THE STRATEGY REALISED IN THE SUB-PROJECTS..................................................

Raul Carlson, August 1997CPM Report 4:1997

Strategy for the Work on CPM’s LCA Database

ON 'STRATEGY FOR THE WORK ON CPM’S LCA DATABASE'...........................................................................2AIM OF THIS PAPER......................................................................................................................................................................2ORGANISATION AND TARGET GROUPS......................................................................................................................................2OBJECTIVE OF CPM’S LCA DATABASE....................................................................................................................................3OBJECTIVE OF CPM’S DATABASE PROJECT.............................................................................................................................3PROJECT AREAS OF STRATEGIC IMPORTANCE.........................................................................................................................4A STRATEGIC OVERVIEW OF THE PROJECT WORK..................................................................................................................4THE STRATEGY REALISED IN THE SUB-PROJECTS....................................................................................................................8Stage 1.....................................................................................................................................................................................8Stage 2...................................................................................................................................................................................11REFERENCES................................................................................................................................................................................12

Raul Carlson CPM/CTH, August 19971

Strategy for the Work on CPM’s LCA Database

On 'Strategy for the Work on CPM’s LCA Database'

Aim of this Paper

The work on CPM’s database has now been in progress for one year. During the work, the interest in the databasehas increased and has spread outside an inner, actively working, circle, while this inner circle has been alone inacquiring increased knowledge about what the database involves.

The following has been written as an overview of the work of and co-ordination between the individual sub-projectsand is intended to explain the link between the strategic objectives of the database, the work which is being carriedout to obtain an initial adequately functional level for the database and the results which have been achieved so far.Organisation and Target Groups

The Paper begins by briefly summarising the objective of CPM’s database as described in CPM’s activity plan (TheObjective of CPM’s LCA Database) and the objective of CPM’s database project (Objective of CPM’s DatabaseProject). This is followed by a brief description of strategically significant project areas (Project Areas of StrategicImportance). The next section briefly outlines the tactical work in the project from a strategic point of view (AStrategic Overview of the Project Work). Finally, the Paper provides, from the point of view of the project, a

summary description of the work which has been done, the work in progress and the plans for the rest of the year(The Strategy Realised in Sub-projects).

The intention is for anyone reading this Paper to be fairly familiar with what CPM, LCA and SPINE are and for themto have a general idea of what CPM’s database is intended to be. The idea is that those who are not directly involvedin the current sub-projects in the database project can benefit greatly from reading the first 4 sections. The lastsection is mainly intended as a supplement to be read by those who are involved in the database project or who are,in some other way, directly or indirectly affected by or interested in this work.Raul Carlson, August 1997

Raul Carlson CPM/CTH, August 19972

Strategy for the Work on CPM’s LCA Database

Objective of CPM’s LCA Database

According to the activity plan for CPM, the objectives for the area of databases and tools are 'to develop a structurefor databases for LCA and fill it with relevant content', 'to develop criteria for the quality requirements which shouldbe made for data which is used in life cycle analyses', and 'to further develop the experience from the ProductEcology Project'. Furthermore, the objective is specified as being that 'The companies’ concrete requirements foreasy-to-use tools, databases with quality-assured data … must be safeguarded' ([1] CPM’s Activity Plan, page 7).The reason why a database with quality-assured data is important to CPM’s activities is that, on the one hand, LCAhas been found to be a practical tool for analysing the environmental impact of products from a whole system

perspective and that, on the other hand, LCA has been criticised because the studies are often very expensive and theresults produce a vague decision-making basis on account of uncertainty in terms of the method and data. A national,joint, quality-assured database is expected to reduce the costs of individual LCA studies.

Objective of CPM’s Database Project

For the database project, CPM’s objective with the database was expressed as: 'The objective of the project is toincrease the availability, usefulness and quality of LCA data.' The implementation was described as follows: 'Theobjective is to be achieved by installing and managing a physical database for LCA data and by developing and

managing the database’s conceptual data model (SPINE) and working towards a standard LCA data communicationformat. The project also comprises the acquisition of LCA data and entering it in the physical database. As theusefulness of LCD data depends on the quality of the data being known, the data in the database is to be quality-inspected and quality-marked as well as managed over time. In order to increase the availability of LCA data,certain parts of this collected and inspected LCA data are to be published, while other parts are to be given

publication restrictions at different levels. The levels of availability are to be defined in the project.' ([2] Two-yearproject plan: Establishment of CPM’s LCA database, page 1)

