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1、100%0%CO2CLEANfield factoryTransforming manufacturing for a sustainable futureSTUDYToday,manufacturing is entering its most exciting phase:the next generation of manufacturing.Global megatrends have reached a tipping point,offering a unique opportunity to turn manufacturing from a perceived liabilit

2、y into a real asset.Sustainability,being one of those trends,becomes increasingly important and companies need to think more holistically.That means expanding the classic quality,cost,delivery model to include environmental and social sustainability.This shift offers major opportunities for factorie

3、s,from creating more sustainable products to generating new business value.But instead of concentrating on these opportunities,most industrial companies see a growing number of threats as the main motivators to change.Environmental regulations,consumer and investor preferences,surging energy costs t

4、he pressure to reform comes from multiple angles and is rising fast.In this study,we outline our vision for a truly sustainable factory in discrete manufacturing and explain both the short-and long-term actions needed to create it.The truly sustainable factory goes beyond cost and energy efficiency

5、to include a holistic view on a wide range of factors,including the location and makeup of buildings and infrastructure,decarbonization,the circular economy,resource use,working conditions,and the impact on its surrounding environment.Whether firms are optimizing existing plants(brownfield)or openin

6、g up new ones(greenfield):the core of a visionary,sustainable factory needs to be a CLEANfield factory.As a key component of global change,the industrial sector has a critical role to play in driving this change and must take immediate action.We believe that manufacturers can excel in this increasin

7、gly challenging landscape.MANAGEMENT SUMMARYSeizing sustainabilitys opportunities2|Roland BergerP 4P 7P 10P 211/Manufacturing enters a new era2/Introducing the cleanfield factory of the future3/Creating the cleanfield factory of the future 1:Optimal location and property 2:Zero-emission energy and z

8、ero pollution 3:Fair conditions and measurability4/Cleanfield factories the keys to success Cover Studio MutiContents Cleanfield|3For centuries,the manufacturing sector has been under constant pressure to optimize cost structures and operational efficiency.Three solutions to this challenge have come

9、 to dominate:implementing lean management practices,relocating activities to lower-cost countries,and increasing process automation.But things are changing.Manufacturing competitiveness is starting to move away from fixating on labor and material costs to include a much broader perspective.We call t

10、his Next Generation Manufacturing.Environmental and social sustainability are increasingly important parts of this new paradigm with good reason.According to the International Energy Agency(IEA),energy-intensive industrial combustion and processes account for ca.22%of global greenhouse gas(GHG)emiss

11、ions.A And rising stress on the Earths natural resources is seriously impacting manufacturing.Demand for water,for instance fundamental to many manufacturing processes is set to rise 20-30%by 2050.Managing its use efficiently and sustainably is now essential for factory operators.Climate change is a

12、lso affecting the frequency of natural disasters,which has almost doubled since the 1990s.On the other hand,the historical overexploitation of resources and greenhouse gas emissions has led to air,water,and soil pollution.Factories are therefore a risk to biodiversity.Worldwide,wildlife populations

13、have shrunk by up to 70%since 1970.This undoubtedly increases the pressure on industrial companies.Social aspects have always been integral to the concept of sustainability.Workplace safety and health have been critical issues since the Industrial Revolution,with continuous improvements over time.Ho

14、wever,there remains significant potential for further advancement,particularly in developing countries.The industrial sector must respond by transforming manufacturing.Key drivers of the transition toward truly sustainable,cleanfield factories include the energy shift away from fossil fuels,the esta

15、blishment of sustainable supply chains,increased circularity,and resource-efficient production.Together,these factors contribute around a third of the USD 10.1 trillion annual business value of nature-positive change calculated by the World Economic Forum.Overall,this stems from major transformation

16、s in three critical systems:food,land,and ocean use;infrastructure and the built environment;and energy and extractives creating 395 million jobs by 2030.1/Manufacturing enters a new era28%Power industry4%Waste7%Buildings11%Fuel exploitation12%Agriculture16%TransportIndustrial combustion&processes22

17、%Source:GHG emissions of all world countries JRC/IEA 2024 Report53Gt CO2eq in 2023A Main sectors of global GHG emissionsGlobal GHG emissions share of Gt CO2eq/yr,20234|Roland BergerARE THREATS OVERSHADOWING OPPORTUNITIES?But instead of concentrating on these opportunities,many industrial companies s

18、ee a growing number of threats as the main motivators to change.Sustainability regulations,for instance,are becoming increasingly relevant.After a gradual start several decades ago,governments around the world are now taking stricter measures to protect people and planet,forcing industry to respond.

