Asian Case Research Journal

Problems with municipal solid waste management in urban Punjab: a case study of the
Gujranwala Waste Management Company (GWMC) Background of the study
--Manuscript Draft--

Manuscript Number:

Full Title: Problems with municipal solid waste management in urban Punjab: a case study of the
Gujranwala Waste Management Company (GWMC) Background of the study

Article Type: Review

Keywords: problems with municipal solid waste management in urban punjab

Corresponding Author: Muhammad yaseen, master

Superior University
lahore, punjab PAKISTAN

Corresponding Author Secondary

Information:

Corresponding Author's Institution: Superior University

Corresponding Author's Secondary

Institution:

First Author: Muhammad yaseen, master

First Author Secondary Information:

Order of Authors: Muhammad yaseen, master

Order of Authors Secondary Information:

Abstract: Amir Mushtaq rectified the pre -existing issues.This comprehension makes dealing with
the managemet issues at GWMC unavoidable.Mr.Amir recognized concrete and
fundamental issues that can be rectified.Given the company's current severe
management difficulties,these concerns must be addressed as quickly as feasible.The
Government of Punjab,in collaboration with the CDGG,intended to establish a not-for-
profit private sector firm under sectiojn 42 of the company ordinance 1984

Powered by Editorial Manager® and ProduXion Manager® from Aries Systems Corporation
Manuscript Click here to access/download;Manuscript;_Teaching Notes
(gmwc).pdf

Teaching Notes

The Success Story and Managerial Facts about Gujranwala Waste

Management Company (GWMC): The Case Study

Synopsis:
Amir Mustaq rectified the pre-existing issues. This comprehension makes dealing with the
management issues at GWMC unavoidable. Mr. Amir recognized concrete and fundamental
issues that can be rectified. Given the company's current severe management difficulties, these
concerns must be addressed as quickly as feasible. The Government of Punjab, in collaboration
with the CDGG, intended to establish a not-for-profit private sector firm under Section 42 of the
Company Ordinance1984. Different initiatives and programs will be developed, managed,
implemented, and enforced to reinforce Gujranwala City's existing SWM system. All managerial
concerns as well as successful trip paths are mostly explored here.

Learning Objectives and Analyses

GWMC's mission is to preserve the public's health and safety while also improving the quality of
life by providing an integrated, cost-effective, and environmentally sound solid waste
management system. Our objective is to increase resource recovery and recycling through a
participative approach, as well as to provide a greener and safer environment at final disposal
sites and to raise environmental awareness in a comprehensive manner. GWMC is pursuing the
transformation of Gujranwala from the dirtiest to the cleanest city in Pakistan by providing
customized and cost-effective solutions using appropriate technology and workforce in
collaboration with public consensus and organization collaboration for Gujranwala's sustainable,
clean, and green environment.GWMC intends to create an integrated solid waste management
system to enable effective trash collection, transportation, recovery, treatment, and disposal in
Gujranwala. In order to improve GWMC's efficiency, professional personnel from several
disciplines have been hired. Furthermore, in order to provide a sustainable, efficient, and
improved waste management system and services for the city of Gujranwala, the Government of
Punjab, in collaboration with the CDGG, intended to establish a company formed not for profit
as a private sector under section 42 of the Company Ordinance1984, with the name and style of
GWMC. This will develop, manage, implement, and enforce different initiatives and projects to
strengthen Gujranwala City’s existing SWM system.

Assignment Questions

Questions 1-2 are about managerial concerns and the causes of problems, while
questions 3-4 are about the success journey and coping with persistent problems
in the near future.

1. Based on marketing and international marketing rules, what is the ideal technique
for increasing the GWMC's success ratio?

2. Can the graph show the links between GWMC's competing decisions,
particularly those related to its quick-response capability, and the problem-
solving strategies?

3. What are the GWMC's key concerns, and how far may these issues be taken? It is
unavoidable to look at the managerial components that impair the company's
success.

