Developing social life cycle assessment based on corporate social responsibility: A chemical process industry case regarding human rights

• Published in: Technological forecasting & social change Vol. 165; p. 120564
• Main Authors: Tsalidis, Georgios Archimidis, de Santo, Elena, Gallart, Jose Jorge Espí, Corberá, Joan Berzosa, Blanco, Frederic Clarens, Pesch, Udo, Korevaar, Gijsbert
• Format: Journal Article
• Language: English
• Published: New York Elsevier Inc 01-04-2021; Elsevier B.V; Elsevier Science Ltd
• Subjects: Boundaries; Case studies; Chemical process industries; Companies; Company structure; Corporate social responsibility; Evaluation; Human rights; Liability (Law); Life cycle assessment; Life cycles; Logistics; Manufacturing; Organizations; Parental liability; Social aspects; Social conditions & trends; Social life cycle assessment; Social responsibility; Subsidiary; Supply chains; Parental liability; Subsidiary; Corporate social responsibility; Human rights; Social life cycle assessment
• ISSN: 0040-1625; 1873-5509
• DOI: 10.1016/j.techfore.2020.120564

•The Social Hotspot Database can be used to expand the systems boundaries.•Higher social risks on “Human rights” may be found after system boundaries expansion.•System boundaries expansion is useful to identify social hotspots in global supply chains.•Excellent scores may be given in involved organizations after system boundaries expansion.
MSocial Life Cycle Assessment (S-LCA) uses a life cycle perspective to assess social impacts of products, and the S-LCA guidelines describe developing the system boundaries based on a factory-level perspective. However, such a perspective may exclude stakeholders with a negative social performance which are cooperating with a factory but are not directly involved with the product under study, and it can result in a step back on corporate social responsibility (CSR). Our study aimed to align S-LCA with the CSR concept. Therefore, we designed a case study for the manufacturing sector in which we practiced expanding the system boundaries of S-LCA. Our results showed larger social risks after expanding the system boundaries due to subsidiary and supplier companies located in countries with less strict regulations than the Netherlands, which is where the main organizations and parent company existed. We conclude that system boundaries expansion can result in more complete picture of the involved organizations, and lead practitioners to approach S-LCA with the goal of improving social conditions and identify companies which deserve excellent or poor social scores. Its usefulness is mostly expected when S-LCA practitioners aim to identify social hotspots in supply chains in socially sensitive markets.