19、BPotentially the most active of these regulators is the European Union,which is launching a range of measures,including the Ecodesign Directive,Corporate Sustainability Due Diligence Directive(CSDDD),and Carbon Border Adjustment Mechanism(CBAM).Elsewhere,China has recently introduced voluntary guide

20、lines for ESG disclosure;and with the Inflation Reduction Act,the US government has committed to reducing US GHGs by 50-52%below 2005 levels by 2030.The precise effects of these changes are yet to be seen,but they could have a sizeable impact on the global production footprint.Throughout the value c

21、hain,stakeholders also now expect greater sustainability from products and production methods.Investors are placing more emphasis on carbon footprint reporting and a commitment to reduce GHG emissions;and consumers are more likely to change their purchasing preferences based on a companys social res

22、ponsibility,inclusiveness,or environmental impact.Value chain positioning can also affect how a company approaches sustainability.Overall,the pressure to reform comes from three main factors:market requirements,external regulatory bodies,and societal awareness.Market requirements are typically pushe

23、d from the end customer to the OEM and then disseminated throughout the value chain.Meanwhile,regulations and societal awareness impact companies directly within the value chain,alongside the pressures generated by OEMs.Some companies are already responding proactively.In addition to meeting increas

24、ingly stringent government regulations,as per September 2024 around 2,000 companies associated with manufacturing have committed to the Science-Based Targets initiative or have their targets independently validated by the SBTi.The initiative provides standards,tools,and guidance to help companies re

25、duce their GHG emissions in line with the global climate goals outlined in the Paris Agreement.Operating sustainably means companies must consider more than just the environment.There is growing attention on working conditions and the social impact a company has on its surrounding environment.Betwee

26、n 2012 and 2021,the incidence rate of non-fatal accidents at work in manufacturing within the EU dropped by 17%to 1.788 incidences per 100,000 persons employed in 2021.Despite this number showing major progress in workplace safety,there were still 547,000 incidents in manufacturing,indicating major

27、room for improvement.More than half of global workers are still exposed to posture-related risks at work.This poses a business risk as it can lead to increased sick leave and premature retirement from the labor market.ACT NOW FOR LONG-TERM GAINThe demands being placed on manufacturers are undoubtedl

28、y high.But by investing now in truly sustainable factories,businesses can thrive amid this challenging landscape.In addition to the benefits gained by prioritizing environmental protection,resource efficiency,and social responsibility,sustainable factories can also strengthen consumer trust and bran

29、d loyalty.The result:enhanced market value and increased profitability in the long term.Cleanfield|51970United States Clean Air Act1988The Intergovernmental Panel on Climate Change(IPCC)is set up1992United Nations Framework Convention to stabilize greenhouse gas concentrations1997Kyoto Protocol is a

30、ccepted1998Leadership in Energy&Environmental Design(LEED)certification system2000The Carbon Disclosure Project(CDP)is established,asking companies to disclose their impact on the environment2015The Paris Agreement is adopted at COP 21 196 countries agreed to reduce global warming and build resilien

31、ce to climate changeSustainable Development Goals(SDGs)&Science Based Targets initiative(SBTi)2019The SBTN is founded to promote science-based targets for nature for companies and citiesEuropean Green Deal is initiated by the European Commission,aiming to reach climate neutrality for the EU by 2050

32、2023EU Carbon Border Adjustment Mechanism(CBAM)UPCOMING REGULATIONS:CSDDD(Corporate Sustainability Due Diligence Directive)anchoring human rights and environmental considerations in companies operationsEU Ecodesign standard for specific product requirementsB Environmental regulations have a long his

33、toryEnvironmental regulations&significant industry milestones6|Roland BergerThe pressure to address sustainability may be growing,but it isnt entirely new.Around the world,manufacturers are already acting albeit mostly from the perspective of cost and energy efficiency.When considering the productio

34、n site of the future,companies need to think more holistically.That means expanding the classic quality,cost,delivery model to include sustainability.So what does a truly sustainable factory of the future look like?Our bold vision focuses on discrete manufacturing factories throughout the world.Over

35、all,our vision covers a wide range of components and is driven by three overarching factors optimal location and property,zero-emission energy and zero pollution,and fair conditions and measurability.The choice of location and property must consider aspects such as access to resources and use of sus

36、tainable 2/Introducing the cleanfield factory of the futureCleanfield envisions tomorrows factory,transforming both greenfield concepts and brownfield sites for a more sustainable era.building materials,availability of water and environmental impact,such as on the local biodiversity and energy infra

37、structure.We envisage each sustainable factory being constructed from sustainable materials,sitting within a wider industrial cluster to share resources such as energy,heat,and water,maximizing efficiency,and minimizing impact on the surrounding environment.The sustainable factory embraces technolog

38、y to enable full transparency and optimal performance,while prioritizing a human-friendly working environment.Make no mistake,these are substantial changes that require bold,visionary leadership and a stringent execution plan.However,sustainable factories can help transform sustainability from a per

39、ceived threat into a competitive advantage.Cleanfield|7CLEANFIELD FACTORYIllustration Studio MutiSmart energy control of robotsGender-specific workwearPiezoelectric energy harvesting of machineryCO2-absorbing wallsPV-powered H2 plantHeat pump for industrial heatingIce-thermal energy storageAI-based

40、production parametersDry coating(waterless)paintingWater-permeable concreteWastewater recycling loopHumanoid for unhealthy tasksScrap scanning for repair loopThermal protection foils for windowsWearables to prevent incidentsExchanging excess process heatRefurbishing defective returnsLocal energy gri

41、dCleanfield|98|Roland BergerOPTIMAL LOCATION AND PROPERTYBUILDING BLOCK 1Making substantial changes to a business of any size can be a complex,time-consuming process.But the pressure to act is rising and inaction could be costly.Consider the cost-related risks,for instance,as costs per ton of CO2 em