4. What are the true roads to success for the GWMC, and how essential are them in
an analytical approach? Given how interesting management-related problems
there are on a regular basis, is it reasonable to conclude that, on average, retail
selling prices at the Honda Company are nearly twice as high as manufacturer's
selling prices?

Question no 1:Based on marketing and international marketing rules, what is

the ideal technique for increasing the GWMC's success ratio?
Here are the six major components needed to make any marketing plan effective:

1. Set your company apart from your competitors.

Define your strengths and opportunities against your competitors. How do your products
and services stand out? Are your competitors’ brand images stronger than yours? In
what ways can you increase your brand value?

2. Set clear goals and objectives.

Do you have the resources for success? An effective plan means knowing how to
measure success and target growth. Are you prepared to hire new employees, ramp up
production, fine-tune customer service

3. Use market segmentation to find your target audience.

Your target customers are those who will invest their time and money into your products
and services. Your marketing plan will be much more efficient when you trim the fat.

4. Develop an appropriate, multi-channel marketing strategy.

Connecting with your customers has never been more complicated. Digital marketing
strategies include emails, websites, social media, SMS messaging, apps, SEO content,
and more to engage your customers across multiple touchpoints.

5. Plan your budget.

A well-organized plan will draw investors. A wise strategy includes planning for success
as well as setbacks.

6. Measure and collect data.

From social media followers to open rates on emails, the details can help guide you to a
more effective campaign. Setting up weekly, monthly, and quarterly goals can help you
keep track of important landmarks along the way.

Question no 2:Can the graph show the links between GWMC's competing
decisions, particularly those related to its quick-response capability, and the
problem-solving strategies?

Communication in the workplace is important because it boosts employee morale,

engagement, productivity, and satisfaction. Communication is also key for better team
collaboration and cooperation. Ultimately, effective workplace communication helps
drive better results for individuals, teams, and organizations.

1. Leadership communication

Leaders often deliver one-way communications to their teams. The goal may be to
inform or update, such as a memo about a new company policy or a change in
direction.

2. Upward communication

Managers (and team members) often have to communicate with their own
managers and with other leaders who are not in their direct chain of command..

3. Updates

Since they’re brief by nature, updates often fall short of being a type of strong
communication. Use a visual tracker or dashboard to carry the load, and save your
verbal or written commentary for drawing the audience’s attention to what is most
important — typically, what requires action or further involvement from them.

4. Presentations

These formal communication events tend to receive the lion’s share of attention, for
good reason. Presentations are communication tools that are typically aimed at a
larger audience with higher stakes. They have objectives like informing, influencing,
and persuading.

5. Meetings

Meetings, whether large or small, are a critical part of a workplace’s internal

communication strategy. They’re also one of the least understood and most
overused types of communication. Effective meetings build synergy between teams
and quickly communicate information that would have a high potential to be
misunderstood in another format (like email).

6. Customer communications

Communicating with customers can run the entire gamut discussed above, from
one-offs to face-to-face, virtual, spoken, or written, formal to ad hoc. In general, all
of the considerations of communication among employees go double for customers.

7. Informal interactions
 Informal communications include the emails and chats you engage in all day:
making requests, asking for information, responding to requests, and giving or
receiving support and guidance.

Question no 3:What are the GWMC's key concerns, and how far may these
issues be taken? It is unavoidable to look at the managerial components that
impair the company's success.

1. Employees need to know what the stakes are, what the game is and how it’s
played. This is often difficult for a new mid-level manager who has never quite
understood herself. As a new manager or with a new manager reporting to you,
remember that your company can support managers by having a clear vision and
communicating it well and often.

2. Employees need to understand how they can make the biggest contribution to
the vision. All employees do not need to agree with the vision, but they should be able
to align their work with the institution’s goals. Performance evaluations should be
conducted with an eye towards contributing to those goals.

3. Employees need a reason to care about contributing. A paycheck is not a reason to

care. People do have a need to belong and to feel like they matter. Does your
employee’s contribution matter? Do you care about his contribution? Do you understand
how he wants to be rewarded or what will make him feel productive?

