environmental sustainability guide for commercial sector

8/14/2019 Environmental Sustainability Guide for Commercial Sector

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COMMERCE

GUIDE

ENVIROWISE PUBLICATION:

INFORMATION FOR THE COMMERCE SECTOR


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ENVIROWISE - SUSTAINABLE PRACTICES, SUSTAINABLE

PROFITS

Congratulations on requesting your tailored Resource Efficiency Guide from Envirowise.

Every day, UK businesses are literally throwing away profit due to the waste they produce. Many businesses are

unaware of how much this impacts on their bottom line, others just dont know where to go for practical, confidential

advice to help them make better use of their resources.

WHAT WE CAN DO FOR YOUR COMPANY

Envirowise is a Government-funded programme that has helped UK companies save over 1 billion by reducing the

amount of waste they produce. Offering a wealth of resources and industry -specific information for all businesses,

whatever size or sector, our services are available for you to access directly or can be tailored to suit individual needs.

Our informative website, confidential Advice Line, publications and workshops are all available to UK businesses free of

charge. Our Regional Managers work closely with the business support organisations in your area, signposting various

initiatives.

WHY SHOULD YOU BECOME MORE RESOURCE EFFICIENT?

s Your costs will decrease. Did you know that wasting water, raw materials and utilities, costs on average, 4% of

turnover? With help from Envirowise, you could make significant cost savings and dramatically reduce the amount

of waste you send to landfill each year.

s Your Corporate Social Responsibility (CSR) credentials will increase. Your customers and stakeholders now

actively seek suppliers with a strong environmental record. By demonstrating resource efficiency, especially with

an environmental policy or accreditation, you will be in a stronger position to retain or win new business.

s Your company will comply with legislation. Environmental legislation has become much more prevalent and many

companies face penalties for non-compliance. Envirowise can help your business comply with the laws that affect

it, through reducing or designing out hazardous waste and helping you to eliminate bad practice.

Resource efficiency benefits all sectors, from construction, office-based professional practices, engineering to retail.

Most of the measures we propose are at no or low cost and all our advice is confidential and free of charge. If you decide

to invest in environmentally friendly equipment, payback times are typically short and Envirowise can tell you about the

tax benefits that are available.


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This Guide was produced by EnvirowiseThis Guide was produced by EnvirowiseThis Guide was produced by EnvirowiseThis Guide was produced by Envirowise

for Abraham Philocrat of SWorldTV - Sustainability Resource Centre

ENVIROWISE PUBLICATION:

INFORMATION FOR THE

COMMERCE SECTOR


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CONTENTS

SECTION PAGE

1 RESOURCE EFFICIENCY - SMART PURCHASING 1

2 WORKING WITH YOUR SUPPLIERS 5

3 THE WATER TECHNOLOGY LIST 7

4 REDUCING WATER USE 8

5 REDUCING PACKAGING WASTE 17

6 REDUCING RAW MATERIAL USE 19

7 BECOMING RESOURCE EFFICIENT 21

8 GETTING PEOPLE INVOLVED 26

9 BEHAVIOUR CHANGE 30

10 OVERCOMING BARRIERS 34

11 REDUCING HAZARDOUS WASTE 37

12 GREEN CHEMISTRY 40

13 CLEANER TECHNOLOGY 45

14 DEVELOPING AN ENVIRONMENTAL POLICY 51

15 WASTE HIERARCHY 53

16 LIFE CYCLE ANALYSIS 54

17 DUTY OF CARE 57

18 COMPLIANCE WITH ENVIRONMENTAL LEGISLATION 58

19 MEASURING AND MONITORING WASTE 66

20 WASTE MINIMISATION 68

21 RECYCLING 72

22 CASE STUDIES 75

23 USEFUL WEBSITES 76

24 CHECKLISTS 77


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RESOURCE EFFICIENCY - SMART PURCHASING

WOULD YOU LIKE INFORMATION ABOUT BECOMING RESOURCEEFFICIENT THROUGH SMART PURCHASING?

s Paper

s Water

s Transport

s Packaging

s Other purchasing tips

Paper

The average office worker uses up to 100 sheets of paper every day and, on average, 60 - 80% of office waste is paper.

Paper is a major purchasing and disposal cost for the average office, yet it is a cost that can be easily brought down

through reduction, re-use and recycling.

There are a number of important environmental issues associated with the production of virgin paper including:

s loss of natural habitat and damage to the water table due to intensive forestry;

s high chemical and energy use during the manufacturing process;

s detrimental effects from the landfilling or incineration of paper waste.

However, paper is a natural resource that can be recycled up to five times, substantially reducing these impacts. Buying

locally produced recycled paper helps to boost the market for recycled products which, in turn, supports the recycling

industry and reduces unnecessary imports of virgin paper.

Although many offices regularly review and update their electronic information systems, equivalent assessments of

stationery purchasing are rare. Paper is often thought of as an unavoidable overhead and unco -ordinated purchasing by

individual departments can make monitoring difficult. Centralised purchasing can yield significant benefits from bulk

purchasing and simple, regular reviews often lead to continual savings.

Purchasing

Recycled papers are readily available with equivalent quality, printability , appearance and range as virgin papers. Try to

use papers with the highest percentage of post-consumer waste rather than paper mill waste or off-cuts of virgin paper

from printers. A number of standards and labels classify paper according to its raw material content and manufacturing

process (see table).

Before you buy paper ask the following questions:

s What is its recycled content?

s How much post-consumer waste does it contain?

s Have steps been taken to minimise the environmental impact of its manufacture?

Classification Of Paper (Raw Materials And Manufacturing)

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Recycling

Purchasing

It is important not only to collect materials for recycling, but also to close the recycling loop by purchasing materials with

a recycled content, eg paper and stationery products, toilet paper and refuse sacks. The use of these materials will help

to stimulate the market for recycled products and support the recycling process.

What you buy not only affects your recycling rate but also has an impact on the recycling market. Before you buy anyproduct ask the following questions:

s Is it made from recycled materials?

s Is it made from marked and easily recycled materials (eg paper, glass or wood)?

s Are its component materials easy to separate for recycling?

s Is its packaging easily recyclable?

Water

Purchasing

The products you buy can affect how much water you use. Before you buy, ask the following questions:

s Is the product water efficient?

s Will the product increase or decrease water use?

Water services providers can supply you with a range of water-saving tips. Water companies can also visit your

premises and provide advice on minimising water use for all types of organisation.

Transport

Purchasing

The type of vehicle your business chooses to buy or use has a fundamental effect on transport-related costs and

environmental impact. Before you buy any vehicle, ask the following questions:

s Do we need the vehicle?

s What is the whole life cost of the vehicle? This includes the initial cost of the vehicle, its residual value, and fuel,

Label/logo Raw material criteria

NAPMApprovedRecycled

The National Association of Paper Merchants (NAPM) awards the NAPM Recycled Paper Markto all branded papers and boards containing a minimum 75% genuine paper and board waste,

no part of which must contain mill-produced waste.

German Blue

Angel

Label awarded to paper and board products containing 100% waste paper (minimum 51% post-

consumer waste).

Mobius Loop(three chasing

arrows)

There are two versions of the Mobius Loop - one denotes whether the product can be recycledand the other its recycled content. When using the latter, the percen tage of recycled fibre usedappears in the centre of the loop. Where the product comprises entirely recycled fibre, there isno figure. These symbols are often used without authority and in a misleading manner. Always

check the basis for using these labels with your supplier.

Label/logo Mill performance criteria

Nordic WhiteSwan

Awarded to paper mills meeting minimum environmental performance standards.

ECF, TCF andChlorine free

ECF = elemental chlorine free (ie chlorine gas has not been used to bleach the pulp during thepulping process).

TCF = totally chlorine free (ie no chlorine compounds have been used during the pulping orpapermaking process).