42、itted continue to rise;the revenue risks as consumers prioritize greener products;or the financing risks as credit terms improve for clients with decarbonized businesses.As more and more companies pursue decarbonization throughout the industrial supply chain,environmental and economic sustainability

43、 will become increasingly intertwined.At Roland Berger,we are convinced that 3/Creating the cleanfield factory of the future The first of the three building blocks for the sustainable factory of the future focuses on the location and make-up of such a facility.Within this block are three subsections

44、:sustainable buildings and infrastructure,production in harmony with local ecosystem,and energy cluster.By addressing these areas,companies can significantly reduce their carbon footprint,improve energy and resource efficiency,and promote biodiversity,among other things.TRANSITION TO SUSTAINABLE BUI

45、LDINGS AND INFRASTRUCTUREWhile many companies may focus first on their manufac-turing processes,they must also address their properties.Buildings and infrastructure consume 20-40%of a factorys energy and the inefficiencies of many older factories in particular make decarbonization improvements a vit

46、al step.This is a serious challenge,especially in light of the massive investment required across the board for decarbonization,not just for sustainable factories.With genuine progress in this area hard to come by,terms like green and sustainable have become commonplace,diluting their impact.But the

47、 world needs more than simply installing solar panels on the roof or investing in carbon offsets.environmental,social,and economic sustainability will go hand in hand at the sustainable factory of the future.Although the challenges are significant,companies can implement steps that benefit the envir

48、onment and create financial value.To help companies achieve this balance,we have created a comprehensive roadmap of short-and long-term steps to set up the cleanfield factory of the future.These levers sit within three overarching building blocks:location and property,emissions and pollution,and wor

49、king conditions and transparency.EXCHANGING EXCESS PROCESS HEATLOCAL ENERGY GRIDTHERMAL PROTECTION FOILS FOR WINDOWSCO2-ABSORBING WALLSWATER-PERMEABLE CONCRETE10|Roland Berger WHERE TO ACTIt is important to distinguish between greenfield and brownfield sites.Existing locations are likely to have evo

50、lved over decades;making them truly sustainable is extremely challenging.As such,companies should focus on improving building conditions where possible by upgrading insulation and repairing leaks,for instance,as well as taking steps to improve energy efficiency in areas like heating and lighting.Ren

51、ewable energy sources should be integrated where possible.In todays manufacturing landscape,the decision on where to locate a new greenfield factory has shifted from traditional,solely cost-focused considerations to a sustainability and cost-driven decision.This shift reflects the growing recognitio

52、n of the environmental and social impact of industrial activities.An important factor in this decision-making process is the availability of renewable energy sources.For example,a factory with high energy requirements may now favor locations that offer abundant solar or wind energy to reduce relianc

53、e on non-renewable energy sources and minimize its carbon footprint.Archetypal basic material production sites with energy-intensive processes should therefore have easy access to green energy sources,while sustainable factories with pure assembly will most likely be best located close to customers.

54、In addition,reliance on fresh water is a crucial consideration,especially for factories in industries such as textile or food production that use large amounts of water.Choosing locations where water resources are abundant and sustainably managed is crucial to ensure that factory operations do not d

55、eplete local resources or compromise local communities access to clean water.This approach is not only in line with global sustai-nability goals but also anticipates future regulations that could penalize environmental negligence,balancing economic efficiency with the need to protect the environment

56、 and make a positive contribution to the local community.For both brownfield and greenfield sites,ensuring factories are resilient to extreme weather like storms,floods,and droughts that may be exacerbated by climate change is key.Possible solutions include the use of special permeable concrete that

57、 allows a high drainage rate without the need for drainage pipes,thus preventing flood damage.Permeable concrete also reduces soil sealing,resulting in minimized loss of biodiversity and threat to crops.Integrating renewable energy infrastructure such as photovoltaic panels and a local DC energy gri

58、d is also important and can be retrofitted for existing factories.Local DC energy grids within the factory offer numerous advantages for the integration of renewable energy,in terms of energy efficiency,power quality,and scalability.By minimizing conversion losses,enhancing compatibility with modern

59、 technologies,and improving grid stability,DC grids can contribute significantly to the overall sustainability and energy efficiency of sustainable manufacturing operations.When building greenfield facilities,manufacturers will need to consider using emission-neutral resources such as sustainable ce

60、ment and steel,which will become increasingly common.For the continued use of brownfield buildings,it is necessary to improve the overall energy efficiency of the building.The options range from classic solutions such as roof and wall insulation with insulating foam to innovative retrofit solutions

61、such as nanotechnology-based films for windows,mitigating any thermal impact of the weather on the factory building.PRODUCE IN HARMONY WITH THE LOCAL ECOSYSTEM The conservation and restoration of biodiversity is another fundamental aspect of a cleanfield factory for a sustainable future.A cleanfield

62、 factory produces in harmony with the surrounding ecosystem,resulting in no net loss of biodiversity in direct operations.For most industrial companies,the biodiversity of a factory is to Cleanfield|11a substantial extent attributed to the level of its GHG emissions,water pollution(e.g.nitrogen and

63、phosphorus),and used resources,which will be tackled as part of our second building block.When it comes to their location and buildings,factories can have a direct impact on their environment by their land footprint or land use change.The aim of a factory should be to mitigate its land use change,e.

