MEASURE TO MANAGE

1. 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 a supply chain partnership can produce business and environmental benefits for all parties. Many companies have found that working with their suppliers can help them achieve cost savings by reducing both waste and the inefficient use of raw materials, water and energy. 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 a supply chain partnership can produce business and environmental benefits for all parties. Many companies have found that working with their suppliers can help them achieve cost savings by reducing both waste and the inefficient use of raw materials, water and energy.

2. TODAY�S OBJECTIVES Learn new skills and techniques Implement measuring and monitoring in your company Begin to achieve 1% turnover cost saving - your target Measure the environmental benefits Get off to a head start with your supply chain partnership and leave today�s workshop knowing you have already made progress. Make sure that you know the key areas that you want to address - this will provide focus and meaning to the initiative. Get the support that you need from the Envirowise and EEBPp programmes. Develop an Action Plan, specific for your company, during the workshop. This will help maintain the impetus for the project, once you return to your own company. Most importantly, take the opportunity to talk to others during the workshop - share your opinions and problems, because you may find others with a similar situation. Get off to a head start with your supply chain partnership and leave today�s workshop knowing you have already made progress. Make sure that you know the key areas that you want to address - this will provide focus and meaning to the initiative. Get the support that you need from the Envirowise and EEBPp programmes. Develop an Action Plan, specific for your company, during the workshop. This will help maintain the impetus for the project, once you return to your own company. Most importantly, take the opportunity to talk to others during the workshop - share your opinions and problems, because you may find others with a similar situation.

4. WASTE TO LANDFILL

5. RESOURCE AND WASTE Waste is at the heart of sustainable development: 100 million tons of commercial and industrial waste annually Government targets to: To recover value from 45% of municipal waste and to recycle or compost 30% of household waste by 2010. To reduce landfill for industrial and commercial waste to 85% of the 1998 level by 2005.

6. WHY BOTHER? CCL is about 10% of energy bill. The less energy you use � the less tax you pay Landfill disposal costs doubled this year � treble next year Water and effluent will rise by 18% over 5 years There are good environmental reasons � don�t ignore saving money!

7. OBVIOUS WASTES & COSTS Directly charged costs Skip removal Effluent charges Energy costs

8. OTHER WASTE COSTS Cost of things you throw away For example cost of raw materials in skip cost of labour in scrapped product cost of consumables in all products cost of wasted energy

9. HOW MUCH DOES WASTE COST US? Hidden costs much higher than obvious Waste costs Industry about 4.5% of turnover For the UK this equates to �15 billion annually Companies can turn 1% of costs into profit

10. HOW IS WASTE MINIMISATION ACHIEVED? Prevention at source New process technology Re-use and Recycling Examining supplier and customer links Not end of pipe, not added costs

11. WASTE MANAGEMENT HIERARCHY Elimination Reduction Reuse / Recycling Treatment Disposal

12. STEPS IN WASTE MINIMISATION All successful waste minimisation programmes begin with Senior Management commitment. The next step is the assessment phase, when you need to quantify and cost your wastes and usually involves planning and organising your colleagues to assist in the data collection. This step is extremely important so that a baseline position can be established against which to measure and demonstrate savings and improvements. Options for reducing waste can then be generated and ranked in order of priority. To complete the systematic approach, you will need to decide which improvement options are feasible in terms of timescales, any investment or capital costs necessary and the pay-back period. Most companies implement improvements, starting with no-cost or low-cost measures and decide on the maximum payback period allowed for options involving capital investment. Reporting on successes is important for senior managers and for maintaining momentum for the programme at all levels of staff within the company. This means that targets for improvements should be set and that mechanisms for recording performance need to be established in order to review progress and provide feedback. For example, how much money was saved? What was the baseline position, did consumption fall or was production lower? It is important to publicise your success, within the company and externally.All successful waste minimisation programmes begin with Senior Management commitment. The next step is the assessment phase, when you need to quantify and cost your wastes and usually involves planning and organising your colleagues to assist in the data collection. This step is extremely important so that a baseline position can be established against which to measure and demonstrate savings and improvements. Options for reducing waste can then be generated and ranked in order of priority. To complete the systematic approach, you will need to decide which improvement options are feasible in terms of timescales, any investment or capital costs necessary and the pay-back period. Most companies implement improvements, starting with no-cost or low-cost measures and decide on the maximum payback period allowed for options involving capital investment. Reporting on successes is important for senior managers and for maintaining momentum for the programme at all levels of staff within the company. This means that targets for improvements should be set and that mechanisms for recording performance need to be established in order to review progress and provide feedback. For example, how much money was saved? What was the baseline position, did consumption fall or was production lower? It is important to publicise your success, within the company and externally.