Raul Carlson CPM/CTH, August 19973

Strategy for the Work on CPM’s LCA Database

Project Areas of Strategic Importance

The overall strategy is to collect data on a broad front from CPM companies and other sources and, at the same time,to ensure long-term, self-propelling data supply in accordance with CPM’s objectives for the database. This is to bedone by means of

• a general enhancement of competence (data handling for LCA methods)• various types of standardisation (quality, format, nomenclature)• method development (rational LCA data handling)

• building up a data exchange network between various institutions and companies

• integration of data handling in other administrative activities (environmental management system,

environmental reporting, product communication)

• building up long-term database management at CPM (organisational, technical).A Strategic Overview of the Project Work

In the following, the project’s strategic areas have been structured in eight tactical sub-areas, each of which is given abrief explanation, a brief description of objectives for 1997 and a brief status description. The order of the points

below has been chosen on the basis of the chronological order and order of priority during the establishment phase ofthe database. In the next stage of CPM’s activities, other chronological priorities will apply with a greater emphasison data acquisition. (NB: These tactical areas are not the same as the project’s sub-projects, which were formulatedon the basis of technical specialist content rather than for tactical reasons.)

1. Define QualityDefine, disseminate and maintain a functional and practical data quality level (data quality criteria) which contributesto reducing the costs of the implementation of LCA studies and increasing the quality of the results.

Explanation of the choice of strategy: The term data quality is too vague to be used without first having been defined.Different data users can be expected to have different perceptions of quality. Harmonising the meaning of this termis essential. Reduced costs are achieved by the data in the database being self-descriptive, which means that the datauser does not have to perform time-consuming studies of literature in order to decide the relevance of the data whenit is used.Status:

• Quality criteria defined. (Done 1996) [3]

• The basic structure for the nomenclatures for data has been drawn up. (Done 1996) [4]Objectives for 1997:• Settled

2. Apply the Quality Definition in PracticeApply and further develop the above data quality criteria in order to improve and simplify them for practicallyapplicable levels/forms.

Explanation of the choice of strategy: During the development of the quality criteria in accordance with point 1above, there was no time for practical tests of these criteria. They need to be further developed in connection withtheir application.Status:

• The quality criteria and nomenclatures have successfully been applied to about fifty data sets of various types.

(1996 and spring + summer 1997)

• The quality grading of data, which is based on these criteria, has begun to be discussed. The intention is to

achieve a formalised simplification of the data handling in order thus to be able to cover both existing data anda development in quality in the data work. This may mean that it will be possible, in a structured manner, toenter far more data faster in CPM’s database. (Done October 1997)Objectives for 1997:

• A clearly formulated and practically satisfactory attitude to the quality criteria.

Raul Carlson CPM/CTH, August 19974

Strategy for the Work on CPM’s LCA Database

3. Integrate the Quality Definition in Data Production in PracticeIntegrate, in terms of quality and in a structured manner, LCA data handling/acquisition in the companies’ internal(environmental management) organisations, in business relations (LCA data form, environmental specification) andin connection with report production/documentation (environmental reporting, environmental auditing, LCAreports).

Explanation of the choice of strategy: There are still not many people who produce original data which results ingood quality. In order, in the long term, to reduce the costs of good data handling, methods are required which mean'doing it right from the start'.Status:

• Tested handling of the SPINE format in connection with the Nolato Plastteknik environmental report. (March-April1997)

• Supervised the project work which studied the County Administrative Board’s environmental reporting from a

CPM quality criteria perspective. (Spring 1997)

• Partially supervising the student workers who are studying the handling of environmental data in industrial

environmental management systems. (Done December 1997)

• Initiated a national project which aims to produce methods for handling measurement data and environmental

data reporting adapted to LCA data within the framework of EMAS and ISO 14000, with the objective of

achieving ISO standardisation of the data format and handling. (Initiated June 1997, estimated to continue untilroughly April1998)

• Have defined the content of an LCA data form, which is based on CPM’s data quality criteria. (Done August

1997)

Objectives for 1997:

• A number of internal projects are to have been started up, the common objective of which is to find ways of

practically integrating LCA data production in the companies’ existing or newly-installed information handlingroutines.

• A joint, functioning LCA data form is to be found for the CPM companies, together with a description of the

methods recommended for the use of this form.

