Sustainable Procurement at Deutsche Telekom Group.
description
Transcript of Sustainable Procurement at Deutsche Telekom Group.
Sustainable Procurement at Deutsche Telekom Group.
March 2010
2
CR-Strategy.Corporate Responsibility at Deutsche Telekom has various functions.
Corporate values (new principles)
Code of Conduct
Social Charter
Anti-Fraud Compliance Risk
management
Data protection
Diversity policy
Corporate values (new principles)
Code of Conduct
Social Charter
Anti-Fraud Compliance Risk
management
Data protection
Diversity policy
Governance
Customer satisfaction
Service portfolio
Customer data protection
Products and services adjusted to the Nneeds
Applications for special needs
Customer satisfaction
Service portfolio
Customer data protection
Products and services adjusted to the Nneeds
Applications for special needs
Customers
Qualification Retirement
provision Employee
satisfaction Diversity Employee
dialogue Health care Work-life
balance Mobile
working Corporate
volunteering Charitable
contributions
Qualification Retirement
provision Employee
satisfaction Diversity Employee
dialogue Health care Work-life
balance Mobile
working Corporate
volunteering Charitable
contributions
Employees
Compliance to human rights and social environmental standards
Diversity of suppliers
Compliance to human rights and social environmental standards
Diversity of suppliers
Suppliers
Waste management
Recycling Effective
disposal Fleet Reduction
of carbon dioxide emisions
Reductions in product manufacture and processing activities
Waste management
Recycling Effective
disposal Fleet Reduction
of carbon dioxide emisions
Reductions in product manufacture and processing activities
Environment & Climate
Social engagement/Corporate Citizenship
Innovations social -
cultural impacts of new products
Expanding communi-cations solutions
Social engagement/Corporate Citizenship
Innovations social -
cultural impacts of new products
Expanding communi-cations solutions
Society
Sustainable investment
Evaluation by rating agencies
Sustainable investment
Evaluation by rating agencies
Finance Market
3
Sustainable Procurement is the process through which DT buys products and
services by taking into account:
Sustainable Procurement is the process through which DT buys products and
services by taking into account:
Economical aspects: best value for money considerations such as price, quality, availability, functionality etc.
Economical aspects: best value for money considerations such as price, quality, availability, functionality etc.
Environmental aspects: the effects on the environment that the product and/or service has over its entire Life Cycle including end of life management.
Environmental aspects: the effects on the environment that the product and/or service has over its entire Life Cycle including end of life management.
Social aspects: impacts on issues such as poverty elimination, international equity in the distribution of resources, labour conditions and human rights.
Social aspects: impacts on issues such as poverty elimination, international equity in the distribution of resources, labour conditions and human rights.
What Do We Mean by Sustainable Procurement?
4
Problems in our Supply Chains.Central problems in our supply chains according to conducted Social Audits and NGO-reports:
Child Labour and War Financing in DRC*: in the extraction of minerals for the ICT industry, e.g. Coltan.
Discrimination of women, minorities or migrants, e.g. conducting pregnancy tests before employment. The forms of discrimination are different, often related to social economic backgrounds and difficult to prove.
Excessive Overtime: following the National Chinese Labour Law is the absolute exception. Partly more than 60 hours overtime a month is normal. In extreme cases overtime may exceed even 100 hours a month with only one day off.
Forced Labour: e.g. forced overtime work, partly confiscation of passports, inadequate provisions for labour agencies etc.
Inadequate Payment: in countries like China the regional minimum wage often does not cover the basic needs (Living wage). Partly even the minimum wage is not paid. Sometimes unreasonable deductions for food and accommodation or punitive deductions from the saleries are made.
Obstruction of Workers Councils or Trade Unions: e.g. by threat, intimidation or discrimination of trade unionists and members of workers councils.
Inacceptable Dormitories: partly 12 and more persons in one room, no daylight, no privac or intimacy, less than 2 sqm per person, mould on the walls, partly unacceptable and unhealthy food.
Neglection of Occupational Health and Safety: no working fire extinguishers, insufficient fire drills, missing sign posting of escape routes, insufficient protection clothes (e.g. in stores), insufficient protection in handling hazardous substances.
Child Labour and War Financing in DRC*: in the extraction of minerals for the ICT industry, e.g. Coltan.
Discrimination of women, minorities or migrants, e.g. conducting pregnancy tests before employment. The forms of discrimination are different, often related to social economic backgrounds and difficult to prove.
