Commission, 2011a) which aims at decoupling economic growth from resource and energy use. The latter gives an overview of measures to be taken under the initiative, one of which is the elaboration of a “Roadmap to a Resource Efficient Europe” (European Commission, 2011b). Here, a vision is depicted how Europe manages natural resources by 2050 in a sustainable way that “respects resource constraints and planetary boundaries”. The strategy and the roadmap are of considerably more progressive quality from an environmental point of view compared to the “Raw materials initiative” (European Commission, 2008) where the focus lies on resource accessibility and resource efficiency is considered only as one aspect among others. The need to minimise waste generation whilst maximising recycling and the use of secondary raw materials is reflected by the EU Commission in more detail in a recent brief (European Commission, 2014). Guidance to the European Commission in resource efficiency issues and especially the transition to a more resource efficient economy is given by the European Resource Efficiency Platform (EREP). This platform adopted the “Manifesto for a resource-efficient Europe” in December 2012, which was substantiated by two sets of policy recommendations (i) “Action for a resource efficient Europe” published in June 2013 and (ii) “Towards a resource efficient and circular economy” published in March 2014 (European Commission, 2012) These recommendations identify different fields where measures should be taken, among others the development of instruments for SMEs and facilitation of investment into resource efficiency. 1: Example of working with the form from the stakeholder analysis (EDIT Value Tool step 1.1) The stakeholder analysis as initial analysis focuses on the relationship between the enterprise strategy and particular stakeholders who influence this strategy or who are significantly influenced by this strategy. As a scale for evaluating stakeholder influence on enterprise strategic objectives numbers have been chosen: (0) – No
influence; (1) – Low influence; (2) – Medium influence; (3) – High influence. The boxes highlighted in black represent areas with high influence of a stakeholder and inadequate attention paid to the given stakeholder by the enterprise. Form 1.1 Strategic priorities Improving product quality Broadening the market Decreasing production costs Improving access to capital Extending facility Stakeholders Owners 2 3 2 2 3 Employees 3 2 3 1 1 Customers 3 3 2 1 1 Suppliers 3 2 2 1 1 Authorities 0 1 2 0 2 Municipality 0 0 0 0 3 Bank 0 1 2 3 3
5: Overview of identified potentials with the EDIT Value Tool regarding resource efficiency and sustainability in the piloting SMEs Potential identified regarding... Involving... Stakeholders Visions and Strategy Management Systems Production Products Energy Austria SME 1 - Motivation and training of employees - Suppliers — - Purchasing / choice of suppliers — - External recycling of residues - Heat recovery - Air compression - Energy monitoring — X X SME 2 - Motivation and training of employees — - Transportation concept / load factor — - External recycling of dust - Heat recovery - Lowerable peak current - Energy monitoring — X X SME 3 — — — — - Heat recovery - Energy monitoring - Open water cycles - Material losses — X X X SME 4 - Motivation and training of employees — — - Optimisation of processes; electronic instead - High base load (some machines are running uninterruptedly) — X X
of manual controlling - Energy monitoring - Steam boiler, roaster and heat exchanger not running efficiently (3) - Packaging comes along with high material losses - Possible waste recycling Czech Republic SME 1 — — - Acquisition of clients - (Online) marketing activities - Lacking strategy - Lacking management systems regarding processes, energy, material and environment - Energy-intensive transformer station and coating facility (2) - Monitoring of material flows - Offcut waste (steel, wood, foam) - Waste water - Product design (reduction of offcut waste) X X X SME 2 - Motivation and training of employees - with customers — — - production - Energy consumption - Material losses - Monitoring of material losses - (Energy-intensive) treatment - Insulation (windows) - Product design (reduction of material losses) X X SME 1 - Motivation and training of employees — - Business strategy not formulated - Lacking management systems regarding - Energy monitoring - Air compression / waste heat — X
energy, IT system security (2) - Lighting - Safety at work SME 2 - Motivation and training of employees - Information on best available techniques from industrial associations - Feedback from business partners - Visions, goals and core competencies not formulated and integrated into the business plan - Business strategy not formulated - Lacking management system regarding energy - Material losses - Monitoring of production losses - Air compression - Lighting — X X Hungary SME 1 — — — - Quality management - Material losses / waste production - Product design (better insulation) X SME 2 — — — - Inefficient stock management - heat / heat recovery — X SME 3 - Suppliers — - Purchasing / choice of supplies - Inclusion of environmental considerations — - Waste production - Water consumption - External recycling of dust — X X
- Heating system, insulation (2) - Lighting SME 3 - Motivation and training of employees — - Difficulties in handling different businesses at once — — — X SME 4 - Legal difficulties in bequeathing the company — — - Ineffective cost management - Water consumption — X X SME 5 — — - Business strategy not formulated - Insufficient security and control - Monitoring of energy and material flows (2) — X SI-Figure 1: Percentage of identified RE potentials related to the management pyramid from the 18 SMEs partaking in the EDIT Value Tool pilot phase