Chlorine free is often used to mean either of the above. Ask your paper supplier for clarification.EU Eco-label This specifies maximum limits for discharges to water, emissions to air and energy consumption

as well as requiring sustainable forestry management for virgin fibre.

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maintenance and insurance costs.

s Could we use alternative fuels? Lower tax rates mean that liquefied natural gas (LNG) and compressed natural

gas (CNG) vehicles are considerably cheaper to run than petrol or diesel vehicles.

Packaging

Cost Saving Tips

s Replace virgin materials wherever possible. Assess the feasibility of replacing virgin packaging materials with

recycled alternatives. Buying recycled materials not only cuts waste to landfill and preserves finite resources, but

also helps to stimulate the market for recovered materials. If youve not already done so, you could introduce an

environmental purchasing policy.

s Reduce the number of boxes/cartons used. Consider alternatives. In some cases, shrink-wrap can offer the

same level of protection for only a fraction of the weight.

s Consider alternative shrink-wrap specifications. Many companies find that they can reduce the grade of

material used, say from 50 m to 30 m, without any reduction in product protection.

s Do you need to use laminates? Certain laminated boards (eg polyethylene-covered) and adhesives (eg regular

hot melts and cold seal) cause problems for reprocessors. Low- and high-density hot melts are easier to remove

in the recycling pulp preparation process. Plastics without any pigments offer greater reprocessing flexibility.

s Avoid double-skinned containers. Unless there is a clear technical justification, don t use double-skinned

containers. Their cost per unit volume is high.

s Standardise outer packaging where possible. Keep the outer layer of packaging simple and standardise as

much as possible. For fragile items, use customised inner liners to fit the outer packaging.

s Could you use inflatable liners inside standard containers? Inflatable inner liners weigh little, yet provide

excellent insulation and protection for fragile products.

s Design containers for effective cleaning and maintenance. Make containers as simple and accessible as

possible, avoiding dead space and unnecessary crannies that are difficult to clean.

s Think about finishing touches. Consider the materials you use to close cardboard boxes. If tape is necessary,

use a recyclable one such as kraft paper tape or reduce the tape width. Staples can often tear the packaging when

removed by the customer, preventing its re-use.

s If you use cans, consider the best material. Steel cans contain up to 25% of recycled steel. Steel is magnetic

and, unlike other packaging, can be recovered easily at any stage of the waste stream. Aluminium cans have a

high strength to weight ratio, offering considerable savings (eg in transport costs).

s Add protection to your packaging to make it last longer and encourage re-use. Use stronger materials such

as plastic or metal along the vulnerable edges and corners of cardboard boxes to increase their lifespan and re -

use, and improve their stackability for transport. Make sure packages are not banded so tightly that they become

damaged.

Other Purchasing Tips

s Dont over-order materials. There is a common tendency in the make-to-order environment to order more

materials than required for the job - even after allowing for the standard amount for waste. Caution is justified

where waste is high and variable, but better control of waste levels also results in less stock wastage. For

example, when you need 26,000 metres of paper it would be better to order four 6,500-metre reels rather than five

standard 6,000 metre reels. Check what reel diameter can be handled and try to persuade your supplier to be

more flexible.

s Choose units of purchase carefully. One machining company purchased aluminium slugs by weight. Since the

slugs varied in weight, up to 2 kg of additional material could not be used and were machined off. It proved better to

buy by quantity to a close weight tolerance. Another example involved packaging film bought by weight but used by

length. The delivered film was 10% over thickness, resulting in a 10% length loss.

s Purchase powders in pellets or Big Bags. Purchasing powders in pellet form reduces losses during extraction

and the residue left in the bag after emptying. Purchasing in Big Bags is not only cheaper, but also means there is

less powder left behind after dispensing.

s Alternative ingredients may cost more. Mixing and blending operations often permit use of alternative

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ingredients depending on availability. In one food blending operation, large variations in the cost of production

materials were traced to blening operators having no guidelines on the cost implications of the mixtures they were

happily concocting.

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WORKING WITH YOUR SUPPLIERS

WOULD YOU LIKE INFORMATION ABOUT WORKING WITH YOUR

SUPPLIERS?

All companies are under increasing pressure from their stakeholders and others to respond to environmental issues by

improving their environmental performance. Improvements identified and implemented through an environmental supply

chain partnership can produce business and environmental benefits for all parties. Many companies have found that

working with their partners in the supply chain can help them achieve cost savings by reducing both waste and the

inefficient use of raw materials, packaging, water and energy.

An environmental supply chain partnership involves sharing experiences and ideas through meetings, site visits,

workshops, collaborative and in-house projects, discussions and networking. Successful environmental supply chain

partnerships are based on trust, commitment and sharing between equal partners. The role of the suppliers is to co-

operate, gather information and take action to improve their environmental performance by reducing waste.

There are four steps involved in developing a successful environmental supply chain partnership. Different companies

will operate an environmental supply chain slightly differently. The diagram below outlines the typical format of an

environmental supply chain partnership based on a four-step approach, ie:

s framing the partnership;

s assembling the team and the tools;

s getting results;

s continual improvement.

s

Supply chain collaboration means taking a different look at the way your company operates and, most importantly, at the

fundamental issue of how you are delivering value to your key customer.

The partnership may build on an existing supplier association or be a completely new grouping. Once the supplier

association is set up, your customer may use the opportunity to not only to look at environmental matters but also to

discuss issues such as quality, design and communications. By learning to work in different ways, the partnership

approach can add value to your whole business and become part of your programme of continual improvement.

The approach is based on the implementation of a systematic programme to reduce environmental impact throughout

the supply chain by considering improvements in the following key areas:

s waste minimisation;

s water use;

s cleaner design;

s packaging management;

s energy management;

s transport logistics.

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A Typical Environmental Supply Chain Partnership

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THE WATER TECHNOLOGY LIST

WOULD YOU LIKE MORE INFORMATION ABOUT THE WATERTECHNOLOGY LIST?

Water Technology List

You can save money on your water bills and obtain an Enhanced Capital Allowance (ECA) for 100% relief onyour businesss tax bill by purchasing approved water saving devices on the Water Technology List (WTL).

The Government has introduced the Water Technology List to promote products that encourage sustainable

water use and to reward businesses for investing in them. Even if your organisation is not eligible for tax

relief, the WTL provides a useful source of information about devices that help to minimise water use.

To find out more visit the ECA website (www.eca.gov.uk).

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REDUCING WATER USE

WOULD YOU LIKE INFORMATION ABOUT REDUCING WATER USE?

s Top tips for reducing water consumption

s The true cost of water

s Information from your bill

s Understanding leaks, water pressure and meters

s Carrying out a water use survey

s Drawing up a water balance

s Typical water saving campaign

s Water Technology List

Minimising the unnecessary use of water is one of the easiest ways of achieving cost savings. Water has traditionally

been a cheap and plentiful, but this situation is changing and mains water costs are increasing. Reducing water use will

also reduce the amount of domestic sewage and trade effluent produced. Sewerage and trade effluent charges are also

increasing to meet stricter environmental standards. Energy costs could also be higher than necessary if water is being

heated and then wasted.

Water use is an area where businesses can have direct influence. For example, significant savings can be achieved by

simple solutions such as fitting simple water saving devices in washrooms and toilets (see table).

Typical Achievable Reductions In Water Use

Source: Construction Industry Council

Top Tips For Reducing Water Consumption

s Look at your bills to find out how much water is used and sewage/effluent discharged.

s Carry out a survey to locate all areas where water is used on-site.

s Install meters and read them regularly to monitor water use.

s Draw up a water balance for your site.

s Identify where and why water is wasted or used excessively.

