United States
Environmental Protection
Agency
An Organizational Guide to
Pollution Prevention

-------
          Green Zia
Writers Workshop Training
  New Mexico Environment Department
New Mexico Energy, Minerals, and Natural
        Resources Department

-------
8:00-8:30    Introductions  \
8:30-9:00    The Green Zia Profi
9:00 - 10:00
10:00-10:30
10:30-12:00
12:00-12:45
12:45- 1:30
The Organizational Ovehdi
  Exercise)
Dissecting the Criteria
Core Values (& Exercise & Luni
Flow Charting and Process
  Management  (& Exercise)
The T-Bar and Strategic Planning (<
  Exercise)

-------
1:30-2:15
2:15-3:00
3:00-3:45
3:45-4:15
Graphics, Charts ancTTables and
                    ^V ^^^^^
  Information Management
  (& Exercise)          T
Don't Forget the Linkages
  (& Exercise)
Displaying Results (& Exercise)
The Final Edit and Review
4:15-5:00     Review and Wrap-up

-------
     Introd
ions and
        Expectati
Jeff Weinrach - JCS Novation, Inc.
Graham Bartlett - Integrated Quality Grou

-------
      Introd
ions and
         Expectations
                         ^
Participants
- Name, position, and organization
- Your experience with the Green Zia CriterU
- How you plan to use the information you gafn
  today
- Specific needs/expectations from this session

-------
     Course Objectives
                      •>
Gain an understanding of
Process
Green Zia
Gain a basic familiarity with appli
instructions and Green Zia Criteria!
Understand how to organize and ere
a Green Zia Application, using
suggested tools and best practices

-------
               Green Zia
Environmental  Excellence
             Progra
The Green Zia Environmental Excellence Program was
Current legislation addressing confidentiality - HB SL?  t
SB 446
Partnership program of state, local and federal agencie
industry, and environmental advocacy groups.
Coordinated out of the New Mexico Environment
Department, Office of the Secretary

-------
              Green Zia
Environmental Excellence

            Progra
Voluntary program with the goal of en^ouragm*
companies to reduce waste and save mohe
This is achieved by establishing pollution
prevention-based environmental management
systems.
Integrate environmental excellence into core
business practices.
Makes environment EVERYONE'S job

-------
                  Goal:
   Environmental Excellence
                  Vehicle:
       Prevention-Based Environmental
             Management System
[Pollution Prevention:
  Efficient Use of Materials
  Energy Efficiency
  Water Conservation
  Waste Reduction
  Use of Safer Materials
(Compliance

  Environment
  Health and Safety
  Other Requirements
                   Tools:
   Systems Approach  to Pollution Prevention

-------
       War orhWaste!
Waste is the product of inefficiency and
ALWAYS costs money to manag
dispose of.
The Green Zia Program is a waste
elimination program!
This can be achieved by continuous
improvement over time	

-------
Green Zia A
d Structure
 Three Levels of Application/AWard

 - Commitment Level
     • Answer 10 questions (p. 44) that address basic eleij
      prevention-based environmental management system\
     • 10 page application limit
 - Achievement and Excellence Levels
     • Answer Item questions (p. 46) using "Areas to Consider"
      questions as guidance to the extent they pertain to the
      prevention-based environmental management system in place
     • 40 page application limit

-------
       Awards and  Levels
 Commitment Level: Certificate of Corn
 CEO and Governor of New Mexico
•ent signed by
 Achievement Level: Green Zia window stickerL
 Green Zia logo in advertising.

 Excellence Award: Governor's Green Zia Environmental
 Excellence Award                            T
Organizations that participate in the program continuously
     receive Pollution Prevention Partner Recognition
   Certificates and Window Stickers showing number of
           years of consecutive participation.

-------
    Multi-leve
Emphasizes program development over a
period of years.               ^
Start small and gradually build the pfl
Positive, proactive approach to
environmental protection.
A system to assure improvement and
success

-------
     Continuotrs4mprovement
               Emphasi;
'b ^
CD E
2 g
CJ) O
ฎ ^
QE
                        Excellence
Achievement
         Commitment
 Immature
 Reactive
          Mature
         Proactive
   The progression of the Green Zia Environmental Excellence Program

-------
         The
          n  Zia Process
Intent to Apply
 Exam Team
  Reaches
 Consensus
 Accept
Applicants'
  Intent
Exam Team
  Scores
Application
Write & Submit
 Application
 Exam Team
  Develops
  Feedback
   Report
   Examiners
• Review & Write
   Feedback
   GZ Judges
    Review
    Feedback
    Reports
^
r
Judges
Determine
Awards &
Recognition
^



Applicants
Notified

r
Applicants
Receive
Feedback
Report



Applicants
Plan
Improvements
.




GZ Staff
Review & Edit
Reports


Applicants
Determine
Effectiveness
-,
1
-



-------
    2001 Criteria for Green Zia

 Environmental Excellence and

 Award Application Instructions
           rr            <•<*
Section Two
 - Green Zia Summary - p. 1
 - Small Business Considerations - p. 14
 - Application & Review Process - p. 17
 - Application Submission Information - p. 30
 - Core Values & Criteria - p. 33
 - Scoring System - p. 61
 - Green Zia Tools & Technical Assistance - p. 63

-------
       Criteria^ tructure
Commitment Level
 - 7 Categories
 -10 Questions
Achievement/Excellence Level
 - 7 Categories
 - 18 Items
 - 97 Areas to Consider
 - 26 Notes

-------
Changes to tn^OOl Criteria

Greater emphasis on effective i
management (efficiency, conserved
of renewable energy, etc.)
Addition of Sustainability Core Value
Revisions to Category/Item Scores
Greater clarity (Core Values,
Award/Recognition Levels, Definitions of
Terms, etc.)
Explanation of Deming Cycle (PDCA)

-------
The Green
                     Criteria Are
A tool for diagnosing existing Envu
Management/P2 systems
A self-assessment mirror
                                ental
A process for determining opportunities for
improvement
A framework for comprehensive planning
A road map for continuous improvement

-------
    The CriteriaJDo  Not...
Focus on or prescribe any specific sy:
Place importance on conformance
Assume or suggest that all organizations h^y
same requirements                    •
Suggest or imply any approach to implementa,

