A Social Life Cycle Assessment as a Key to Territorial Development: A Study of the Hydrangea Crop in Colombia

Abstract

Studying the social dynamics and development potential of agricultural enterprises is fundamental to promoting sustainable territorial growth. This study aims to assess the impact of growers of small and medium-sized hydrangea crops in the Colombian province of La Paz through a social life cycle analysis (S-LCA), shedding light on their fundamental roles as catalysts for regional development. For this purpose, the prioritization of actors and performance indicators is conducted following the methodologies proposed by the United Nations Environment Programme (UNEP) and the Global Reporting Initiative (GRI). Social variables are identified using the subcategory assessment method (SAM) to strengthen and assess indicators of low and high performance. Sixteen subcategories are qualitatively assessed, with 56% falling short of performance benchmarks, 25% meeting the benchmarks, 13% exceeding the benchmarks with proactive behavior, and 6% having potential with effort. Priority areas were identified as local employment and economic development contributions. This study highlights the significant impact of hydrangea production on territorial development, emphasizing the need to improve social security and health conditions for workers. Environmental actions to reduce agrochemical use are also advocated. This study proposes transforming the social life cycle analysis into an opportunity to evaluate actors’ performance and their contribution to territorial and sustainable development. It emphasizes the importance of assessing social impacts, ethical implications, and community relations throughout the crop value chain, with governance being a crucial aspect for territorial development. This study advocates the integration of these analyses into farm operations, serving as a benchmark for similar assessments across various agricultural activities.

1. Introduction

Colombia is a major global producer and expert of flowers, boasting a rich tradition in floriculture that spans nearly six decades. Flowers rank second in the country’s agricultural exports, contributing approximately 17% of the national agricultural income tax [1]. Flower production is mainly concentrated in the departments of Cundinamarca (70%) and Antioquia (28%). Additionally, it is present to a lesser extent in the coffee-growing region and north of Valle (2%) [2]. The department of Antioquia is a major producer of flowers and foliage for export, contributing approximately 33% of the total production and 99% of the production of hydrangeas according to the Ministry of Agriculture and Rural Development [3].

Floriculture companies in Antioquia’s eastern region benefit from the availability of land, low labor cost, favorable climate, external market access, and proximity of the José María Córdova International Airport in the neighboring municipality of Rionegro [4]. The province of La Paz is located between the highlands and the wasteland. It was officially created in 2018 to support post-conflict and social development with a territorial approach in the southeast region of the department [4,5]. In this sense, the research question to be addressed was as follows: “What aspects of development are identified in hydrangea cultivation that challenge the institutional framework and its inhabitants?” To answer this question, it was necessary to map stakeholder participation at the local level.

Social phenomena, including the political and insurgent conflict that the country has experienced over the past 60 years, have impacted floriculture. The conflict has had a significant impact on the Oriente Antioqueño subregion. In addition to this, there are several other factors that affect the social context of floriculture, including labor relations, working conditions, corporate social responsibility practices, gender participation in production, women’s vulnerability, low participation in trade unions, and outsourcing [6].

A social life cycle assessment (S-LCA) is a useful tool for assessing social and economic impacts throughout the life cycles of products and services, including both positive and negative impacts [7]. The methodology uses the ISO (Internacional Organization for Standardization) 14040 (2007) and ISO 14044 (2006) standards, as well as the United Nations Environment Programme (UNEP) guidelines [8,9,10]. An S-LCA has been applied in various studies and sectors, including agricultural products, to compare production impacts and to identify the social aspects related to labor conditions, employment, equity, occupational health, and safety [11].

This study aimed to assess producers of small and medium-sized hydrangea crops using the S-LCA methodology and to analyze how this economic activity can serve as a development alternative for the province of La Paz. The text discusses the contribution of floriculture in the territories of Sonsón and La Unión in terms of development. It also highlights the importance of strengthening the capacities of inhabitants to exercise agency over their own lives and become agents of peace in the territory. Social indicators have been identified to represent the positive and negative social impacts and externalities generated by the life cycle of this flower.

The analysis of the hydrangea crop involved identifying its stakeholders and the indicators that accounted for its performance in the territory. The framework proposed by the UNEP and the standards of the Global Reporting Initiative (GRI) were used to collect data in the prioritized indicators through structured interviews. Also, the basic principles of local governance were identified based on the regulations of the OECD (Organization for Economic Cooperation and Development), the World Bank, and the European Commission.

This study’s novelty and originality stem from its analysis and consolidation of the roadmap using the S-LCA approach in floriculture. It evaluates social impacts, ethical implications, community relations, and other factors associated with the stages of the crop value chain and their relationship with governance as a key point for the territorial development and contributions of the Sustainable Development Goals (SDGs).

2. Literature Review

An S-LCA is a novel methodology designed to assess the social impacts of products and services throughout their life cycles. It focuses on assessing the impact on human capital, well-being, cultural heritage, and social behavior [12]. An S-LCA takes into account both the direct impacts of products on stakeholders, among which business behavior and socioeconomic processes are highlighted, and indirect impacts. An S-LCA serves to provide social information to decision makers, facilitate discussions on production and consumption, improve work efficiency, and ultimately benefit stakeholders. In addition, an S-LCA can be applied to evaluate potentially harmful products, such as weapons, and promote societal improvement [13].

An S-LCA is a methodology that can improve the potential social and socioeconomic circumstances of affected stakeholders rather than just focusing on the “social dimension” of sustainability [14]. The field of S-LCA is still young and developing and has attracted more studies from different disciplines over the years, including economics [15]. For this case study, a literature review was conducted on studies using an S-LCA in the flower sector and other agricultural industries. The review included various publications found in scientific databases, such as SCOPUS and ScienceDirect. The search was conducted using keywords such as “Social Life Cycle Assessment” AND “Flowers”.

From the results of our literature review, it is evident that Franze and Ciroth identified in their study that rose production in Ecuador entails negative social effects such as child labor and unfair wages, while in the Netherlands, environmental concerns predominate due to high energy consumption levels in greenhouses. This comparison provides valuable insight for assessing the social impacts of hydrangea production in Colombia, and it is essential to adapt lessons learned from international experiences to effectively address the specific social and environmental challenges faced by the country [16].

Manik et al. consolidated 24 social criteria and grouped them into five social impact categories for the palm biodiesel production process in Indonesia: human rights, labor conditions, cultural heritage, socioeconomic impacts, and governance. These criteria were weighted, which was useful for subsequent application in the multi-criteria decision analysis. The results of the stakeholder survey showed that the critical issues were labor conditions and cultural heritage [17]. It is important to recognize that the use of weighted criteria and stakeholder surveys provides methodological tools that can be applied in practical studies, as in the case of hydrangea cultivation in Colombia, where critical points and areas for improvement were identified.