4. Manage the DatabaseJointly within CPM prioritise which data is to be acquired and jointly manage this data and make it available for usedirectly from CPM’s database via the Internet and on site at CTH.

Explanation of the choice of strategy: Finding available, interesting data for a joint database is not a trivial task.Secrecy, management costs and priorities are examples of obstacles which must be surmounted jointly. The

management must be long-term and support the LCA work of the interested parties from a functional point of view.Status:

• Important management functions have been identified. (Done January 1996)

• Have carefully identified many of the problems associated with starting a national LCA database. Secrecy

internally at CPM, unwillingness to provide data for unrestricted use. Difficulties in finding joint priorities for ajoint database. Insufficient data handling quality.

• Have started up a secure database which is managed externally. (Done November1996)

• Publishing a database on the Internet for interactive searches for LCA data. (Done January 1997)• Have been able to identify a large quantity of data which can be prioritised jointly. (April 1997)Objectives for 1997:

• A new management description will be ready at the end of 1997. This will contain, among other things:

• a description of how the database is to be interpreted and used• a functional description concerning responsibility for data supply

• functional rules for secrecy and openness based on, or in accordance with a further development of, the

Board’s previous decision (15/11/96).

Raul Carlson CPM/CTH, August 19975

Strategy for the Work on CPM’s LCA Database

5. Acquire DataJointly within CPM acquire data for the joint database.

Explanation of the choice of strategy: No single organisation has the competence and resources to acquire and enterdata which covers the majority of the data requirements of an industrial application of LCA. Joint national resourcework is the key to building such a database and to building up the LCA data network on which this database isbased.Status:

• Have entered data in the database at CTH (Vattenfall electricity production from 1996, transport data from

1995). This is data with a well-defined quality.

• Have relations with NGM (Nätverket för Godstransporter och Miljö – the network for goods transports and the

environment), from which large quantities of good transport data are on the way to CPM. (Expected to be donein September 1997)

• Have started 'Supervised Input', which involves acquiring five well-described data sets from each of the CPM

companies, and training is being given in the use of the quality criteria. (Done during autumn 1997)

• Have started '48 unit processes', a quantitative, well-defined sub-project, in which most CPM companies are

participating in order to acquire good data for CPM’s database. (Done in November 1997)

• Have started structuring information on other databases for simple search and identification of externally

available data sets for CPM’s companies. (started autumn 1997, will form part of database management)• See also Integrate the Quality Definition in Data Production in Practice, above.Objectives for 1997:

• Data on approximately 150 technical production systems, completely described in accordance with CPM’s

quality criteria. Available via the Internet to CPM’s companies and CTH institutions.

• Well-described information on approximately 25 externally available data collections. Available to the public.6. Develop Rational LCA Data HandlingCo-operate with system suppliers to produce computer solutions which simplify data handling and communication ofdata between, for example, the database at CTH and the companies’ databases and calculation programs.

Explanation of the choice of strategy: In order to make the database efficient, a number of sub-system solutions arerequired. These should, in part, be formulated jointly at CPM.Status:

• Developing freely available software for training and for internal handling of data at CTH in accordance with

CPM’s quality criteria. (Runnable April 1997, development continues for simple searches in the database viathe Internet)

• Principles formulated for the data communication format for LCA data. (Done January 1997)

• Help in connection with supervising student workers at Nordic Port AB, which aims to produce the LCA data

communication format and software. (Done autumn 1997)

• Continuous further development of the publication of the database on the Internet for user-friendly, efficient

data handling. (In continuous progress. In order for this to become a strong tool, we are waiting for

commercially produced data communication software which Nordic Port AB is developing and will market.)Objectives for 1997:

• A user-friendly, functional interface for searching via the Internet in CPM’s database and occasionally

information on externally available data.

• The commercially available software is to be adapted to CPM’s quality criteria as was shown possible in

CPM’s software.

• Commercially available software produced; they support automatic transfer of LCA data between various

SPINE databases. Typically CPM to company and vice versa.

(NB: The two latter objectives must be regarded as ambitions rather than objectives as meeting them lies beyond theadministrative control of the CPM organisation.)

Raul Carlson CPM/CTH, August 19976

Strategy for the Work on CPM’s LCA Database

7. Build a National Competence Network For LCA DatabasesCreate ways of co-operating between the CPM companies and the institutes in order to develop methods for datahandling (acquisition, processing) which result in increased availability of quality data for LCA use.