Activity Proportion of water use (%) Typicalreduction (%)

WC flushing 43 30 - 60

Washing 27 50 - 60

Urinal flushing 20 50 - 80

Miscellaneous (leak detection, rainwater collection, etc) 10 20

Washbasin fitted with percussion or push taps Use of cistern bag

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s Identify obvious opportunities to reduce water use.

s Make a commitment to using water efficiently in your environmental policy.

s Set a target to reduce water use, eg by 10% per year.

s Implement a water saving campaign.

s Provide training and instructions for staff. Ensure they are aware that no materials or products may be washed

down the surface water drains.

s Switch off water supply when not needed.

s Avoid overflows and eliminate leaks. Check for leaks regularly.

s Fit flow restrictors and automatic shut-off devices.

s Fit water-saving devices during a refurbishment programme or as part of general maintenance.

s Avoid unnecessary cleaning.

s Sweep up slurries rather than using a hose.

s Check the suitability of disposing of water-based wastes down the drain.

The waste hierarchy applied to water (see diagram) consists of four levels of waste management. Apply this hierarchy to

each process/area that uses water or generates wastewater at your site.

Waste Hierarchy Applied To Water

The True Cost Of Water

The type of water used on-site and the type of wastewater generated by site operations/activities will determine how

much your company pays for water supply and wastewater disposal.

Types Of Water And Wastewater In The UK

* Drinkable

There are a number of charging schemes for water and wastewater (sewerage and trade effluent charges) in the UK.

The amount paid depends on:

s the service provider;

s the size of the meter;

s the tariff structure agreed with your service provider;

s the year (unit costs are reviewed on an annual basis).

As well as easily identified costs such as bills for water use, sewerage, surface water and trade effluent, there are many

hidden costs associated with water use and disposal of wastewater. The true cost of water may be more than three

times the total amount charged for supply and disposal. The diagram below shows the elements making up the true cost

of water. Water treated before use has an added value.

Water sources Wastewater types

s Mains water (potable* and non-potable)s Water abstracted from groundwater (borehole) and

surface water

s Domestic wastewater (sewerage)s Trade effluentSurface drainage (roof and site

run-off)s Discharge to surface waters and

groundwater

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The True Cost Of Water

Information From Your Bill

There is considerable variation throughout the UK with respect to charging for water and effluent services. There are a

number of factors that affect charging, including:

s the service provider;

s the size of the meter;

s the tariff structure agreed with your service provider - water volume is banded and the band in which a company

falls into will determine the charging tariff;

s the year (unit costs are reviewed each year).

Charging schemes are subject to change and updating. For the latest information on charging schemes affecting your

business, please contact your local water company, sewerage service provider or regulator.

Mains Supply

Charges for mains or towns supply consist of two components:

s Standing charge - a fixed annual sum, determined by the size of the meter.

s Volumetric charge - a unit cost (pence/m3) charged on the actual amount of metered water used on -site.

Unit costs are revised each year in April and vary between service providers. For further information contact your service

provider.

Information Given On A Water Bill

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Sewerage

Domestic sewerage charges also consist of a standing charge and a volumetric charge (pence/m3). However, there are

two different ways of calculating the volume attributed to this waste stream. Unit costs are revised each year in April and

vary between sewerage service providers. For further information contact your sewerage service provider.

s Domestic wastewater only. If the only wastewater generated at the site is domestic, the sewerage volume will be

based on the consumption of water supplied to the site. The sewerage charge will appear on the water bill. If your

water is supplied by a company that only supplies water, the bill will contain a charge on behalf of a sewerage

undertaker (sewerage service provider).

s Domestic wastewater and trade effluent. If your site discharges both trade effluent and domestic wastewater,

the sewerage charge will appear on the trade effluent bill. If the trade effluent is metered and the domestic

wastewater is unmetered, the volume of domestic wastewater can be calculated by subtracting the volume of

trade effluent from the total volume of water supplied to the site. However, this may not be accurate if there are

non-return losses such as water in product and loss from evaporation. In such cases, the site will be required to

provide following information:s number of employees or full-time equivalents (A);

s number of day worked during the period covered by the bill (B);

s whether the site has a canteen (providing hot meals) (C).

The domestic allowance can then be calculated using the formula:

A x B x C

Trade Effluent

Water company charges for trade effluent discharged to sewer are based on the Mogden Formula. This formula

attempts to link charges for a particular customer to the cost of treating the effluent, ie customers pay according to the

volume and strength of their effluent. Unit costs are revised each year in April and vary between service providers. For

further information contact your sewerage service provider.

where:C =typically 25 litres/person/day (no canteen)

=typically 40 litres/person/day (canteen)

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INFORMATION GIVEN ON A TRADE EFFLUENT BILL

Understanding Leaks, Water Pressure And Meters

Water Meters

s Locate your water meter. Most businesses have a metered supply and the meter is usually located by the

boundary of the property, often near a road.

s Read your water meter. In the example shown below, the white digits display cubic metres (m3) and the red

digits refer to 1/10th and 1/100th of a cubic metre.

s Record meter data. Recording meter readings on a regular basis (daily, weekly or monthly) will allow you to

identify trends in water consumption.

Leakage And Overflows

If water use is limited to daytime operations, it should be nearly zero during the night. If this applies to your company, then

carry out a night flow test. Read the meter when everyone has left and then again the following day before work starts.

The meter readings should be almost the same. If not, you may have a leak, overflow or uncontrolled water use and 12


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further investigation is required.

NOTE: If you have urinals on site with no flush control, water will be used out-of-hours.

Overflows are usually due to poor control and most run to drain without being measured. Leaks and overflows can arisefrom:

s perished tap washers;

s worn (cistern) valves;

s corroded pipework;

s flooded floats in water break tanks and cisterns.

The following steps are usually sufficient to avoid overflows and identify leaks:

s make sure overflow outlets are visible;

s carry out regular checks on overflows, pipework and valves;

s

put a system in place for reporting leaks and faults;s install simple level sensors and on/off control systems for pumps;

s install shut-off valves (easy to use);

s monitor meter readings.

Isolation Of Water Supply

Identify where the isolation points are. Consider replacing gate valves or stopcocks with quarter turn ball valves or

isolator valves. This will provide a clearer indication of whether the valve is open or closed.

Water Pressure

High water pressure can:

s result in excessive water consumption;

s cause or exacerbate leakage;

s place additional (unnecessary) wear and tear on the distribution system.

To meet minimum pressure and flow requirements, water mains are usually operated at pressures between 2 and 4 bar

(200 and 400 kPa), although currently there is no stipulated maximum mains pressure limit.

In some cases, higher water pressure than necessary may be delivered to the lower floors of tall buildings. This can

occur where the water is supplied under gravity from a break tank in the roof void or where distribution systems are

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excessive flows through taps may occur - water supplied under gravity from the roof of a 14-storey building can result in

flows of > 60 litres/minute in taps on the ground floor!

Pressure-reducing valves (PRVs) can be used to control the pressure in the incoming mains or the distribution system.

As well as being fitted on the incoming mains, PRVs can be installed on:

s the supply to each floor;

s the down legs of a gravity-fed distribution system;

s the risers in a pumped system.

The valve can be preset or adjustable. PRVs can typically accept delivery pressures of up to 25 bar (2,500 kPa) and

deliver a pressure of 1.5 - 6 bar (150 - 600 kPa) under variable flow conditions. They are available in a number of sizes -

an adjustable PRV will cost around 20 (15 mm) to 200 (50 mm), excluding installation. When considering using PRVs,

it is important to:

s identify the minimum required operating pressure that will not compromise performance, ie equipment will operate

effectively with the new pressures;s check that mixer taps or shower mixer units will not be adversely affected by the new pressures, ie the

thermostatic control will still operate.

Carrying Out A Water Use Survey

Before you can start minimising the amount of water your business consumes, you need to understand where water is

being used within the business. The activities in which water is consumed vary from company to company.