4. Managers need to create a positive environment that fosters the traits you want
employees to display. You may need to experiment a bit here. Some teams will have
different needs and values. For example, a team that is largely DiSC C-styles will feel
rewarded by challenges, but not necessarily personal recognition.

5. Employees don’t want to feel set up for failure. Do you know what feels like failure to
your employees? Do they have the resources they need to fully contribute? Are you
second-guessing them or getting in their way? Do the rules of the game change so
often that an employee might be playing by old rules?

6. Employees see bad behavior and poor performance going unnoticed or

unchallenged. Nothing demotivates like watching a team member goof off while others
strive for excellence. Do employees say or think “What are they going to do? Fire me?”
because no one has witnessed a reprimand

7. Employees feel ignored and/or unappreciated. Do you understand what type of

attention is beneficial to offer each of your employees or teams? Do you understand
what each employee needs to feel appreciated or is the manager basing her behaviors
on her own preferences?
8. Managers and employees both need continuing education. Without continued
opportunities for learning, a skills gap can quickly develop. It’s not always possible to
hire for new skills and it can be a waste not to invest in the human resources already
there.

Question no 4: What are the true roads to success for the GWMC, and how
essential are them in an analytical approach? Given how interesting management-
related problems there are on a regular basis, is it reasonable to conclude that, on
average, retail selling prices at the Honda Company are nearly twice as high as
manufacturer's selling prices?

After Geo technical survey and detailed EIA, 64 acres proposed site of
Bhakraywalahas been approved for construction as sanitary landfill. By grace of Allah
out of 800 abandoned plots full of heaps of waste from several years, we have cleaned
major areas like railway tracks. , NigarPhatak, GarjakhChapaar and Mominabad
removing at least 71000 tons of waste by renting extra machinery. We are planning to
cover peri-urbanareas of Gujranwala and aiming to achieve all our targets to ensure
sustainable future for Gujranwala city.

We are aiming to bring positive attitude in citizens of Gujranwala to avoid littering on

streets and roads, disposing waste as responsible citizens only as prescribed manner we
are very active on communication measures, leading to raise awareness regarding
waste handling and disposal using electronic and social media. This all has been
achieved through hard and professional work of the entire GWMC team, committed
and dedicated to the cause of "Returning the environment back to the people of
Gujranwala". We are taking successful steps to make GWMC a highly environmental
conscious company and an organization with whom people can take in associating
with.
Related Readings

Reading was done to gather important information for this GWMC case study. The books chosen
were pertinent to the GWMC's effective management issues as well as the background history of
how the company progressed and reached the position of success in a short period of time.
Critically, it has been deeply involved with the true substance of the GWMC based on all of its
facts and realities, as this case study clearly demonstrates.

Analysis

Mr. Amir, as a manager, is concerned with the progress and management realities at
GWMC. Mr. Imran is primarily concerned with the impact of COVID-19 on company
performance and managerial challenges. The COVID-19 epidemic is affecting businesses all
throughout the world, including Honda. The current difficulties were handled by Mr. Imran at
GWMC. Mr. Imran, the CEO of Honda Company, is also concerned about the influence of
COVID-19 on GWMC's company performance, managerial challenges, and success foundations.
Businesses around the world are facing the effects of the COVID-19 pandemic, and Honda
Company is no exception. Mr. Imran rectified the pre-existing issues. This comprehension makes
dealing with the management issues at GWMC unavoidable.