Explanation of the choice of strategy: It is not realistic to have the ambition of acquiring all data and all data

competence from all possible sectors in and around one database. In the long run, no single organisation can affordthe updating costs of managing a large database. Co-ordination of competence is more realistic. Status:

• Have initiated national project for the preparation of principles for environmental data handling and reporting

(see 'Integrate the Quality Definition in Data Production in Practice' above)

• Within the framework of CPM’s efforts to co-operate, contact has been sought with STFI, SIK, CIT, IVL.

Nothing done, but a marked positive ambition is clear. Further structuring of these relations requiresformulation of policies by CPM regarding the forms of CPM’s relations with these institutes.Objectives for 1997:

• To have a database which, through the quality of its content, its long-term management and its use-oriented

functionality, gives weight to CPM as a national competence centre in this area.8. International Positioning and LCA Data NetworkCo-operate with other database managers in Sweden and the rest of the world in order, in the long term, to make theirdata available for Swedish LCA requirements as well.

Explanation of the choice of strategy: As 'Build a National Competence Network For LCA Databases' above.Status:

• Strong participation in LCA-NET’s formulation of proposals to the EU in the area of LCA databases and

software. [5]

• Participation in SPOLD’s formulation of the LCA data format. [6]

• Planning is in progress in the database project’s sub-project 'An International LCA Data Compatibility

Workshop' in order to create an international workshop which describes the work with data in Sweden. Aim: Toinvite a large number of LCA software producers and database owners to disseminate and acquire knowledgeabout data handling methods and to create international relations in this area.Objectives for 1997:

• To have reached out internationally with the Swedish work on SPINE, partly through the workshop planned,

partly through a clear, informative information site on the Internet on SPINE and CPM’s work and resultsregarding the database.

• Like national network: Meeting CPM’s quality-related and content-related objectives will give the activities

internationally recognised weight.

Raul Carlson CPM/CTH, August 19977

Strategy for the Work on CPM’s LCA Database

The Strategy Realised in the Sub-projects

The database project was originally divided into three stages; stage 1, the aim of which was to lay a foundation forthe practical work, stage 2, the aim of which was to acquire data for the database, and stage 3, which was to run inparallel with stage 2 and the content of which was to be to establish the organisational and technical functionsrequired by the database.

Stage 1 was completed in January 1996 as planned with virtually all defined objectives met. Stages 2 and 3 weremerged into one stage 2, with the responsibility for data acquisition, quality inspection and co-ordination of dataacquisition resting on Ann-Christin Pålsson and the responsibility for overall co-ordination of the organisational andtechnical development of the activity resting on Raul Carlson. These two areas of responsibility reflect the originalplan for two parallel stages. The stages were merged because co-ordination, technology, organisation, qualityinspection and data acquisition proved to be so strongly interdependent that a joint stage was the most naturalapproach.

In the following, the project will be described through sub-projects.

Stage 1

Stage 1 ran between August 1996 and January 1997 and consisted of 6 sub-projects, divided according to subject-matter.Data QualityResult: Quality criteria for data in CPM’s database were formulated in the report 'CPM’s Data Quality Criteria' andmean in brief that data users will be able to decide how relevant a certain data set is for the study carried out. As aresult of the realisation that the quality of a database depends on the quality of the managing organisation, ABB alsohad a quality assessment of CPM’s organisation compiled.

Forms: 6 meetings were held at CTH in order to discuss, decide on and formulate the quality criteria which were tomade the standard for CPM’s database.

Sub-project Manager: Peter Arvidsson at Akzo Nobel.

Assessment: The interest and participation in this project were high. There was good agreement. The handling andinterpretation of ABB’s quality assessment took place outside the sub-project.

Nomenclatures and HierarchiesResult: 5 nomenclatures were outlined and given contents. It was also clear that nomenclature issues are very

difficult to settle from a national and general perspective. A further development will take place in connection withuse. A central management of the nomenclatures should be set up.

Forms: 4 meetings were held at CTH, partly to discuss the problems in the area of nomenclatures, partly to decide ona joint basic outlook on these problems and on a joint basic structure for a number of nomenclatures.Sub-project Manager: Göran Swan at STORA Corporate Research

Assessment: The interest and participation in this project were high. It was very difficult to gain a joint overview ofdifferent nomenclatures within different areas of activity and within different disciplines.