64、g.how much it affects or destroys local habitats such as biotopes,flowering meadows,and forests and their animal species.Land use change is one dominant direct driver of terrestrial biodiversity loss and must be compensated for.This applies in particular to the construction of a new cleanfield facto

65、ry.Restoring the land use with the corresponding habitats is essential.As a 100%restoration cannot be guaranteed,further measures must be implemented beyond this.WHERE TO ACTCleanfield factories need to tackle the locally relevant ecological risks.For example,green spaces as a lever to promote biodi

66、versity can range from mangrove restoration or ecological corridors to mini-forests.When cultivating green spaces,sustainable cultivation methods should be used to conserve water and soil,and a certain diversity of plant life should be ensured.Green spaces can be created inside the factory,like smal

67、l botanical gardens with native plants,or parks and mini-forests,on the roofs or on the walls of the factory buildings.Outside of the factory,the possibilities include buffer zones around local habitats and the creation of biotopes or wetlands.Greening of walls and roofs not only promotes biodiversi

68、ty but also contributes to the natural cooling of the building and thus to energy efficiency.The settlement of endangered animal and plant species can be a further lever for actively contributing to the conservation of biodiversity,such as with butterfly waystations.To continue not to disturb the na

69、tural behavior of the resident animal species,a cleanfield factory will reduce its light pollution after business hours or at nightfall.This applies equally to noise from the factorys production operations.CREATE NEW ENERGY CLUSTERS Today,most factories operate as standalone facilities.However,build

70、ing new factories within local clusters,or building entirely new clusters,can help companies to maximize resource sharing,reduce costs,and benefit from economies of scale.These clusters will harness renewable energy sources such as solar,wind,and biomass,integrating them into a shared grid.By workin

71、g together,the companies can optimize energy consumption and reduce waste and water consumption by exchanging resources such as surplus process energy/heat(i.e.for heating of facilities)or sharing waste water(i.e.for cooling of turbines).This collaboration allows for flexibility in energy consumptio

72、n,matching supply with varying demand across the cluster.Such energy clusters will significantly lower carbon footprints and foster innovation in sustainable industrial practices.WHERE TO ACTThe key to maximizing the benefits of energy clusters is to select the right sites and partners.If your proce

73、sses produce excessive amounts of heat,for instance,consider partnering with a company that could use that heat.When selecting clusters or potential sites for a new cluster,assess the availability of renewable energy as well as the customer proximity for all potential members of the cluster.Its impo

74、rtant to consider companies that arent competitors or directly within the same value chain.12|Roland BergerThe second building block for the sustainable factory of the future looks at achieving carbon neutrality and eliminating pollution.This is divided into three sub-sections:full carbon neutrality

75、,the circular economy,and water use and pollution.ACHIEVE CARBON NET ZEROHigh initial costs,technological limitations,and persistent uncertainty are just some of the common obstacles faced by manufacturers in the transition to sustainable factories.For most,the first step will be to obtain a clear p

76、icture of emissions,as full disclosure of CO2eq footprints is required for key suppliers of major OEMs.This is especially relevant with offsetting no longer an option.To prioritize their actions,factory owners need a clear understanding of each sites carbon footprint.Discrete manufacturing steps are

77、 typically responsible for the majority of emissions,especially base production steps such as injection molding,stamping,and casting,which account for the heaviest energy and water consumption within the discrete manufacturing value stream.The precise balance will vary strongly depending on factors

78、such as value chain depth and equipment used.There are three factory archetypes in the value chain.Alongside base production,there are factories with a mixed manufacturing depth,covering areas such as painting,coating,and assembly,while the third archetype focuses solely on the assembly of delivered

79、 parts.WHERE TO ACTRoland Berger takes a three-stage approach to sustainable factory decarbonization.Reduce consumption by optimizing existing equipment and upgrading technology for energy-intensive processes.Optimizing existing equipment could include optimizing production parameters using AI techn

80、ology to make the operation of a machine as sustainable as possible in terms ICE-THERMAL ENERGY STORAGESCRAP SCANNING FOR REPAIR LOOPWASTEWATER RECYCLING LOOPREFURBISHING DEFECTIVE RETURNSSMART ENERGY CONTROL OF ROBOTSPV-POWERED H2 PLANTAI-BASED PRODUCTION PARAMETERS PIEZOELECTRIC ENERGY HARVESTING

81、OF MACHINERYHEAT PUMP FOR INDUSTRIAL HEATINGDRY COATING(WATERLESS)PAINTINGZERO-EMISSION ENERGY AND ZERO POLLUTIONBUILDING BLOCK 2Cleanfield|13Planning a cleanfield factory transitionRecently,Roland Berger worked with a European automotive supplier that was looking to reach net-zero emissions globall

82、y,with a major focus on decarbonizing its own production footprint consisting of 20 plants worldwide.The company has a range of historically grown,brownfield manufacturing facilities,partially operating with old and outdated equipment.Energy consumption varies strongly between three different factor

83、y arche-types:base production factories,covering processes such as injection molding,stamping,and casting;mixed manufacturing facilities,focusing on tasks such as painting,coating,and assembly;and a third type con-centrating solely on the assembly of delivered parts.By assessing the energy consumpti