Mr. Amir was particularly concerned with the long-term operations of the company. Mr.
Amir was concerned about the prevalence of fundamental managerial challenges throughout the
pandemic, as well as the readily available solutions at GWMC. It is vital that you stay focused on
your responsibilities as Honda's operations manager. With this insight, the current problem is
controllable if the proper safeguards are taken. It is also critical to remember that the major
concern for GWMC operations is sustainability. GWMC proposes to build an integrated solid
waste management system in Gujranwala to enable effective trash collection, transportation,
recovery, treatment, and disposal. Professionals from many disciplines have been employed to
increase GWMC's efficiency. Uncertain future trends may have a negative impact on Honda's
business and operating results, such as factory downtime and business suspensions or shortening
of business hours at dealers, as well as a decrease in sales units, as well as increased costs to
maintain prolonged infection prevention countermeasures. Increased customer credit risk and
other factors influenced by anticipated changes, such as an increase in the unemployment rate
and a decrease in used car prices, may have a negative impact on Honda's operational
performance, including increased credit losses and losses on lease residual values. The continued
spread of COVID-19 may have an impact on Honda's liquidity and financing activities.

Characteristics

Because of fast urbanization, uncontrolled population, a lack of resources, institutional

deficiencies, and a lack of civic consciousness towards solid waste disposal, solid waste
management has become a severe problem in Punjab. The average solid waste collection
effectiveness in Punjab is roughly 50%, which contributes to the development of diseases such as
diarrhea, dengue fever, and hepatitis. Taking all of this into account, the Punjab government
established an Integrated Solid Waste Management project for the city of Lahore, which also
acted as a model for other major cities in the province. Following the Punjab Government's
successful experiment with solid waste management in the provincial metropolis, this modern
sanitation system has been implemented in six major Punjab cities, including Faisalabad, Multan,
Gujranwala, Sialkot, and Bahawalpur.

Main Ideas

Mr. Amir, as a manager, is concerned with the advancement and management realities at
GWMC. Mr. Imran is concentrating on the influence of COVID-19 on corporate performance
and managerial challenges. The COVID-19 pandemic is having an impact on firms all across the
world, including Honda. Mr. Imran at GWMC resolved the existing issues. Furthermore, Mr.
Amir, the CEO of Honda Company, is primarily concerned with the impact of COVID-19 on
GWMC's company performance, managerial challenges, and success foundations. Businesses
around the world are suffering the effects of the COVID-19 outbreak, and Honda Company is no
exception. Mr. Imran resolved the problems that already existed. This understanding makes
dealing with the management difficulties found at GWMC unavoidable. Mr. Amir identified
actual and basic issues that can be resolved. Given the company's current highly serious
management difficulties, it is critical that these issues be addressed as soon as possible.
Exhibits

Exhibit A: Annual Procurement

Exhibit B: Progress of Waste Management

Exhibit C: Progress till 2015

Exhibit D: Public Awareness
Research Methodology:
The research methodology was used in case is Qualitative method (interview). I
personally took the interview of the GM of the company and we discussed the various aspects of
the company, how they get started the company. From planning phase until date, we discussed
each point and strategies they used and how they succeed.

Teaching plan:
SR. No Activity Time
01. Every student read it carefully 20 mins
02 Brain storming/ Discussion 25 mins
03. Answers of each question 45 mins (9mins*5 questions)
Manuscript Click here to access/download;Manuscript;case
study(gwmc).pdf

Problems with municipal solid waste management in urban Punjab: a case

study of the Gujranwala Waste Management Company (GWMC)

Background of the study

Solid Waste Management (hereinafter referred to as “SWM”) has become a serious problem
in Punjab due to rapid urbanization, uncontrolled population, lack of resources, institutional
weaknesses, and lack of civic sense towards solid waste disposal. The average solid waste
collection efficiency in Punjab is only around 50%, causing the spread of multiple diseases
such as diarrhea and dengue fever. Whatever quantity of waste is collected is, normally seen
as waste dumped in open areas along the roadside, canal bank, and low-lying areas. Soil
contamination is affecting the quality of groundwater from shallow depths. Un-collected
waste is illegally piled on sidewalks, in open spaces, on sewer lines, or even in canals, and
blockage of wastewater flow in the sewers is seen, causing an additional problem for the local
government. Moreover, the COVID-19 pandemic disrupted municipal essential services,
including municipal solid waste (MSW) management. In this case study, we address this
issue and commend the manager Amir mustaq of Gujranwala Garbage Management
Company (GWMC), Gujranwala, Punjab, Pakistan for his prompt and prudent actions
regarding the correct management of municipal waste in Gujranwala.