-------
                    OKIES
The Major Component^Or Essential
         Parts Of the SystV
Leadership
Planning for Continuous Environmental
Improvement
Customer, Suppliers and Others Involvement
Information and Analysis
Employee Involvement
Process Management
Results

-------
 he Green Zia Environmental Excellence Program
             A Systems Perspective
                   Desire for a
                     Healthy
                   Community
                                                Desire to
                                               Protect the
                                               Environment
  Desire to
Reduce Costs
 2. Planning
     for
( Continuous
Environmental
Improvement
                             5. Employee
                             Involvement
4. Information
and Analysis
                    6. Process
                   Management
                                    3. Customer, Supplier
                                  and Others' Involvement
   3. Customer, Supplier
  and Others' Involvement

-------
ITEMS are specifically designed K^TOCUS
on a major system requirement sue

   •> 2.2 Action Planning

   * 7.1 Environmental Results

-------
              AK
AREAS are designed to illustrate
                               \
clarify the intent of the items. In
addition, they place emphasis on the
types and amount of information
suggested to adequately address each
of the items.

-------
   Demysti^ingApproach/Deployment
(Categories 1-6) antt-Results (Category 7)
Approach/Deployment
 -  Understand the meaning
   of "how"
 -  Show what and how
 -  Show that activities are
   systematic
 -  Show focus and
   consistency
 -  Cross-reference
 -  Use flowcharts, tables
   and bullets
 -  Refer to the scoring
   guidelines
Focus'ion critical
environmental results
Consider treKds, lel
comparisons, orea
Include actual periods
Use graphs and tai

-------
   The Meanms.of "How"
Process or Systematic Orientati
Circular series of sequential steps
 - Feedback is used for improvement
Includes Methods - Measures - Deploy*
- Learning Cycles
Not just a list of "whats"
 - Anecdotal Information

-------
     AdditionaHCey Terms

Anecdotal Information: Stories or^flections of
  isolated incidents of goodness not drKen by any
  established repeatable approach, proce^ olyjiethod,
Comparisons and Benchmarks: Data from oth
  organizations, agencies, best comparable
  organizations in the appropriate sector, or
  recognized benchmark organizations are used to
  compare your performance.

-------
     AdditionaHCey Terms

Improvement (Deming) Cycles: Prb^esses for
  continually improving product and service
  production, delivery processes and support
  processes. Relevant data are systematically
  collected and used to improve processes.  This
  often called the Plan-Do-Check-Act (PDCA) c;
Integrations:  System functions as a whole, not a
  collection of parts. Processes fit together.  The
  outputs of one process flow smoothly to the next
  process.

-------
    AdditionaHCey Terms

Sound Systematic: Process is logickisand most steps
  are value-adding. Process includes feedback and is
  robust to downstream variation.
Trends: Tables or graphs show current and hMoric
  data in a positive direction indicating improvement,

-------
                ach
                      ent
APPROACH - How the organiza ,
responds to the requirements
DEPLOYMENT - The extent to whicj
organization uses the approach (multi-
directional)
RESULTS - The outcomes achieved by th
approach
^

-------
                nizational
      Overview
Basic Description of Organiza
Customer & Interested Party
Requirements
Supplier & P2-Partnering Relationsh
Competitive Situation
Strategic Context

-------
Why is the
amzational
   Overview Important?

It "sets the stage" for entire application, but is
not scored                   i^
It's read first by every examiner
All seven categories must align with and
support statements in the Organizational
Overview!
If information is presented in wrong area,
applicant may or MAY NOT get credit
Note: NOT INCLUDED IN PAGE COUNT

-------
Organizational Overview -
            Exercfe^

Individually (or with co-workers): Draft
an Organizational Overview foXyc
organization by listing bullets uno^
each of the five sections starting o
page 22
In large group:  Share Organizational
Overview and Receive Feedback

-------
  Dissectina the Criteria
         (Catego
How should the application
Who should be authoring this?
What information is needed to wri
this?
ritten?
What processes need to be describe^
Are there illustrative examples?       ,
Does information provided align with
organizational overview?

-------

-------
       Core
ues
Criteria built upon a set of dare values
                          \
Foundation for integrating key
environmental requirements withfi
results-oriented framework
Business principles, not "personal vali

-------
           Core
ues
Establish the organization's "cultuf
 - They set the context for all activities^
  organization                       ^
Provide guidance for decision-making at allleve
 - Does the approach support core values?
 - Does this action violate any core values?

-------
  Green Zia
re Values
Leadership Commitment
Efficient Product, Service and Proc
Design
Continuous Improvement and
Organizational & Personal Learnin
Valuing Employees and Partners
Management by Fact
Sustainability

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    LeadershiD Commitment
Leadership sets the vision.
Leadership takes a long-term view!
Leadership promotes values.
Leadership creates strategies.
Leadership inspires and motivates.
Leadership provides resources.
Leadership reaches out to the community.
Leadership promotes success!

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Efficient Product^Service, and Process
                 Desicjrk

 • Greater opportunities during design phase
   (1:10:100 Rule)               ^
 • Greater cost-savings & cost-avoidam
   potential.
 • Include customers and stakeholders in
   decision-making process.
  > Reuse, Recycle, Remanufacture.
 • Fix the problem before it's a problem!

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   Continuoustmprovement and
Organization & Personal Learning
Data —> Information —> Knowledge —> Wisdom
Deming Cycle
Adaptability/Flexibility
Increased Responsibility and Ownership
Learn "How" not "What"
Encourages incremental improvement

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                   loyees and
Employees possess process knowledge.
Employees "live" with the before <.
Employees take pride in their working
environment.
Employees are the cog in the environmen^
excellence wheel!

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                    loyees and
Partnerships are critical in life-bvcle
analyses, follow-through, and feei
Partnerships provide buy-in to process
product improvements.              1
Partnerships provide vehicles for measure
and promoting success.
Partnerships encourage broader
environmental responsibility & stewardship

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Management by Fact
                            k
Key to making decisions that ate aligned
with strategy and EE goals.     ^
Emphasis is on selection, use and am
of appropriate data.
Reduces reliance on subjective "lineal
knowledge".
Facilitates quantification of improvement
efforts (ROI, etc)

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         Sustai
Sustainability addresses long-temi issues
Sustainability emphasizes resource
and efficiency.                     1
Sustainability looks outside the facility/
Sustainability addresses personal and
community responsibility.

