Environmental Engineering Reference
In-Depth Information
remain secondary. Surf practitioners associations
acknowledge that the industry limits the resources
it involves in R&D. All the more when it relates
to R&D resources dedicated to the improve-
ment of environmental impacts, as this will not
enhance neither the performance nor the related
competitive advantages of these products. This
trend is even more emphasised by the economic
downturn. However, some initiatives are emerging
at the margin, as it is illustrated for instance by
the Ripcurl foundation that supports a partner-
ship on eco-friendly stratification techniques for
surfboards.
To fill the gap on R&D on environment, the
European Surf Industry Manufacturers (Eurosima)
has launched a contest in 2009 to stimulate eco-
innovations in the surf industry. They will provide
quite significant grants that may unlock some
research projects and allow some eco-innovation
to emerge in the surf industry.
Besides, the association develops several
programmes to accompany the industry in the
implementation of more sustainable practices.
These actions relate essentially to non-strategic
activities: e.g. the reduction of life-cycle impacts
of the “Polybags”. These are bags used to transport
equipments and sportswear's from production sites
to sale points; They also support knowledge- shar-
ing among the industry (promotion of life-cycle
analysis information etc.).
“Environment is today at the centre of Ripcurl
strategy. It constitutes an opportunity for the
company to differentiate on the market, in terms
of products and image. It provides a driver for the
improvement of processes in the company and an
opportunity to federate all employees and partners
of Ripcurl Europe”
6
. Olivier Cantet is now CEO
at the worldwide scale, which provides now the
opportunity to spread his environmental approach
in the other branches of the company.
Ripcurl started from scratch and chose to first
focus on textile impacts, as it is the major sale
segment with significant environmental impacts.
It was also the element on which it was easier to
communicate and arouse consumer's awareness.
The decision was to initiate an incremental process
to improve the company environmental impacts
along time. The approach adopted to reduce the
impact of outdoor sportswear was to promote
environmental-friendly materials such as organic
cotton, hemp, linen, recycled materials etc. It
basically consisted in sourcing these materials
with suppliers, creating a lever on the supplier's
offer diversification. The life-cycle impacts of
the value-chain were however not assessed, as
the policy did not envisage reshaping the whole
supply chain. As a result, Ripcurl Europe inte-
grated environmental-friendly materials in a large
set of products, rather than focusing on a single
dedicated eco-line. Up to 50% of the volumes of
T-shirt were impacted. Increased costs of produc-
tion led to a price-premium on final products.
This strategy relied on the conviction that this
new types of products will provide profitability
on the longer-term. However, the consumers seem
little influenced by environmental considerations
in their consumption choices, eco-branding was
not the main argument put forward by Ripcurl
in its marketing policy whereas it was the justi-
fication for higher prices. As a consequence of
the economic downturn and lower propensity of
consumers to pay premiums for environmental-
friendly products, the company decided to reduce
its volume offer.
Environmental Reintegration
Does Not Upset the Industry
Whereas there was initially little receptivity for the
settlement of an integrated environmental policy,
a turning point was reached in the 2000s. This
led the companies to adopt different measures to
tackle the environmental issues.
Ripcurl Europe presents an interesting case
study. In 2005, the nomination of a new CEO,
Olivier Cantet, strongly convinced that environ-
mental challenges were a key priority, paved the