Excessive Overtime: following the National Chinese Labour Law is the absolute exception. Partly more than 60 hours overtime a month is normal. In extreme cases overtime may exceed even 100 hours a month with only one day off.
Forced Labour: e.g. forced overtime work, partly confiscation of passports, inadequate provisions for labour agencies etc.
Inadequate Payment: in countries like China the regional minimum wage often does not cover the basic needs (Living wage). Partly even the minimum wage is not paid. Sometimes unreasonable deductions for food and accommodation or punitive deductions from the saleries are made.
Obstruction of Workers Councils or Trade Unions: e.g. by threat, intimidation or discrimination of trade unionists and members of workers councils.
Inacceptable Dormitories: partly 12 and more persons in one room, no daylight, no privac or intimacy, less than 2 sqm per person, mould on the walls, partly unacceptable and unhealthy food.
Neglection of Occupational Health and Safety: no working fire extinguishers, insufficient fire drills, missing sign posting of escape routes, insufficient protection clothes (e.g. in stores), insufficient protection in handling hazardous substances.
* Democratic Republic of Congo
5
Development of Sustainability within DTAG ProcurementOn the way to Sustainability 2.0
Sustainability Development
Years
Recognition Social Charter Suppliers are obliged
to be compliant with our Social Charter
2003
2006
2009
2012
* E-TASC = Electronic Tools for Accountable Supply Chains, Online Tool for Supplier Self Assessment on Sustainability Performance
1
2
3
4
Differentiation Sustainable Procurement
Strategy Foundation of SPWG First Social Audits Initiation of E-TASC* Supplier Dialog Sustainability
implemented in Procurement Guidelines and General Terms & Conditions
Innovation & Product-development and opportunities
Strategic Management Approach Online-training for purchasers Stakeholder Dialogue Integration in „daily
business”: Increased integration within
procurement guidelines Pre-qualification SAQ Supplier selection and
Supplier-scorecard Sustainability campaign
Business StrategySustainability 2.0 Sustainability is a winning
strategy against competition All procurement decisions
are systematically checked on their impact on sustainability
Vision of world class CR procurement strategy and activity
6
Stabilizing long term oriented investor relations
Increasing DT share in sustainable funds(Socially responsible investment)
Stabilizing long term oriented investor relations
Increasing DT share in sustainable funds(Socially responsible investment)
Share Value
Reputation and trust
Supporting brand building and its values
Stabilizing business
Employee satisfaction
Customer satisfaction
Reputation and trust
Supporting brand building and its values
Stabilizing business
Employee satisfaction
Customer satisfaction
Brand Value
Securing business models and their social acceptance
Creating new business opportunities (driving innovations)
Securing business models and their social acceptance
Creating new business opportunities (driving innovations)
Profitability
Value Driver Sustainability.Significant value by sustainable supply chain management:
Market Leaderby Increased Competitive
Advantage
Minimizing risks, incl. regulatory risks
Avoiding lawsuits Reducing
assurance costs Reducing
production costs through innovative product specification
Minimizing risks, incl. regulatory risks
Avoiding lawsuits Reducing
assurance costs Reducing
production costs through innovative product specification
Cost Saving
7
Sustainable
Procurement Process
Suppliers Purchasers & Employees
Sustainable Investors
Sustainable Procurement
Strategy
Customers & NGOs
Tools for Supplier Evaluation
Sustainable Procurement
Working Group (SPWG)
Tools
Strategy
Sustainable Procurement Strategy. Common approach of CR and procurement guarantees broad integration of sustainability into the procurement processes and guidelines.
Responsibilities
88
Prequalification of Suppliers
Supplier Developme
nt
Procurement Process Sustainability Aspects Tools and Sources
Avoidance of CR related Supply Chain Risks Basic Supplier CR Information Basic Supplier CR Compliance Basic Supplier CR Commitment
Supplier Questionnaire
Supplier-Scorecard Other sources (e.g.
Media, NGO-Reports) Escalation process
Sustainable Specifications Mandatory Sustainability Requirements Additional Sustainability Criteria (e.g.
energy…) Provisioning of Transparency on CR-issues CR Risk-Score CR Compliance CR Commitment
Eco-Efficiency Green Product Innovation/Joint Development Joint Marketing on “green” Products &
Services
Workshops with suppliers
Supplier agreements on Sustainability targets
Supplier Relationship and Cooperation
E-TASC Audit results
Supplier-Evaluation
Sustainability along the Supply Chain. Sustainability addresses all relevant sourcing/supplier management processes to avoid CR related supply chain risks and to utilize respective opportunities.