Raul Carlson CPM/CTH, August 19978

Strategy for the Work on CPM’s LCA Database

Data Acquisition/InputResult: 10 LCA datasets from the report 'Life Cycle Analysis of Vattenfall’s Electricity Production' from 1996 andapproximately 10 LCA data sets from Anne-Marie Tillman’s report 'Goods transportation in life cycle assessment.Standard values for energy consumption and emissions' from 1995. This data was converted at CTH into SPINEformat in accordance with CPM’s data quality criteria.

Forms: 6 joint meetings were held at various locations: The meetings concerned analysing available data supplieswithin the CPM companies and finding joint priorities with regard to data sources and data quality. Moreover,

several of the parties involved in the sub-project met Ann-Christin Pålsson at CTH to hand over data sets which areused internally in the companies. It was recommended that all data sets be converted before they could be acceptedfor CPM’s database. This was because data was not in a useable form (SPINE-adapted) and/or did not meet CPM’squality criteria. STFI’s data sets were to be handed over via the forestry companies, but this has not yet been

arranged organisationally. Moreover, STFI handles secrecy and data quality in a way which has meant that it has notyet been possible to handle this data.

Sub-project Manager: Lennart Karlson at ABB Corporate Research

Assessment: The interest and participation in this project were high. There were big problems agreeing on priorities.It was remarkably difficult to use the companies’ contributions in kind for data input in the joint database.

Data CommunicationResult: An outline of a method for standardising data communication. The STEP standard applies. Nordic Port’s thenalmost finished software was chosen as an interim solution.

Forms: 4 meetings were held, partly to illustrate what LCA data communication involves, partly with invited datacommunication experts from Volvo Data.

Sub-project Manager: Luis Blanco at Volvo Data

Assessment: Knowledge of the importance of these issues does not yet extend outside the sphere of technicians.Communication software is extremely important, not only for this knowledge but mostly to ensure that it will bepossible to use CPM’s database and SPINE rationally and efficiently.

Technical Database EnvironmentResult: A well-protected database server started up at an external manager. Internet publication of current projectinformation and of the fact that the database is working.

Forms: 1 meeting was held at CTH. The intention was for the sub-project to cover data-technical issues concerningthe use of SPINE and concerning the choices made with regard to the technology for database servers, Internettechnology, etc.

Sub-project Manager: Raul Carlson at CTH

Assessment: In spite of the need for technical solutions, knowledge of the importance of co-ordination and usercontrol in these issues is relatively poor. The data-technical interpretation of the LCA method is best left tocommercial system suppliers.

Database OrganisationResult: The sub-project was summed up as a list of a number of sub-areas which are important for the continuedmanagement of CPM’s database.

Forms: 2 meetings were held at CTH. The following were analysed at these meetings: organisational difficultiesconcerning quality inspection, responsibility for input, policy regarding information providers and secrecy issues,etc. as well as technical management issues.Sub-project Manager: Raul Carlson at CTH

Raul Carlson CPM/CTH, August 19979

Strategy for the Work on CPM’s LCA Database

Assessment: The interest and participation in this project were poor. A 'database' was still perceived as a way ofaccessing data rather than an organisational function within CPM. The organisation within CPM did not make itpossible to discuss forms, rules and policies for a database organisation with long-term management.

Raul Carlson CPM/CTH, August 199710

Strategy for the Work on CPM’s LCA Database

Stage 2

The stage was started in February 1997 and is to continue until the end of 1997 when CPM’s first stage is finished.The stage was divided into 4 sub-projects of which 2 are of a practical nature: '48 Unit Processes' and 'LCA DataForm', one of a clearly strategic nature: 'International LCA Data Compatibility Workshop' and one of which theintention is to develop the database activities in the long term: 'Activity Development'.

48 Unit ProcessesExpected result: LCA data on 48 unit processes, described in accordance with CPM’s data quality criteria.

Forms: 2 prioritising and co-ordinating meetings have been held at CTH. The work is being carried out at the CPMcompanies. CTH is providing support regarding the interpretation and use of data quality criteria.Sub-project Manager: Lennart Karlson at ABB Corporate Research

Comments: The number 48 was changed to 26 at one of the meetings, which means that there will be at least 26 datasets but that there may be more than 26.Status: In progress.