84、on of each factory archetype and the related processes,we established transparency on the key emissions drivers.A closer look at manufacturing and support processes,including an analysis of water consumption and pollution,reinforced the assessment that base production facilities were the first prior

85、ity in a sustainable factory transition.In pure assembly plants,energy reduction still remained a priority activity,but we also found that due to the high labor intensity,other sustainability aspects around workers safety and human work environments also needed to be addressed.Working closely with t

86、he clients local project teams,we developed detailed measures for the three main levers to realize the sustainable factory decarbonization:firstly,reduce energy consumption to an absolute minimum;secondly,produce as much zero-emission energy as possible on site;and thirdly,switch to zero-emission en

87、ergy sourcing.By implementing energy-efficiency measures related to building and infrastructure and industrial processes,we identified the potential to save up to 30%on actual energy consumption.Key measures included lighting retrofits,demand-based ventilation,process heat recovery,and machine upgra

88、des.By further extending photovoltaic installation on site,our client managed to generate up to 20%of its own renewable electricity.These measures will bring incremental improvements,resulting in the company avoiding approximately 200,000 tons of CO2eq each year after approximately 15 years.C of wat

89、er and energy consumption and amount of scrap produced.Another lever would be to simply switch off automation and robot systems when they are not in use to reduce standby energy consumption.This demand-oriented mechanism can be extended,e.g.for heating or cooling(such as ventilation).Generate and st

90、ore renewable energy on site where possible.Companies could also consider investing or co-investing in renewable energy assets within industrial clusters such as a shared wind farm.Storing this renewable energy is also crucial to shave power peaks.One example could be ice-thermal energy storage,whic

91、h produces and stores ice to be reused for cooling purposes or a hydrogen tank.A smaller lever would be piezoelectric energy harvesting,e.g.the recovery of energy from the vibration of turning machines.This is made possible by piezoelectric materials in the damping system,which can be retrofitted in

92、 areas with high mechanical frequency or vibration,e.g.on the carriage.Switch to embrace renewables and electrify processes where possible.This could involve using electric vehicles on site,changing energy suppliers,or investing in electrification of industrial heat.The latter represents the biggest

93、 lever,as around 90%of industrial heat is made by burning fossil fuels.However,there is no one-size-fits-all solution for electrification of heat,so,multiple possible technologies must be considered.Possible levers are industrial heat pumps for lower and mid-range temperatures(e.g.for heating of mac

94、hinery,for melting material such as plastics,or for drying processes)and plasma torches as well as electric arc furnaces for higher temperatures over 1000C.EMBRACE THE CIRCULAR ECONOMYCircular practices can bring major benefits to manufac-turing.By reducing and recycling scrap,lowering material 14|R

95、oland BergerC Setting sustainability prioritiesSource:Roland BergerManufacturing energy consumption3 share of totalE.g.:Inbound,inplant,outboundE.g.:Molding,casting,stampingE.g.:Welding,fastening,solderingE.g.:Maintenance,tooling,etc.E.g.:Drilling,milling,turning,cuttingQUALITYCONTROLE.g.:Polishing,

96、painting,coatingPACKAGING/LABELING5-105-105530-3515-2020-2510-15Other pollutionAir emissionsChemical spills or leaksAir emissionsScrapContaminantsAir emissionsChemical spills or leaksWaste waterVOCs and hazardous air pollutantsContaminantsSolid wasteChemical spills or leaksSolid wasteAir emissionsSo

97、lid wasteContaminantsWater consumptionLOGISTICSMANUFAC.SUPPORTFORMINGMACHININGFINISHINGASSEMBLYDecarbonization focusSUPPORT PROCESSES2BASE PRODUCTIONASSEMBLYBase production can take up 60-80%of the total energy consumption.Case study example1:Energy and water consumption at a leading automotive supp

98、lier1 Industry example-Actual split highly dependent on manufacturing depth in respective factory2 Summary of all support processes that occur before,between,and after manufacturing processes3 Manufacturing energy consumption does not consider building-related consumption(e.g.heating of factory)Clea

99、nfield|15consumption,and recovering end-of-life products,factories can significantly reduce their carbon footprint,especially for energy-intensive processes that emit GHGs by design.The circular economy is about more than just sustain-ability,though it could also bring EUR 1.8 trillion worth of econ

100、omic benefit to the EU by 2030 according to the Ellen MacArthur Foundation.WHERE TO ACTTo maximize the environmental impact of manufactured products,one lever for cleanfield factories is to extend the life of a product in the hands of the customer by the materials used or by the design of the produc

101、t.However,at the end of a products useful life,it is essential to check whether it can have a second life(e.g.reuse or repair),and if not,to ensure that the recycling rate of materials is maximized.Therefore,we recommend companies focus on four main elements:Reduce the volume of materials used for p

102、roduction and packaging as well as the amount of waste by using smart digital technologies such as AI technology.This allows you to calibrate machinery with production parameters to optimize the resource conversion into the product and to reduce potential waste or scrap.Reuse is a key theme in the c

103、ircular economy.Manufacturers should consider rethinking pre-consumer scrap collection and heat recovery,for instance,and integrate reusable on-site transportation methods.Circularity should be part of the production flow wherever possible.Repair and remanufacturing provide a flexible pro-duction en