As a rule-of-thumb, reductions of 30% in water and sewerage bills are usually achievable at little or no cost for sites that

have not previously tried to save water. As much as 50% or more might be achievable if projects with paybacks of up to

two years are included.

Before being able to identify how and where water can be saved, it is necessary to understand how, where and why

water is used on each particular site.

A survey of water use and patterns of use typically reveals:

s excessive or unnecessary use;

s unknown use;

s unauthorised use.

A survey of wastewater discharges and routes to sewer typically reveals:

s clean water discharges direct to sewer;

s unauthorised surface water discharges to sewer;

s possible savings in sewerage charges.

Drawing Up A Water Balance

A water balance is a management tool that provides managers with an overview of the major uses of water by their

business, irrespective of its activity. When used to control water use and effluent generation, a water balance can help

companies and organisations of all sizes and types to reduce water use, cut costs and increase profits. Adopting a

systematic approach to water reduction typically results in a 20 - 50% fall in water consumption.

A water balance is a numerical account of where water enters and leaves your business, and where it is used within the 14


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business. It typically contains information about the amount of water used by each main process and, for some

processes, can be very detailed. Presenting the water balance as a diagram makes it easy to understand and use as a

management tool.

Water Mass Balance

It is best to start by looking at your company as a whole and then adding details as you go along. It is also helpful to think

of your site or company as a series of blocks, with each block representing an activity or location with water inputs and

outputs.

A water balance helps you to:

s understand and manage water and effluent efficiently;

s identify the areas with the greatest opportunities for cost savings;

s detect leaks.

Water Inputs And Outputs For An Example Site

A water balance is based on the simple concept:what goes in must come out somewhere.

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Block Representation Of Water Inputs And Outputs For An Example Site

Typical Water Saving Campaign

Carrying out a water survey and drawing up a water balance for your site form part of a typical water saving campaign.

This process usually entails four phases.

The Four Phases Of A Typical Water Saving Campaign

s PHASE 1 - Initiations Obtain commitment from senior management.s Involve staff and appoint the leader (champion) of the water saving team.s Find out about water saving devices and their application.s Talk to other interested people in your company.s Develop a simple programme.s Allocate sufficient resources.

s PHASE 2 - Water use survey and development of the water balances Identify where, how and why water is used.s Identify the water quality requirement at each point of use.s Determine the water quality and availability at each point of discharge.

s PHASE 3 - Evaluation of water saving options

s Evaluate current and future water costs by area or item of equipment.s Identify and evaluate cost-effective water saving devices and practices.s Carry out trials of likely options.

s PHASE 4 - Implementation

s Train staff (if necessary).s Implement cost-effective water saving devices and practices.s Monitor the implemented devices and practices.s Communicate successes and savings to employees.s Obtain feedback from staff.

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REDUCING PACKAGING WASTE

WOULD YOU LIKE INFORMATION ABOUT REDUCING PACKAGINGWASTE?

If you can optimise the amount and type of packaging you use, you are likely to:

s achieve significant cost savings and thus improve your profit margin;

s minimise both your consumption of resources and the quantities of waste for disposal;

s improve your companys image in the eyes of customers, shareholders and the public.

It will also help you to meet any obligations under the UK packaging waste regulations at least cost.

Packaging management can be defined as a systematic approach that allows the most efficient use of packaging to

reduce quantities, costs and waste without compromising its fitness for purpose.

The public often perceives packaging as being excessive and wasteful (such a perception can affect a company s image

and sales). However, packaging plays a crucial role in protecting everything from raw materials to manufactured goods

and perishable foods. Inadequate packaging frequently leads to product damage, customer returns and waste - not only

of the product itself, but also of the energy and materials used in its manufacture and transport. However, a significant

proportion of the packaging in use in the UK today (particularly transit packaging) is over-specified and single use. This

wastes finite resources and adds to the UKs growing waste disposal problem. Unnecessary levels of packaging are

costing companies large sums of money.

Waste minimisation involves reducing unnecessary resource consumption and material disposal in order to reduce the

environmental burden and operating costs. Companies can typically save up to 1% of turnover or around 1,000 per

employee through waste minimisation. Packaging is an important element of any waste minimisation programme.

All businesses face increasing waste disposal costs as a result of the landfill tax escalator and the costs associated with

implementing the EU landfill directive in the UK. Further information about the landfill tax is available from HM Revenue

and Customs.

Practical Advice On How To Reduce Packaging Waste

The waste hierarchy provides a broad framework that can help gu ide your approach to packaging (particularly transit

packaging). However, it should not be applied rigidly as the best option for the environment will depend on the

circumstances.

s Eliminate/avoid. If possible, get rid of some or all of the packaging, for example by removing unnecessary layers

or by changing handling practices.

s Reduce. Packaging should be optimised so as to minimise resource inputs (eg materials and energy) and

package volume for a given life-cycle context, whether this involves a single trip or many trips. If there is no need or

possibility of re-use, packaging should be optimised for one-trip use.

s Re-use. Packaging can be designed to serve its purpose over virtually any number of trips. In the right

circumstances, an optimised re-use system can be better than an optimised one-trip system, eg where packaging

can be back-hauled readily in product delivery vehicles.

s Recycle. Packaging can also be designed to make it less costly and/or environmentally damaging to recycle even

if it has been re-used. Biodegradable packaging can be composted.

s Disposal. Design can still play a part, eg by maximising energy recovery while minimising residual waste.

Disposal to landfill is the last resort.

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Bearing in mind this hierarchy, it is important to optimise the whole packaging system (including primary, secondary and

tertiary packaging) through design or specification/choice.

The environmental constraints should be considered alongside fitness-for-purpose constraints. The Packaging Essential

Requirements Regulations 2003 (as amended) require only the system of choice to be optimised. They do not requirethe optimum system to be identified. However, there are generally cost benefits from doing so.

To obtain the optimum packaging system, it is therefore necessary to think about the life cycle of your packaging from

when you fill it to customer use and disposal. This can be achieved by looking at the issues summarised in the table

below.

When making choices about your packaging system, it is necessary to involve a wide range of people both internally (eg

procurement, manufacturing, design, health and safety) and externally (eg suppliers, customers and distributors). This

enables you to share knowledge and experience, and hence obtain the optimum solution that will suit all the parties

involved.

s

Separate waste packaging at source. Minimise contamination and damage so that the packaging is suitable for re-use or recycling.

s Use multi-trip packaging such as re-usable plastic crates or totes to eliminate single-use cardboard boxes.

s Discuss packaging options with your suppliers and distributors.

Issues To Consider When Optimising Your Packaging System

Stage Questions to ask yourself

Packing s How well will the packaging work in the context of the production/packing lines?s Will the line be automatic or manual?s What packaging and adhesives can be used (eg wrap around corrugated and hot-

melts)?s How will the product and its primary packaging fit with or into the distribution

packaging?s

Will it add to the strength and rigidity of the distribution pack?s Will it damage the distribution pack in any way?s Will extra filler material be needed to take up void space?s Will tape, staples or shrink-wrap be required?

Handling/distribution s Will the load be palletised or put on slip sheets?s What size will the pallet/slip sheet be?s Will the packaging be stacked on the pallet?s Will layer pads be used?s Will stretch-wrap or banding be used?s Will a fork-lift be used?s Will the palletised loads be stacked or racked?s What type of vehicle will be used?

Use and disposal ss How will the customer handle the packaging?s Will the customer break down the pack into smaller units for onward distribution?s Will the pack be returned to you?s Will the packaging be re-used by the customer?s How will the packaging ultimately be disposed of?

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REDUCING RAW MATERIAL USE

WOULD YOU LIKE INFORMATION ABOUT REDUCING RAW

MATERIAL USE?