13. First Convince Yourself What are the benefits of getting involved? You need to start by convincing yourself. Traditionally designed products and services are failing and traditional businesses may go down with them. Practically, to maintain our resources at current levels we need to drastically reduce the impact of individual products and service systems � probably to 15% of our current levels by the middle of this century. What are the benefits of getting involved? You need to start by convincing yourself. Traditionally designed products and services are failing and traditional businesses may go down with them. Practically, to maintain our resources at current levels we need to drastically reduce the impact of individual products and service systems � probably to 15% of our current levels by the middle of this century.

14. Think about this? Think about this � how resource efficient are you in the home?Think about this � how resource efficient are you in the home?

15. The Tap - Turn it on and off! How well does your behaviour compare with domestic best practice?How well does your behaviour compare with domestic best practice?

16. Or Perhaps? Try this example.Try this example.

17. The TV and Video Are you surprised by the answer?Are you surprised by the answer?

18. Other Behaviour Changes What other behaviour changes could you initiate in the home or workplace to reduce waste?What other behaviour changes could you initiate in the home or workplace to reduce waste?

19. COMMIT Convince yourself 1% on the bottom line opportunity checklist, 200 tips Win support and commitment opportunities, evidence Appoint a co-ordinator authority and responsibility enthusiasm knowledge of �the process� Start by convincing yourself that waste minimisation is worthwhile: - what is 1% of your turnover? - is it worth adding to your bottom line? If you need to win management support, present some facts about the costs of waste and the potential savings that could be made easily in your company. Use the opportunity checklist from GG38C - walk around your site to identify obvious wastes and try to calculate their cost to your company. Show evidence e.g. photos of items thrown away in the skip, wasted raw materials, rejects etc to your senior management and put forward the business case for spending effort to reduce wastes. The company needs a waste minimisation co-ordinator - this must be someone who is authorised to take action, is enthusiastic and knows the operations of the business in some detail. Could this be you?Start by convincing yourself that waste minimisation is worthwhile: - what is 1% of your turnover? - is it worth adding to your bottom line? If you need to win management support, present some facts about the costs of waste and the potential savings that could be made easily in your company. Use the opportunity checklist from GG38C - walk around your site to identify obvious wastes and try to calculate their cost to your company. Show evidence e.g. photos of items thrown away in the skip, wasted raw materials, rejects etc to your senior management and put forward the business case for spending effort to reduce wastes. The company needs a waste minimisation co-ordinator - this must be someone who is authorised to take action, is enthusiastic and knows the operations of the business in some detail. Could this be you?

20. DEMONSTRATE COMMITMENT Draw up a Statement of Commitment Publicise in a prominent location Encourage others to get involved Publicise achievements Ask your senior manager to write a short Statement of Commitment to demonstrate the Board�s commitment to all levels of staff within the company. This will maintain momentum for the waste minimisation programme in the long term and ensure that the programme is not a one-off event, but forms the basis for ongoing, continuous improvement. Get the Statement publicised in prominent locations within your company, to demonstrate visible leadership for the programme.Ask your senior manager to write a short Statement of Commitment to demonstrate the Board�s commitment to all levels of staff within the company. This will maintain momentum for the waste minimisation programme in the long term and ensure that the programme is not a one-off event, but forms the basis for ongoing, continuous improvement. Get the Statement publicised in prominent locations within your company, to demonstrate visible leadership for the programme.