-------
                        Exercise
In small groups:          \.
 - Choose scribe and presenter^
 - Read assigned Core Values
 - Highlight key descriptive phrases ar
 - Record on flip chart pages
 - Match to similar phrases in the Commit
  Criteria
In large group - Report Back
 - Presenter describes the essence and meanii
  of assigned Core Values and discusses the
  Commitment Criteria to which they are linked

-------
      Flow Charting Basics
What is a flow chart?
                                   mbols
A picture of a process, uses specif
A step-by-step depiction of a proces" ^
sequence of events, steps, activities 01-^^
Includes decision points - questions thar
would lead the process in a different direction
Can be macro or detailed                1
A communication tool

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Flow  Cha^Symbols
                     An ov^Jndicates the start or
                     end of thbsprocess.
                     A rectangles re[
                     activity.
s an
                     An arrow indicates theVnain
                     direction of flow from om
                     activity to the next.

                     A diamond signifies a decisi
                     (Y/N, Pass/Fail).

                     A circle with  a letter or number
                     inside symbolizes continuation
                     of the flow chart to another
                     page.

-------
Application Writing Process
      D ete rm in e
     ava ilab le d ata
      W rite Pin on
      App licatio n
       R eceive
      feedback on
      ap plication
       Prioritize
     im provem ent
     op po rtu n ities
      Im pie m e nt
       changes
O rg an ize self-
 assessm e nt
 Apply?
  Do
 P-D-S-A
Document self
 assessm ent
  resu Its

-------
    Flov\rStiarting Exercise
In small groups
 -  Choose presenter
 -  Brainstorm steps in one of your organization's ' \
   process                               \^
 -  List one step per Post-It Note (use correct symbol s
 -  Determine order of steps and place on flip chart pa
 -  Draw arrows in the correct direction
In large group
 -  Presenter describes process

-------
Storyboa
                             Tools
Developed by the "Junkyard Dogs/' H6qeywell's Zia
Team, Doug Burch and Lee Butler      ^
A visual technique to begin the process of re?: ^
to the Criteria.
Brief bulleted outlines augmented by charts andtlata
A storyboard to organize information in the
application keeping focused on facts, data and
processes

-------
         T-Baf^Gharting
Questions to be asked    The flowchart or ans'
      How?
      How?
      How?
•Using this process
Using this data
'Using this flow

-------
            T-Bar Cham
 Questions to be asked    The flowcharror answers
The good news in T-Bar
 Charting at this level is
you will find these charts
 to be three, four or five
 levels of charting at the
    MOST. Not 40!
The "How is it donesjie.

-------
                     Story-Boarding
                    Category  2)
In small groups
 - Choose reporter and presenter
 - On flip chart page, draw T bar chart
 - Write category title across horizontal bar
 - Write questions on left side of T
 - Record appropriate responses to describe on<
  your organization's planning processes    II
In large group
 - Report back to class

-------
Graphics, Ctwts, Tables, etc
 Bar Charts (prioritizing, timelines)
 Line Charts (trends)        ^
 Scatter Charts (surveys)
 Pie Charts (percentages)
 Spider-Web Charts (horizontal
 deployment)

-------
Graphics, Ctwts, Tables, etc
 Action Items            ^
 Customer Requirements
 Financial Data
 Inventory
 Waste Management
 Pollution Prevention (Source Reductior1|
 Training

-------
Graphics,  Charts, Tables, etc

      Exercis
>  In small groups
  - Choose reporter and presenter
  - Develop a table showing information ty[
    sources, how analyzed, reporting required
    your organization
  - Develop an appropriate chart for one of the
    information sets described above
i  In large group
  - Report back to class

-------
 Don't for
the linkages
Processes and results
Planning and operation
Leadership and planning
Planning and Requirements/Standards
Operations and Employees         1
Primary and Secondary Processes
Processes and Organizational Overvie\

-------
        Linkages-between Results
     Approach/Deployment Criteria
Environmental management results  ^^
   Category 2: Planning for Continuous EnvironrrT. ^
   Category 4: Information and Analysis
   Category 6: Process Management
Customer, supplier, employee, and other results
   Category 1: Leadership
   Category 3: Customer, Supplier and Others Involvement
   Category 4: Information and Analysis
   Category 5: Employee Involvement
Financial results
   Organizational Overview and most of the Categories
Improvement

-------
 DonTforget the linkages -
                  category 5)
In small groups
- Choose reporter and presenter
                             •^
- Identify linkages related to Employee Im
  for your organization              \
- Show linkages in table format
In large group
- Report back to class

-------
       UnB^rstanding  Results
Results flow from previously described approaches
(processes) and the deployment of thqse processes
Should be those things that are most meaningful to the
organization                          ^^
   From the Business Overview
   From Direction Set by the Leadership
   From the Strategies and Actions identified in Response^
   Category 2
Should communicate:
 - Levels
    • The current level of performance reported graphically
 - Trends
     • Multiple data points presented graphically
 - Comparative data (industry standards & benchmarks)

-------
                          results
In small groups
 - Choose reporter and presenter
 - Display one set of results for your organ
  using one of the chart or table formats froha ou.
  earlier discussion.  Include appropriate indiktr
  standards or benchmarks.                 ^
 - Identify the appropriate process or processes tl
  link to the set of results.
In large group
 - Report back to class

-------
  The Final^edit and review
Have section authors read other^<~t
consistency.
Have all authors read the organizatio
ctions for
overview.
Have all process authors read results section;
have results authors read process sections^
Have someone who is not an author but wh<
is knowledgeable about the organization rea<
the entire application for clarity and
consistency.