Martínez-Blanco et al. addressed the specific case of fertilizers, many of the unresolved methodological challenges of an S-LCA (functional unit, system boundaries, the selection and creation of actors, subcategories and indicators, aggregation, evaluation, life cycle, perspective, data sources, etc.) [18]. Therefore, the social assessment of fertilizers allowed for the methodological barriers in the S-LCA of hydrangea cultivation in Colombia to be understood. The discussion of methodological challenges provides opportunities for indicators to be selected and system boundaries to be defined.

Arcesea et al. developed a study aiming to implement a basic framework for the application of an S-LCA to the Italian wine sector based on reference documents provided by UNEP/SETAC. The application of an S-LCA in the agri-food sector revealed that aspects related to the socioeconomic impact on consumers in terms of product quality have not yet been addressed. In order to apply the S-LCA methodology to the wine sector, it was necessary to develop indicators. However, in most cases, it was possible to use sub-impacts and indicators proposed by the authors in previous case studies [19]. This study, which called for compiling useful contributions from the literature and promoting the creation of an S-LCA standard, highlights the importance of integrating approaches and methodologies to improve how an S-LCA is used in different sectors, including hydrangea cultivation in Colombia.

Batista et al. conducted a sustainability assessment on soybean production in Southern Brazil: a life cycle approach. They found that freedom of association (workers), community participation (local community/society), and supplier relationships (value chain actors) had the most positive impacts, while education and training (workers and chain actors) and local employment (local community and society) were the most critical social impacts. Therefore, it was determined that efforts should be focused on education and training for both workers and value chain actors. With regard to local community/society actors, the main concern was to provide more employment opportunities [20].

Siebert et al. conducted a study aimed at selecting social indicators that are useful for assessing the social aspects of wood products in a German region. They concluded that an S-LCA can inform producers about the potential social impacts of a product in the region in general and about their contribution to the social impacts of the product in particular. Therefore, it supports producers’ decision making, which could mitigate negative social impacts and accelerate positive ones [21].

Finally, Haryati et al. conducted an S-LCA on crude palm oil production in Malaysia using the subcategory assessment method (SAM). Five companies were selected for this study. Data were collected through face-to-face interviews with workers and company representatives, and it was found that all participating companies were similar in that they complied with the same laws and regulations. The subcategory of working hours was found to be the area that was the most in need of improvement. The results of this study can serve as a guide to identify weaknesses in the supply chain of agricultural production and formulate effective strategies to overcome the resulting social impacts [22].

Each of the articles found in the literature review had a different methodological approach to conducting an S-LCA. Some focused on the identification of stakeholders, as defined by the UNEP, where, for the first time, a life cycle assessment (LCA) with a social approach was carried out with existing tools or configurations. The approach used also largely depends on the behaviors of organizations, in addition to the available information and social background, allowing for the establishment of indicators according to the subcategories that manage to represent the positive or negative impacts generated; specifically, we can highlight the studies carried out by Arcesea et al., Batista et al., and Martínez-Blanco et al. [18,19,20].

Other studies have also been identified that focus on the measurement of social management indicators through the consolidation of qualitative, quantitative, and semi-quantitative information that allows the current states of organizations to be known, as well as what actions can be implemented to improve their performance. The studies related to this topic are those by Manik et al., Siebert et al., and Haryati et al. [17,21,22]. The remaining articles included studies with a comparative structure with the aim of identifying critical points with opportunities for improvement in the S-LCA methodology, particularly the studies by Franze and Ciroth and Haryati et al. [16,22].

The main difficulty in each of the proposed studies consisted of the quality of the data obtained in terms of the indicators showing the type of impact generated by the development of the activities of organizations or productive units and the interventions of the interested parties because they are qualitative data generated by the perceptions of people who are part of the groups; therefore, no constant pattern has been identified to obtain focused information with established and standardized limits as quantitative data. For this reason, this type of study requires a great deal of time and many resources to obtain primary information from the sector that is directly involved in each phase of the inventory to determine and evaluate the impacts generated [19]. This article presents the actors, indicators, and governance assessment, and it is differentiated in the integral consolidation of small and medium crops.

3. Materials and Methods

3.1. The Province of La Paz

The department of Antioquia in Colombia is made up of subregions, one of the most important of which is the eastern subregion, which is made up of four areas, such as reservoirs, highlands, forests, and marshlands. The Altiplano and the Paramo, where the Province of La Paz is located, were officially created in 2018 with the aim of making visible and strengthening Southeastern Antioquia as a navigation map for post-conflict and social development. In this subregion, the cultivation of hydrangeas for export is an important line of economic and social development, generating employment and improving the quality of life in the rural sector. It is made up of the municipalities of La Unión, Abejorral, Argelia, Sonsón, and Nariño, where the population has a vocation for the development of different agricultural activities. In the case of hydrangea production, the most important municipalities are La Unión and Sonsón.

3.2. Hydrangea Production

Hydrangea cultivation involves soil preparation, planting, and infrastructure preparation. For soil preparation, the soil is leveled, and the top layer is homogenized before the flowers are planted using a tractor. The soil is fertilized with synthetic or organic fertilizers to provide nutrients. The infrastructure consists of support poles and a roof that protects the crop from direct sunlight and hailstorms, which are prevalent in the area due to its geographical location. The infrastructure requires bamboo canes, sticks, and steel cables to support the saran netting that covers the crop. In addition, a tutor net is needed to provide stability to the flowers as they grow. The cultivation phase involves several processes, such as fertilization, stem selection, and phytosanitary management. To meet the stringent phytosanitary requirements for export flowers, chemical pesticides monitored by regulatory agencies are intensively employed. During the cultivation phase, stems that do not meet the export quality standards required by trading companies, such as those that are thin, twisted, or have phytosanitary problems, are discarded.

The flowering stems that meet the export quality standards are then cut. This occurs approximately thirty-two weeks after harvest. Hand-cut to the desired length required by retailers, the stems undergo a thorough inspection for pathogens and diseases. The bracts (also called petals, which surround each flower) and the leaves at the bottom of the stems are removed by hand. The stems are then hydrated with water and a special flower-holding substance, enclosed in a small plastic bag, and secured with a rubber band. The hydrangeas are then packed in boxes, categorized by type of flower, making them ready for transportation to the trading company.

The establishment of a hydrangea plantation entails the consideration of municipal land management plans. These plans have specific requirements and guarantee minimal impact on the development of other agricultural activities and the well-being of the local community. In addition, in order to deliver flowers to marketers, it is essential that the crops are duly registered and comply with regulatory standards, which include the proper distribution of cultivation areas, the formulation and safe application of fertilizers and pesticides, as well as data collection, among others. It is important to bear in mind that this information must be reviewed and certified by a professional in the area, who gives the endorsement by signing a certificate. This professional may be hired by the grower; in some cases, it is in consideration for the companies distributing different raw materials, and in some cases, the municipalities provide the service through the secretariat of agriculture. Finally, it is important to note that there are two types of contracts for crop workers: day labor (per working day) or indefinite-term contracts. It is common for many of the collaborators involved in crop production to be members of the owners’ families.