21. ROLE OF COMPANY CHAMPION Co-ordinate and facilitate Communicate programme Build the team Manage resources, actions and training Lead in the early stages Raise awareness and motivation The key role of the Company Champion is to co-ordinate and facilitate the waste minimisation programme. He is not required to complete all the tasks by himself. The champion should be able to provide the key focal point for communications, resources, action, programmes and training to create conditions for success. Successful waste minimisation is due to the efforts of all staff throughout the company working in teams. The Champion should also be able to identify potential team members and persuade them to join. Particularly in the early stages of the programme, the champion will need to take the lead in collecting data on costs and quantities of raw materials, wastes and energy and then identify waste minimisation opportunities. Raising awareness and motivation of all staff is also an important part of the Champion�s role. The key role of the Company Champion is to co-ordinate and facilitate the waste minimisation programme. He is not required to complete all the tasks by himself. The champion should be able to provide the key focal point for communications, resources, action, programmes and training to create conditions for success. Successful waste minimisation is due to the efforts of all staff throughout the company working in teams. The Champion should also be able to identify potential team members and persuade them to join. Particularly in the early stages of the programme, the champion will need to take the lead in collecting data on costs and quantities of raw materials, wastes and energy and then identify waste minimisation opportunities. Raising awareness and motivation of all staff is also an important part of the Champion�s role.

22. VALUE OF TEAMS Integration of waste minimisation into company culture Ownership and ideas Cross functional benefits � different skills and ideas Involvement removes barriers for change Improves awareness and understanding � leads to cost savings Only by ensuring that employees from all areas are involved, can a company successfully integrate waste minimisation into its culture. Recruiting staff for project teams can be an effective mechanism to achieve involvement - remember involvement creates ownership! Ideally, teams should be cross-functional - people with different roles and experiences will bring different skills and ideas. This approach can also be beneficial when implementing improvements, so that any barriers to change can be overcome and staff can work together to implement solutions which are acceptable to everyone. Often staff working in different departments, are not aware of other�s needs. By working together, staff awareness and understanding is improved which can lead to identifying further opportunities and cost savings.Only by ensuring that employees from all areas are involved, can a company successfully integrate waste minimisation into its culture. Recruiting staff for project teams can be an effective mechanism to achieve involvement - remember involvement creates ownership! Ideally, teams should be cross-functional - people with different roles and experiences will bring different skills and ideas. This approach can also be beneficial when implementing improvements, so that any barriers to change can be overcome and staff can work together to implement solutions which are acceptable to everyone. Often staff working in different departments, are not aware of other�s needs. By working together, staff awareness and understanding is improved which can lead to identifying further opportunities and cost savings.

23. STAFF AWARENESS BARRIER Poor awareness prevents progress Raising awareness stimulates participation Give the facts about waste How does the programme apply to you as an individual? Poor staff awareness is a common barrier which prevents progress and needs to be overcome by teams and champions. It is important to raise awareness to stimulate staff participation and encourage others to become involved. To raise awareness staff need to be given the facts about wastes, how the programme applies to them as individuals, and the benefits. Make sure you identify with their needs to help convince them to participate and share ideas for targets and improvements. Poor staff awareness is a common barrier which prevents progress and needs to be overcome by teams and champions. It is important to raise awareness to stimulate staff participation and encourage others to become involved. To raise awareness staff need to be given the facts about wastes, how the programme applies to them as individuals, and the benefits. Make sure you identify with their needs to help convince them to participate and share ideas for targets and improvements.

