ACTIVITY

Procter & Gamble (P&G)

BALOGO, ALJEAN KAYE S.
BSBAOM601A

In 2018, Procter & Gamble (P&G), an American multinational consumer goods

corporation, has reached zero manufacturing waste to landfill at 85% of their sites
globally and describes how they did it in their 2018 Citizenship Report. P&G is the
maker of famous brands such as Pampers, Ariel, Downy, Tide, Safeguard, Gillette,
among many others.In 2008, the company launched Zero Manufacturing Waste to
Landfill program. At that time, Procter & Gamble’s 100-plus manufacturing sites
worldwide were producing more than one (1) million tons of waste annually, the
company’s report notes. Getting to zero “seemed like an impossible dream” at the
time, according to P&G. The shift began with employees changing their everyday
behaviors and collaborating with the company’s Global Asset Recovery Purchases
team to find new uses for materials. For example, P&G sells soap that doesn’t meet
their standards to carwash shops. Scraps from feminine care products are turned
into cat litter, and old shipping drums get repurposed as school benches and tree
containers. In the Philippines, P&G partnered with industry group PARMS (which
include Unilever, Nestle, among its members) in building a 25 million-peso
(US$475,000) facility that aims to turn sachets into plastic blocks and eco-bricks
(Ipen, 2019). In 2018, the Global Asset Recovery Purchases team developed several
new solutions for plants around the world. They include recovering plastic waste
from diaper production in Mexico and converting it into plastic pellets for making
products like buckets and brooms. In Canada, the Belleville Plant converts scrap and
process waste from feminine care product manufacturing into spill mitigation
products. “There is a double benefit — we create a more circular supply chain by
avoiding the landfill while also getting revenue for this would-be waste,” the
citizenship report of P&G stated. The company found that since 2008, the Zero
Manufacturing Waste to Landfill program has helped save the company more than
$2 billion or 100 billion pesos and divert more than 5 million tons of waste from
landfills.

Answer the following items: (4 items x 10 points)

1. Identify the organizational driver/s that help P&G recognize the need for
its environmental initiative.

The organizational drivers that help P&G recognize the needs for its
environmental
initiative are waste minimization, product and process modifications, and the green
company image. In 2008, the company launched Zero Manufacturing Waste to
Landfill program. This program minimizes waste which improves profitability, and
any savings go directly to the bottom line, boosting the company's competitiveness.
A waste minimization program enhances business performance while also
lowering environmental impact in the short run. Second, improvements to product
and process design result in the final product using fewer natural resources.
Eventually, a green representation of the firm appears. To gain a competitive
advantage, the P&G Company strives to separate itself from its competitors at
all times. Several industries understand that, if possible, businesses and the
general public want to collaborate with firms that can showcase their
competencies. The organizational drivers that help P&G recognize the needs
for its environmental initiative are waste minimization, product and process
modifications, and the green company image. In 2008, the company launched
Zero Manufacturing Waste to Landfill program. This program minimizes waste
which improves profitability, and any savings go directly to the bottom line,
boosting the company's competitiveness. A waste minimization program enhances
business performance while also lowering environmental impact in the short run.
Second, improvements to product and process design result in the final product
using fewer natural resources. Eventually, a green representation of the firm
appears. To gain a competitive advantage, the P&G Company strives to separate
itself from its competitors at all times. Several industries understand that, if
possible, businesses and the general public want to collaborate with firms that
can showcase their competencies. The organizational drivers that help P&G
recognize the needs for its environmental initiative are waste minimization,
product and process modifications, and the green company image. In 2008, the
company launched Zero Manufacturing Waste to Landfill program. This program
minimizes waste which improves profitability, and any savings go directly to the
bottom line, boosting the company's competitiveness. A waste minimization
program enhances business performance while also lowering environmental
impact in the short run. Second, improvements to product and process design result
in the final product using fewer natural resources. Eventually, a green representation
of the firm appears. To gain a competitive advantage, the P&G
Company strives to separate itself from its competitors at all times. Several
industries understand that, if possible, businesses and the general public want
to collaborate with firms that can showcase their competencies.

2. Using the case facts, explain the pillar/s of sustainability reflected on the
given scenario.

The case study includes two of the three supportability pillars, the natural and
financial column. To start, we have the natural column that ensures that the
P&G Company’s common assets are available and productive. To be more cost-
effective, the company should focus on minimizing its carbon footprint, proper
waste management, and water utilization, and reduce overall negative
environmental impact. The other one is the financial column. Financial efficiency is
ensured by trade deals suggesting that to be practical, the business must be
profitable. This sustainability pillar also includes the company standards such as
compliance, legal administration, and risk management.
3. Decide and justify if P&G’s efforts to minimize its manufacturing waste
is already enough, given its massive operations and global presence. Cite
specific objectives/stages of Environmental Management System (EMS) where
further improvements can be applied by the company.

Yes, P&G’s efforts to minimize its manufacturing waste are already enough, given its
massive operations and global presence. In 2018, Procter & Gamble (P&G)
has reached zero manufacturing waste to landfill at 85% of their sites globally.
The corporation has remained focused on developing plans and strategies to
achieve zero production waste by 2030. Also, P&G has been developing
projects and leveraging technology to attain its objectives. In line with that, here
are the objectives or stages of the Environmental Management System (EMS) where
further improvements can be applied by P&G:

1. Waste Reduction and Recycling Rate Improvement

- To achieve this, the company should perform a thorough waste sorting,
promote the 3R’s in general, recycle plastic wastes, increase recycling rate,
reduce waste volume per person and implement recycling of concentrated liquid
wastes.

2. Promote the Conservation of Energy and Natural Resources

- To achieve this, the company should lessen paper usage, reduce water utilization
and power consumption, and develop a system for energy management.

3. Proper Control of Chemical Substance

- To achieve this, the company should have a system development for
chemical substance management, observe Pollutant Release and Transfer
Register (PRTR) system, expand chemical substance monitoring equipment,
and conduct an emergency respond drills to ensure the safety of chemical
substance.

4. Based on the ISO 14001 framework of EMS, suggest other operational

areas of P&G where sustainability and environmental management can be
integrated.

ISO 14001: 2015 specifies the requirements for an environmental management

system (EMS). It does not specify the environmental performance requirements, but
it does lay out a framework that the business can use to put up an effective
EMS. Since the cafeteria or canteen is one of P&G's working sectors that
generates more waste each day, I believe that sustainability and environmental
management can be integrated into this area. Corporate management and
personnel, as well as external stakeholders, can be satisfied that the
environmental effect is being assessed and strengthened while using ISO
14001: 2015. ISO 14001 can also be combined with other management
functions to help firms accomplish their environmental and economic objectives.