A large proportion of business costs are associated with the purchase of raw materials. Improving the efficiency of use of

raw materials produces significant cost savings and environmental and other benefits. The true cost of waste - which

includes material value, disposal costs, manufacturing costs and, in some cases, lost product revenue - can be as high

as 10% of business turnover.

Waste minimisation is the term used to describe the process of systematically reducing waste at source. Waste

minimisation covers:

s raw material and ingredient use;

s product loss;

s water consumption and effluent generation;

s paper and packaging;

s factory and office consumables;

s energy consumption;

s all other solid, liquid and gaseous wastes;

s wasted effort.

Companies that take steps to reduce the amount of waste they generate not only save the costs of managing these

wastes, but also make much greater savings on the cost of inputs to the production process. Minimising waste is

therefore essential to maintaining business competitiveness. It also makes good business sense to anticipate higher

waste disposal costs by looking at ways of producing less waste.

Adopting a systematic approach to waste minimisation, which can be incorporated within existing management systems,

will help your business reduce raw material and waste disposal costs. The key stages of such an approach are:

s developing a better understanding of raw material flows within the process;

s undertaking surveys of historical and current data to determine the true cost of waste;

s prioritising areas for improvement;

s brainstorming to generate waste minimisation ideas;

s implementing selected options;

s reporting results;

s maintaining momentum.

Achieving cost savings and other benefits from adopting a systematic waste minimisation programme depends on

regular measurement and analysis of the resources (raw materials, energy, water, packaging, etc) used by the business

and the wastes it produces. Measuring to manage is a key element of all waste minimisation programmes.

Another key element for success is getting people involved including obtaining senior management commitment.

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A Systematic Approach To Waste Minimisation

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BECOMING RESOURCE EFFICIENT

WOULD YOU LIKE MORE INFORMATION ON BECOMING

RESOURCE EFFICIENT?

What is resource efficiency?

Resource efficiency programme

Drivers for resource efficiency

Barriers to achieving resource efficiency

Resource efficiency techniques

Resource efficiency review

Developing an action plan and recommendations

What Is Resource Efficiency?

Resource efficiency is about effectively utilising and managing the resources available while optimising output and

maximising profit. The resources used by a business to produce a final product include:

s raw materials;

s staff time (labour);

s utilities (energy, water);

s consumables;

s machinery.

A business that focuses on maximising the amount of product with minimum resource use will increase its potential

profit by reducing costs and increasing productivity, and thus increasing profit margins.

Resource efficiency is also often called waste minimisation. However, using the word waste can lead to marginalising

the issue such that its true importance and savings potential are not appreciated. When dealing with waste, talk about

the value of th resource that is being wasted.

Some might argue that implementing a resource efficiency strategy is about doing less. But what it is really about is

doing more with less - fewer materials and less energy. This will mean examining what your business does and perhaps

changing the way it does things.

Change is always difficult for any organisation. However, resource efficiency offers you the opportunity to plan for change

by systematically recognising inefficiencies, quantifying them and developing innovative solutions. By following a few

simple steps, a positive outcome is almost always guaranteed.

Resource Efficiency Programme

Efficient use of resources can ultimately reduce costs for businesses.

The waste hierarchy provides an excellent reference point when considering a systematic approach to reducing

resource use:

s elimination;s reduction;

s re-use;

s recycling;

s disposal.

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Waste is a considerable cost to most businesses. But when it comes to looking at the true cost of their waste, most

companies are shocked to find that studies have shown that waste typically costs businesses 4% of turnover. The good

news is that, by adopting simple no-cost and low-cost measures, 1% can be turned into savings that go straight to the

bottom line.

Most of the savings from resource efficiency measures come from reducing materials and utility costs. Only a small

proportion comes from reduced waste disposal costs. For example, reduced material costs accounted for 61% of the

savings made in a recent supply chain project involving 120 companies.

Drivers For Resource Efficiency

Businesses need to prepare themselves to react to ever-changing operating conditions. In recent years, European Union

and UK government policies and legislation have increased responsibility for environmental impacts - particularly for

producers (manufacturers).

The main UK regulatory bodies - the Environment Agency (England and Wales), Scottish Environment Protection

Agency (SEPA) and the Environment and Heritage Service (in Northern Ireland) - see effective resource management askey to addressing many of todays environmental challenges as well as those of future generations.

Many businesses have reacted positively to these challenges and have made significant operational savings by

addressing their environmental responsibilities. In doing so, they have increased their profitability, productivity and

comptitiveness in local and global markets.

Other pressures to improve environmental performance include:

s cost;

s customers;

s competitors;

s

stakeholders (the community, employees, investors);s pressure groups.

All these influences are driving change within businesses.

Barriers To Achieving Resource Efficiency

When developing a resource efficiency programme, it is important to first identify the barriers to their acceptance and

uptake. In this way, you can make provisions for overcoming these barriers in order to maximise the chances of

implementing a successful resource efficiency project.

The main barrier could be resistance to change. This can manifest itself in many ways including:

s internal politics/personalities;

s difficulty in sourcing data/information;

s unreliable data/information;

s difficulty in gaining support for action plans.

Another barrier could be a lack of awareness and understanding of the issues within the company. In such cases, you

may have invest effort in raising awareness of issues with senior management, staff and sub-contractors/suppliers.

Ultimately the main barriers could be:

s financial constraints (can we afford to/can we afford not to?);

s technical capacity (can we do it/will it work?).

As a rule of thumb, adoption of the principle of BATNEEC (Best Available Technique Not Entailing Excessive Cost) or

BAT (Best Available Technique) may be the best approach to overcoming financial and technical barriers.

Some companies may not have sufficient staff or money to implement the changes required. In such cases, alternative

solutions may have to be sought.

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Resource Efficiency Techniques

When developing a resource efficiency programme, it is essential to:

s analyse the data/information gathered;

s present the data/information to illustrate the trends and/or issues identified.

A number of methods can be used to achieve this. These include:

s analysis and mapping techniques;

s process improvement techniques.

Analysis And Mapping Techniques

s Process flowcharting

s Waste mapping

s Risk analysis techniques (ie fault tree analysis)

s Group brainstorming

s Benchmarking and performance measurement

s Root cause analysis

Process Improvement Techniques

The many different process improvement techniques include:

s Kaizen;

s value analysis;

s statistical process control - Pareto analysis, process capability, Shewhart control charts and graphs, statistical

tolerance;

s resource efficiency teams;

s Six Sigma;

s suggestion schemes.

Applying The Techniques

How these techniques are applied is important. Companies tend to choose the techniques to use based on:

s previous experience of resource efficiency techniques and their application;

s what technique(s) would suit the company/department culture (ie which would be received positively).

Resource Efficiency Review

The first step in any resource efficiency programme is to carry out a review of resource efficiency in the business. The

resources most likely to be considered in a resource efficiency review include:

s raw materials;

s packaging;

s process energy;

s water;

s labour;

s transport.

Planning The Review

It is important to set aside time to plan an effective approach. Gathering or requesting the right type and quality of

information prior to the review will help to identify opportunities to improve resource efficiency.

Start by gathering information on the type, sector, location and needs of the company. Then request site-specific

information such as:

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s process descriptions (or diagrams);

s site layout;

s drainage and services drawings;

s quantity and cost of:

s top five or six raw materials;

s utility bills (electricity, gas, water and sewerage);

s waste disposal.

s management systems:

s quality;

s environmental;

s health and safety.

s any evidence of failure to comply with legislation.

Analyse the information before the review to help you:

s focus on issues that are likely to reap the greatest rewards;s highlight any potential legal liabilities.

Prepare checklists detailing whether the information requested was available prior to the review. These form a useful

prompt to seek any missing information during the review.

Conducting The Review

Establish the areas and issues on which to focus attention. Use the information gathered prior to the review to help

determine where to look and what to look.