24. STAFF MOTIVATION BARRIER People need to know the reasons for changing the way they work Well motivated staff generate ideas Savings are made through people Incentives can drive motivation Poor staff motivation is also a common barrier, which can exist in companies even where staff are aware of the facts about waste and of the benefits of waste reduction. A key role of the Champion is to motivate staff and ensure that people know the reasons for changing the way they work. Well motivated staff are keen to generate ideas for waste reduction. Savings are often made through employee suggestion schemes and well motivated staff sustain interest and momentum in waste minimisation programmes, particularly where feedback on successes and achievements helps maintain enthusiasm. The key task of the Champion is to provide incentives to staff to generate motivation.Poor staff motivation is also a common barrier, which can exist in companies even where staff are aware of the facts about waste and of the benefits of waste reduction. A key role of the Champion is to motivate staff and ensure that people know the reasons for changing the way they work. Well motivated staff are keen to generate ideas for waste reduction. Savings are often made through employee suggestion schemes and well motivated staff sustain interest and momentum in waste minimisation programmes, particularly where feedback on successes and achievements helps maintain enthusiasm. The key task of the Champion is to provide incentives to staff to generate motivation.

26. STEPS IN WASTE MINIMISATION

27. GATHERING AND ORGANISING INFORMATION Where you find the information in your company Map out how you are using resources Build a picture of your processes See the true cost of waste Set priority areas for waste reduction Use the Envirowise tools

28. A WASTE AUDIT SHOULD.. Identify all points at which waste is generated Identify the origin of each type of waste Monitor the waste to identify its quantity and type, and its environmental effects Establish methods of measuring the waste for monitoring purposes Identify the costs of the current disposal methods, including treatment, handling, storage and transport. Identify any wastes which are hazardous and consider how they can be separated from the main waste stream, or replaced with a non-hazardous product. Look at opportunities to reduce, recycle or re-use the waste Set targets for reducing waste

29. WHERE DO YOU FIND INFORMATION? Company records and reports Invoices and purchase ledgers Energy and water meters and bills Waste disposal bills Effluent discharge consents Authorisations to operate processes Process maps and flow diagrams of operations Duty of Care documents Packaging waste data forms

31. MAP YOUR WASTES

32. WASTE MAPPING REDUCES COSTS Producer of pre-packed salad products, t/o �45m Process mapping showed three areas for improvement Disposal of good quality off-cuts Adjustment of spin-drying process to reduce damage Improved mechanical handling to reduce damage Cost savings of �400,000/year About 1% of t/o, negligible investment cost Fisher Foods (GG280) Fisher Foods is a producer of pre-packed salad products and has an annual turnover of �45million. Monitoring and flowsheeting of the operations highlighted three areas for improvement. These were the unnecessary disposal of good quality off-cuts (which could be incorporated in other products), adjustment of a spin-drying process that reduced product damage and wastage and improved mechanical handling that also reduced product damage. These changes have resulted in cost savings of around �400,000/year, almost 1% of turnover, with minimal implementation costs.Fisher Foods is a producer of pre-packed salad products and has an annual turnover of �45million. Monitoring and flowsheeting of the operations highlighted three areas for improvement. These were the unnecessary disposal of good quality off-cuts (which could be incorporated in other products), adjustment of a spin-drying process that reduced product damage and wastage and improved mechanical handling that also reduced product damage. These changes have resulted in cost savings of around �400,000/year, almost 1% of turnover, with minimal implementation costs.