104、vironment that is suitable for remanufacturing business models.This requires sufficient multi-purpose areas within the production environment and highly flexible capacity planning.A possible lever could be the integration of digital twins and AI to identify defective products,remove them from the pr

105、oduction process,and remanufacture them in a separate line.Another lever could be the collection of defective products from consumers and the refurbishment/remanufacturing of these parts for a second phase of use.You can also consider internally upgradable machines instead of replacement machines.Re

106、cycle post-consumer scrap(waste)directly with raw materials suppliers,where possible.Manufacturers can work more closely with upstream suppliers to devise ways of designing products that embrace recycled materials.For waste produced by manufacturing processes,cleanfield factories should also collabo

107、rate with waste management providers to find innovative solutions to reduce this scrap or recycle it into raw materials(waste-to-resources).MINIMIZE WATER CONSUMPTION AND POLLUTIONManufacturing processes can impact numerous parts of the environment,including air quality,soil,water systems,and biodiv

108、ersity.With water fundamental to many manufacturing processes,it is a crucial focus area for sustainable production.Factories need water for a wide variety of reasons,from manufacturing processes like polishing,painting,and washing,to wet scrubbing towers and cooling towers.These usually account for

109、 approximately two thirds of water use at industrial sites,with the remainder assigned to domestic facilities such as toilets,drinking water,and landscaping.There are typically two main types of water input:a municipal water plant and alternative sources such as rainwater or on-site air conditioning

110、 water.Some companies may also have access to water from a river,the sea,or groundwater.Yet growing demand for water for industrial,agricultural,and residential purposes,coupled with the variability of climate change,is increasing the stress on this most valuable of resources.There is expected to be

111、 a gap 16|Roland Bergerbetween water supply and demand of around 40%by 2030.This could have a major impact on global manufacturing,raising supply chain costs and potentially even causing supply chain delays.As a result,minimizing consumption and reusing water where possible is vital for sustainable

112、factories.The amount of water used in manufacturing processes that is then recycled or reused is currently around 20-25%,depending on the region,sector,and manufacturing depth a figure that can certainly be improved.WHERE TO ACTTo address this increasingly serious issue,factories should consider the

113、 following three areas.Increase water access&decrease risk by considering solutions such as rainwater harvesting and reusing air conditioning condensate for cooling to reduce reliance on freshwater sources.In the longer term,manufacturers could look to collaborate with industrial partners on joint c

114、onservation methods and work with local municipalities on using treated wastewater.Comprehend water usage and reduce the amount by adjusting the frequency or volume of process water usage and ramping up leak detection.Ultimately,the most effective way to do this is by using smart sensors and machine

115、ry.But raising awareness among employees can also help,as well as using more efficient machinery.Increase water circularity wherever possible.Industrial water treatment systems,for instance,can close the loop and ensure wastewater recirculation.Wastewater from domestic systems can be treated and reu

116、sed for non-critical processes.Establishing on-site emergency water storage could be a valuable step,especially in drought-prone areas,while,longer term,factory owners can be more ambitious by reclaiming water from scrubbers or cooling and heating systems or wastewater from harder-to-treat sources s

117、uch as acidic wastewater.D When it comes to water consumption,the green,sustainable factory of the future must also look beyond its own internal operations to ensure that it has a positive impact on the environment.Thats why the Carbon Disclosure Project(CDP)has established comprehensive water guide

118、lines that are essential for factories looking to improve their water management.By following the CDP guidelines,factories can systematically assess their water-related risks and opportunities,helping to mitigate potential disruptions in their supply chain.While water risk is a threat to operations,

119、in most cases the risk is greater in the supply chain,which can account for more than 85%of water demand.Companies seeking CDP A scoring conduct a thorough review of their direct Tier 1 suppliers,either through a self-assessment questionnaire or a commodity approach.Transparency over water usage and

120、 waste management is mostly lacking in the industry and complicates efforts to optimize water consumption and waste manageme for many companies.This necessitates partnering with government and technology providers to track pollution in local waterbodies,for instance,or collaborating with neighboring

121、 firms to reduce pollution at point sources,such as discharge from an industrial park,or non-point sources,such as fertilizers used in agriculture.Addressing leaks can also benefit the local environment.Factories can collaborate with governments and technology providers on leakage-reduction programs

122、 in distribution systems,for instance.Or they might work with NGOs and technology providers to help the agricultural sector repair leaky irrigation systems or reduce their water footprint.In addition,manufacturers can work with community groups and NGOs to rehabilitate natural habitats and use natur

123、e-based solutions for groundwater infiltration,where possible.Hosting events to promote water conservation can strengthen ties to local communities.Cleanfield|17 Source:Roland Berger analysis,expert interviews,TSMC 2022 Sustainability Report,Global Water IntelligenceD Go with the flowTypically,only

124、20-25%of water can be reused in factoriesIllustrative water cycle of a component manufacturing facility Alternative water sourcessuch as rainwater,on-site air conditioning water,and condensateWATER DISPOSAL&RECYCLINGMunicipal water plant or own water source such as river,sea or groundwaterOff-site i

125、ndustrial treatment plantThe environment e.g.rivers,groundwater 75%Facility-related water usageLandscapingDomestic use e.g.toilets,potable water 35%WATER SOURCESFACTORY WATER BALANCELEVERS TO COMPREHEND WATER USAGEUse smart water monitoring (detect leaks,steer consumption)Switch technologies(e.g.fro

