards across 43 countries. The company was dealing with disparate regulatory and safety data management and documentation workflows. There was a need for data standardization across global operations and increasing customer transparency into regulatory and safety information. The company also needed to continue meeting the requirements of the International Fragrance Association (IFRA) Compliance Program, which requires “eco-labeling” and bans or restricts the use of 174 chemical substances in fragrance products.

Mercedes-Benz, as part of their Ambition 2039, committed to becoming a carbon-neutral company by 2039 across their entire value chain. This includes not only the emissions produced by their vehicles but also those that occur during the production process. A significant proportion of these emissions occur not at Mercedes-Benz locations, but within its supply chain. To develop a realistic yet ambitious decarbonization strategy, it was crucial to gain transparency about emissions hotspots in the supply chain and quantify possible reduction measures. However, the company faced challenges such as missing emissions transparency in the supply chain, lack of reliable, detailed emissions inventories for steel, aluminum, and plastics, lack of knowledge about the influence of renewable energy and recycled or bio-based materials and their impacts on supply chain emissions, and lack of CO2 reductions potentials for target setting.

The consumer appliance manufacturer was facing numerous challenges from increasing global competition. To stay competitive, they developed a strategy centered on R&D and innovation to produce new technology that would satisfy client needs. To preserve the quality of its design from conception to manufacturing, post-market upgrades and productivity changes, the Manufacturer performed Failure Mode and Effects Analysis (FMEA). This approach helped reduce errors throughout the product lifecycle and avoid costly failures and recalls. However, the FMEA process required many manual hours using standard spreadsheet software to edit, update and format risk reports. The manufacturer was struggling with inefficient analysis of risk, difficulty upholding standards and reactive mitigation of product failures and recalls.

Ball Corporation, a manufacturer of billions of aluminum cans each year, aimed to improve the sustainability credentials of their products. They wanted to identify the environmental hotspots of the aluminum can and compare it with competing beverage packaging options. The assessment was conducted in Europe, the U.S., and Brazil, considering regional collection/recycling rates, recycled content, weight optimization, and energy efficiency. The challenge was to provide an objective and reliable benchmark to interested 3rd parties, inform and enhance Ball’s sustainability strategy, and compare the regional sustainability performance of aluminum beverage cans with alternatives.

Stiferite, a leading company in Italy in the production of polyiso foam thermal insulation, was looking to improve its market position and create bigger opportunities in public bids and building projects. The company needed to obtain Environmental Product Declarations (EPDs) certifications swiftly and autonomously to promptly respond to bid specifications and market requests. They also wanted to generate Life Cycle Assessment (LCA) studies on their entire product range and improve communication along the supply chain through transparent, credible, and effective messages.

In recent years, sustainability-related issues concerning plastics, such as sourcing from non-renewable resources and end-of-life issues (recycling, reuse, littering, biodegradability), have gained significant attention. The plastics industry is under pressure to provide credible solutions to these problems. To bring about sustainable change in the plastics industry, accurate information in the form of standardized and credible Life Cycle Assessment (LCA) results needs to be made available in a transparent way to as broad an audience as possible, including non-LCA experts.

The operator of one of the Middle East’s largest and most complex oil refineries was committed to adopting best-in-class industrial practices, recognizing international management standards, and ensuring compliance with all requirements regarding quality, health, safety and the environment (QHSE). As part of its commitment, and in accordance with its company standards, the operator is required to complete a turnaround (TAR) every five years. Performing a TAR on a site this large and complex involved substantial operational risks as a result of potentially hazardous work activities. With more than 2,300 separate pieces of equipment, 40,843 separate but interrelated jobs and no historical activity to act as a guide, the TAR required meticulous planning and exemplary execution to mitigate risks and ensure deadlines were met safely and efficiently.

UPM, a global company with operations in 12 countries, faced challenges in maintaining safety standards due to its diverse locations and growth in new business areas. The company had clear priorities and goals for social responsibility at work, including creating a safe and healthy working environment for all stakeholders. However, the various international, national, and local safety laws, regulations, and rules necessitated a global OHS&E solution for all sites and countries. The solution needed to ensure overall compliance with the UPM Safety Standards and assess and mitigate health and safety risks. The company faced challenges as different sites used different solutions for safety and environmental data, there was no common tool and processes for UPM in place, and there was a lack of global reporting for UPM Safety & Environmental KPIs.

Yara International ASA, the world’s largest fertilizer company and a leading chemical manufacturer, needed to enhance its Safety Data Sheet authoring capabilities to comply with higher requirements from REACH, CLP, and other mandates. The company also needed to establish a new integrated chemical compliance system compatible with its corporate IT environment. The goal was to drive continuous improvement of SDS work processes and core business operations.

Naturata, a leader in the sale of organic and biodynamic foods, is committed to sustainability and considers it its duty to use organic products and sustainable packaging. However, the ongoing debate and tension between their use of packaging and ecological responsibility are particularly crucial for Naturata. In addition to the quality of their goods, food safety and shelf life are of vital importance to them. Packaging designers and developers, therefore, must consider many different criteria to implement the ideal packaging solution. The challenge was to align packaging solutions with the company’s values and products, integrate sustainability criteria in the demanding processes around the packaging life cycle, identify relevant environmental aspects for comparing different packaging solutions, and cater to increased consumer preferences towards sustainable packaging solutions.

Covestro, a leading manufacturer of high-tech polymer materials, was facing challenges in standardizing its Process Hazard Analyses (PHAs) documentation. The company wanted to ensure that all its plants could access and share templates, reduce the effort spent on maintaining software and keeping hardware up to date, and have the flexibility to modify templates in accordance with changes in business and industry requirements. Additionally, Covestro wanted to improve the visibility of process safety information to enable solution evaluation and tracking.

Bayer, a global leader in healthcare and nutrition, was using various documentation tools for their Process Hazard Analysis (PHA), including MS Word, Excel, PHA Works, Leader and PHA-Pro. This disparate approach did not allow for shared data analysis, and Bayer had no way of identifying the common risks shared by their sites. They were in need of a risk management documentation tool that would allow for consistent and accurate data recording and analytics. The tool needed to be capable of recording PHA safety reviews across all sites and sharing them globally throughout Bayer’s network.

The multinational footwear and apparel company was struggling with a manual material approval process and difficulty managing safety data sheets and inventory. The lack of documentation led to the repetition of tasks and confusing communication to internal stakeholders. The company's processes were spread across multiple software solutions, which were cumbersome and often created redundant work.

Joyson Safety Systems (JSS), a global leader in mobility safety, faced several challenges in managing its supply chain risk efficiently. The automotive industry is governed by strict regulations and standards to ensure product safety, quality, reliability, and business integrity. As a tier-1 supplier of safety systems to automotive manufacturers, JSS had to ensure compliance with these laws and rules. The company also had to monitor the financial stability of its suppliers, many of whom were small to mid-sized businesses. The merger of two global automotive suppliers to form JSS in 2018 further complicated matters. The company had to deal with multiple interfaces of systems and databases, and the lack of a systematic approach to supply chain risk management. The company's risk reporting was based mostly on downloads from various regional systems, which were then consolidated manually. This led to inefficiencies and increased the likelihood of human errors.