33. SEPARATE TO SAVE WASTE & COSTS Manufacturer of axle assemblies for vehicles, t/o �45m Comprehensive review of waste Installation of oil-water separator, treatment and recycling of waste oil Reduction of oil use and manual machine cleaning Reduction of Special Waste and costs Cost savings of �13,150/year, payback of 21 months �..reduced the waste to the point where disposal costs are negligible.� Dana Spicer Europe Ltd (GC197) Dana Spicer Europe Ltd is a leading manufacturer of complete axle assemblies for heavy-duty commercial vehicle applications, with an annual turnover of �45 million. As part of a more comprehensive effort to reduce waste, metal working fluid was investigated. It was found that fluid life was variable, due to tramp oil and dirt and this required frequent clean down of machines, fluid refills and disposal of waste fluid as special waste. Initial reductions of waste oil were made after an oil-water separator was installed. Subsequently, a centralised fluid treatment and recycling unit further reduced the waste oil disposal - in total by 75%. Additional benefits in reduced man-hours for machine cleaning give total savings around �13,150/year, with a payback on investment of 21 months.Dana Spicer Europe Ltd is a leading manufacturer of complete axle assemblies for heavy-duty commercial vehicle applications, with an annual turnover of �45 million. As part of a more comprehensive effort to reduce waste, metal working fluid was investigated. It was found that fluid life was variable, due to tramp oil and dirt and this required frequent clean down of machines, fluid refills and disposal of waste fluid as special waste. Initial reductions of waste oil were made after an oil-water separator was installed. Subsequently, a centralised fluid treatment and recycling unit further reduced the waste oil disposal - in total by 75%. Additional benefits in reduced man-hours for machine cleaning give total savings around �13,150/year, with a payback on investment of 21 months.

34. DYEING TO MONITOR AND CONTROL Commission dye-house processing 350,000m fabric/week Meters installed to monitor water use and effluent Optimised settings for water valves Water recycling Improved housekeeping e.g. hoses, push taps, ownership Cost savings of �32,000/year, consumption reduced by 37,000m3/year Immediate payback on measures that achieved 90% of savings �From a business point of view, it has been a major success� Welbeck Fabric Dyers (GC110) Welbeck Fabric Dyers process around 350,000 meters/week of fabric for the fashion, leisurewear and lingerie markets, on a commission dyeing basis. Welbeck adopted a systematic approach to cost and environmental control, following rises in water and effluent costs. Improved monitoring of water and energy use found that two sofcers (fabric conditioning machines) accounted for 20% of all water consumption and that they were using significantly more water than recommended by the manufacturer. Setting valves at optimum levels reduced water consumption from 240 litres/minute to 160 litres/minute (one third) on one machine alone. Simple good housekeeping measures in the dye-house further reduce water consumption. The number of hose-pipes was reduced to six, and these were fitted with spray gun nozzles, rather than their previous control by taps. Fitting push taps to sinks in the dye-house and stenter room kitchen stopped these taps being left running for 20 minutes/day. Combined water savings of �37,000m3/year project an estimated annual saving of around �32,000/year (based on 1997 water charges).Welbeck Fabric Dyers process around 350,000 meters/week of fabric for the fashion, leisurewear and lingerie markets, on a commission dyeing basis. Welbeck adopted a systematic approach to cost and environmental control, following rises in water and effluent costs. Improved monitoring of water and energy use found that two sofcers (fabric conditioning machines) accounted for 20% of all water consumption and that they were using significantly more water than recommended by the manufacturer. Setting valves at optimum levels reduced water consumption from 240 litres/minute to 160 litres/minute (one third) on one machine alone. Simple good housekeeping measures in the dye-house further reduce water consumption. The number of hose-pipes was reduced to six, and these were fitted with spray gun nozzles, rather than their previous control by taps. Fitting push taps to sinks in the dye-house and stenter room kitchen stopped these taps being left running for 20 minutes/day. Combined water savings of �37,000m3/year project an estimated annual saving of around �32,000/year (based on 1997 water charges).

