Climate change policies are affecting the economic and structural viability of European Union (EU) industries, particularly in the energy-intensive sector, with very challenging goals of EU Agenda 2030 in terms of CO2 reductions and energy efficiency. This ecological transition can be supported by the employment of innovative technologies, enabling production process efficiency, resource optimization and supply-chain integration. Nevertheless, it is still empirically unclear how energy-intensive industries will complete their ecological transition successfully, especially in terms of achieving environmental sustainability practices within the organization and in the supply-chain without endangering their economic availability. Moreover, the assessment of environmental sustainability performance is still not a unique standard framework, causing loss of transparency and traceability towards internal and external stakeholders, such as managers, investors and business partners. With 20 qualitative interviews of customers and experts of a company leader in the steel construction sector in Italy and Germany, the Feralpi Group, this paper explores the implications of strategic environmental sustainability indicators, which can transparently assess company performance. Preliminary results underline how shared standardized indicators are fundamental for a tighter supply-chain integration, giving impulse and significance to the steel producers’ efforts for environmental sustainability excellence. Future research should further investigate the connection between environmental sustainability strategies and performance indicators for a more integrated sustainability framework.
Since the creation of a common term to indicate a set of incremental and disruptive digital technologies, Industry 4.0 has challenged European manufacturers to find a way to concretely exploit these innovations in their own business strategy. During this journey, Industry 4.0 has recently highlighted some evidence about its efficacy in enabling strategic goals on the three dimensions (economical, environmental, social) of sustainable development, which is a key element for the European Union’s goal to make manufacturers become carbon neutral until 2030. Industry 4.0 and sustainability are together affecting manufacturers’ business models, forcing managers to take chances and face challenges within their organization and in their supply-chain. As an energy-intensive sector, steel industries will be intensively affected by sustainability paradigms. With 19 qualitative interviews in the organization and supply chain of an internationalized steel producer, Feralpi Group, we provide evidence that, beyond the use of main strategic technologies (Internet of Things and Big Data analysis), the implementation of a sustainability strategy is also possible through the creation of new partnerships beyond the own supply chain. The combination of Industry 4.0 technologies and sustainability strategies, especially concerning the environment through Circular Economy practices, pushes steel industries to revise their business models, paving the way for unexpected collaborations, where suppliers, customers, and even more diverse stakeholders such as competitors could bring benefits to the company sustainable economic growth and durability.
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