3.3. Goal and Scope Definition

The objective of this study was to evaluate the subcategories of social impacts associated with hydrangea production in the province of La Paz, located in the department of Antioquia, Colombia, using the Guidelines for the Evaluation of the Social Life Cycle of Products, the Methodological Sheets of the Social Life Cycle, and the evaluation of social indicators with the Subcategory Evaluation Method (SAM) [23].

The system under study consisted of hydrangea crops classified as medium or small, where 1 kg of stems was defined as a functional unit for commercialization for crops ranging from 0.25 to 3 ha in a 36-week production cycle, corresponding to approximately 12 hydrangea stems.

The system boundary was meticulously assessed from gate to gate, from the previous stages of the preparation of the crop to the packaging and distribution of the flowers to the marketer, including the material and energy flows of these stages, as well as the cultivation, harvest, post-harvest, and transport phases and some transversal processes for the end of the cycle within the crop, that is, the removal of the remaining stems, washing and disinfection, and the composting and mulching of plant waste.

The general processes were divided into life cycle stages, as shown in Figure 1. It is important to acknowledge that hydrangea is a perishable product from a distribution point of view. Therefore, short-distance transportation from the grower to marketer is essential to maintain the quality and increase the shelf life of the product. Moreover, in most cases, this activity is undertaken by the grower. It is important to point out that 9 companies in the municipality of La Unión and 2 companies in the municipality of Sonsón were selected to carry out an S-LCA in order to evaluate their dynamics. The aim was to identify the stakeholders involved at each stage of the process and thus achieve their prioritization in a clear and effective way. Of the 7 crops, there were 4 medium-sized ones, which were characterized by crops with sown areas between 1.5 and 2.5 ha, and 3 small companies, which were identified as crops with less than 1.5 ha in sown area. The data collected from interviews with stakeholders and visits to the crops correspond to the years 2021 and 2022.

3.4. Identification of Stakeholders

Stakeholders are defined as groups or individuals who can affect the achievement of an organization’s objectives and who, in turn, are affected by the achievement of those objectives or productive activities [24]. Organizations can have many types of stakeholders with different levels of involvement or commitment, and these stakeholders often have different interests that can lead to conflict [25].

The stakeholder category is the basis for an S-LCA assessment. Linked to the stakeholder category are impact subcategories that include socially significant issues or characteristics. These subcategories are assessed using indicators directly related to the product life cycle inventory [26].

The stakeholders associated with the production of hydrangeas in the province of La Paz encompass individuals and groups with both direct and indirect influences and interests in the activities and decisions related to the performance of hydrangea production. These groups were selected according to the Guidelines for the S-LCA of Products published by the UNEP in 2020, complemented by methodological sheets for S-LCAs that provide detailed information on each of the subcategories introduced in the guidelines and organized by stakeholder category [27].

The stakeholders are listed in Figure 2, and each category was validated according to the life cycle stage. The composition of each category was determined based on the detailed study of the hydrangea production processes of small and medium producers along with the participation of the entire working team of the project titled “Environmental, Economic and Social for Hydrangea Agroindustrial Enterprises as a Strategy for Sustainable Development in the Province of La Paz in Eastern Antioquia”. The workers, customers, and actors in the chain are fundamental to the proper functioning of the production process. Workers are not only responsible for carrying out operational tasks in the production process, but they are also key actors in the creation of value and the quality of the final product. Their welfare and working conditions are critical aspects that influence the sustainability of the entire process.

On the other hand, customers are the direct link between production and the market, and their needs and preferences guide the supply of products and services, thus stimulating the demand for flowers at national and international levels. Supply chain actors, such as suppliers and distributors, are also responsible for ensuring the continuity and efficiency of the flow of materials and products along the entire chain. Together, these groups play interdependent roles that contribute to the efficient operation and economic viability of hydrangea production.

In addition, the critical importance of other stakeholders in the S-LCA of hydrangea production is recognized. These include the local community and society at large. The local community plays a crucial role since their environment and quality of life can be affected by agricultural activities, including hydrangea production. It is important to understand and address the concerns and needs of the community in terms of health, environment, access to natural resources, and economic development. On the other hand, society as a whole also has an interest in the sustainability and social impact of flower production, as these activities can influence public perception, government policy and consumption trends. Involving these stakeholders in analysis and decision making is therefore essential to promote responsible practices and generate shared benefits in the long term.

3.5. Prioritization of Stakeholders

The prioritization of the stakeholders was established through an analysis of their influence and impact on the system under study, i.e., through their prior identification and their influence on the performance of the productive activity and their impact based on the dimensions of sustainability. They were qualified according to a matrix of the level of influence–dependence and an additional variable that considers future influence–dependence, i.e., a weighting that reflects the influence exerted by the group of interest on the crop and the effect that the crop can generate on the group. Thus, the following questions were asked to qualify each parameter:

-

The influence variable: Does the stakeholder have a large influence on the cultivation and marketing of hydrangeas?

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The influence variable: Does the interest group have a strong influence on the cultivation and marketing of hydrangeas?

-

The future variable: Will the stakeholder be highly influential or highly affected in the future?

A scale ranging from 1 to 3 was employed, with 3 being the most influential or affected and 1 being the least. In addition, at this stage, the future influence or impact was weighted on a scale of 1 to 3, with 3 being the state of greatest influence or impact and 1 being the state of least influence or impact.

Table 1. Metrics for assessing level of influence–dependency–future.

Rating	Influence	Affectation	Future
1	The group has no influence on the performance (economic, social, or environmental) of the hydrangea crop and marketing.	The performance (economic, social, or environmental) of the hydrangea crop and marketing does not affect the group.	The group has no influence on the future performance (economic, social, or environmental) of the hydrangea crop and marketing. The group will not be affected by the future performance (economic, social, and environmental) of the hydrangea crop and marketing.
2	The group influences the performance (economic, social, or environmental) of the hydrangea crop and marketing but does not affect decision making.	The performance (economic, social, or environmental) of the hydrangea crop and marketing affects the group but does not directly affect decision making.	The group influences the future performance (economic, social, and environmental) of the hydrangea crop and marketing but will not affect decision making. The group will be affected by the future performance (economic, social, and environmental) of the hydrangea crop and marketing but will not directly affect decision making.
3	The group influences the performance (economic, social, or environmental) of the hydrangea crop and marketing and directly affects decision making.	The performance (economic, social, or environmental) of the hydrangea crop and marketing directly affects the group and decision making.	The group will influence the future performance (economic, social, environmental) of the hydrangea crop and marketing and will affect decision making. The group will be affected by the future performance (economic, social, environmental) of the hydrangea crop and marketing and will directly affect decision making.

provides a comprehensive breakdown of the qualification metrics utilized for stakeholder prioritization.