Solid Waste Management Companies in Pakistan

On the pattern of Lahore Waste Management Company, six solid waste management
companies have been established in Faisalabad, Gujranwala, Sialkot, Rawalpindi, Multan,
and Bahawalpur. Companies are fully operational and have taken over the functions of solid
waste management in their respective districts. Assets and employees of solid waste
management have been transferred to these companies.

Gujranwala Waste Management Company

In order to provide sustainable, efficient, and improved waste management system and
services for the city of Gujranwala, the Government of Punjab in collaboration with the
CDGG, intended to establish a company formed not for profit as a private sector with the
name and style of GWMC, under section 42 of the Company Ordinance1984. Which will
plan, manage, implement and enforce various programs and projects for the improvement of
the existing SWM system of Gujranwala City. MD Ahad Doger is on board since 7th January
2014. On 29th January 2014 SAAMA agreement (Services and Asset Management
Agreement) has been signed between City District Government Gujranwala and Gujranwala
Waste Management Company.According to the SAAMA agreement net transportation
vehicles, sanitary workers, and professional staff related to the Solid Waste Management
department have been entrusted to GWMC. The GWMC is governed by a Board of Directors
Saeed Taj, ifthikhar Chaudhry(BODs), headed by a chairman. The company will act as a
private sector limb of the City District Government Gujranwala in the provision of public
benefits and social services.GWMC aims to develop an integrated solid waste management
system to ensure efficient collection, transportation, recovery, treatment, and disposal of the
waste generated in Gujranwala (Figure 1). In order to enhance the efficiency of GWMC,
professional personnel of different disciplines have been recruited in the company Figure 3.
GWMC is currently working on Integrated Solid Waste Management Master Plan in
Gujranwala as a joint venture of GWMC, Urban Unit Lahore (UU), and
JICA(JapanInternational Corporation Agency), providing a strategic plan for an efficient
integrated waste management system in Gujranwala City till 2030.
Table 1. Identification of problems and Issues on Waste Collection and Transportation

Strategies for the correct disposal of municipal solid waste

GWMC currently collects solid waste generated in only 64 UCs and covers the following
functions:

(i) Waste collection and transportation

 (ii) Street cleansing
(iii) Drainage and gutter cleansing along streets (partially*)
(iv) Dead animal collection
(v) Others

Note:*The width of more than two feet is managed by WASA and GWMC is responsible
for the remaining drainage and gutters. GWMC collects some construction and
demolition wastes while cleaning the city roads/streets although it is not obligated to
collect them.

(a) Primary Collection

Basically, residents throw waste into containers allotted by GWMC if there is a
container near their houses, but containers are not located all over the city. Therefore,
sanitary workers collect the garbage put in front of the door of each household. In
some places, sanitary workers collect garbage directly from the residents and
normally 6-7 handcarts are deployedin each union council (UC). The hearing survey
is to clarify that sanitary workers receivesome amount of money from households in
this case.The hearing survey is also to clarify that there are few cases where some
retired sanitaryworkers conduct primary collection and receive collection fee from
households. Some wastepickers take valuables out from the garbage put outside the
door of households and pass theremaining waste to the sanitary workers. Valuable
wastes in the garbage from households arecollected by waste pickers or sanitary
workers.There is no waste collection service in some part of the union councils (UCs).
In these areas,residents throw their garbage into nearby open plots and on the streets.
The waste left on theopen plots and streets are then scattered by animals scavenging
for food, and these becomeillegal dumping sites.

(b) Secondary Collection

The situation of secondary garbage collection conducted by GWMC is summarized as

follows:

Collection System: One to three 5m3containers and/or 10m3 containers. However, the
number of containers is limited, so that no container is deployed in some parts of a UC.