35. SUSTAINABLE MEASURES Manufacturer of office furnishing fabrics, t/o �31m Monthly measures of all inputs and outputs Reduction of trade effluent Substitution of chemicals and packaging to minimise impact Reduced solid waste production Cost savings of �1.13m over 4 years 80% with no or negligible investment cost �... business performance is measured by more than one bottom line- the triple bottom line takes account of our economic, environmental and social performance.� Interface Fabrics Ltd (GC240) Interface Fabrics Ltd is a manufacturer of woollen, worsted and synthetic fabrics for the international office furniture market. The company produces 6 million meters of fabric/year and has an annual turnover of �31million. Like many other companies, Interface Fabrics realised that it�s historical business strategy was to take, make and waste. This was reversed by the company�s quest to become the world�s first completely sustainable company. As part of the QUEST programme, Interface Fabrics began to measure all inputs and outputs and report on a monthly basis. Electricity, gas, water and effluent are also measured on a continuous time basis and data are stored electronically. As a result, the company has made a number of improvements to reduce effluent, substitute chemicals and packaging to reduce environmental impact and reduce solid waste. Cost savings over a four year period (1994-1998) are in excess of �1.3 million- 80% of which have had no or negligible investment costs.Interface Fabrics Ltd is a manufacturer of woollen, worsted and synthetic fabrics for the international office furniture market. The company produces 6 million meters of fabric/year and has an annual turnover of �31million. Like many other companies, Interface Fabrics realised that it�s historical business strategy was to take, make and waste. This was reversed by the company�s quest to become the world�s first completely sustainable company. As part of the QUEST programme, Interface Fabrics began to measure all inputs and outputs and report on a monthly basis. Electricity, gas, water and effluent are also measured on a continuous time basis and data are stored electronically. As a result, the company has made a number of improvements to reduce effluent, substitute chemicals and packaging to reduce environmental impact and reduce solid waste. Cost savings over a four year period (1994-1998) are in excess of �1.3 million- 80% of which have had no or negligible investment costs.

36. FOR PROCESS - MAPPING

37. PROCESS MAPPING - DETAILED LEVEL

38. CALCULATING VALUE ADDED

39. TRUE COSTS OF WASTE

43. MEASURING & ESTIMATING WASTE If you don�t measure it - you can�t manage it!

44. USEFUL FACTS ABOUT WASTE SKIPS Standard size 4.5m3 or 6 yds3 Standard size 9m3 or 12 yds3 Standard size 15m3 or 20 yds3 Standard size 24m3 or 36 yds3

45. SKIP WEIGHT ESTIMATES Typical Skip waste densities (tonnes/m3) [Loose] Paper 0.34 Cardboard 0.3 Glass 0.45 Plastic Bottles 0.03 Domestic refuse 0.15 - 0.25

46. USEFUL FACTS ABOUT WASTE BINS Standard sizes 90, 120,140, 240 and 360 litres (wheelie bins) Standard sizes 700, 800, 1000 and 1100 (Eurobin) litres Density of wastes Mixed domestic waste 0.25 tonnes/m3 Cardboard waste 0.35 tonnes/m3 Glass waste 0.45 tonnes/m3

47. USEFUL FACTS ABOUT WASTE AMOUNTS Sack of paper ���..�����..10kg Box A4 paper (5 reams) ���.12.5kg Laser printer toner cartridge�.2kg 50,000 drinks cans �����.�.1 tonne 250,000 plastic vending cups..1 tonne

48. PLASTIC TYPES

49. RULES OF THUMB Make your best estimates Number of skip lifts, composition and weights Electricity consumption per output of product Water consumption per output of product Metering and monitoring energy & water Comparison with industry best practice

50. A good place to start is with simple waste mapping techniques - to map out how you are using resources within your site. The waste map can highlight obvious areas of waste and potential waste reduction opportunities. Often the task of waste mapping helps to identify the further need for recording existing information more systematically. The waste map will help you to see more clearly where you are wasting resources, so that you can make improvements and save money.A good place to start is with simple waste mapping techniques - to map out how you are using resources within your site. The waste map can highlight obvious areas of waste and potential waste reduction opportunities. Often the task of waste mapping helps to identify the further need for recording existing information more systematically. The waste map will help you to see more clearly where you are wasting resources, so that you can make improvements and save money.