The prioritization of the stakeholders was based on the principle of averaging the different variables (Equation (1)), thus giving a relatively equal weight to all of them. The objective of the methodology described in the previous sections was to determine the level of prioritization of each stakeholder and subsequently organize them based on their respective positions within the evaluation model, ranging from highest to lowest priority.

$$IV or AV=\frac{I_{env}+I_{soc}+I_{eco}}{n}$$

(1)

IV represents an influence variable, while AV signifies an affectation variable. Additionally, I_env, I_soc, and I_eco denote the environmental, social, and economic value indicators, respectively; n is the number of indicators evaluated. After obtaining each of the variables, the influence and effect were determined using Equation (2) and Equation (3), respectively.

$$Influence=\frac{IV+FV}{n}$$

(2)

$$Affectation=\frac{AV+FV}{n}$$

(3)

where FV is a future variable. Finally, with the results of the variables of influence and affectation, a graph showing influence versus affectation was made in order to identify the most relevant stakeholders in the hydrangea production process.

Selection of Indicators

When conducting our S-LCA study on small and medium hydrangea production, we carefully considered the criteria of validity, feasibility, and usefulness in selecting appropriate indicators.

Table 2. Indicators with the basic requirement (BR) according to the standards and conventions used in this case study.

UNEP Category	Subcategory of Interest	Indicators with BR	Unit of Measure	Reference Standards and Conventions
Actors in the value chain	Relationship with suppliers	Pay suppliers on time	Yes/No	Code of conduct or standards
		Absence of coercive communication with suppliers	Yes/No
	Fair competition	Regulatory and national legislation	Yes/No	Evidence of fair competition and antitrust compliance
		Sector agreement	Yes/No
		Employee awareness of the importance of fair competition compliance	Yes/No
Workers	Child labor	Children under the age of 15 who are working, under the local compulsory school age, and enrolled in school	Yes/No	Presence of and compliance with policies against child labor and evidence that it is not registered in the sector
	Fair wages	Minimum wage by country	Yes/No	Compliance with the legal minimum monthly wage in Colombia
		Lowest paid worker vs. minimum wage	%
		Regular and documented payment	Yes/No
	Forced labor	Percentage of forced labor in the sector	%	Compliance with policy against forced labor
	Equal opportunity/discrimination	Ratio of base salary of men to women by employee category	Yes/No	Presence of and compliance with anti-discrimination systems
		Percentage of men and women employed in the sector	%
		Percentage of employees by age group: under 30 years old, between 30 and 50 years old, older than 50 years old	%
	Occupational health and safety	Appropriate general occupational safety measures are taken	Yes/No	Policy, guideline, or program that demonstrates good health and safety practices
		Preventive measures and emergency protocols are in place for exposure to pesticides and chemicals	Yes/No	Policy, guideline, or program that demonstrates good health and safety practices Compliance with ISO 45001:2018
		Existence of education, training, counseling, prevention, and risk control programs to assist workers, their families, or community members with respect to serious diseases	Yes/No
		Worker access to non-occupational medical and health services	Yes/No
Local community	Local employment	Percentage of people hired locally	%	Evidence of employment opportunities for local residents
		Percentage of spending on local suppliers	%
	Safe and healthy living conditions	Management to minimize the use of hazardous substances	Yes/No	Ranking UNDP (United Nations Development Programme)
	Access to material resources	Risk assessment regarding the potential for material resource conflicts	Yes/No	Internal policy to ensure the care of natural resources
	Contribution to economic development	Percentage of GDP (Gross Domestic Product), number of employees relative to labor force, wage levels, etc.	%	Evidence of community economic development
		Contribution of the product/service/organization to economic progress	Yes/No
	Commitment to the local community	Organizational support for community initiatives	Yes/No	Evidence that the company cares about the environment and the community
Government/society	Level of governance	Government policies—land use	Yes/No	LMP (Land Management Plan) compliance
		Land tenure security	Yes/No
	Public commitment to sustainability	Sector commitment to sustainability (economic, social, and environmental)	Yes/No	Sustainability commitments and agreements
		Corruption risk in the sector	Yes/No
Customers	Health and safety in living conditions	Incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle—relationship with customers	Yes/No	Procedures to prevent violations of customer safety and health
	Feedback mechanisms	Existence of a mechanism for customer feedback	Yes/No	Customer satisfaction practices and feedback mechanisms

presents the indicators utilized in our study, delineating the stakeholder categories, corresponding interest groups, evaluated subcategories, selected indicators, and their evaluation methods. In this sense, to consolidate the results of the indicators, for each crop visited, two people were selected for small crops and three were selected for large crops, for a total of eighteen people, four suppliers, five people who were part of the regulatory and municipal entities, three marketers, and three people from the local community.

The social indicators included in the S-LCA were derived from international standards such as the UNEP (2020), the Global Reporting Initiative-GRI Standards, the Methodological Sheets for Subcategories in an S-LCA, and other reference studies. To validate and ensure the relevance of these indicators, a panel of experts was engaged. Among the individuals that comprised this panel, there was an expert on social issues in the study region with knowledge of dynamics such as armed conflict, business formation, and the commercialization process. The panel also included individuals with a background in agricultural engineering and owners of crops in the area of influence, who provided an essential perspective on relationships with suppliers and marketers. Three experts in environmental and sustainability issues also contributed, with specific focus on water resource management, hazardous waste management, and solid waste valorization. Finally, an economic expert was included to address relevant financial aspects. The information gathered was validated by comparison with previous studies identified in the literature, as well as by reference to regional initiatives such as the “Sustainable Flowers” certification program, although it was noted that the latter does not specifically cover hydrangea cultivation in Colombia [7,28].

3.6. Impact Assessment Method

The impact assessment methodology used in this study was derived from the Subcategory Assessment Method (SAM) proposed by Ramirez et al. (2014) [23], which was a characterization model that assesses subcategories during the impact assessment phase and is based on four steps: (i) using the organization as a process unit in which the social profile of the organization responsible for the processes involved in the product life cycle is assessed; (ii) defining the basic requirements for assessing each subcategory; (iii) defining the levels based on the context of the organizational environment or practice and the availability of data; and (iv) assigning a quantitative value.

The SAM is a hermeneutic methodology (reality-based) that consists of a scale that assigns a score ranging from 1 to 4 to the indicators according to the compliance with the baseline requirement (BR) for each of them. This assignment depends on the levels described below.