Frequency of Collection: Garbage collection from the containers is made every day. If the
container is not full, the garbage is not collected.
Collection Method: Collection would be by arm-roll truck, tractor trolley or mini-dumper
based on the infrastructure conditions such as road width, accessibility and space for
placement. The current collection service is carried out by a combination of 37 tractor
trolleys working together with 7-8 units of handcarts deployed at each UC and 35 mini-
dumpers and 26 units of arm-roll trucks for the 231 units of waste containers placed in the
town area.

Collection Equipment: Arm-roll truck, tractor trolley, mini-dumper, handcart, donkey cart
and motorbike rikshaw. The collection method can be variable depending mainly on the size
of road. An arm-roll truck and a tractor trolley are utilized on large and medium-sized streets.
In a small street, the donkey cart and handcart will beutilized. Since the end of 2014, GWMC
started using mini-dumpers with donkey carts and handcarts for the collection of waste.

(2) Service Area

GWMC will collect garbage from 64 union councils (UCs) and the present service area for
waste collection is demarcated by the same UCs’ boundary. As shown in this figure, there are
three categories in terms of waste collection service level covered by GWMC, namely; the
served area, partially served area and unserved area which includes private housing societies,
open lands, green lands, etc. Table 2.3.3 shows the area and population of each category and
the ratio of the total area. GWMC would providethe waste collection services for 76% of the
total area of 64 UCs including the partially served area while 34 UCs in the peri-urban area
are not covered currently by GWMC collection services.Once the GWMC commence the
operation, the UCs would divide into 8 zones for management purposes.

(3) Location of Garbage Containers

Some 216 sets of 5m3 containers and 15 sets of 10m3garbage containers were allocated in
Gujranwala City as of January 2015. Considering the size of the city, the number of
containers seems inadequate. To offset the situation, handcarts and/or donkey carts are
utilized for garbage collection from households to the garbage containers. In addition, 24 dust
binswill be located in the city. Containers would supposed to be allocated in each UC.
However, the number of containers allocated is not planned by GWMC, but the location of
containers would be determined by the infrastructure conditions and residents’ consent of
each UC since all the streets/roads are not wide enough to lift and place the containers.
Moreover, most residents are reluctant to place a container near their houses, shops or stores
due to the smell, flies, etc. Some of the UCs are therefore far from the location of containers,
which resulted in the illegal dumping in the city. Empty 5m3containers are attached to 22
arm-roll trucks and empty 10m3 containers are attached to the arm-roll trucks before the daily
collection starts. The reason for this is that the empty container is placed at the edge of the
road to replace the container full of garbage which will be taken by the trucks to the final
landfill site. Life duration of containers is approximately 5 to 7 years. Repair work for the
container is conducted in the workshop.
(4) Transfer Station

(a) Function of Transfer Station

There are five (5) transfer stations/masonry enclosures in the city; namely, the Khiali,
Garjakh, and General bus stations, DHQ Hospital and Khan Mahal. They are called transfer
stations, but the containers are put on the concrete floor surrounded masonry walls,
practically, and only receive garbage from the surrounding UCs. Once a container is filled
with the garbage, an arm-roll truck dispatches another empty container and hauls the filled
container. There is no function such as transfer of garbage from other.

(5) Current State of Collected Waste

(a) Collected Waste Amount

The collected waste is conveyed to the dump site by collection vehicles. No record of the
disposed amount is available before the establishment of GWMC. However, GWMC studied
the waste collection amount of data utilizing the data of a private weighbridge from May to
August 2014.Approximately 370 to 540 tons of waste per day is collected and transported to
the landfill site. Since GWMC started two-shift collection from July 2014, the waste
collection amount increased from July. The waste amount in October was larger than that of
the other months because people celebrated the “Eid Holiday” (Eid-ul-Azha, the festival of
sacrifice for Muslims), butchered and ate many goats or sheep resulting in a quite large
amount of leftovers in the city. According to the survey, an arm-roll truck conveys
approximately 3.2 tons and a tractor trolley conveys 2.5 tons daily. A total of 35 mini-
dumpers were newly commissioned for primary collection since October 2014 and are
operating mainly in narrow streets and unloading their waste at a transfer station. A mini-
dumper carries about 0.5 tons in a day. The capacity of the tractor trolley is approximately
3.0m3, and it is three-fifths of the 5m3 container capacity, i.e., around 1.5 tons of waste. The
arm-roll truck transports a 5m3container with approximately 2.5 tons. In each case, it is found
that both types of car carry an excess amount of waste.

