Professional Documents
Culture Documents
CP 3 PDF
CP 3 PDF
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Case Study # 11
Reactive Chemical Industries Corporation (RCIC) specializes in
the production of additives for the processing of high polymer
materials. Historically, RCIC had discharged around 500 m3 of
wastewater each day into a nearby river without any treatment. An
incidence of fish kill downstream of the plant triggered monitoring
and assessment of RCIC’s wastewater stream. It was found that
the wastewater had a Chemical Oxygen Demand2 (COD) of 4,000
mg/L. Since the maximum stipulated COD discharge to the river
at the time was 45 mg/L, RCIC built and commissioned a
wastewater treatment plant (WWTP), at a capital investment of
US$960,000 and an annual operating cost of US$72,000.
1 Case Study #1 has been adapted from a real case study, although the
names and figures have been changed here.
2 Chemical Oxygen Demand (COD) is a commonly used measure of
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Case study # 2
PAC Foods supplies food-packaging solutions to restaurants. For
years PAC Foods operated on a ‘business-as-usual’ basis set out by
Mr. George Sr. who founded the company three decades ago.
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The cleaner production (a) Reducing raised designs on napkins: This simple action
concept is not limited enabled 23% more napkins to fit into a shipping container,
to technology alone; it saving 294,000 kg of corrugated packaging and 150 truckload
includes redesign of shipments.
products and
packaging. (b) Redesigning drink shipment boxes to achieve a 4% reduction
in corrugated packaging (i.e. saving 450,000 kg).
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Cleaner production Over the years, Mathew made PAC Foods stand out in the market
involves commitment as an environmentally sensitive company and that helped him
of top management, secure new clients.
teamwork and a
vision to understand The concept of cleaner production is not limited to the
the strategic manufacturing sector alone. The concept is equally applicable to
advantages to business other sectors such as services, infrastructure, natural resource
by being management etc. Let us now discuss a case study from the
environmentally hospitality sector, which illustrates how a medium-sized hotel used
friendly. cleaner production as a strategy to increase competitiveness and
establish a niche in the market.
Case study # 3
The Smiths operated a 40-room hotel called Relax at a holiday spot
over a number of years. A number of new hotels had sprung up in
the neighborhood and Relax was losing its competitiveness.
Something had to be done to turn the business around; i.e. reduce
operating costs, re-establish a foothold and create a niche for itself
in the market. The Smiths were looking for a systematic process
that would help them realize these objectives.
The Smiths used a water and energy audit as the starting guideline,
as these two resources mattered most to Relax from the point of
view of operating costs. They got a consultant in place and formed
a team. The audit programme was operated over a month and
included a number of measurements, record-keeping, analyses and
brainstorming within the team. The following energy and water-
saving measures were identified and subsequently adopted.
(b) Flow restrictors were installed on all taps and showers, and
this was estimated to save approximately 16,000 L of water
per day. This worked out to annual savings of US$4,470.
(c) The electric water heaters were replaced with gas operated
units, which led to annual savings of approximately
US$17,000.
(d) For an initial investment of only $250, the hotel could shut
down its fountain pump system for five hours a night, thereby
saving US$2,475 annually.
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Cleaner production is The overall cost of investment worked out to be in the vicinity of
implemented through a US$55,000, with an annual monetary savings of US$26,000,
structured process. It greenhouse gas savings of 5.72 tons of CO2 per year and electricity
involves identification savings of 3.4 MWh.
of options and
methods of a The proprietors of the hotel were pleased that savings of such a
reasonable cost, the magnitude could be had through such simple solutions. Publicizing
implementation of their improved environmental performance helped the business
which can lead to earn the goodwill of existing clientele, attract new business
economic and (occupancy rates increased by 30% in the first quarter alone,
environmental gains. directly as a consequence of effecting the changes) and increase
profits. These measures also indirectly reduced previously high
employee attrition rates. More importantly, the proprietors realized
that there were further opportunities for improvement; other ideas
in the pipeline include key-tag air-conditioning and lighting control
in guest units and installation of dual-flush toilets during future
refurbishment. Smiths decided to make water and energy audits an
on-going process instead of a one-off initiative, and started
developing data formats and work instructions to ensure that the
process of tracking, evaluating and finding such options would be
continuous.
The critical issue in the case of Hotel Relax was the management’s
decision to install a continuous process of improvement and not
treat audits as a one-off activity. Cleaner production is therefore a
c o nti n uo us pr ev en ti v e s tr ate gy . Cleaner production is practiced
through a structured process (e.g. water and energy audits in the
case of Hotel Relax) and is not an ad hoc approach.
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Modified from Joseph Strahl, 1996. Available at:
http://www.lu.se/IIIEE/general/cp.html
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Box 1.1 illustrates the types of options that may be considered for
implementing cleaner production.
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Parallel approaches
G r e e n P r o d u c t i v i t y It is a term used by the Asian Productivity
Organization (APO) to address the challenge of achieving
sustainable production. APO started its Green Productivity
Programme in 1994. Just like cleaner production, green
productivity is a strategy for enhancing productivity and
environmental performance for overall socio-economic
development. The concept of green productivity and cleaner
production are almost synonymous.
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Developmental approaches
S u s t a i n a b l e D e v e l o p m e n t This term is defined as
development that meets the needs of present generations without
compromising the ability of future generations to meet their own
needs. The strategy of cleaner production is driven by the vision
of sustainable development.
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6 Modified from: Berkel, R. Van & J.V.D. Meer (1997), Training Course for
Future Trainers on Environmentally Sound Technology Transfer. IVAM
Environmental Research, University of Amsterdam.
7 "Environmental Management Systems". Available at:
http://www.p2pays.org/iso/faqs.htm#faq1
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10Other standards in the ISO 14000 series are ISO 14004, ISO 14010, ISO
14011 and ISO 14012.
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L a c k o f i n f o r m a t io n , e x p e r t i s e a n d a d e q u a t e
training
Many a time, the stakeholders are interested in the concept of
cleaner production but are unable to put it in practice, due to
information gaps and lack of technical assistance.
L a c k o f c o m m u n i c a t i o n w it h i n e n t e r p r i s e s
At times, a stakeholder gets interested in cleaner production
and has the necessary skills or expertise. However, the
stakeholder is unable to communicate the concept and its
benefits to the top management. This creates a barrier to
implement cleaner production.
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Perception of risk
Cleaner production involves possibilities of process
modification, equipment replacement or product/packaging
redesign. Some stakeholders view this as risky, especially if the
technology is not proven, or the product is not tested in the
market.
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There are many other Two important milestones were crucial to facilitate such a process.
definitions of One was the Brundtland Report of 1987, and the second was
"sustainability", but Agenda 21 of 1992, which was outlined and agreed upon at the
exact definition does United Nations Conference on Environment and Development
not matter – the (UNCED) (itself an outcome of the Brundtland Report). Agenda
general direction 21 is a comprehensive action plan for global, national and local
towards sustainability organizations of the United Nations System, governments, and
is now clear. It is best major groups in every area with human impacts on the
to start now – if a environment.
business waits for the
route to be fully The Brundtland Report, also known as "Our Common Future",
signposted, its alerted the world to the urgency of making progress toward
competitors will gain economic development that could be sustained without depleting
an advantage over it. natural resources or harming the environment. Published by an
international group of politicians, civil servants and experts on the
environment and development, this report provided a key
statement on the term "sustainable development", defining it as
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For more information on the term "focal sectors", refer to Part 3 of this
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Manual.
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