Level A indicates that an organization complies with the BR, meets the PBs (performance benchmarks), and demonstrates proactive behavior that promote best practices among workers in the value chain (rating 4). Level B indicates that an organization complies with the BR and meets the PBs (rating 3). Level C indicates that the organization does not meet the BRs, i.e., an organization operates in such a way that there is an extremely low probability (negative context) of achieving the BRs (rating 2). Level D indicates that there is a high probability (positive context) that the organization can achieve the BRs eventually with some effort (rating 1).

3.7. Stakeholders and Their Participation in Local Governance

After identifying the main stakeholders in the hydrangea production chain, the basic principles of the local governance concept were identified. These principles were identical to those of public governance in public sector management, as stipulated in the official regulations of the OECD (Organization for Economic Cooperation and Development), the World Bank, and the European Commission.

These principles are consistent with transparency, effectiveness, efficiency, stakeholder participation, and equity. Furthermore, the United Nations emphasizes the importance of sustainability and security at the local government level. In general, the different principles have been implemented through stakeholder engagement in public policy programs, the process of public service delivery, and the fulfillment of other public sector functions based on various forms of partnership and cooperation [29].

In the context of hydrangea production, we proceeded to list pertinent topics that were relevant for stakeholders to participate in the development of local governance in the province of La Paz. Additionally, we conducted some interviews with each of them to ascertain their participation and influence from the different stages of the production chain in the implementation of actions needed to improve the performance of the territory.

The interviews identified the most relevant issues contributing to the adherence to governance principles. A list of these issues was categorized by interest groups, and those most frequently mentioned by the interviewees were selected to recognize their participation in local governance.

4. Results

4.1. Prioritized Stakeholders

In accordance with the prioritization process outlined in Section 3.3 of our methodology, Figure 3 provides a visual representation of the most influential stakeholders within the hydrangea crop context. This graph highlights stakeholders who wield significant influence and experience notable impacts across the environmental, social, and economic spheres of sustainability. These results are based on the perceptions of the experts consulted, which included the following privileged groups: (i) permanent employees and crop owners, (ii) families linked to crop owners, (iii) other hydrangea growers, (iv) suppliers of inputs and raw materials, (v) marketers, (vi) the neighborhood (both businesses and community), and (vii) regulatory entities, including the Colombian Agricultural Institute (ICA) and the Regional Autonomous Corporation of the Negro and Nare River Basins (CORNARE).

Conversely, in the lower left corner of the graph (in yellow) are the stakeholders who have less influence and experience less impact on the sustainability dimensions. It is suggested that these stakeholders may not be as impacted by the development of hydrangea production compared to the groups mentioned above.

The stakeholders identified with the highest impact and influence ratings (rating for both variables above 2.8) include permanent employees, growers’ families, crop owners, and other hydrangea crops. Permanent employees play a pivotal role in hydrangea production, exerting a strong influence across all three dimensions of sustainability: environmental, economic, and social. Their indispensable contributions to essential tasks within the crop directly impact its financial viability, while their employment also fosters community development. Similarly, growers’ families significantly influence sustainability dimensions, with many family members actively being involved in various crop activities. A considerable proportion of family members also engage in various activities regarding the crop and are responsible for ensuring that the flowers are delivered in optimal conditions, since in most cases, it is the owners’ wives who are in charge of preparing the flowers for delivery to the traders.

In addition, the owner of the crop bears responsibility for making key decisions regarding the operation of the crop. They must have the necessary resources for the purchase of inputs and payment of employees. Furthermore, they receive payments and returns for the marketer, as they are the visible face of the crop. Finally, there were other hydrangea crops identified that have a significant impact on social and economic dimensions. These crops directly compete with one another, affecting the cash flow of the other crops and, in turn, the price dynamics.

In the prioritization process, groups scoring between 2.3 and 2.8 for the impact and influence variables, such as marketers, exert a significant influence on the economic aspect of crops. This is because they are the clients, and the delivery of flowers is determined by the purchase price. Consequently, small and medium-sized producers must adapt to the market and the dollar price at the time [30]. Furthermore, the marketing process may result in losses or product returns if the flowers do not meet the required specifications. This directly affects the cash flow and the quality standards required by the market [31].

Likewise, suppliers of inputs and raw materials exert a considerable influence on crops, as their products are essential for the optimal functioning of the aforementioned inputs. With regard to the environmental dimension, the company was deemed to have a medium impact, given that the use of inputs and raw materials has a significant impact on the ecosystem and generates a considerable amount of waste.

Finally, the stakeholders with the lowest score were the neighbors, who exerted a medium influence on the three dimensions of sustainability. This is because they can exert some influence on factors such as the form, schedules, and type of work performed on the crop. Additionally, they can bring to light complaints and claims related to health and environmental effects. Regulatory entities (ICA, CORNARE, municipalities) exert a significant influence on economic and environmental dimensions. They are responsible for regulating the operation of the crops, granting the registration of good agricultural practices (application of standards), and supervising the mandatory payment and renewal of permits to carry out the work and be able to deliver the flowers to the marketer.

Below is a specific description of the resultant data for each stakeholder analysis by category.

4.1.1. Workers

Permanent employees: This group has a strong influence on economic and social dimensions. These are the people who carry out the essential tasks for hydrangea production and thus have a direct influence on the financial flow of the crop. It is worth noting that this type of employment contributes to the development of the community as a whole.

At the environmental level, their influence is medium, since they carry out tasks such as fumigating and fertilizing the crops. However, they are not directly engaged in the decision-making process regarding the products to be used. This, in addition to the social component, implies that there is an impact on human health and a potential occurrence of diseases resulting from the use of agrochemicals [32,33].

The economic, social, and environmental impacts were found to be high since both permanent employees and their families depend on the prosperity of the company to maintain financial stability. Similarly, the influence and impact on the future variable is high; the presence of this stakeholder group is vital because the stability of hydrangea’s business depends on its continuity.

There is currently a labor shortage in the floriculture industry. And although these workers could be employed in other types of work, access to these opportunities is difficult due to the amount of experience required and the high level of education required, which many do not have [34]. Therefore, this stakeholder group has been positioned at level two (2) regarding prioritization.

Producers’ families: They have a high impact on the three dimensions of sustainability since the families of the owners support the work of the crop to ensure its optimal operation. The economic, environmental, and social impacts are high since both the crop owners and their families depend on the income generated [35,36]. In addition, the families of crop owners may be exposed to diseases related to the use of agrochemicals because they are involved in the various tasks related to the crop. The future variable was assigned a high level of influence and impact because the success or failure of the crop has negative and positive impacts on their lives. This stakeholder group was placed at level one (1) regarding prioritization.

Crop owner: The crop owner has a strong influence on the three dimensions of sustainability. The crop owner is responsible for making key decisions about the efficient operation of the crop and can determine its impacts on society and the ecosystem. The economic and social impact is high because this stakeholder is completely dependent on the good production and profits generated by the business, while the environmental impact is medium because the use of agrochemicals in the crop may have repercussions on the crop owner’s health.