(b) Collection Ratio

There is no data regarding the collection ratio. The more detailed discussion in terms of the
current collection rate is should be described.

(6) Collection Workers

One zone is managed by Amir Mustaq, Assistant Manager (Operations) of GWMC who has
one or two Chief Sanitary Inspectors under him. The Chief Sanitary Inspector manages some
of UCs that every UC has at least one supervisor who manages around 10 to 30 sanitary
workers. The total number of sanitary workers is 1,166. The average number of sanitary
workers deployed per UC is 18 which are not enough to cover thewhole area. In actual work,
250-300 houses and 10-15 streets are allotted to one worker per day. Accordingly, workers
skip their assigned job in some parts of the allotted area every day because the area is too
wide to cover by only one worker in a day. Workers are not provided with safety gadgets like
masks, safety shoes and gloves. Workers sweep streets and collect waste from 6:00 a.m. to
2:00 p.m. in dusty areas where there is a high potential of getting asthma. Waste is not
segregated at waste generation sources so there is also the risk of handling sharp materials
like needles or any dangerous material which may cause injury to the workers.

(7) Collection Vehicles

Currently, 119 vehicles are utilized for waste collection and transportation, and street
cleansing operation. The oldest vehicle was procured in the year 1968 and the latest one was
procured in the year 2014. Mini-dumpers were introduced by GWMC in the end of 2014.
Most of the-arm rolltrucks were procured in 2009 and the tractor trolleys were procured in
1996 by City District Government Gujranwala (CDGG) then all the vehicles were transferred
to GWMC in 2014 based on Services and Assets Management Agreement (SAAMA). Based
on the Time and Motion Study, the efficiency of tractor trolley is lower than those of the
other main collection and transportation vehicles, i.e., arm-roll trucks and mini-dumpers.
Only two (2) tractor trolleys were procured after the year 2007 and the rest were before 2000.
The rate of operation of those superannuated tractor trolleys is thus low due to frequent
maintenance and repair. Additionally, the truck bed of a tractor trolley is high for the workers
to load waste from the ground that makes the loading time longer. High fuel consumption and
low travelling performance are the disadvantages of a tractor trolley so that it is inappropriate
to use them for the waste collection service. Moreover, if age deterioration of the vehicle is
considered, GWMC also requires preparation of additional maintenance cost for the vehicles
as well.

(8) NGO

There was one NGO, OPE (Organization Pan Environment), which worked in UC No. 8
(Shaheenbabad) during 2008 to 2010. The organization used to conduct primary collection;
however, some issues such as shortage of funds and not having cooperation by the residents
occurred and the activity was terminated after two years.

(9) Waste Collection and Transportation Scheme Conducted by GWMC

Based on the results of the site reconnaissance and field surveys mentioned above, the waste
collection and transportation scheme conducted by GWMC from generation sources to the
finaldisposal site is illustrated in Figure 4.

Conclusion

For the effective and sustainable solid waste management of Gujranwala, the manager chose
economical ways including hiring different-sized vehicles to collect the waste not only from
garbage containers on the roadside but also from small streets and incinerate them properly.
The non-functional machinery was made functional to dispose of the solid waste. However,
the burning of solid waste is not recommended because of several serious reasons.
Appendix

Annexure 1:

Fig 1: Complaint Services

Annexure 2:

Fig 2: Audit Report

Annexure 3:

Fig 3: Press Activities

Annexure 4:

Fig 4: Disposable Waste Services