-------

-------
          Green Zia
Writers Workshop Training
  New Mexico Environment Department
New Mexico Energy, Minerals, and Natural
        Resources Department

-------
8:00-8:30    Introductions  \
8:30-9:00    The Green Zia Profi
9:00 - 10:00
10:00-10:30
10:30-12:00
12:00-12:45
12:45- 1:30
The Organizational Ovehdi
  Exercise)
Dissecting the Criteria
Core Values (& Exercise & Luni
Flow Charting and Process
  Management  (& Exercise)
The T-Bar and Strategic Planning (<
  Exercise)

-------
1:30-2:15
2:15-3:00
3:00-3:45
3:45-4:15
Graphics, Charts ancTTables and
                    ^V ^^^^^
  Information Management
  (& Exercise)          T
Don't Forget the Linkages
  (& Exercise)
Displaying Results (& Exercise)
The Final Edit and Review
4:15-5:00     Review and Wrap-up

-------
     Introd
ions and
        Expectati
Jeff Weinrach - JCS Novation, Inc.
Graham Bartlett - Integrated Quality Grou

-------
      Introd
ions and
         Expectations
                         ^
Participants
- Name, position, and organization
- Your experience with the Green Zia CriterU
- How you plan to use the information you gafn
  today
- Specific needs/expectations from this session

-------
     Course Objectives
                      •>
Gain an understanding of
Process
Green Zia
Gain a basic familiarity with appli
instructions and Green Zia Criteria!
Understand how to organize and ere
a Green Zia Application, using
suggested tools and best practices

-------
               Green Zia
Environmental  Excellence
             Progra
The Green Zia Environmental Excellence Program was
Current legislation addressing confidentiality - HB SL?  t
SB 446
Partnership program of state, local and federal agencie
industry, and environmental advocacy groups.
Coordinated out of the New Mexico Environment
Department, Office of the Secretary

-------
              Green Zia
Environmental Excellence

            Progra
Voluntary program with the goal of en^ouragm*
companies to reduce waste and save mohe
This is achieved by establishing pollution
prevention-based environmental management
systems.
Integrate environmental excellence into core
business practices.
Makes environment EVERYONE'S job

-------
                  Goal:
   Environmental Excellence
                  Vehicle:
       Prevention-Based Environmental
             Management System
[Pollution Prevention:
  Efficient Use of Materials
  Energy Efficiency
  Water Conservation
  Waste Reduction
  Use of Safer Materials
(Compliance

  Environment
  Health and Safety
  Other Requirements
                   Tools:
   Systems Approach  to Pollution Prevention

-------
       War orhWaste!
Waste is the product of inefficiency and
ALWAYS costs money to manag
dispose of.
The Green Zia Program is a waste
elimination program!
This can be achieved by continuous
improvement over time	

-------
Green Zia A
d Structure
 Three Levels of Application/AWard

 - Commitment Level
     • Answer 10 questions (p. 44) that address basic eleij
      prevention-based environmental management system\
     • 10 page application limit
 - Achievement and Excellence Levels
     • Answer Item questions (p. 46) using "Areas to Consider"
      questions as guidance to the extent they pertain to the
      prevention-based environmental management system in place
     • 40 page application limit

-------
       Awards and  Levels
 Commitment Level: Certificate of Corn
 CEO and Governor of New Mexico
•ent signed by
 Achievement Level: Green Zia window stickerL
 Green Zia logo in advertising.

 Excellence Award: Governor's Green Zia Environmental
 Excellence Award                            T
Organizations that participate in the program continuously
     receive Pollution Prevention Partner Recognition
   Certificates and Window Stickers showing number of
           years of consecutive participation.

-------
    Multi-leve
Emphasizes program development over a
period of years.               ^
Start small and gradually build the pfl
Positive, proactive approach to
environmental protection.
A system to assure improvement and
success

-------
     Continuotrs4mprovement
               Emphasi;
'b ^
CD E
2 g
CJ) O
ฎ ^
QE
                        Excellence
Achievement
         Commitment
 Immature
 Reactive
          Mature
         Proactive
   The progression of the Green Zia Environmental Excellence Program

-------
         The
          n  Zia Process
Intent to Apply
 Exam Team
  Reaches
 Consensus
 Accept
Applicants'
  Intent
Exam Team
  Scores
Application
Write & Submit
 Application
 Exam Team
  Develops
  Feedback
   Report
   Examiners
• Review & Write
   Feedback
   GZ Judges
    Review
    Feedback
    Reports
^
r
Judges
Determine
Awards &
Recognition
^



Applicants
Notified

r
Applicants
Receive
Feedback
Report



Applicants
Plan
Improvements
.




GZ Staff
Review & Edit
Reports


Applicants
Determine
Effectiveness
-,
1
-



-------
    2001 Criteria for Green Zia

 Environmental Excellence and

 Award Application Instructions
           rr            <•<*
Section Two
 - Green Zia Summary - p. 1
 - Small Business Considerations - p. 14
 - Application & Review Process - p. 17
 - Application Submission Information - p. 30
 - Core Values & Criteria - p. 33
 - Scoring System - p. 61
 - Green Zia Tools & Technical Assistance - p. 63

-------
       Criteria^ tructure
Commitment Level
 - 7 Categories
 -10 Questions
Achievement/Excellence Level
 - 7 Categories
 - 18 Items
 - 97 Areas to Consider
 - 26 Notes

-------
Changes to tn^OOl Criteria

Greater emphasis on effective i
management (efficiency, conserved
of renewable energy, etc.)
Addition of Sustainability Core Value
Revisions to Category/Item Scores
Greater clarity (Core Values,
Award/Recognition Levels, Definitions of
Terms, etc.)
Explanation of Deming Cycle (PDCA)

-------
The Green
                     Criteria Are
A tool for diagnosing existing Envu
Management/P2 systems
A self-assessment mirror
                                ental
A process for determining opportunities for
improvement
A framework for comprehensive planning
A road map for continuous improvement

-------
    The CriteriaJDo  Not...
Focus on or prescribe any specific sy:
Place importance on conformance
Assume or suggest that all organizations h^y
same requirements                    •
Suggest or imply any approach to implementa,

-------
                    OKIES
The Major Component^Or Essential
         Parts Of the SystV
Leadership
Planning for Continuous Environmental
Improvement
Customer, Suppliers and Others Involvement
Information and Analysis
Employee Involvement
Process Management
Results

-------
 he Green Zia Environmental Excellence Program
             A Systems Perspective
                   Desire for a
                     Healthy
                   Community
                                                Desire to
                                               Protect the
                                               Environment
  Desire to
Reduce Costs
 2. Planning
     for
( Continuous
Environmental
Improvement
                             5. Employee
                             Involvement
4. Information
and Analysis
                    6. Process
                   Management
                                    3. Customer, Supplier
                                  and Others' Involvement
   3. Customer, Supplier
  and Others' Involvement

-------
ITEMS are specifically designed K^TOCUS
on a major system requirement sue

   •> 2.2 Action Planning

   * 7.1 Environmental Results

-------
              AK
AREAS are designed to illustrate
                               \
clarify the intent of the items. In
addition, they place emphasis on the
types and amount of information
suggested to adequately address each
of the items.

