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PUMA & PPR HOME sharing results of the E P&L
18 May '11
5 min read
PUMA chose GHG emissions and water for the first analysis in their E P&L development as they were considered to be the most significant environmental impacts. The economic valuation of these impacts (please refer to www.about.puma.com for details of methodology) by PwC (GHG emissions) and Trucost (water use), estimated a value per tonne of CO2e at €66 and an average water value of €0.81/ m3. The analysis found that:
• Including the full supply chain, the overall impact was valued at €94.4 million in total for 2010 with greenhouse gases equating to €47.0 million and water to €47.4 million.
• Of the total, PUMA's operations accounted for 15% of the overall GHG emissions analysed, and 0.001% of water consumption. This is the equivalent to €7.2 million of the overall valuation.
• The remaining GHG and water consumption - the equivalent of €87.10 million - fell upon its entire supply chain.
“Fundamentally, this analysis is about risk management for the environment, and for business, because you cannot separate the two,” said Alan McGill, partner, PwC Sustainability and Climate Change. “This is a first for a company to measure and value the impact of its business in this way and gives PUMA a unique and challenging insight into their supply chain.
It's a game–changing development for businesses to integrate environmental issues into their current business model like this, because it provides a basis for embedding their reliance on ecosystem services into business strategy. Tackling the impacts will need concerted efforts by the businesses in their supply chain as PUMA shares a common but differentiated responsibility with other brands at the production facilities,” he continued.
Analyses of the water and GHG impacts were performed across PUMA's value chain, including the operations of raw material and product suppliers as well as logistic services, which PUMA has limited control over.
• Tier 4: Raw material production, such as cotton farming, oil drilling, etc.
• Tier 3: The processing of raw materials, such as leather tanneries, chemical industry, oil refining
• Tier 2: Outsourced processes such as embroiders, printers, outsole production
• Tier 1: The manufacturing of its products
• PUMA core operations: Design, logistics services, warehousing, head office functions and retail
Click here for more details
• Including the full supply chain, the overall impact was valued at €94.4 million in total for 2010 with greenhouse gases equating to €47.0 million and water to €47.4 million.
• Of the total, PUMA's operations accounted for 15% of the overall GHG emissions analysed, and 0.001% of water consumption. This is the equivalent to €7.2 million of the overall valuation.
• The remaining GHG and water consumption - the equivalent of €87.10 million - fell upon its entire supply chain.
“Fundamentally, this analysis is about risk management for the environment, and for business, because you cannot separate the two,” said Alan McGill, partner, PwC Sustainability and Climate Change. “This is a first for a company to measure and value the impact of its business in this way and gives PUMA a unique and challenging insight into their supply chain.
It's a game–changing development for businesses to integrate environmental issues into their current business model like this, because it provides a basis for embedding their reliance on ecosystem services into business strategy. Tackling the impacts will need concerted efforts by the businesses in their supply chain as PUMA shares a common but differentiated responsibility with other brands at the production facilities,” he continued.
Analyses of the water and GHG impacts were performed across PUMA's value chain, including the operations of raw material and product suppliers as well as logistic services, which PUMA has limited control over.
• Tier 4: Raw material production, such as cotton farming, oil drilling, etc.
• Tier 3: The processing of raw materials, such as leather tanneries, chemical industry, oil refining
• Tier 2: Outsourced processes such as embroiders, printers, outsole production
• Tier 1: The manufacturing of its products
• PUMA core operations: Design, logistics services, warehousing, head office functions and retail
Click here for more details
PPR Group
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