Supplier-Selection
9
Core Elements of the Sustainable Procurement Strategy.
The Sustainable Procurement Strategy is: an integrated part of the procurement strategy and policies fully implemented under the procurement guidelines an important criteria on supplier selection, supplier evaluation and supplier development
The Sustainable Procurement Strategy is: an integrated part of the procurement strategy and policies fully implemented under the procurement guidelines an important criteria on supplier selection, supplier evaluation and supplier development
Compliance is a must: The basic requirements stated in the Social Charter are mandatory.
Standardized Supplier Self Assesments : Self Assessment Questionnaires for pre-qualification and E-TASC
Standardized processes: Clear roles and responsibilities between corporate responsibility and procurement
Knowledge is key: Focus on purchasers and suppliers
Sustainability is a chance: Promoting of innovative solutions
Compliance is a must: The basic requirements stated in the Social Charter are mandatory.
Standardized Supplier Self Assesments : Self Assessment Questionnaires for pre-qualification and E-TASC
Standardized processes: Clear roles and responsibilities between corporate responsibility and procurement
Knowledge is key: Focus on purchasers and suppliers
Sustainability is a chance: Promoting of innovative solutions
Core Elements of the Sustainable Procurement Strategy:
Primary reference points
10
Stakeholder Involvement is Key.How Deutsche Telekom addresses the issue of sustainable procurement?
Purchasers/ Employees
Suppliers
Investors
Customers/NGOs
Sta
kehold
er
Dia
logue D
ay
20
08
and 2
00
9
Stakeholders Tools Targets
Investor conferences CR-Reporting SRI Questionnaires
Online training for purchasers
Internal communication Internal rules and guideline
Sustainability campaign Stakeholder dialogue Follow-up of NGO reports
Supplier Self Assessments Supplier audits Workshops with suppliers Supplier development
Creation of awareness for sustainable procurement
Increased employer reputation
Reduction of reputation risks
Creation of brand value Competitive advantages
Reduction of CR related risks
Increased CR awareness of suppliers
Promotion of innovations
Improvement of Social Rating
Improved attractivity for sustainability-oriented investors
1111
Sustainability provides opportunities for Procurement.Sustainability drives Procurement Engineering and value based Procurement.Supply Chain Security: Factory based sustainability approach along the supply
chain helps to make bottlenecks in the supply chain transparent and to recognize possible threats of the supply chain at an early stage. (Example: Earthquake Taiwan)
Cost Transparency: Sustainability helps to provide information on production chains for a better under-standing on cost structures, cost changes and recognition of chances and risks in global supply chains.
Improved Productivity and Quality: Higher labour standards may help to develop especially for suppliers in low-cost countries to increase productivity and quality (Nike Example Mexico).
Discussing Specifications: Internal customers partly complain on limited influence of procurement on specifications, neglecting significant saving potentials by e.g. lower energy consumption or longer life cycles.
Value Creation: The value of a product is not only based on its functionality but increasingly on the way of production and recycling. The understanding of the link between procurement decisions and sales opens a new potential for value creation.
Innovative Products and Services: Sustainability provides chances for procurement to use market knowledge and supplier relations to support the development of innovative products and solutions.
Employer Reputation and Customer Satisfaction: Sustainablity helps to attract best talents to procurement, increasse customer satisfaction by innovative solutions and may positively influence the reputation of procurement internally and externally.
12
External communication of sustainable procurement for suppliers, NGOs and sustainable investors
To gather information on the sustainability performance of suppliers
Workshops with suppliers on sustainable procurement subjects
Audit and compliance monitoring
External communication of sustainable procurement for suppliers, NGOs and sustainable investors
To gather information on the sustainability performance of suppliers
Workshops with suppliers on sustainable procurement subjects
Audit and compliance monitoring
Promotion of sustainable procurement within Deutsche Telekom
Development of standards for sustainable procurement
Internal communication on sustainable procurement issues
First point of contact and escalation body for sustainable procurement issues
Promotion of sustainable procurement within Deutsche Telekom
Development of standards for sustainable procurement
Internal communication on sustainable procurement issues
First point of contact and escalation body for sustainable procurement issues
Ensure sufficient consideration of sustainability within procurement.