-------
   Demysti^ingApproach/Deployment
(Categories 1-6) antt-Results (Category 7)
Approach/Deployment
 -  Understand the meaning
   of "how"
 -  Show what and how
 -  Show that activities are
   systematic
 -  Show focus and
   consistency
 -  Cross-reference
 -  Use flowcharts, tables
   and bullets
 -  Refer to the scoring
   guidelines
Focus'ion critical
environmental results
Consider treKds, lel
comparisons, orea
Include actual periods
Use graphs and tai

-------
   The Meanms.of "How"
Process or Systematic Orientati
Circular series of sequential steps
 - Feedback is used for improvement
Includes Methods - Measures - Deploy*
- Learning Cycles
Not just a list of "whats"
 - Anecdotal Information

-------
     AdditionaHCey Terms

Anecdotal Information: Stories or^flections of
  isolated incidents of goodness not drKen by any
  established repeatable approach, proce^ olyjiethod,
Comparisons and Benchmarks: Data from oth
  organizations, agencies, best comparable
  organizations in the appropriate sector, or
  recognized benchmark organizations are used to
  compare your performance.

-------
     AdditionaHCey Terms

Improvement (Deming) Cycles: Prb^esses for
  continually improving product and service
  production, delivery processes and support
  processes. Relevant data are systematically
  collected and used to improve processes.  This
  often called the Plan-Do-Check-Act (PDCA) c;
Integrations:  System functions as a whole, not a
  collection of parts. Processes fit together.  The
  outputs of one process flow smoothly to the next
  process.

-------
    AdditionaHCey Terms

Sound Systematic: Process is logickisand most steps
  are value-adding. Process includes feedback and is
  robust to downstream variation.
Trends: Tables or graphs show current and hMoric
  data in a positive direction indicating improvement,

-------
                ach
                      ent
APPROACH - How the organiza ,
responds to the requirements
DEPLOYMENT - The extent to whicj
organization uses the approach (multi-
directional)
RESULTS - The outcomes achieved by th
approach
^

-------
                nizational
      Overview
Basic Description of Organiza
Customer & Interested Party
Requirements
Supplier & P2-Partnering Relationsh
Competitive Situation
Strategic Context

-------
Why is the
amzational
   Overview Important?

It "sets the stage" for entire application, but is
not scored                   i^
It's read first by every examiner
All seven categories must align with and
support statements in the Organizational
Overview!
If information is presented in wrong area,
applicant may or MAY NOT get credit
Note: NOT INCLUDED IN PAGE COUNT

-------
Organizational Overview -
            Exercfe^

Individually (or with co-workers): Draft
an Organizational Overview foXyc
organization by listing bullets uno^
each of the five sections starting o
page 22
In large group:  Share Organizational
Overview and Receive Feedback

-------
  Dissectina the Criteria
         (Catego
How should the application
Who should be authoring this?
What information is needed to wri
this?
ritten?
What processes need to be describe^
Are there illustrative examples?       ,
Does information provided align with
organizational overview?

-------

-------
       Core
ues
Criteria built upon a set of dare values
                          \
Foundation for integrating key
environmental requirements withfi
results-oriented framework
Business principles, not "personal vali

-------
           Core
ues
Establish the organization's "cultuf
 - They set the context for all activities^
  organization                       ^
Provide guidance for decision-making at allleve
 - Does the approach support core values?
 - Does this action violate any core values?

-------
  Green Zia
re Values
Leadership Commitment
Efficient Product, Service and Proc
Design
Continuous Improvement and
Organizational & Personal Learnin
Valuing Employees and Partners
Management by Fact
Sustainability

-------
    LeadershiD Commitment
Leadership sets the vision.
Leadership takes a long-term view!
Leadership promotes values.
Leadership creates strategies.
Leadership inspires and motivates.
Leadership provides resources.
Leadership reaches out to the community.
Leadership promotes success!

-------
Efficient Product^Service, and Process
                 Desicjrk

 • Greater opportunities during design phase
   (1:10:100 Rule)               ^
 • Greater cost-savings & cost-avoidam
   potential.
 • Include customers and stakeholders in
   decision-making process.
  > Reuse, Recycle, Remanufacture.
 • Fix the problem before it's a problem!

-------
   Continuoustmprovement and
Organization & Personal Learning
Data —> Information —> Knowledge —> Wisdom
Deming Cycle
Adaptability/Flexibility
Increased Responsibility and Ownership
Learn "How" not "What"
Encourages incremental improvement

-------
                   loyees and
Employees possess process knowledge.
Employees "live" with the before <.
Employees take pride in their working
environment.
Employees are the cog in the environmen^
excellence wheel!

-------
                    loyees and
Partnerships are critical in life-bvcle
analyses, follow-through, and feei
Partnerships provide buy-in to process
product improvements.              1
Partnerships provide vehicles for measure
and promoting success.
Partnerships encourage broader
environmental responsibility & stewardship

-------
Management by Fact
                            k
Key to making decisions that ate aligned
with strategy and EE goals.     ^
Emphasis is on selection, use and am
of appropriate data.
Reduces reliance on subjective "lineal
knowledge".
Facilitates quantification of improvement
efforts (ROI, etc)

-------
         Sustai
Sustainability addresses long-temi issues
Sustainability emphasizes resource
and efficiency.                     1
Sustainability looks outside the facility/
Sustainability addresses personal and
community responsibility.

-------
                        Exercise
In small groups:          \.
 - Choose scribe and presenter^
 - Read assigned Core Values
 - Highlight key descriptive phrases ar
 - Record on flip chart pages
 - Match to similar phrases in the Commit
  Criteria
In large group - Report Back
 - Presenter describes the essence and meanii
  of assigned Core Values and discusses the
  Commitment Criteria to which they are linked

-------
      Flow Charting Basics
What is a flow chart?
                                   mbols
A picture of a process, uses specif
A step-by-step depiction of a proces" ^
sequence of events, steps, activities 01-^^
Includes decision points - questions thar
would lead the process in a different direction
Can be macro or detailed                1
A communication tool

-------
Flow  Cha^Symbols
                     An ov^Jndicates the start or
                     end of thbsprocess.
                     A rectangles re[
                     activity.
s an
                     An arrow indicates theVnain
                     direction of flow from om
                     activity to the next.