A high level of influence and impact on future variables was assigned since the success or failure of the crop generates both negative and positive impacts on their personal lives and their families [34]. Based on the results obtained, this stakeholder was prioritized at level two (2).

4.1.2. Local Community

Neighbors: These stakeholders present a medium influence on all three dimensions—environmental, economic, and social— since they can have some influence on factors such as the form, schedules, and type of work performed on the crop depending on whether it is a residential or industrial area. In terms of impact, it was determined that at the economic and social levels, there is a medium impact since the crop can influence the valuation of its properties and daily interactions.

At the environmental level, the impact is high because floriculture activities can cause problems such as diseases, bad smells, and the contamination of common water sources, among others. The future variable was considered to have a medium impact and influence, as living conditions could improve or deteriorate to a certain extent depending on the size and development of nearby crops, which is why this stakeholder was considered to have a priority level of nine (9).

4.1.3. Society

Regulatory entities (ICA, CORNARE, municipalities): This group has a high impact on the economic and environmental dimensions since they are responsible for regulating the operation of this type of crop and granting records of good agricultural practices (application of standards), as well as supervising the obligatory payment and renewal of records and/or permits to carry out the work. On the social level, however, they have a medium impact because they require actions that generate externalities in the community or local society [37]. Regarding the impact variable, it was not present in any of the three dimensions; however, in the future variable, it was assigned a high influence and impact since hydrangea production is a business model that has been growing continuously, displacing other crops in the community. Therefore, this group is at level seven (7) regarding prioritization.

4.1.4. Consumers

Marketing companies: Marketing companies have a strong economic influence on crops since the supply is determined by the purchase price of the product; this means that small producers have to adapt to the market and the dollar price at that time [38].

At the social level and environmental level, a medium level of impact was identified since the ICA registration filter and environmental quality are required for the flower to be exported through marketing companies. In addition, the existing demand may affect local employment in the cultivation sector, which may increase. In terms of the level of impact, it was found that traders experience a medium level of impact in both the economic and environmental spheres, mainly due to the possibility of incurring losses or product returns if the crops do not meet the required specifications, which directly affects cash flow and the quality standards of the products that the traders place on the market [30].

At the social level, however, no effects were found that would affect the marketer. However, the future variable was assigned high levels of influence and impact because the marketer plays a key role in transporting the product to the final consumer, which increases their ability to influence and be influenced by this variable. This stakeholder was placed at level five (5) regarding prioritization.

4.1.5. Value Chain Actors

Other hydrangea crops: In the social and economic dimension, this group exhibits high influence and impact as a direct competitor, significantly affecting the cash flow of other crops. This extends to price dynamics, where oversupply could precipitate a decline in the sales value of flowers from producers to marketing entities.

From a social point of view, it is important to highlight the labor shortage in the agricultural sector. In this context, competition may contribute to this shortage and affect the operation of other crops by aggravating the lack of available workers.

Regarding the environmental aspect, a medium influence and impact has been established, since there are crops with higher levels of sustainability and products with higher environmental quality compared to others. Finally, the future variable was assigned high influence and impact due to the uncertainty of the market evolution, which could lead to the growth or rejection of the hydrangea business model. This resulted in a priority level of four (4).

Suppliers of inputs and raw materials: In the economic dimension, this stakeholder has a high level of influence on crops because its products are essential for the optimal functioning of the production process. In terms of the social dimension, it was considered to have a minimal impact, as its business model does not have a significant impact in this area. In terms of the environmental dimension, the company was considered to have a medium impact, as the use of inputs and raw materials has a significant impact on the ecosystem and generates a significant amount of waste.

In terms of economic impact, the company is highly affected because its sales depend on the operation of the crops. In terms of social impact, there is no impact. As for the future, the company was classified as a source of impact and influence because the possible disappearance of the crops could lead to significant losses in its market. Therefore, this stakeholder was placed at level five (5) regarding prioritization.

4.2. Indicators for Prioritized Stakeholders

Table 3. Scoring levels for process evaluation.

Category UNEP	Stakeholder	Subcategory	Indicator	Result
Actors in the value chain	Suppliers’ inputs and raw materials	Supplier relations	Pay suppliers on time	Yes
			Absence of coercive communication with suppliers	Yes
	Other hydrangea crops	Fair competition	Regulatory and national legislation	Yes
			Sector agreement	No
			Employee awareness of the importance of fair competition compliance	Yes
Employees	Permanent employees (PE) and crop owners	Child labor	Children under the age of 15 who are working, under the local compulsory school age, and in school	No
		Fair wages	Minimum wage by country	Yes
			Regular (periodic) and documented payment of workers (weekly, bi-weekly)	Yes
		Forced labor	Percentage of forced labor in the sector	20%
		Equal opportunity/discrimination	Ratio of base salary of men to women by employee category	No
			Percentage of men and women employed in the sector	PE: M:50% and W:50% CE: M:40% and W: 60%
			Percentage of employees by age group: under 30 years old, between 30 and 50 years old, older than 50 years old	Between 30 and 50 years: PE: 100% and CE: 100%
		Occupational health and safety	Appropriate general occupational safety measures are adopted	No
			Preventive measures and emergency protocols are in place for exposure to pesticides and chemicals	Yes
			Worker access to non-occupational medical and health services	Yes
Local community	Neighbors (business and community)	Local employment	Percentage of people hired locally	100%
			Percentage of spending on local suppliers	100%
		Safe and healthy living conditions	Management to minimize the use of hazardous substances	No
		Access to material resources	Risk assessment regarding the potential for material resource conflicts	No
		Contribution to economic development	Relevance of the sector under consideration to the (local) economy (percentage of GDP (Gross Domestic Product), number of employees in relation to the size of the working population, wage levels, etc.)	The sector contributes 7% to the national agricultural GDP.
			Contribution of the product/service/organization to economic progress (sales, profits, wages paid, etc.)	Yes
		Commitment to the local community	Organizational support for community initiatives	No
Government/society	Regulatory entities (ICA, CORNARE, municipal mayors’ offices)	Level of governance	Government policies—land use	Yes
		Public commitment to sustainability	Sector commitment to sustainability (economic, social, and environmental)	No
Customers	Marketing company	Health and safety in living conditions	Incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle—relationship with customers	No
		Feedback mechanism	Existence of a mechanism for customer feedback	No

shows the results of the evaluation of the stakeholder indicators, where 26 indicators (qualitative and quantitative) were selected for the five stakeholder groups. Two indicators were selected for the group of “suppliers”, three for “other hydrangea crops”, seven for “permanent employees and crop owners”, six for “neighbors (companies and community)”, and two each for “regulators” and “marketers”. The list of indicators was selected according to hydrangea crops.