Within Deutsche Telekom
The Sustainable Procurement Working Group.The driver for sustainable procurement within Deutsche Telekom.
Development and tracking of KPIs for sustainable procurement
Outside Deutsche Telekom
Sustainable Procurement
Working Group (SPWG)
as joint working group of Procurement and Corporate Responsibility
13
Dr. Heinz-Gerd Peters [CR/Head of Sustainable Development & Environment]
Dr. Ignacio Campino [Board Representative Sustainability & Climate Change]
Antonio Veloso [CR/Expert Supply Chain] Anke Schweitzer [CPS] André Kokoska [CPS] Andreas Kröhling [Procurement Operations] N.N. [TMUK, representing NT Procurement Function ] Rainer Langenbucher [T-Home, representing IT ISS
Procurement function] Brigitte Pekeler [T-Systems, representing IT HW SW Procurement
function] Marcus Hülsey [TMO, representing Terminal Procurement function] Dennis Neinaber [TMNL , representing Marketing/Indirect
Procurement Function]
Sustainable Procurement Working Group (SPWG).Composition.
14
DT was regularly awarded by leading SRI rating agencies:
Investments in sustainable Supply Chains pay off.Enhancing Corporate Value by Sustainable Procurement.
Sustainable Asset Management (SAM)
„Gold Class for Deutsche Telekom in SAM‘s YearBook 2010“
Oekom Research
„Deutsche Telekom ‚Prime Investment‘ „
15
We know our responsibilities: In 2009 Deutsche Telekom purchased goods and services from 81 countries, many of which are developing or emerging countries. The overall purchasing volume reached 20.4 billion €.
Group-wide sustainable supplier management: enables the focused and systematic management of chances and risks, resulting from a worldwide network of suppliers and sub-suppliers.
We are actively engaged: Deutsche Telekom influences the conditions for production at it‘s suppliers and sub-suppliers worldwide. Deutsche Telekom is actively working within international organisations for fair working conditions and high quality standards.
We aim to be on the leading edge in „Sustainable Supply Chains“: We work actively on the concepts for Sustainability 2.0 within Deutsche Telekom procurement and it‘s implementation. It is our target to be recognised by our competitors, social rating agencies, NGOs and in the public as world class with respect to sustainable procurement.
Growing overall importance of sustainability issues: high influence on procurement and increased involvement or procurement within sustainability issues.
Sustainabilty provides many chances for procurement: It helps to create value by provising information on a better understanding and planning of our value chains.
We know our responsibilities: In 2009 Deutsche Telekom purchased goods and services from 81 countries, many of which are developing or emerging countries. The overall purchasing volume reached 20.4 billion €.
Group-wide sustainable supplier management: enables the focused and systematic management of chances and risks, resulting from a worldwide network of suppliers and sub-suppliers.
We are actively engaged: Deutsche Telekom influences the conditions for production at it‘s suppliers and sub-suppliers worldwide. Deutsche Telekom is actively working within international organisations for fair working conditions and high quality standards.
We aim to be on the leading edge in „Sustainable Supply Chains“: We work actively on the concepts for Sustainability 2.0 within Deutsche Telekom procurement and it‘s implementation. It is our target to be recognised by our competitors, social rating agencies, NGOs and in the public as world class with respect to sustainable procurement.
Growing overall importance of sustainability issues: high influence on procurement and increased involvement or procurement within sustainability issues.
Sustainabilty provides many chances for procurement: It helps to create value by provising information on a better understanding and planning of our value chains.
Sustainable Supply Chain Management at Deutsche Telekom. Result: We really have to take responsibility for our value chain.
Many thanksfor your attention.
17
Escalation Process for Sustainable Procurement. Consequent escalation in case of non-compliance to sustainability requirements.
SPWG CR Request
External Indication of Supplier Non-compliances
SPWG informs Procurement (Supplier Manager)
Committment from supplier, incl. statement and/or action plan
if required
Meeting (SPWG, Procurement, Supplier)
Review SPWG
Escalation to GCL/FHoP
Supplier is not fulfilling DT-request
Not accepted
Escalation up to CPO*** Level
Full support on DT request
-> „supportive“
SupplierDecision on DTAG Request
Fullfiling DT request
-> „compliant“
Acceptable solution
Acceptable solution Supplier still
refuses DT request
-> „not alligned“
Supplier still refuses DT
request-> „not
asupportive“
GCL*/FHoP** to decide on consequences and
measurement planSAP System
SAP marking of suppliers being not supportive or compliant to DTAG CR requests
*Global category leader **Function head of procurement ***Chief procurement officer
18
E-TASC Invitation Process Deutsche Telekom.