                     A diamond signifies a decisi
                     (Y/N, Pass/Fail).

                     A circle with  a letter or number
                     inside symbolizes continuation
                     of the flow chart to another
                     page.

-------
Application Writing Process
      D ete rm in e
     ava ilab le d ata
      W rite Pin on
      App licatio n
       R eceive
      feedback on
      ap plication
       Prioritize
     im provem ent
     op po rtu n ities
      Im pie m e nt
       changes
O rg an ize self-
 assessm e nt
 Apply?
  Do
 P-D-S-A
Document self
 assessm ent
  resu Its

-------
    Flov\rStiarting Exercise
In small groups
 -  Choose presenter
 -  Brainstorm steps in one of your organization's ' \
   process                               \^
 -  List one step per Post-It Note (use correct symbol s
 -  Determine order of steps and place on flip chart pa
 -  Draw arrows in the correct direction
In large group
 -  Presenter describes process

-------
Storyboa
                             Tools
Developed by the "Junkyard Dogs/' H6qeywell's Zia
Team, Doug Burch and Lee Butler      ^
A visual technique to begin the process of re?: ^
to the Criteria.
Brief bulleted outlines augmented by charts andtlata
A storyboard to organize information in the
application keeping focused on facts, data and
processes

-------
         T-Baf^Gharting
Questions to be asked    The flowchart or ans'
      How?
      How?
      How?
•Using this process
Using this data
'Using this flow

-------
            T-Bar Cham
 Questions to be asked    The flowcharror answers
The good news in T-Bar
 Charting at this level is
you will find these charts
 to be three, four or five
 levels of charting at the
    MOST. Not 40!
The "How is it donesjie.

-------
                     Story-Boarding
                    Category  2)
In small groups
 - Choose reporter and presenter
 - On flip chart page, draw T bar chart
 - Write category title across horizontal bar
 - Write questions on left side of T
 - Record appropriate responses to describe on<
  your organization's planning processes    II
In large group
 - Report back to class

-------
Graphics, Ctwts, Tables, etc
 Bar Charts (prioritizing, timelines)
 Line Charts (trends)        ^
 Scatter Charts (surveys)
 Pie Charts (percentages)
 Spider-Web Charts (horizontal
 deployment)

-------
Graphics, Ctwts, Tables, etc
 Action Items            ^
 Customer Requirements
 Financial Data
 Inventory
 Waste Management
 Pollution Prevention (Source Reductior1|
 Training

-------
Graphics,  Charts, Tables, etc

      Exercis
>  In small groups
  - Choose reporter and presenter
  - Develop a table showing information ty[
    sources, how analyzed, reporting required
    your organization
  - Develop an appropriate chart for one of the
    information sets described above
i  In large group
  - Report back to class

-------
 Don't for
the linkages
Processes and results
Planning and operation
Leadership and planning
Planning and Requirements/Standards
Operations and Employees         1
Primary and Secondary Processes
Processes and Organizational Overvie\

-------
        Linkages-between Results
     Approach/Deployment Criteria
Environmental management results  ^^
   Category 2: Planning for Continuous EnvironrrT. ^
   Category 4: Information and Analysis
   Category 6: Process Management
Customer, supplier, employee, and other results
   Category 1: Leadership
   Category 3: Customer, Supplier and Others Involvement
   Category 4: Information and Analysis
   Category 5: Employee Involvement
Financial results
   Organizational Overview and most of the Categories
Improvement

-------
 DonTforget the linkages -
                  category 5)
In small groups
- Choose reporter and presenter
                             •^
- Identify linkages related to Employee Im
  for your organization              \
- Show linkages in table format
In large group
- Report back to class

-------
       UnB^rstanding  Results
Results flow from previously described approaches
(processes) and the deployment of thqse processes
Should be those things that are most meaningful to the
organization                          ^^
   From the Business Overview
   From Direction Set by the Leadership
   From the Strategies and Actions identified in Response^
   Category 2
Should communicate:
 - Levels
    • The current level of performance reported graphically
 - Trends
     • Multiple data points presented graphically
 - Comparative data (industry standards & benchmarks)

-------
                          results
In small groups
 - Choose reporter and presenter
 - Display one set of results for your organ
  using one of the chart or table formats froha ou.
  earlier discussion.  Include appropriate indiktr
  standards or benchmarks.                 ^
 - Identify the appropriate process or processes tl
  link to the set of results.
In large group
 - Report back to class

-------
  The Final^edit and review
Have section authors read other^<~t
consistency.
Have all authors read the organizatio
ctions for
overview.
Have all process authors read results section;
have results authors read process sections^
Have someone who is not an author but wh<
is knowledgeable about the organization rea<
the entire application for clarity and
consistency.

-------

-------
          Green Zia

     Examiner Training
  New Mexfeo Environment Department


New Mexico Energy, Minerals, and Natural
              \
        Resources\DeDartment

-------
     Introd
ions and
        Expectati
Jeff Weinrach - JCS Novation, Inc.
Graham Bartlett - Integrated Quality Grou

-------
      Introd
ions and
         Expectations
                         ^
Participants
- Name, position, and organization
- Your experience with the Green Zia Progr"
- How you plan to use the information you gaiTl
  this training
- Specific needs/expectations from this session

-------
                    -First Day
8:00-8:30   Introductions^&^Expectations
8:30 - 9:00   GZ Process    ^
9:00-9:30   Examiner Testimonials
9:30-9:45   Break
9:45 - 10:45  Key Business Factors & Exef<
10:45 - 11:45 Core Values & Exercise
11:45- 12:30 Lunch
12:30- 1:30
1:30-2:30
2:30-3:15
What is a process? & Exercise
Comments & Writing (non-prescrip
Areas to Consider & Exercise
3:15 - 5:00    Senior Examiner Discussion

-------
                 -Second  Day
8:00-8:30
8:30- 10:00
9:30-9:45
9:45- 11:30
11:30- 12:15
12:15- 1:15
1:15- 1:45
1:45-2:00
2:00-2:15
Quick Review X^^
Comment Elements <&sExercise
Break
Linkages/Integration & Exel
Lunch
Consensus, Scoring, & Exercise
Feedback Report Discussion
Closeout
Break
2:15-4:15     Examiner Group Meetings