An appreciation of the overall process flow will make it easier to identify potential problems. Complement this knowledge

with a tour of the site to gather more accurate information relating to:

s raw materials;

s utilities;

s labour;

s sources of waste (solid, liquid and gas);

s waste disposal (quantities and waste transfer notes);

s environmental management system (EMS)/quality assurance (QA) records.

Request any information needed to complete the picture which is unavailable on the day.

Where appropriate, seek the opinions and ideas of key personnel in the company such as:

s managing director;

s departmental managers;

s process operators;

s administrative staff;

s finance staff.

If possible, agree the initial findings at the time of the review. It may also be possible to:

s come up with solutions (eg by brainstorming);

s prepare initial estimates of potential losses and possible savings.

Once all the information has been gathered, potential losses and possible savings can be fully quantified and recorded in

a formal report (see below). This may involve some data manipulation to illustrate the issues raised. Some basic

research may also be required to determine appropriate solutions.

Communicating The Findings

Effective communication of the findings of the resource efficiency review will maximise the chances of options being

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acted upon and fully implemented.

Present the findings both on the day and, more fully, in a post-review report.

On the day, develop an interim action plan utilising techniques such as:

s photographic evidence;

s process mapping;

s waste mapping.

Use the process mapping technique to illustrate the main components of the process where resource use is highest.

Use the waste mapping technique to highlight resource use at each stage of the process.

It may be possible at this stage to make a verbal presentation to prompt discussion of suggested solutions and to seek

recomendations.

The post-review report is a more comprehensive record of the review findings and is normally prepared after theevidence and information/data have been analysed in more depth. Where appropriate, apply data analysis techniques to

help identify or confirm any trends and highlight any issues.

The report should include:

s a description of the company;

s a summary of the key resource efficiency drivers for the company;

s a detailed process flow chart/waste map;

s details of resource efficiency opportunities;

s a costed action plan setting out, where possible, priority actions, responsibilities and a timeframe.

Developing An Action Plan And Recommendations

Following the resource efficiency review, prepare a summary report and action plan that highlight:

s the issues found;

s the net impact on the business in terms of either cost or liability;

s potential actions/options to alleviate this impact;

s potential cost savings and benefits.

Consider prioritising the options on the basis of:

s potential cost savings;

s risk to the companys reputation/liability.

Other considerations can include the cost of implementing the options such as:

s capital costs;

s availability and/or capacity of staff.

Identify and utilise any skills already available within the company to assist in implementation. If necessary, arrange

training to maximise the potential savings and engage staff in the programme.

Assign responsibility for implementation to ensure that progress is made and tracked effectively.

Give priority to quick win options requiring minimal resources and/or capital investment to ensure your resource

efficiency programme gets off to a successful start.

Maintaining the momentum can be more challenging. Generating ideas, developing action plans and presenting them in

an effective manner are necessary in the long term to ensure continued success.

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GETTING PEOPLE INVOLVED

WOULD YOU LIKE INFORMATION ABOUT GETTING PEOPLEINVOLVED?

Obtain management commitment

Appoint aWaste Champion

Set up a waste minimisation team

Draw up a waste minimisation plan

Communicating the plan

Motivating staff

Obtain Management Commitment

Successful waste minimisation requires continued support and commitment from senior management. This

endorsement will help to ensure that everyone within the business works together to achieve maximum benefits. It will

also make it easier to obtain permission to spend time and effort collecting data, planning and implementing waste

minimisation measures, talking to suppliers and subcontractors, reporting results, etc.

To gain commitment for a waste minimisation programme, prepare a short presentation that includes:

s the benefits of a systematic approach to waste minimisation;

s information how much waste is costing the company;

s an indication of the potential cost savings and other benefits;

s suggestions for no-cost and low-cost measures with quick savings.

Consider taking photos of waste around the site to show senior managers the problem areas. Point out the

consequences of doing nothing, eg environmental damage, clean-up costs, prosecution and bad publicity.

Appoint A Waste Champion

Nominate a Champion or leader for the site or each department to:

s co-ordinate your waste minimisation programme;

s disseminate information;

s provide feedback to management on progress and suggestions for improvement.

Make sure you appoint someone who is enthusiastic and has the ability to motivate staff, but also has the support of

senior management.

The role of the project Champion can include:

s publicising the project within the company;

s developing action programmes;

s identifying potential team members;

s discussing resources and timescales with senior management.

Champions do not have to do everything single-handed. They should be able to involve others from across the company

to make things happen.

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Set Up A Waste Minimisation Team

Involving employees from the start encourages ownership and increases the likelihood of the projects success.

Consider setting up a team to co-ordinate action within the company. A team can plan, discuss and carry out initiativesthat will help to gain support from other staff. A team can also add valuable momentum to the process.

Led by the Waste Champion, the team will be the people who actually collect data, implement waste minimisation

measures and monitor progress. If possible, the team should include members from all departments and ideally be

representative of staff from all levels in the company (ie from management to shopfloor).

The number of teams will depend on individual company circumstances such as:

s size;

s number of processes;

s number of waste streams;

s

the scale of the data collection exercise;s the particular phase of the waste minimisation programme.

Teams can be assigned to particular areas of the company, eg:

s each production area or building;

s each material or utility type;

s particular waste streams or issues.

The team structure should not remain static. Typically, companies use small teams of 4 - 8 people to instigate data

collection and review ideas. These teams tend to grow as opportunities are identified. They may then split into a number

of project or implementation teams.

Draw Up A Waste Minimisation Plan

Planning is an important element of successful waste minimisation. Draw up a simple action plan that identifies who is

responsible for taking action and sets a target date for completing each action.

s Start by identifying and prioritising waste streams. Use thewaste opportunity checklist and the information

gained by walking round the business, together with your waste account, as a starting point. If necessary, make

some more measurements to obtain accurate amounts and costs.

s Set realistic targets for improvement, eg reduce packaging use by 10% in one calendar year.

s Identify and evaluate possible options for reducing your priority waste streams.

s Begin by implementing no-cost and low-cost measures, eg good housekeeping and staff training. Then consider

options that require greater capital investment.

s Devise a monitoring programme to collect data, eg meter readings. This information will help you manage and

reduce waste more effectively.

s Seek advice and ideas from others:

s Ask staff for suggestions on how to minimise waste and increase efficiency.

s If your business has more than one site, contact colleagues at other sites to seek their ideas and

experience.

s Ask head office about waste minimisation initiatives and ideas for reducing waste costs.

s Join a local waste minimisation club or get together with other businesses in the area to exchange ideas and

experiences.

s Contact business support organisations offering free advice.

Communicating The Plan

The success of your waste minimisation programme will depend on involving your staff, suppliers, distributors and

service suppliers.

Make sure everyone knows what they are required to do and why. Include waste minimisation in induction training for27


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new staff.

Revise the staff handbook to give details of:

s measures to prevent waste or reduce the amount generated;

s initiatives to encourage waste recovery, re-use and recycling;

s agreed procedures for the safe handling and storage of waste, eg segregation of different waste streams;

s procedures for transferring a particular waste stream to another organisation.

To help overcome any barriers, it is important to:

s increase the level of awareness about the waste minimisation programme and its aims;

s explain the effort required by staff and provide appropriate training;

s provide a forum for discussing staff suggestions to reduce waste and take note of customer comments, eg levels

of packaging.

Action Checklist

Motivating Staff

Staff Suggestion Scheme

Staff play an important part in any organisation and are well placed to make suggestions for improvements in their area.

Set up a staff suggestion scheme to motivate staff and get them involved in waste minimisation. A staff suggestion

scheme can bring out ideas that management would not have thought of.

s Publicise the scheme well within the company and have a central collection point for suggestions.

s Respond to all staff suggestions whether publicly or written, even if the suggestion cannot be implemented.

s Consider all ideas, even if they need further investigation.

s Give an award, prize or monetary incentive for the best suggestions.

s At the end of the project, give feedback and recognition to:

s the volume of suggestions received;

s the winners who have been rewarded;

s the changes enacted as a result.