126、m water-to air-cooled processes)Educate employees for efficient water usageLEVERS TO DECREASE RISKS&INCREASE ACCESSIntegrate rainwater harvesting storage and collect condensateCollaborate with partners and municipalitiesEstablish water access as a strategic location decision criterionLEVERS TO INCRE

127、ASE WATER CIRCULARITYUse zero liquid discharge systems(e.g.low-temperature crystallization)Use advanced membrane technology(nanofiltration)Build modular,on-site water treatment plants 65%25%Water recycling systemProcess-related water usageManufacturing processesWet scrubbing towersCooling towerRe-us

128、ed water(recycled graywater)18|Roland BergerThe third and final building block for the sustainable factory of the future focuses on creating a high-performing,optimized working environment.Here,the first sub-section considers transparency and the importance of setting ambitious,realistic sustainabil

129、ity targets,together with extensive KPI monitoring.Sub-section two covers ways of fostering a diverse,inclusive workforce,while the third sub-section looks at creating a safe,human-friendly workplace.OBTAIN GREATER TRANSPARENCYAs the old management saying goes,only what gets measured gets managed.Fu

130、ll transparency over all sustainability-related metrics is fundamental to the sustainable factory of the future:a company needs to know where it stands in order to create and implement the right strategy.Unfortunately,this remains an area that many companies still underperform in.Transparency over s

131、ustainability-related performance also facilitates independent certification.Verifiably greener products offer manufacturers a chance to differentiate from their competitors and sustainability certification now represents a decisive factor for customers during purchasing.WHERE TO ACTTechnological in

132、novation,in the form of IoT and smart devices,is enabling manufacturers to gain increasingly HUMANOID FOR UNHEALTHY TASKSWEARABLES TO PREVENT INCIDENTSGENDER-SPECIFICWORKWEARdetailed insights into their sustainability performance.The more systems these technologies can be integrated with from machin

133、ery to lighting the greater the understanding a plant operator will have of their operations.They should define clear targets and KPIs and use the smart technologies to monitor them closely,ensuring prompt action in the case of deviation.This information is also valuable for external processes such

134、as sustainability reporting and obtaining or retaining certifications.FOSTER NEW WORK,DIVERSITY,AND EQUALITYTrue sustainability doesnt just apply to the environment the sustainable factory of the future must also be socially sustainable.Growing demand for improvements in human rights and working con

135、ditions has heightened the awareness of work practices and the importance of diversity and equality in maintaining productivity and sustained performance.Only by offering fair,rewarding work will companies be able to attract,develop,and retain employees to shape the products of the future.WHERE TO A

136、CTCompanies need to promote diversity and equality in the workplace,taking into account different forms of diversity,such as gender,culture,ability,or age.A specific lever for the latter could be the integration of innovative equipment such as exoskeletons to make workplaces accessible to all age gr

137、oups.In view of the rising retirement age,this is a FAIR CONDITIONS AND MEASURABILITYBUILDING BLOCK 3Cleanfield|19solution to create jobs that are also suitable for older workers.In terms of gender equality,one lever could be for women in production to have the same amenities as their male colleague

138、s.This includes not only providing gender-specific facilities such as changing rooms or workwear,but also creating a working environment that offers equal opportunities to thrive.Furthermore,companies need to analyze and potentially adjust their recruitment policies as well as create varied and tran

139、sparent career paths.Inclusive policies can strengthen connection between workers via mentorships and other programs to reduce discrimination and bias.Training and education are also essential to ensure staff are fully educated on sustainability and inclusivity topics.And training should be offered

140、across all relevant areas to further skills and development.CREATE A HUMAN-FRIENDLY WORKING ENVIRONMENTHealth and safety are non-negotiable priorities for a sustainable work environment in factories.Here,too,technology has an important role to play,as automation offers increasingly viable alternativ

141、es to human involvement in certain tasks and processes.WHERE TO ACTFactories can focus on redesigning workstations to reduce the risk of injury.Advanced automation with robotics may be able to take over risky production steps.But automation is not the answer to everything.For some production steps,e

142、nvironments,or locations,heavy manual work is required or more cost effective.Establishing environmental control systems and adequate workwear is necessary to protect workers from exposure to harmful chemicals and dust.Meanwhile,further technologies such as process monitoring,analytics,and failsafe

143、technologies can protect workers from major occupational accidents.Wearables for employees can be used here to draw attention to a potential hazard through vibrations or sounds.Sensors on machinery and cameras around the production site help to spot such hazardous situations before anything happens.