-------
     Course Objectives
                     •>
Gain an understanding of
Process
Green Zia
Gain a basic familiarity with Gre<
Criteria and Core Values
Understand how to examine a Greet
Zia Application and prepare a valuabl
feedback report

-------
               Green Zia
Environmental  Excellence
             Progra
The Green Zia Environmental Excellence Program was
Current legislation addressing confidentiality - HB SL?  t
SB 446
Partnership program of state, local and federal agencie
industry, and environmental advocacy groups.
Coordinated out of the New Mexico Environment
Department, Office of the Secretary

-------
              Green Zia
Environmental Excellence

            Progra
Voluntary program with the goal of en^ouragm*
companies to reduce waste and save mohe
This is achieved by establishing pollution
prevention-based environmental management
systems.
Integrate environmental excellence into core
business practices.
Makes environment EVERYONE'S job

-------
                  Goal:
   Environmental Excellence
                  Vehicle:
       Prevention-Based Environmental
             Management System
[Pollution Prevention:
  Efficient Use of Materials
  Energy Efficiency
  Water Conservation
  Waste Reduction
  Use of Safer Materials
(Compliance

  Environment
  Health and Safety
  Other Requirements
                   Tools:
   Systems Approach  to Pollution Prevention

-------
       War orhWaste!
Waste is the product of inefficiency and
ALWAYS costs money to manag
dispose of.
The Green Zia Program is a waste
elimination program!
This can be achieved by continuous
improvement over time	

-------
Green Zia A
d Structure
 Three Levels of Application/AWard

 - Commitment Level
     • Answer 10 questions (p. 44) that address basic eleij
      prevention-based environmental management system\
     • 10 page application limit
 - Achievement and Excellence Levels
     • Answer Item questions (p. 46) using "Areas to Consider"
      questions as guidance to the extent they pertain to the
      prevention-based environmental management system in place
     • 50 page application limit

-------
       Awards and  Levels
 Commitment Level: Certificate of Corn
 CEO and Governor of New Mexico
•ent signed by
 Achievement Level: Green Zia window stickerL
 Green Zia logo in advertising.

 Excellence Award: Governor's Green Zia Environmental
 Excellence Award                            T
Organizations that participate in the program continuously
     receive Pollution Prevention Partner Recognition
   Certificates and Window Stickers showing number of
           years of consecutive participation.

-------
    Multi-leve
Emphasizes program development over a
period of years.               ^
Start small and gradually build the pfl
Positive, proactive approach to
environmental protection.
A system to assure improvement and
success

-------
     Continuotrs4mprovement
               Emphasi;
'b ^
CD E
2 g
CJ) O
ฎ ^
QE
                        Excellence
Achievement
         Commitment
 Immature
 Reactive
          Mature
         Proactive
   The progression of the Green Zia Environmental Excellence Program

-------
         The
          n  Zia Process
Intent to Apply
 Exam Team
  Reaches
 Consensus
 Accept
Applicants'
  Intent
Exam Team
  Scores
Application
Write & Submit
 Application
 Exam Team
  Develops
  Feedback
   Report
   Examiners
• Review & Write
   Feedback
   GZ Judges
    Review
    Feedback
    Reports
^
r
Judges
Determine
Awards &
Recognition
^



Applicants
Notified

r
Applicants
Receive
Feedback
Report



Applicants
Plan
Improvements
.




GZ Staff
Review & Edit
Reports


Applicants
Determine
Effectiveness
-,
1
-



-------
    2001 Criteria for Green Zia

 Environmental Excellence and

 Award Application Instructions
           rr            <•<*
Section Two
 - Green Zia Summary - p. 1
 - Small Business Considerations - p. 13
 - Application & Review Process - p. 15
 - Application Submission Information - p. 28
 - Core Values & Criteria - p. 31
 - Scoring System - p. 59
 - Green Zia Tools & Technical Assistance - p. 65

-------
       Criteria^ tructure
Commitment Level
 - 7 Categories
 -10 Questions
Achievement/Excellence Level
 - 7 Categories
 - 18 Items
 - 97 Areas to Consider
 - 26 Notes

-------
Changes to tn^OOl Criteria

Greater emphasis on effective i
management (efficiency, conserved
of renewable energy, etc.)
Addition of Sustainability Core Value
Revisions to Category/Item Scores
Greater clarity (Core Values,
Award/Recognition Levels, Definitions of
Terms, etc.)
Explanation of Deming Cycle (PDCA)

-------
The Green
                     Criteria Are
A tool for diagnosing existing Envu
Management/P2 systems
A self-assessment mirror
                                ental
A process for determining opportunities for
improvement
A framework for comprehensive planning
A road map for continuous improvement

-------
    The CriteriaJDo  Not...
Focus on or prescribe any specific sy:
Place importance on conformance
Assume or suggest that all organizations h^y
same requirements                    •
Suggest or imply any approach to implementa,

-------
                    OKIES
The Major Component^Or Essential
         Parts Of the SystV
Leadership
Planning for Continuous Environmental
Improvement
Customer, Suppliers and Others Involvement
Information and Analysis
Employee Involvement
Process Management
Results

-------
                        vironmentai txcenence
                    A Systems Perspective
                           Desire for a
                             Healthy
                           Community
                                                        Desire to
                                                       Protect the
                                                       Environment
  Desire to
Reduce Costs
                               1.
                           Leadership
         2. Planning
            for
       t Continuous
       Environmental
        Improvement
                             5. Employee
                             Involvement
4. Information
and Analysis
                           6. Process
                          Management
 3. Customer, Supplier
anri Others' Involvement
                                              3. Customer, Supplk-r
                                            anri Others' Invnlvempn!

-------
ITEMS are specifically designed K^TOCUS
on a major system requirement sue

   •> 2.2 Action Planning

   * 7.1 Environmental Results

-------
              AK
AREAS are designed to illustrate
                               \
clarify the intent of the items. In
addition, they place emphasis on the
types and amount of information
suggested to adequately address each
of the items.