56. MANAGING (KEPI�s)

57. KEY ENVIRONMENTAL PERFORMANCE INDICATORS Measures performance Tracks performance Helps identify opportunities

58. KEPI Benefits and Drivers All companies produce waste - even efficient ones. This workshop will help your company to work with others in your supply chain to start reducing waste and saving money. It will help you to look at your company and its processes with new eyes. The workshop will help you to identify, prioritise and address waste minimisation ideas for your business and develop a systematic action plan to save at least �10,000 for every �1 million of your company turnover. All companies produce waste - even efficient ones. This workshop will help your company to work with others in your supply chain to start reducing waste and saving money. It will help you to look at your company and its processes with new eyes. The workshop will help you to identify, prioritise and address waste minimisation ideas for your business and develop a systematic action plan to save at least �10,000 for every �1 million of your company turnover.

59. OUR USE OF RESOURCES We need to re-think products and processes - not just clean but lean!

60. CURRENT RISKS

61. THE NEW REGIME

62. PRODUCER RESPONSIBILITY

63. HOW MUCH RESPONSIBILITY

64. KEY ENVIRONMENTAL PERFORMANCE INDICATORS

65. Indicators relevant to all 

66. Categories of KEPIs

67. Choosing KEPIs You need your own set Cover your range of issues Check your sector and clients Use the process map Remember Which data are available What is practical

68. Possible KPIs in Food & Drink

70. GETTING THE RESULTS FROM KEPIs

71. Using KEPIs Bar charts Trends Comparative

72. Monitoring and Control

73. KEPI WORKSHOP

74. BENCHMARKING

75. BENCHMARK 1 Paper - 7 reams of paper /person/year Waste - 200 kg waste paper/person/year Recycling - 60-70% recycling rate for paper, card, glass, toner, cans Water - 7700 litres (7.7 m3) /person/year A best practice small office can use as little as seven reams of paper/person/year. There are 500 sheets in each ream, weighing on average 2.5kg. A good practice office produced less than 200kg of waste per staff member per year. Most offices find they can reduce their waste costs by around 20% through no and low cost measures. A good practice office operating efficient recycling schemes for paper, cardboard, glass, cans and toner cartridges can achieve a recycling rate of 60-70%. A good practice office building should be using no more than 7.7m3 or 7700 litres of water per person per year. No official industry benchmarks are available for transport levels and costs, as figures will be very specific to the nature of your organisation�s activities. Use your own baseline to set targets for reduction. See the Envirowise GPG to Green Officiency GG256 for full details on benchmarking and for ideas on how to improve practices in your offices. A best practice small office can use as little as seven reams of paper/person/year. There are 500 sheets in each ream, weighing on average 2.5kg. A good practice office produced less than 200kg of waste per staff member per year. Most offices find they can reduce their waste costs by around 20% through no and low cost measures. A good practice office operating efficient recycling schemes for paper, cardboard, glass, cans and toner cartridges can achieve a recycling rate of 60-70%. A good practice office building should be using no more than 7.7m3 or 7700 litres of water per person per year. No official industry benchmarks are available for transport levels and costs, as figures will be very specific to the nature of your organisation�s activities. Use your own baseline to set targets for reduction. See the Envirowise GPG to Green Officiency GG256 for full details on benchmarking and for ideas on how to improve practices in your offices.

76. BENCHMARK 2 Electricity - 33kWh/m2 small office 54kWh/m2 naturally ventilated open plan 128kWh/m2 air conditioned open plan 234 kWh/m2 headquarters Typical practice 2/3 higher electricity use Compare your figures for electricity (and other fuel) consumption with the good and typical averages. Use these benchmarks when setting your targets. Typical practice in the office is often 2/3 higher than good practice figures. Compare your figures for electricity (and other fuel) consumption with the good and typical averages. Use these benchmarks when setting your targets. Typical practice in the office is often 2/3 higher than good practice figures.

