Nowadays it’s common business practice to know and publish the corporate carbon footprint. And the “What you measure – you can manage” approach is not only valid for carbon, but other sustainability topics as well. Since regulative activities regarding chemicals have increased it is crucial for companies to stay ahead with their chemical management, be committed to a clear strategy and strive for better, safer and more sustainable products while at the same time showcasing their achievements. This is where The Chemical Footprint Project (CLP) comes into play, a benchmarking tool ChemSec has written about before that now left the pilot stage.
What it does
CLP measures corporate progress towards safer chemicals by providing a metric for benchmarking companies as they select safer alternatives and reduce their use of chemicals of high concern. Unlike similar tools, the CLP is the first initiative to measure overall corporate chemicals management performance by evaluating how companies answer questions in the following categories:
Management Strategy: the scope of corporate chemical policies and their integration into business strategy, accountability, and employees’ incentives for safer chemical use, as well as support of public policies for safer chemicals.
Chemical Inventory: a company’s level of knowledge about the chemicals used by its suppliers in products, components, and manufacturing processes; and its systems for managing chemical data and ensuring supplier compliance with its reporting requirements.
Footprint Measurement: the goals set to reduce chemicals of high concern, progress in establishing a baseline corporate Chemical Footprint and reducing chemicals of high concern, and the degree to which alternatives are assessed, identified and implemented.
Public Disclosure and Verification: whether a company publically discloses the chemicals in its products, whether it discloses participation in CFP and its answers to these questions, and whether the answers have been independently verified by a third party.
HP, GOJO and Seagate
Pilot companies like HP were motivated because they wanted to differentiate themselves from their competitors and get awarded for their work on materials and chemcials. GOJO Industries wanted to stay ahead and establish the right programs. It helped them to move forward in internal process and in external communication. And Seagate (electronics) felt, that LCAs are limited and wanted another tool to measure and track – and show the achievements.
The CLP is now open for companies globally, and even though it’s still in its early days the tool provides opportunities and public acknowledgement for early adopters. Please see more at: www.chemicalfootprint.org or send ChemSec an email.