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ASI News - July 2015

Announcing 2 New ASI Members


ASI is delighted to welcome two new members!  Schüco International is the first company to join ASI from the building and construction sector, while Coca-Cola Enterprises is the first major downstream user of aluminium beverage cans. They join a growing group of committed ASI members in their collaborative efforts to support sustainability and responsible sourcing in the aluminium value chain.

ASI's membership structure will be multi-stakeholder, and the new governance structure will continue ASI's commitment to a balance of interests in program development and organisational decision-making.  ASI looks forward to also welcoming civil society, associations and general supporters to its growing membership.  Please contact info@aluminium-stewardship.org for more information. 

Schüco International KG - system solution for windows, doors and façades 

Together with its worldwide network of partners, architects, specifiers and investors, Schüco creates sustainable building envelopes that focus on people and their needs in harmony with nature and technology. Window, door and façade solutions from Schüco meet the highest requirements in terms of design, comfort and security to meet individual user needs in all climate zones. At the same time, CO2 emissions are reduced through energy efficiency, thereby conserving natural resources. With 4800 employees and 12,000 partner companies, Schüco is active in more than 80 countries and achieved a turnover of 1.5 billion euros in 2013. For more information, visit www.schueco.de  
"Aluminium system solutions are the main focus of the Schüco business model. Aluminium products in buildings are subject to particular sustainability requirements that are defined by investors, architecture, façade design and building certification systems. A strong initiative such as ASI can find answers and demonstrably ensure sustainable development throughout the entire value added chain.

Schüco assumes responsibility for researching and developing sustainable façade products, for manufacturing, for the usage phase, and for the subsequent recycling after the service life has ended. Responsibility for upstream value added in the extraction and conversion of raw materials can only be assumed together with manufacturing companies.  

ASI offers an excellent platform for this, to which Schüco is happy to show its support and commitment", said Thomas Lauritzen, Director of Company Co-ordination
, and Rolf Brunkhorst, Head of Sustainability, Schüco.

Coca-Cola Enterprises - bottler and distributor for Europe

Coca-Cola Enterprises (CCE) joined ASI in May 2015 as an associate member. CCE is one of the world's largest Coca-Cola bottlers, serving Belgium, France, Great Britain, Luxembourg, Monaco, the Netherlands, Norway and Sweden.  In 2014, CCE used 51,469 tonnes of aluminium in beverage cans, which now weigh less than 10g each and are fully recyclable.  For more information, visit https://www.cokecce.com
"At CCE, sustainability is at the heart of our business and we have made considerable progress against our own sustainability commitments over the last few years.  We actively support collaboration across the value chains which operate and recognise the importance of sustainability in the aluminium value chain", said Yui Kamikawa, Senior Manager - Sustainable Packaging, Coca-Cola Enterprises.

ASI THEORY OF CHANGE - PUBLIC CONSULTATION

What is a 'theory of change'?


ASI has been working on a 'theory of change' to define intended long-term impacts, short and medium-term outcomes, and supporting strategies to achieve them.  Developing a theory of change is an important step in setting up a standards system, to inform the design of the program and establish ways to monitor and evaluate its impacts over time.

Below - key elements of a theory of a change:
ASI Draft Theory of Change

The ASI Standards Setting Group discussed a draft theory of change during its July meetings earlier this month.  The focus of participants was very much on uptake of the ASI's standards as a desired impact:  that companies will invest in and reward improved practices and responsible sourcing of aluminium.  

Potential risks to success that were identified included:  insufficient membership growth, having too much complexity in the process, costs not matched by value, or an ineffective chain-of-custody program.  

Potential success factors discussed included:  encouraging market pull from buyers, policy support at national levels, good governance processes, taking a risk/materiality approach to assurance, communicating the business case and added value, and taking a visionary and innovative approach.

Below - ASI's draft theory of change
We would like to hear from you!

We are opening up ASI's draft theory of change for public comment over the next 2 months.  Let us know your feedback, questions and ideas to:  info@aluminium-stewardship.org 

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