77. WHERE DO I START

78. They don�t have to be new to work!

79. ONLY USE WHEN NECESSARY!

80. COMPARISON OF LIGHT OUTPUT

81. Pc�s USE ENERGY Leaving a PC and its peripherals to run all night and over the weekend can increase its energy usage by over 300%! Enable �power down� features Switch off when you go home at night

82. WATCH THOSE TEMPERATURES! Overheating by 1�C can increase fuel bills by 10%

83. DON�T USE THE �BRITISH THERMOSTAT�

84. DON�T WASTE WATER

85. THINK PACKAGING�..? Can packaging be reduced or eliminated? Can the packaging received from suppliers be re-used? Can you use waste from other parts of the business, e.g. shredded paper from office waste, for infill to packaging? Draw a diagram of the packaging cycle and identify areas for re-usable packaging. Discuss with your suppliers whether incoming packaging can be returned. Packaging We dispose of 8.7 M tonnes, 19,000 Jumbos At least 50% can be eliminated, reused or recycled Packaging We dispose of 8.7 M tonnes, 19,000 Jumbos At least 50% can be eliminated, reused or recycled

86. PAPER For every tonne of paper recycled - savings = 17 trees spared 2000 litres of water saved 4200 KWh less electricity (six months for house) 9 kg of carbon dioxide

87. It takes around 3000 to 4000 bottles and jars to make 1 tonne of glass After transport and processing 315 kg of CO2 is saved per tonne of glass melted Glass makes up 7-8% of our bins and in 2001 over 2.5 million tonnes were landfilled

88. WIDER BENEFITS OF MEASURING Demonstrates that savings have been made Targets for future waste reduction Ongoing monitoring of achievements Provides feedback for SMART reduction targets The ongoing benefits of metering and monitoring can be much wider than simply estimating the quantities and costs of major inputs and outputs. Measuring your company�s baseline position allows you to demonstrate to senior management and staff that improvements and savings have been made from waste minimisation initiatives. Accurate metering also helps you to set realistic targets for future waste reduction and provides a mechanism for ongoing monitoring of achievements against these targets. Record measurements and retain them for reference to enable feedback in the future to demonstrate achievements against targets. When setting targets, be SMART (Specific, Measurable, Achievable, Realistic and Time bound). The ongoing benefits of metering and monitoring can be much wider than simply estimating the quantities and costs of major inputs and outputs. Measuring your company�s baseline position allows you to demonstrate to senior management and staff that improvements and savings have been made from waste minimisation initiatives. Accurate metering also helps you to set realistic targets for future waste reduction and provides a mechanism for ongoing monitoring of achievements against these targets. Record measurements and retain them for reference to enable feedback in the future to demonstrate achievements against targets. When setting targets, be SMART (Specific, Measurable, Achievable, Realistic and Time bound).

89. WHEN YOU GET BACK Get management commitment Conduct a waste and energy survey Find out costs and quantities of wastes Decide priorities for action Target Fast Starts to get commitment Use the support available These are the five things that should be done when you return to your organisation to begin the process of waste minimisation and cost saving.These are the five things that should be done when you return to your organisation to begin the process of waste minimisation and cost saving.

90. MEASURE TO MANAGE ACTION PLAN Company Name Identified Opportunities 1�����.. 2�����.. 3�����.. Implementation I will������� 1�����.. 2�����.. 3�����..

91. ENVIRONMENT & ENERGY HELPLINE Gateway to Envirowise & Carbon Trust Freephone 0800 585794 Any environmental or energy efficiency question 2 hours free specialist advice Signposting to other sources of information Requests for publications

92. COMPANY VISITS Fast Track Visits- how to get started For larger companies � health check and targeted visits Whole day allocation or more Walk around site Find the data Analysing process and prioritising Follow up research Bullet point Action plan

93. PUBLICATIONS & TOOLS Good Practice Guides (how to do it) Case Studies Videos & software

94. Don�t forget to use the Environment and Energy Helpline if you need further information, advice or support.Don�t forget to use the Environment and Energy Helpline if you need further information, advice or support.

95. QUESTIONS AND DISCUSSION