In general, suppliers are expected to make timely payments and avoid using coercive communication when dealing with hydrangea growers. These growers are free to choose the companies that supply the inputs needed for their cultivation activities. However, the sectoral agreement is not being followed as small and medium producers in the province of La Paz are not members of associations or unions.

Regarding permanent employees and crop owners, it was observed that there is no child labor. Workers with temporary contracts receive the legal minimum wage established by the national government. However, casual workers, who work on a daily basis, receive a payment equivalent to one day’s wage, including all benefits such as social security and parafiscal contributions. Regarding crops, workers are compensated based on the number of days worked with regular payments. Permanent employees (PE) are typically paid monthly, while casual employees (CE) receive payment at the end of each workday. In addition, providing higher levels of education and fair wage systems in developing countries could offer financial stability to families. This stability could enable them to attain an education that qualifies them for jobs with a living wage, which is defined as an income high enough to maintain a normal standard of living [7,31,36].

Additionally, there is a 20% incidence of forced labor during the thinning and pruning stages. This is due to the use of machetes in these operations. Forced labor is also present in the preparation of infrastructure for the installation of poly shelters across hydrangea cultivation areas with the aim of safeguarding the flowers from potential damage caused by hail or heavy rains. Finally, forced labor is present in phytosanitary management, as the process requires the loading of inputs to prepare the mixtures and the movement of very long hoses throughout the crop to achieve uniform distributions of pesticides and insecticides.

No differences in salaries between men and women were observed in the crops visited, as both genders receive equal pay regardless of their tasks or employment status. The gender distribution of those employed in the sector was equal, with 50% men (M) and 50% women (W) in permanent positions. However, in casual positions, there was a higher percentage of women (60%) than men (40%) [39].

This disparity is a result of women, who are often the heads of households, needing to earn income for their families while simultaneously fulfilling caregiving responsibilities and supporting their children’s educational development [39]. In addition, both EFs and EOs are within the 30–50 age range. This trend is due to young people choosing not to work in the rural sector and instead seek opportunities in communities with companies that offer more stable working conditions and fixed incomes [36].

The subcategory of occupational health and safety reveals compliance with preventive measures and emergency protocols related to exposure to pesticides and chemicals. However, there are instances where workers fail to properly utilize the personal protective equipment (PPE) provided by their employers. Additionally, it has been observed that some general occupational safety measures are not respected. Despite having the necessary tools to implement safety measures, workers sometimes choose not to use them because they believe that short exposure times do not have negative health effects [32,33].

Regarding “neighbors (companies and community)”, the data show that 100% of the personnel employed in the crop sector and suppliers of inputs related to internal activities are local. However, the intensive use of agrochemicals observed in crops can be harmful to the health of the community and the environment, compromising safe and healthy living conditions. Many properties in the municipality have changed their use from food production to flower production. This change has led to the acquisition of various facilities for the development of this activity.

The floriculture sector contributes 7% to the national agricultural GDP, and the cultivation of hydrangeas has a profound impact on the economic development of the province of La Paz in Colombia [40]. This economic activity generates an average of 14 formal employees per hectare and promotes the growth of small businesses in the area [41]. Although community-based businesses can have significant positive impacts, there have been no social or financial interventions to improve the environments in which they are carried out.

In the context of regulatory entities, such as the ICA, CORNARE, and Municipal Mayors’ Offices, the existence of a basic land management plan was identified, which defines land use in accordance with national regulations. This plan establishes certain criteria that must be met, according to the requirements of the territorial entities and the ICA, to ensure that the products comply with all regulatory criteria, thus contributing significantly to the structuring of local governance [42].

There are some specific actions addressing sustainability issues, but they do not fully cover all three dimensions. These actions primarily focus on environmental concerns. Composting is carried out within the production process as required by the ICA. Municipal agricultural technical assistance units or municipal agricultural secretariats conduct campaigns for the collection of chemical input containers to prevent their deposit in sanitary landfills. In some cases, they also reuse sacks to store fertilizer or lime.

Lastly, concerning health and safety standards and the provision of quality feedback, it is noteworthy that there are currently no established complaint processes for growers upon delivering their products to marketers. Often, growers are simply informed by the marketer that their products do not meet the required specifications and the flowers are returned without any explanation or justification. Additionally, there are also no audit processes in place to allow for the continuous improvement of the hydrangea process with respect to flower returns.

This study’s results were obtained by comparing social performance indicators and expert judgment to compliance with standards [17,43]. It is noteworthy that the results for the different subcategories were similar to those reported by Ayasamy and Pellerin, where the capacity for job creation and local employment are relevant points for the area’s development. According to Ayassamy and Pellerin (2023), the community was associated with local job creation and land use, safe living conditions, community participation, human health, and public commitment [44].

5. Discussion

5.1. Social Life Cycle Impact Assessment

In the S-LCA of hydrangea production, it was essential to identify the various stakeholders involved in each stage of the process. This approach enabled the recognition of diverse categories significantly contributing to flower production for export. To prioritize these groups, a meticulous process was applied that highlighted those with a significant influence on the operation of the crop and the timely delivery of flowers with quality standards to marketers. This was based on the recognition that certain groups perform critical activities that are directly relevant to maintaining efficiency and quality at all stages of the hydrangea production and distribution process.

When implementing the SAM, we qualitatively assessed the 16 subcategories identified in Section 4.2. The results show that 56% of the subcategories received a grade of “C”, 25% received a grade of “B”, 13% received a grade of “A”, and the remaining 6% received a grade of “D”. Figure 4 provides an overview of each subcategory.

Two components of the local community, local employment and contribution to economic development, received a score of 4 at level A. This is due to the profound impact that hydrangea production has on the development of the area. This activity has improved the living conditions of those involved, both workers and crop owners, as the whole family is engaged in this activity. This suggests that producers demonstrate proactive behavior that promotes best practices throughout the value chain [36]. Three components received a score of 2, placing them at level C. These include the committee of the local community, access to material resources, and safe living conditions. This is largely due to the fact that in the development of farming activities, the relationship with the neighbors of the crop is not considered, and all efforts are concentrated on obtaining good production that provides profitability and complies with quality standards.

Figure 4 illustrates that three components—child labor, fair wages, and forced labor—have a score of 3, placing them in level B. These subcategories depend on how situations in the production process are addressed, specifically the absence of child labor. Both formal employees and day laborers receive fair remuneration for their work, and forced labor is avoided at all stages of the process. The subcategory of equal opportunities and discrimination is at level C with a score of 2. This is due to the fact that in the hydrangea production process, there are similar percentages of men and women for the development of different activities. However, it is important to note that most of the women who work in the crop sector are single mothers who seek to reconcile the role of a provider with the desire to be present in the initial growth and development of their children. This aspect underscores the necessity for the implementation of policies and programs that foster equal opportunities for women in the agricultural sector. Such policies and programs must recognize the multifaceted roles of women in this sector and facilitate their active participation in the labor market without compromising their parental responsibility.