Activity DevelopmentExpected result: An organisational role and a 'list of contents' for CPM’s database management. Within each CPMcompany, there is to be sufficient competence to be able to work with data in accordance with CPM’s quality criteria.A long-term data supply is to be secured from measurement to input in a SPINE/LCA database.Forms: Three sub-areas:

1. Supervised LCA data input, with the aim of providing practical supervision and interpretation of CPM’s data

quality criteria for persons in each CPM company in connection with the input of 5 LCA data sets.Status: In progress.

2. Training and training material, with the aim of providing training and producing a sufficient quantity of training

material in order to teach how to work with data in CPM’s database.

Status: A manual for handling data in accordance with the quality criteria has been produced [4]. Software fortraining purposes exists [Available in a demo version via the project’s homepage].

3. System structure, with originally loosely formulated contents, with the aim of analysing data handling from

measurement to conversion of the data to LCA (SPINE) format.

This proved to be of such great interest that it has now been formulated as a co-ordination project between SIS,SMS, SWEDAC, IVL and CPM, with the intention of finding forms of integrating LCA data handling in

accordance with CPM’s data quality criteria in ISO 14000 and the EMAS environmental management system.Brief information on this: SIK, Jernkontoret, CIT, IVL, SMS, SWEDAC, Nordic Port, Assess, STFI, among

others, were invited to an initial meeting at CPM/CTH on 5/6/97 with the aim that various Swedish competencegroups would be informed of the plans to attempt to standardise internal environmental information handlingwithin companies and on this basis formulate their own roles. Forms and roles were discussed for the presentand a working group for the preparation and co-ordination of a number of internal projects within companieswill meet on 15th September, after which the kick-off will be held on 30th September. Jan Bresky at STORA hasbeen appointed as the project manager for this activity. The sub-area has become known under a number ofdifferent names: \"The Meta Data Project\Handling\"; when it is specified in further detail, the project will be given one specific name.Status: Initial meeting held in June. Planning starts in August 1997.Sub-project Manager: Raul Carlson at CTH

Comments: This sub-project formulates the basis for CPM’s long-term database management.

Raul Carlson CPM/CTH, August 199711

Strategy for the Work on CPM’s LCA Database

LCA Data FormExpected result: A general LCA data form which can be used by all CPM companies when they request LCA datafrom subsuppliers. The form can also be used for other LCA data communication and is to be adapted to SPINE andSPOLD.

Forms: A fast working day to formulate what is to be included in the form. The form is being designed at ABB. Themanual for filling in the form is being taken from Manual For Work on Data Quality and SPINE.Sub-project Manager: Göran Brohammer at SCA Mölnlycke

Comments: The ambition was for the production of the form to be preceded by thorough studies of SPOLD’s, theProduct Technologists’ and other LCA data forms. On account of a lack of resources and on account of the

difficulties in disregarding the actual problems which arise in connection with communication via forms, we choseon the working day to settle for using the joint experience available within the project. The form is to be used inpractical product data communication during autumn 1997. Any deficiencies in the design will be dealt with when itis evaluated.

Status: The contents of the form have been specified. The design, manual and rules of use are being prepared duringAugust 1997.

International LCA Data Compatibility WorkshopExpected result: A workshop which offers the technical results of the work on SPINE to international databaseowners and software producers. Emphasis: How to achieve compatibility between SPINE and SPOLD and betweendifferent databases and software.Forms: Being planned.

Sub-project Manager: Jörgen Wennsten at Volvo Teknisk Utveckling

Comments: SPOLD will publish an electronic data transfer format in September 1997. This may be of great

importance to CPM’s quality and compatibility ambitions, for which reason the design of this workshop must takethis format into account.

Status: Interim agenda drawn up and sent out during August to any lecturers and other resources.

Raul Carlson, August 1997

References

[1] CPM’s Activity Plan

[2] Two-year Project Plan: Establishment of CPM’s LCA Database

[3] Data Quality Requirements in CPM’s Database 1997, CPM Report 1:1997

[4] Manual For Work on Data Quality and SPINE, Ann-Christin Pålsson, CPM, CTH, 1997.

[5] A Strategic Research Programme for Life Cycle Assessment, Final Document for the Concerted ActionLCANET, N. Wrisberg et al, Centre for Environmental Science, Leiden, 9-6 1997.

[6] Synthesis Report of Taormina Workshop on a Common Format for Life-Cycle Inventory Data, L. Grisel, B.Weidema, Society for Promotion of LCA Development, Status Report II, 1996.

Raul Carlson CPM/CTH, August 199712