Other Ideas For Motivating Staff

s Set achievable targets, publicise them and monitor them. Applaud staff when the targets are achieved. Revise the

targets.

s Report regularly to colleagues, senior managers and staff - seeing progress is encouraging in itself!

s Use relevant key performance indicators, eg litres of water or solvent used per tonne of product.

s Use a notice-board, the staff newsletter and company intranet to show progress in the form of graphs and

Responsibleperson

Completiondate

Look at the cost of waste disposal, water, electricity and gas during theprevious year.

Use the waste opportunity checklist to identify potential sources of waste.

Get commitment from senior management.

Appoint a champion and set up a project team.

Involve suppliers and ask for ideas for waste minimisation.

Overcome barriers to progress.

Educate and train staff.

Use the waste account to establish baseline position for costs and quantitiesof wastes, energy and water.

Rank priorities for reduction.

Identify monitoring requirements.

Set targets. Implement no-cost and low-cost measures.

Measure results (monthly, annually) and compare with baseline figures.

Provide feedback to staff, suppliers and senior management.

Contact business support organisations for assistance.

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an achievement thermometer or ladder (like the target boards used for fundraising).

s Develop incentive programmes to encourage staff to design and use waste minimisation ideas.

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BEHAVIOUR CHANGE

WOULD YOU LIKE INFORMATION ABOUT BEHAVIOUR CHANGE?

The four factors for success

s Pressure for change (the top down approach)

s Shared vision

s Capacity for change (resources)

s Action

The Change Management Matrix (see last page) is a simple tool for identifying and plotting status and progress in your

company. It will help you structure your process of managing change to get you from the raising of awareness and

interest to desire and action.

Factor 1: Pressure For Change

First of all there has to be a driving force for change. You have identified the need for change and taken the decision to

proceed, but you have to communicate this throughout the company.

Pressure for change could come from:

s senior management commitment;

s customers or the supply chain;

s a regulatory regime such as Integrated Pollution Prevention and Control (IPPC);

s implementation of an environmental management system (EMS);

s employees.

The workforce themselves are often the most effective source of pressure. Who wants to work for a company that has

developed a reputation for polluting the environment or exploiting its suppliers? When people take a pride in the company

they work for, they perform better and are more ready to put themselves out to help meet corporate goals.

Regardless of where the original pressure for change comes from, senior management commitment and drive for

change are essential to maintain progress. It is also necessary to convince everyone else in the company of the need

and the case for change (see Factor 2). This can only happen if senior management (including the chairman and chief

executive) are behind the changes sought.

If senior management fail to back up their statements with action and continuous commitment, progress will soon stall.

Other conflicting or new priorities will emerge and momentum can be lost if senior management fail to remain fully

supportive of the project.

Start by getting senior management signed up to the change. Then give all staff the opportunity to feed in their

contributions and feel they have ownership of the change.

Forward-thinking companies have already signed up to becoming more sustainable through resource efficiency, using

cleaner technologies, minimising waste and embracing the principles of producer responsibility. But being more

sustainable in its broadest sense also means attending to social responsibilities as a good employer by, for example:

s encouraging fairness at work;

s helping staff to develop their skills;

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s being an ethical trader.

This positive message needs to be communicated throughout the company.

An environmental policy (new or improved) can signal to staff that things are changing and that they have a role to play in

making this happen. Its in their interests and in the interests of the company that the changes are made. This is where

the clear, shared vision (Factor 2) is essential.

Factor 2: A Clear, Shared Vision

For change to be effective, it needs to be implemented at all levels and be embedded in the corporate culture. Your

colleagues need to be motivated and you need to understand what motivates them. Do not forget that change is a major

cause of stress among the workforce. People usually respond well to challenges that they feel they can meet; its fear of

the unknown that raises stress levels. Getting everyone motivated to support the changes to be implemented is crucial

for success.

Staff, their managers and senior managers are all motivated by similar things, though they do not necessarily place them

in the same order of importance. These motivators include pride, happiness, responsibility, recognition, security,

success, and, of course, money.

The trick in successfully managing change and getting the commitment and support from people is to provide these

motivators - or at least as many of them as possible. There are some tips, questions and ideas below to help you do

this.

Factor 3: Capacity For Change

Capacity here means resources: these are staff time and, where appropriate, money.

Before you proceed, identify the resources necessary to implement change and make sure they are provided. In may

cases, the cost benefits from implementing resource efficiency programmes, waste minimisation programmes, energy

efficiency measures, etc and can provide the financial resources for an ongoing programme of improvement.

It is usually employees that have the information, intuition, ideas and instincts necessary for implementing change

effectively. When given the capability and the opportunity to participate in improvement programmes, it is members of

staff who can often find the greatest cost savings and efficiency improvements.

Factor 4: Action

Having got the other three factors in place, the next stage is to implement the planned change.

To maintain the effectiveness and appropriateness of the change it is essential to:

s keep up momentum;

s implement the Plan - Do - Check - Act management methodology;

s monitor and analyse the resulting data regularly;

s keep everyone informed of progress.

The Change Management Matrix (see below) can help you do this.

Motivators For Change

Pride

When was the last time you (or senior management) told or showed your staff how proud you are of what they have

achieved? The performance of your staff can drop significantly if they feel unappreciated or taken for granted. People that

take pride and some level of enjoyment in their work and working environment are much more likely to perform well and

provide new ideas for improving the company s well-being.

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Happiness

A culture where laughter is permitted and encouraged can make all the difference in helping everyone get through the

day. A caring approach to your staff can reap many benefits; if they know their employer cares about them as individuals

then they will be more likely to care about the employer s interests. Taking the approach of treating others as we would

wish to be treated ourselves is the golden rule for strengthening and improving relationships between everyone at all

levels in the company.

Responsibility

Giving people more responsibility is a demonstration of trust. If people feel they are trusted, they usually respond by

taking greater care and pride in their work. Is management prepared to delegate responsibility and provide the back -up?

Will management take responsibility when things go wrong? Or does it have a blame culture?

Success

Everyone has slightly different views on what constitutes success though common factors can include market profile,corporate reputation and product quality.

Following a presentation on why change is being undertaken, ask staff (individually or in small focus groups) what they

have as a vision for the company and for themselves as individuals. Good questions to get things going are:

s What, who or where are you now?

s What or where would you like to be?

Ask people to apply these questions to their view of the company as well as to themselves.

A facilitated discussion can tease out where ideas overlap and demonstrate where common ground exists and can be

strengthened. Use the Change Management Matrix to reveal the company s current status.

Recognition

Are your staff valued and made to feel part of the companys success? Even when times are hard? When was the last

time you said thank you to people at all levels of the company for their individual contributions? To ignore this important

motivator is a serious error and could mean loss of the support needed when implementing change.

One effective approach a company can take is to treat its employees as its most important and valued customers. The

company provides employment activity and wages, while the employees purchase these with their effort. The spin-off is

that the external customers benefit from a more highly motivated company with which to do business.

Security

Whenever change is being implemented the fear factor can set in. This can be the fear of change itself and its

consequences, such as the possible loss of job security or loss of responsibility or control. Continuous, honest and open

communication is essential. Change can take people out of their comfort zone and raise their stress levels. The

challenge is to demonstrate that the new zone is even more comfortable and secure - or at least it will be once the initial

short-term discomfort of implementing change has been overcome.

Money

Money is an important motivator. Underpaid staff feel under -valued and are less likely to respond positively to change,

especially if it means more effort for little or no increase in either pay or recognition - or both! Many people (especially

those with captivating outside interests) work to live rather than live to work . However, most full-time employees spend

more of their waking hours at work than they spend pursuing leisure interests or with their families. Providing the other

six motivators is therefore equally as important as paying a fair wage for a fair job of work done.