144、Education has always had a vital role to play,and employers must be sure to provide regular training to promote safe workplace practices.Cleanfield is not just about protecting the environment.True sustainable factories also encompass social responsibility and ensure that people and the environment

145、thrive together.20|Roland Berger4/Cleanfield factories the keys to successMarket requirements,regulators,and society at large are applying growing pressure on the manufacturing sector to improve environmental and social responsibility.Rather than see this as a threat,we encourage businesses to recog

146、nize the numerous opportunities this shift presents.As this study shows,creating the cleanfield factory of the future requires manufacturers to consider a variety of factors,from building materials to circular economy practices,pollution,water use,and safe,diverse workplaces.Transforming existing fa

147、cilities and building new ones will be challenging,but by investing now in truly sustainable factories,businesses can thrive amid this demanding landscape.In addition to the environmental and social benefits of prioritizing sustainability,sustainable factories can bring numerous economic benefits.Re

148、duced consumption of energy and materials can boost the bottom line,as can a reduction in the risks and costs associated with regulatory violations.Top-line benefits include a potential increase in revenues via new environmentally friendly products and services as well as improved brand reputation a

149、nd customer loyalty.The sustainable factory of the future can also help facilitate access to new markets and customers that prioritize sustainable products and suppliers.For sustainable factories to succeed,stakeholders throughout the value chain need to act.We believe the following eight factors ar

150、e fundamental to creating a more sustainable approach to manufacaturing.EIndustry collaboration and standards can help establish sustainability best practices and drive the adoption of sustainable factoriesFinancial incentives for cost savings associated with energy efficiency,waste reduction,and re

151、source optimization will help push investments in sustainable factoriesGovernment support can play a crucial role in improving industrial sustainability by providing incentives or regulationsEducation and training programs focused on sustainable manufacturing practices empower the workforce to embra

152、ce sustainability activitiesPublic-private partnerships can leverage resources,expertise,and funding to accelerate the transition on a larger scaleContinuous improvement and monitoring efforts will ensure sustainable factories remain effective and evolve with changing sustainability requirementsTech

153、nological advancements in renewable energy,smart manufacturing,and sustainable materials will facilitate the transitionConsumer demand and awareness is rising for sustainable products and environmental issues,as is the willingness to invest more in sustainable productsEFundamental factors for cleanf

154、ield evolutionCleanfield|21Transforming a traditional manufacturing footprint to a next generation cleanfield approach remains a challenging task for industrial players.We at Roland Berger are convinced that cleanfield must not be just the next sustainability buzzword but must really be high on the

155、C-level agenda.Cleanfield is about more than just reducing costs,moving equipment,and rationalizing of factories.It is a strategic element for those manufacturers who want to be successful for decades to come by setting the right cornerstones in their own production.As the demand for cleanfield manu

156、facturing continues to grow,its time for action.But where to start?We at Roland Berger have developed a comprehensive approach for you to take that very individual factory journey:from brownfield to greenfield to cleanfield.1.Assess your current factorys sustainability performance and benchmark it a

157、gainst industry best practices.2.Define a clear vision for your cleanfield sustainability goals by 2040,and break it down into two intermediate targets for 2025 and 2030.3.Focus on low-hanging fruits in the short term,such as energy and water efficiency,and tackle more complex challenges in the medi

158、um term.4.Collaborate with your supply chain partners to drive sustainability throughout the value chain.5.Invest in sustainable technologies and processes to reduce your carbon footprint and minimize waste.6.Prioritize the health and safety of your workforce by implementing best practices and conti

159、nuously improving working conditions.7.Engage with your local community and stakeholders to understand their sustainability needs and expec-tations.8.Measure and report your factorys sustainability performance regularly to track progress and identify areas for improvement.9.Communicate your sustaina

160、bility achievements and commitments to your customers,investors,and other stakeholders to build trust and enhance your brand reputation.10.Join industry initiatives and networks to share knowledge,best practices,and resources,and drive collective action toward a more sustainable future.TO GET YOU ST

161、ARTED WITH YOUR VERY OWN CLEANFIELD JOURNEY,OUR TYPICAL APPROACH CONSIDERS THE FOLLOWING TEN STEPS:22|Roland BergerLasse Adler Maik BChristian Boehler Sebastian DBernhard Langefeld Hannah Zuehlke SUSTAINABILITY/PRODUCTION EXPERTS Alfredo Arpaia|ItalyAxel Boehlke|BelgiumGabriella Borgovan|DubaiHauke

162、Bossen|SwedenPol Busquets|SpainCristiano Doria|BrazilDavid Frans|Netherlands Geoff Gage|UKMichel Jacob|FranceRolf Janssen|GermanyDaria Koroleva|GermanyChris Ong|MalaysiaMasashi Onozuka|JapanHouda Ougaddoum|UKGundula Pally|AustriaMichelle Drew Rodriguez|USAYvonne Ruf|GermanyMarcus Schueller|GermanyKe

163、vin Shi|China Magali Testard|FranceGregoire Tondreau|BelgiumDavid Zhu|China 11.2024ROLANDBERGER.COMThis publication has been prepared for general guidance only.The reader should not act according to any information provided in this publication without receiving specific professional advice.Roland Be

164、rger GmbH shall not be liable for any damages resulting from any use of the information contained in the publication.2024 ROLAND BERGER GMBH.ALL RIGHTS RESERVED.AUTHORSCreditsCleanfield|23PublisherRoland Berger GmbHSederanger 180538 MunichGermany+49 89 9230-024_2020_STUROLAND BERGER is one of the wo

165、rlds leading strategy consultancies with a wide-ranging service portfolio for all relevant industries and business functions.Founded in 1967,Roland Berger is headquartered in Munich.Renowned for its expertise in transformation,innovation across all industries and performance improvement,the consultancy has set itself the goal of embedding sustainability in all its projects.Roland Berger revenues stood at more than 1 billion euros in 2023.