By Paul Marcesini
Broad consumption and circularity: sustainability is measured (and told)
In the FMCG sector, the transition to a circular model is no longer a long-term goal, but a trajectory already traced by many Italian companies. In this sense, Circol-UP is a circularity measurement tool for companies operating in the FMCG sector, developed by GS1 Italy in collaboration with the Scuola Superiore Sant’Anna of Pisa. Which is activated on the possibility of accurately measuring the level of circularity of companies along the entire product life cycle: from raw material sourcing to end-of-life and waste management. A model that is not limited to diagnosis, but promotes concrete and conscious actions. The analysis conducted through Circol-UP involved 23 Italian companies belonging to the food and beverage, home and personal care, and retail sectors, highlighting good practices already implemented and significant room for improvement.
A measurable framework for change
The average circularity figure found among the companies analyzed is 53 percent, but with important sectoral differences: food & beverage is at the top with 61 percent, followed by home and personal care with 48 percent and retail with 45 percent. This picture confirms a growing but still uneven engagement. According to Silvia Scalia, ECR and training director of GS1 Italy, ” companies have already integrated a diverse set of approaches, methodologies and tools at each stage of the value chain. This demonstrates the maturity they have achieved in understanding sustainability as a strategic element “.
Using Circol-UP allows companies not only to measure themselves, but also to more accurately map areas of strength and critical areas, helping to define measurable goals. In addition, the framework facilitates comparison between companies in the same sector, accelerating the spread of best practices and stimulating the adoption of shared approaches. An essential contribution at a time in history when the measurability of sustainability actions becomes a competitive factor, both vis-à-vis the market and in the relationship with increasingly attentive consumers.
Best practices that inspire the supply chain
The value of the analysis is amplified through the telling of concrete experiences. Some case histories represent real benchmarks of innovation. In the food sector, for example, Ferrero has rethought Nutella packaging by making it reusable, transforming packaging into a durable and multifunctional object. Parmalat has been working on circular packaging design to promote the separability of materials and their recyclability.Auricchio, for its part, reduced water consumption in its production processes, while Mondelez adopted the Manufacturing Integrated Lean 6 Sigma model to optimize energy efficiency and reduce waste. On the logistics front, Bauli has introduced automated systems for goods handling, with positive effects in terms of both efficiency and reduced emissions.
In its relationship with consumers, Nestlé Italia developed the “Where do I throw it?” app, which guides users on the proper disposal of packaging, fostering greater collective responsibility. In the home and personal care sector, Sutter Industries introduced recyclable and refillable containers, helping to drastically reduce the use of virgin plastic. Procter & Gamble Italy, on the other hand, has invested in environmental communication, launching awareness campaigns on the importance of daily sustainability, with a positive impact on customer behavior.
In retail, the most relevant experiences concern the reorganization of logistics and supply chain relationships. Conad Logistics has optimized “ex-factory” transportation, improving the efficiency of loads and reducing emissions associated with distribution. D.IT introduced an eco-assessment system for suppliers of its private labels, integrating environmental criteria into procurement processes. Bennet adopted new digital tools to communicate sustainability to the end consumer, while Esselunga implemented an advanced model for packaging waste management, promoting material recovery and closing the loop.
Enabling conditions for scaling impact
In addition to mapping the existing, the report proposes an evolutionary vision, identifying five enabling conditions to make the circular approach structural and scalable. First, define a shared agenda among supply chain actors, capable of aligning objectives, roles and information flows. Second, develop a common measurement system, with consistent indicators to assess the real impact of initiatives. Third, act on skills enhancement, promoting training and synergies between companies. Fourth, facilitate structured information sharing, including through digitization and the use of GS1 standards. Finally, build an independent “control room” that can guide the vision and coordinate actions at the system level.
As Fabio Iraldo, professor at Scuola Superiore Sant’Anna, points out, “overcoming system barriers, such as those related to intermodal logistics or the collection of smaller fractions of waste, requires common tools, shared governance and targeted investment.” Circol-UP and GS1 Italy’s approach thus stand as catalysts for this change. The circular economy is no longer an option: it is a path already laid out. And now, thanks to data, tools and best practices, it is also measurable.
Cover photo by Vida Huang on Unsplash