If the company is already highly profitable, staff may not have a strong inclination to reduce operating or production costs

by, for example, switching off equipment when not in use - especially if the shareholders benefit from the cost-saving

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dioxide emissions or waste volumes going to landfill) and how they have an important role in reducing these impacts can

be an effective motivator - especially as environmental awareness continues to increase in the general population.

Positive feedback to staff of reductions in environmental impacts can increase this motivation: Havent we done well?

Can we keep this up and do better?

Staff suggestion schemes, with financial rewards for employees, require sensitive handling. Make sure you deliver the

rewards you promise. Alternatively, give a percentage of the cost savings (perhaps subject to a capped limit) to support a

local charity chosen by staff. This can motivate those who are not unduly concerned with environmental issues but who

may have local community interests.

Change Management Matrix: Awareness > Interest > Desire > Action

Plot in each column where the organisation stands and then try to make progress by moving up the matrix in a straight

horizontal line, targeting the weaker areas first.

Source: Government Office for the South West

Pressure for change Clear shared vision Capacity (resources) Action (andperformance)

3 s Policy and actionplan in placen

s Regular reviewss Active commitment

from topmanagement

s High level of awarenessand support at all levels

s Staff highly motivated

s Resources (staff andfunding) routinelycommitted

s Cost savingsreinvested for furtherimprovements

s Action being takenand embeddedthroughout thecompany

s Monitoring andreporting ofprogress

2 s Policy agreed andcommunicated toall staff

s Representatives from alllevels of managementchain involved in planningprocess and drawing upaction plan(s)

s All staff given opportunityto make an input

s Key staff working onplans and projects

s Staffing and fundingneeds identified andresources becomingavailable

s Wider engagementacross theorganisation

s Low-cost and moreno-cost measuresimplemented

1 s Board level

championappointed

s Drafting of policy

s Key and supportive staff

identified for assisting indrafting policy, takingaction and driving theprocess

s Champion

appointed at middlemanagement level(to support theboards Champion)

s Training anddevelopment needsassessment

s Commencement of

action at somelevels of theorganisation

s Some no-costmeasuresimplemented

0 s No explicit policys Business as

usual, no forwardplanning

s Lack of consistentleadership andresponsibility(buck passing)

s Demotivated staff kept inthe dark

s No communications General mistrust

s No investment. Highstress levels inoverworked andunder-valued staff

s No training anddevelopment

s Zero action (orlimited to crisismanagement)

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OVERCOMING BARRIERS

WOULD YOU LIKE MORE INFORMATION ABOUT OVERCOMINGBARRIERS?

Role of senior management

What are the barriers to getting started?

How are the barriers overcome?

Tips for overcoming barriers

Senior management commitment is essential to help you get started with a waste minimisation or environmental

improvement programme. Often, the first step is to convince senior managers of the financial and wider benefits and

overcome any barriers that they may have. One of the best ways to do this is to identify:

s obvious areas where waste could be reduced and environmental improvements made;

s where you can make immediate savings through no-cost or low-cost measures.

Role Of Senior Management

All successful waste minimisation programmes begin with senior management commitment. This is essential to ensure

that everyone in the company works together in a positive manner to achieve maximum benefits from the programme.

The role of the senior manager is vital for all steps in the waste minimisation programme. For example, quantifying and

costing wastes involves planning and organising colleagues to help collect data. Responsibility and authority need to be

provided by senior management in order to obtain full co -operation and support from other members of staff.

Companies need to decide which improvement options are a priority and which are feasible in terms of timescales,

capital costs and payback period. Senior management input is crucial for:

s deciding priorities;

s setting targets for reductions;

s recording performance.

To maintain momentum for the programme at all levels within the company, senior management endorsement is an

essential component of any reporting and feedback.

What Are The Barriers To Getting Started?

Explain to senior managers that worthwhile savings can be made to overcome some of the barriers commonly

experienced, including:

s lack of money to fund a waste minimisation programme;

s lack of resources and time;

s low priority to develop a waste minimisation programme due to changes in the companys structure, processes or

organisation;

s staff working patterns;

s fear of change.

How Are The Barriers Overcome?

It is a common misconception that waste minimisation programmes cost money. Typically, waste minimisation will save

the company money - up to 1% of business turnover, either as extra profit or in reduced operating costs. By

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implementing no-cost or low-cost measures, your company could also reduce water/effluent costs and energy bills by

20% or more.

Make sure senior management is aware of the facts and dispel any myths or misconceptions they may have. Find out

much other companies have saved from waste minimisation initiatives and use the examples to persuade seniormanagers of the bsiness benefits.

Lack of time and resources are two barriers that are particularly common in smaller companies and the most frequent

cause of companies failing to complete their programme. There is no standard formula for overcoming these barriers -

each company is different.

s Look for additional no-cost or low-cost help such as employing a student or joining a waste minimisation club.

s Use free publications from business support organisations for self-help and guidance.

s Target a few areas where immediate savings could be made (eg raw material use, energy consumption, water

use, solid waste generation) rather than tackle all potential opportunities. This avoids over -committing resources.

s Avoid starting a waste minimisation programme at the same time as any planned changes in processes,

organisation or staff working patterns. Resources are more likely to be available and the results will be more

meaningful for the companys operations.

Tips For Overcoming Barriers

s Feedback pays back.Everyone from shopfloor operators to senior managers is motivated by feedback that tells

them how well they are doing in reducing waste. Introduce yield and waste monitoring, but pay particular attention

to the people close to the process. They are the ones who can react quickly enough to prevent waste. Monitor,

measure and react.

s Employees support zero waste. All are in favour of improving quality and cutting waste. Increased environmental

concern is sharpening enthusiasm for finding ways to waste less. It is part of good management to encourage and

build on that enthusiasm.

s Waste is not inevitable. Ban a few phrases when you start setting waste reduction targets: Unavoidable waste!

Natural waste! Paid for waste! Costed waste! Waste is waste - cutting it will increase your profits!

s What is the best we have done in the past? The best performance you have achieved in the past is one point of

reference for setting new targets. You know it is achievable because you have already done it once!

s What should we be able to achieve? Go beyond the best and look at the ideal. What stops you getting there?

Identifying barriers to improvement is the first step in overcoming them.

s Who will take responsibility for achieving the targets? It is important that waste reduction finds a champion

with enough seniority to make things happen. Waste minimisation can cut across lines of responsibility. Achieving

change can mean persuading others to set new priorities or to commit resources. Waste minimisation means

managing change.

s Are the targets ambitious enough? Unambitious targets can be demotivating. If senior management loses

interest in them, they cease to be a challenge. Set targets that are realistic yet challenging, and maintain the

challenge from shopfloor to senior management.

s Im glad you told me about that! Encourage people to tell you about waste problems and act on them. Good

managers do not criticise if waste is brought to their attention. Don t blame the messenger or the perpetrator. It is

better to find out later than never. Concentrate on the solution - be seen to act. Make waste important! Many

workforces do not see environmental issues as threatening. Indeed, prompt attention in this area can be highly

motivating.

s Dont keep costs secret. People often dont appreciate the value of the materials they are handling because they

havent been told it. Talking about savings in s is more meaningful than quoting percentages.

s Tools. Provide people with the right tools for the job. Poor tool design or having to make do can lead to waste and

reduced motivation.

s Tune in, listen and learn. Tap into peoples skills and experience through teamwork and cause and effect

sessions. Listening to people can have a powerful motivating effect on them - and you will also learn what is really

happening.

s Empowerment - break down barriers by working together.Cause and effect diagrams were used at a waste

team meeting to help a group of managers identify causes of waste. Oh, but most of those are outside our

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environmental sustainability guide for commercial sector

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