Social Organizational Life Cycle Assessment (SO-LCA) and Organization 4.0: An easy-to-implement method.

Organizations often face difficulties when measuring their social performance. The lack of international standards, the qualitative/quantitative nature of data, and the unavailability of primary sources all hinder social impact assessments, especially in manufacturing settings. To fill these gaps, the method proposes a simple application protocol of Social Organizational Life Cycle Assessment (SO-LCA), customized for an Italian ceramic tile manufacturer. The method leverages Industry 4.0 digital technologies to collect real-time primary and site-specific social data, making the social assessment dynamic. The managerial approach adopted for the selection of social metrics and weighting of indicators and indexes, can support the transition of the manufacturing organization into Organization 4.0. The method also provides a contribution to the operational validation of the UNEP guidelines by extending their area of application. Finally, the proposed method gives substance to social responsibility through social accounting, helping the organization to measure the correct social impact starting from the detailed data, namely the decisions made in the business and in production.•Social Organizational Life Cycle Assessment (SO-LCA) application protocol validated in Industry 4.0 environment.•Social metrics directly linked to production and business processes for the dynamic assessment of social performance.•Easy replicability of the method in other organizational contexts.

Industry 4.0 real-world testing of dynamic organizational life cycle assessment (O-LCA) of a ceramic tile manufacturer.

In manufacturing, Industry 4.0 operating models enable greener technologies. Thanks to digital technologies, environmental sustainability and organizational competitiveness are mutually reinforcing. The challenge for manufacturing organizations is to understand and quantify the magnitude of this synergistic action, and the holistic perspective of life cycle assessment tools may be a solution to the problem. Organizational Life Cycle Assessment (O-LCA) unlike Product Life Cycle Assessment (LCA) is still an under-researched methodology with few applications in manufacturing contexts. This paper aims to fill this gap by implementing and validating O-LCA in the case of an Italian ceramic tile manufacturer. Following the O-LCA guidelines and exploiting Industry 4.0 technologies to perform the inventory analysis, the environmental assessment was conducted in three different plants, comparing the sum of the partial impact results with the overall results scaled to the whole organization. The experimental results demonstrated the validity of the organizational approach as an appropriate methodological option to obtain relevant information on environmental performance that, being based on empirical evidence, better support decision-making processes. Furthermore, the study provides empirical evidence of how Industry 4.0 is an enabler not only for the adoption of greener technologies, but especially for facilitating the organizational environmental impact assessment that is the necessary condition in order to set up and maintain greener manufacturing contexts.

Towards the circular economy in the fashion industry: the second-hand market as a best practice of sustainable responsibility for businesses and consumers.

The transition to a circular economy is a key concern for the fashion industry. The emerging second-hand market is a practice that could enable the circular economy in the fashion industry. As this is an emerging trend, the literature has not yet sufficiently explored how it is possible to simultaneously meet consumer and industry expectations in the management of second-hand garments within the value chain. This article aimed to fill that gap with the analytic hierarchy process, which demonstrated that garment collection and recycling are not necessarily best practices for the circular economy. For this to happen, close collaboration between manufacturers and retailers in the value chain is needed to move the industry towards responsibly sustainable production and consumption models. The results emphasise that harvesting management and internal competition on low-cost collection are critical business drivers, while responsible consumption and benefits are opportunities for consumers.