Finally, at level D with a score of 1 is the occupational health and safety subcategory. Producers have a high probability of achieving compliance with basic requirements, but this may require some effort. Employees have personal protective equipment (PPE), but they do not always use it correctly. This can cause irreversible long-term health problems [33,34]. At the government/society governance level, land use was given a score of 3 (level B), indicating that it adheres to the guidelines established in the land use plans established by the mayor’s offices of each municipality included in this study. This approach demonstrates a commitment to land use regulation and planning, which contributes to a more sustainable management of natural resources and the preservation of the environment in the context of hydrangea production.

A score of 2 (Level C) was obtained for public commitment to sustainability. Several actions have been identified within the crop that contribute positively to environmental aspects. These include the use of rainwater for the preparation of pesticides, the generation of compost from stem and flower residues, and the proper disposal of containers and the packaging of hazardous waste through a specialized manager. These measures reflect a concern for minimizing the environmental impact of agricultural activity.

However, from a social and economic perspective, there is a dearth of representative and noteworthy actions. There is no evidence of initiatives that directly address social aspects, such as the welfare of agricultural workers or the implementation of activities with local communities. It is imperative that public commitment to sustainability encompasses not only environmental aspects, but also social and economic considerations to ensure a comprehensive and balanced approach to hydrangea production.

In the subcategory of customers and value chain actors, all indicators were given a score of 2, placing them at level C. This suggests that producers may face challenges in meeting fundamental requirements in aspects related to customers and value chain actors. It is important to note that this rating reflects that potential avenues for enhancement in the interaction and relationship with the various actors involved in the hydrangea value chain have been identified. Focusing on these areas can significantly contribute to the strengthening of social sustainability in hydrangea production, ensuring the establishment of robust relationships and mutual benefits between producers and their various audiences.

5.2. Stakeholders and Their Participation in Local Governance

The establishment of alliances and partnerships among strategic actors at various levels has been a critical factor in tackling sustainable development challenges. This underscores the need for more resilient, inclusive, and cohesive partnership mechanisms across all levels [29]. It is essential to build alliances within the local community, support stakeholder participation, and transition from local government to local governance [45].

Stakeholder participation is essential for making inclusive and equitable decisions. This can be achieved through interactive processes that involve social dialogue and participatory methods to guide collective discussions towards a consensus. Such methods can help bridge social gaps and environmental challenges and are also a crucial tool for implementing the goals of the 2030 Agenda for Sustainable Development [45].

Achieving responsible business practices requires the implementation of socially just, economically viable, and environmentally sustainable policies and practices. Figure 5 illustrates the implications of participation by different actors involved in the production process in governance.

Considering the above characteristics, it was important to examine the implications of hydrangea cultivation on the territory. Therefore, it was increasingly necessary to explicitly state the consequences of its production and commercialization in the short and medium term. This proactive approach allows stakeholders to fully comprehend the outcomes of their actions and establish sustainable cooperation processes between producers and marketers [46].

Thus, the governance of hydrangea production involves territorial dynamics and the ability to engage stakeholders in strategic decisions. It is guided by the criterion of responsibility and aims to maximize positive impacts while mitigating negative ones. A territorial approach can provide insight into the strengths and weaknesses of an activity that involves producers, the community, their families, and public institutions.

5.3. Relationship with Sustainable Development Goals

The production of hydrangea contributes to achieving two of the United Nation’s Sustainable Development Goals (SDGs): SDG 1 (no poverty) is achieved by fostering employment in the region and improving family incomes to meet basic needs, and SDG 5 (gender equality) is achieved, particularly in relation to the role of women in the cut flower production chain. Women are involved in various aspects of the production process, including crop operation, flower arrangement, and labor force work. SDG 8, decent work and economic growth, has been achieved in municipalities where hydrangea activity is developed, guaranteeing minimum labor conditions for workers in flower cultivation and marketing. Additionally, efforts to address SDG 12, responsible production and consumption, and SDG 13, climate action, are also addressed through actions to reduce greenhouse gas emissions resulting from the intensive use of agrochemicals and other associated environmental impacts. Finally, SDG 17—partnerships for the goals—aims to review the association of producers to amplify benefits and investments in their productive projects [47].

6. Conclusions

The LCA-S methodology was used in this study through the combination of qualitative and quantitative data, along with the implementation of various tools that allowed for the recognition of specificities at the local level for hydrangea production. Expert participation in various thematic areas and prioritized stakeholders were integral to this process. Although the analysis was conducted locally, the entire methodological framework can be adapted to other agricultural processes and phases of the value chain, such as the commercialization process. Effectively addressing the challenges associated with this economic activity in the province of La Paz can thus provide benefits to the local community, workers, and customers.

This study identified key stakeholder groups and assessed social performance indicators throughout the hydrangea production chain, providing a solid foundation for understanding the current state of economic activity and thus identifying strategies to promote engagement with sector development, equity, and social responsibility. This facilitated a deeper understanding of how the decisions and actions of each stakeholder group influence the sector’s sustainability across its various dimensions. The results highlight that these stakeholder groups exert a significant influence on the three spheres of sustainability: economic, social, and environmental.

From the workers in the hydrangea farms to regulatory bodies, input suppliers, and customers, each group plays a crucial role in the operation and impact of hydrangea production. For instance, permanent workers and their families rely economically on the success of the crops, whereas the decisions made by farm owners can have both economic and environmental implications in the region. Ultimately, regulatory entities exert control over compliance with technical specifications to achieve product exportation under quality conditions.

Despite a gender-balanced workforce distribution, concerns persist regarding forced labor, with an incidence rate of 20% in certain stages of the production process. Therefore, it is imperative to implement improvements in farming practices, enforce the use of personal protective equipment for the application of agrochemicals, and enhance working conditions to promote the quality of life and well-being of all involved parties.

With the implementation of the SAM, it is crucial to highlight the priority aspects that require greater attention in the development of agricultural activities, such as occupational safety and health, strengthening relationships with stakeholders in the production chain, implementing continuous evaluations to improve product quality, and disseminating sustainable practices.

The active participation of stakeholders in local governance is essential for addressing the challenges of sustainable development. Collaboration among producers, regulatory entities, and the local community can contribute to increasing transparency and fostering more responsible practices in hydrangea production. Finally, it is important to highlight that the hydrangea production process significantly contributes to achieving several Sustainable Development Goals (SDGs), including SDG 1, SDG 5, SDG 8, SDG 12, SDG 13, and SDG 17. Thus, hydrangea production not only consolidates local development but also represents a valuable contribution to the attainment of the objectives outlined in the 2030 Agenda.