Standard Escalation-ProcessNaming of “non-compliant” suppliers to procurement
Supplier E-TASC Invitation
DT Master Supplier List of suppliers to be addressed by E-
TASC
Information of suppliers on E-TASC requirements and
verification of contact data. Provisioning of feedback.
DT Supplier Manager
SPWG
Status Report on the E-TASC
Invitation Process, provided within
TPC
Corporate Admin E-TASC
19
Online Trainings Tool for Sustainable Procurement.We already qualifyed 500 employees within procurement.
20
E-TASC: The Sustainability Tool for the ICT Industry. A common web-based supplier sustainability self-assessment tool
www.e-tasc.com
21
Full Subscriber: 1,000 – 30,000 US-$, depending on revenues. All facilities are covered
Partial Subscriber: 470 $ for each facility.
Full Subscriber: 1,000 – 30,000 US-$, depending on revenues. All facilities are covered
Partial Subscriber: 470 $ for each facility.
2 Membership Options
CR risks are identified at an early stage and therefore any detected risk can be properly managed and action plans can be implemented.
One standardized questionnaire for the ICT industry makes comparison of suppliers possible and reduces the transaction costs.
The system allows an automated risk evaluation based on the answers provided by the supplier in the SAQ
The ICT industry wide approach helps to share the costs to develop and to run a sustainability system.
CR risks are identified at an early stage and therefore any detected risk can be properly managed and action plans can be implemented.
One standardized questionnaire for the ICT industry makes comparison of suppliers possible and reduces the transaction costs.
The system allows an automated risk evaluation based on the answers provided by the supplier in the SAQ
The ICT industry wide approach helps to share the costs to develop and to run a sustainability system.
Benefits for Deutsche Telekom
Suppliers are able to demonstrate their own Corporate Responsibility status to other clients/interested parties in a secure manner.
Information held in the system is owned by the respective company and can be made available to other companies, reducing requests for other lengthy prequalification.
“One” standard self assessment questionnaire in the future used by all the ICT industry instead of individual company self assessment questionnaires will reduce transaction costs.
Suppliers can benefit from best practice examples provided by the system.
Suppliers are able to demonstrate their own Corporate Responsibility status to other clients/interested parties in a secure manner.
Information held in the system is owned by the respective company and can be made available to other companies, reducing requests for other lengthy prequalification.
“One” standard self assessment questionnaire in the future used by all the ICT industry instead of individual company self assessment questionnaires will reduce transaction costs.
Suppliers can benefit from best practice examples provided by the system.
Benefits for our Suppliers
E-TASC: Advantages for DT and its Suppliers.Reduced Transaction Costs by Standardisation.
22
Evidence for high risk
Process for Auditing of “High Risk” Suppliers.
E-TASC Business
No Audit
Master Supplier ListClosing of the audit
SPWG Evaluation, decision on
conducting a social audit of the supplier
Intranet (TPC)Provisioning of Audit Reports and corrective action plans for
purchasers
Audit PreparationDT Audit Team: Briefing of procurement and suppliers
Conducting the Audit DT Audit Team: Conducting
Audit, Pre-Assessment Report
Draft Audit ReportDT Audit Team:
Findings & Recommendations
Feedback of the SupplierSupplier: Feedback and suggestion
for corrective action plan
DT Audit TeamFollow-up and verification of
implementation of corrective actions
Corrective Action PlanDT Audit Team /Supplier: Agreement onfinal Audit report and corrective actions
Social Audit(Process should not exceed 3
months)-
Microsoft Excel-Arbeitsblatt
Risk based Audit Planning Process
23
Social Charter for the Deutsche Telekom Group.We expect Commitment to Social Standards and Principles.
