Environmental sustainability is complex. There is no clear and simple measure to show which product or process is more or less sustainable than any other.
Opting for products or packaging containing recycled material ahead of virgin might feel obvious, but what if it’s not fit for purpose? What if it involves more transport miles? What if the production process consumes more resources? Availability of recycled material of the right quality is becoming an issue.
The pressure of commercial reality adds to this complexity. The constant downward pressure on prices means manufacturing and selling cleaning and hygiene products is highly competitive. In this environment, every innovation, whether a product, packaging solution or process, has to deliver tangible business benefits and deliver them quickly.
Experts from within our members have come together with the aim of helping CHSA members move to a more sustainable future. They identified five pillars to sustainability in our sector: product, packaging, transportation, social value and ethics, and the corporate approach to emissions, waste and water.
Pillar 1, product, relates to product as it is received, used and disposed of by the end user. Pillar 2, packaging, relates to all the packaging of a product, throughout the supply chain. This includes manufacturers’ packaging as well as that used by distributors as they re-pack the product for its last few miles. Pillar 3, transportation, covers the complete supply chain, from the sourcing of raw materials to the delivery to the end user. Pillar 4 covers social values. It includes mental wellbeing, personal development, community involvement, and the overall ethical approach of the business. Pillar 5 covers waste, emissions and water.
Our members are already working hard to improve the sustainability of their products, not surprising as this is their area of expertise. There is more uncertainty when it comes to the other four pillars. To progress we asked members to name their top three challenges. The themes that emerged include balancing cost, the availability of alternative options, a resistance to change, and how to measure and report on sustainable initiatives.
Cost is particularly significant. Adopting the sustainable option often requires a big initial investment and fostering bio-diversity, for example, delivers only an intangible commercial benefit. This matters in a market where there is a constant downward pressure on price. The absence of suitable, sustainable alternatives was raised again and again in relation to all the pillars. For example, virgin materials may be the only packaging option that keeps the product safe, untainted and in good condition. Throughout the supply chain there is a resistance to change. For example, the just-in-time approach embedded in the UK means end users often want a next day service. It means they are resistant to ordering in larger volumes to reduce the number of deliveries. Finally, measuring and reporting on the effectiveness of sustainable initiatives is complex. When it is so difficult to clearly establish the benefit of any one initiative, deciding if, where and how much to invest is challenging.
Our ‘roadmap to sustainability’ addresses these themes. Providing a practical way forward, it includes activities designed to help industry businesses and organisations move towards a more environmentally sustainable future. The programme will kick off with a webinar designed to provide a practical overview of the ways in which our members can respond to the challenge presented by sustainability.
Sustainability is a big and complex challenge facing our industry. There is no quick and easy solution. Our ‘roadmap to sustainability’ is a practical approach that will give our members and the wider industry the information and insights they need to move towards a sustainable future.
The CHSA is a member of the British Cleaning Council. The views of Council members are their own.
About the contributor
Stan Atkins
CEO
BICSc