Primary reference points
Acknowledges and respects the cultural, social, political and judicial diversity of all nations and societies
Recognizes the basic right of freedom of association Forbids all forms of forced labour Seeks to eliminate exploitive child labour Rejects all forms of discrimination and promotes equal
opportunities and diversity of employees Respects the right to adequate remuneration and work
contracts Adheres to the different countries’ national regulations on
working hours and regular paid holiday Employee training in order to ensure and sustain a high
level of performance and to guarantee high-quality services
Compliance with minimum standards for health and safety protection
24
Supplier Evaluation: The Supplier Scorecard.Structure of the evaluation criteria. (under development)
1. Price level & market conformity
2. Contract negotiations
3. Rfx quality and Rfx process
4. Communication & transparency
5. Supplier-performance
6. Logistic processes
7. Management of invoices
8. Customer satisfaction & services
9. Incident & management of complaints
10. Penalties
11. Technology & proactivity
12. Innovation & creativity
13. Strategic importance and collaboration
Commercials & Contracts Logistics Quality Innovation
& Technology
Pricing Price position
within competition
...
Delivery in time Completeness of
delivery ...
Management Escalations
Quality assurance
...
International standards
Dimensions for Supplier Evaluation
Key Per-formance Indicators (KPI)
KPI Attributes (Examples)
14. tbd
KeyFinancials
Financial KPIs
51 2 3 4
15. Corporate responsibility (CR) Compliance
16. Corporate Responsibility (CR) Commitment
17. Sustainability Risk according to
E-TASC score
Sustainability
Energy & resource efficiency
Child labour avoidance
6
Internal View External View Internal & External
Operation modeOperation mode
Procurement Risk Assessment under development
Top suppliers should be evaluated two times a year Evaluation by Procurement (Commercials & Contracts, Logistics) and IT (Quality,
Technology & Innovation). Core Financials, Evaluation by Procurement Risk Management. Sustainability, Evaluation by the Sustainable Procurement Working Group (SPWG)
Top suppliers should be evaluated two times a year Evaluation by Procurement (Commercials & Contracts, Logistics) and IT (Quality,
Technology & Innovation). Core Financials, Evaluation by Procurement Risk Management. Sustainability, Evaluation by the Sustainable Procurement Working Group (SPWG)
25
Proactive eco efficiency Carbon footprint Sustainable product development Social ratings CR-approach CR certificates (Non mandatory) Common CR Initiatives Cooperation with NGOs
Proactive eco efficiency Carbon footprint Sustainable product development Social ratings CR-approach CR certificates (Non mandatory) Common CR Initiatives Cooperation with NGOs
Based on the Supplier Self Assessment via E-TASC as long as this information is available
Based on the Supplier Self Assessment via E-TASC as long as this information is available
Internal and external Sources: Including Supplier Self Assessments, E-TASC (if available), Audit Reports, NGO Reports, Press Releases, Rating Agencies, other Sources
25
Supplier Evaluation.Sustainability is one out of six criteria within the Supplier Scorecard.
Freely chosen employment Child labour avoidance Working hours Wages & benefits Human right treatment Non-discrimination Freedom of association Occupational health and safety Emergency readiness Avoidance of physical demanding
work Safety of working equipment Dormitories & Canteens Pollution and waste prevention Energy and resource efficiency Usage of restricted and prohibited
substances Business ethics Mandatory CR certificates
Freely chosen employment Child labour avoidance Working hours Wages & benefits Human right treatment Non-discrimination Freedom of association Occupational health and safety Emergency readiness Avoidance of physical demanding
work Safety of working equipment Dormitories & Canteens Pollution and waste prevention Energy and resource efficiency Usage of restricted and prohibited
substances Business ethics Mandatory CR certificates
50% WeightCR-Compliance
25% WeightCR-Commitment
25% WeightE-TASC Risk Score (if available)
External SourcesSupplier Questionaire, E-TASC Score
26
Sustainable Procurement ProcessesSustainability criteria for bid evaluation
Supplier related Criteria Supplier based risk score (E-TASC-Score) Labour standards at suppliers (SA8000, OHSAS18001) Ecological commitment of suppliers (IT, Logistics, Networks, Terminals)
Terminals (Com & IT) Energy consumption/CO2-
Balance Environmental packaging Durability & recyclability Extendability Used materials Ergonomic aspects Radiation (SAR) Data protection Disabled friendliness
Product/Service related Criteria
Networks Energy consumption Carbon Footprint Usage of natural resources Hazardous substances Recyclability
Marketing & Indirect Energy consumption Carbon Footprint (e.g. Logistics) Use of natural resources (e.g.
paper) Employee qualification
(manpower) Social impact (e.g.
marketing/content) Child protection (Content) Hazardous substances (LCC)