-------
   Demysti^ingApproach/Deployment
(Categories 1-6) antt-Results (Category 7)
Approach/Deployment
 -  Understand the meaning
   of "how"
 -  Show what and how
 -  Show that activities are
   systematic
 -  Show focus and
   consistency
 -  Cross-reference
 -  Use flowcharts, tables
   and bullets
 -  Refer to the scoring
   guidelines
Focus'ion critical
environmental results
Consider treKds, lel
comparisons, orea
Include actual periods
Use graphs and tai

-------
   The Meanms.of "How"
Process or Systematic Orientati
Circular series of sequential steps
 - Feedback is used for improvement
Includes Methods - Measures - Deploy*
- Learning Cycles
Not just a list of "whats"
 - Anecdotal Information

-------
     AdditionaHCey Terms

Anecdotal Information: Stories or^flections of
  isolated incidents of goodness not drKen by any
  established repeatable approach, proce^ olyjiethod,
Comparisons and Benchmarks: Data from oth
  organizations, agencies, best comparable
  organizations in the appropriate sector, or
  recognized benchmark organizations are used to
  compare your performance.

-------
     AdditionaHCey Terms

Improvement (Deming) Cycles: Prb^esses for
  continually improving product and service
  production, delivery processes and support
  processes. Relevant data are systematically
  collected and used to improve processes.  This
  often called the Plan-Do-Check-Act (PDCA) c;
Integrations:  System functions as a whole, not a
  collection of parts. Processes fit together.  The
  outputs of one process flow smoothly to the next
  process.

-------
    AdditionaHCey Terms

Sound Systematic: Process is logickisand most steps
  are value-adding. Process includes feedback and is
  robust to downstream variation.
Trends: Tables or graphs show current and hMoric
  data in a positive direction indicating improvement,

-------
                ach
                      ent
APPROACH - How the organiza ,
responds to the requirements
DEPLOYMENT - The extent to whicj
organization uses the approach (multi-
directional)
RESULTS - The outcomes achieved by th
approach
^

-------
  Examiner Testimonials
Reading the Application
Identifying Processes
Preparing Comments
Consensus & Scoring
Preparation of Feedback Report
Time Management

-------
Organizational Overview &
   Key Business Factors
            (P. 19Kx
Basic Description of Organiza
Customer & Interested Party
Requirements
Supplier & P2-Partnering RelationshV
Competitive Situation
Strategic Context

-------
Why is the
amzational
   Overview Important?

It "sets the stage" for entire application, but is
not scored                   i^
It should include EMS description/diagi^
(new for 2001)
It should be read first by every examiner
All seven categories should align with and
support statements in the Organizational
Overview!
Note: OVERVIEW NOT INCLUDED IN
PAGE COUNT

-------
     Key Business Factors -
In teams: Identify Key Busines^xFactors from
Case Study Organizational Overviewach
team will be asked to work on two of
Organizational Overview sections. Illustra
why the team views these factors as pot
relevant.
In large group:  Share Key Business Factoi
and potential relevance to the overall
application examination

-------

-------
       Core
ues
Criteria built upon a set of dare values
                          \
Foundation for integrating key
environmental requirements withfi
results-oriented framework
Business principles, not "personal vali

-------
           Core
ues
Establish the organization's "cultuf
 - They set the context for all activities^
  organization                       ^
Provide guidance for decision-making at allleve
 - Does the approach support core values?
 - Does this action violate any core values?

-------
  Green Zia
re Values
Leadership Commitment
Efficient Product, Service and Proc
Design
Continuous Improvement and
Organizational & Personal Learnin
Valuing Employees and Partners
Management by Fact
Sustainability

-------
                       Exercise
In teams:
 - Each team will be given one category from the
  case study to work on         \
 - Identify phrases or themes within th
  as written in the case study, that derftonstra
  alignment with any or all GZ Core Value^
 - On flip charts, record phrases or themes bn
  one side of the  page and the aligned core 1
  value(s) on the  other side of the page
In large group - Report Back
 - Presenter describes the phrases or themes
  and the alignment to GZ core Values

-------
       Whati
"If you cannot describe what ^ou are doin
as a process, then you do not kno.
you are doing." - W. Edwards Demrn

-------
            Pro
Core Processes - Manufacturing Production,
                            >s. ^^-
Service                      ^
Support Processes - Maintenance,
Procurement, Transportation
Environmental Management Processes -
Planning, Information Management,
Decision-Making
Routine vs. non-routine

-------
Which

rocesses should you
"> see^A/Jthin a Green
     lication?

-------
How can cDrejDrocesses be
          identified?
By Waste Stream or Environmental Impact
                          \
By Material Flow (Efficiency)   ^
By Risk (health & safety, spills, etc.)
By Cost (Activity-Based Costing, etc.)
By Strategic Plans
By Employees or Stakeholders

-------
How can core orocesses by
Process Mappin
Process Flow Diagrams
Material (Mass) Balance
Sensors or other real-time measurement;

-------
   nrn
e developed
Process Improvement Teams
Implementation of Action Plans
Plan-Do-Check-Act (Deming) Cycles
Periodic Measurement and Feedback

-------
Storyboa
                             Tools
Developed by the "Junkyard Dogs/' H6qeywell's Zia
Team, Doug Burch and Lee Butler      ^
A visual technique to begin the process of re?: ^
to the Criteria.
Brief bulleted outlines augmented by charts andtlata
A storyboard to organize information in the
application keeping focused on facts, data and
processes

-------
        T-Baf^Gharting
Green Zia Question
     What?
     What?
     What?
   How?
•Using this process
Using this data
'Using this flow

-------

-------
    ProcesSHdentification

            Exerctee

In teams - Using the case studyXfind
examples of each of the following?
 - How the application identifies or improV
  core process
 - Two examples of environmental manageme
  processes or environmental management
  process improvements
In large group - Report findings using T-Ba

-------
   Writifrg-NQn - Prescr i pti ve
                    ents
Does the applicant answer aXSreen Zia
question? Is there a clearly descr^b^H
process (for categories 1 -6)?
Does the answer align with the
organizational overview or with other
sections of the application?
Does the answer align with Green Zia Con
Values?
Is there clear alignment between a process
and a result?

-------
Avoid "good, bad, effective, ineffective,
inadequate, could, should, would
Unless a site visit is conducted, avoic
organization has no ..."

-------
How wou chan examiner know
  management process is
        effective?  ^

-------
 Non^Ptescnptive Comment
In teams                 %^
 - read set of sample comments provided to your
  team                       ^
 - determine if each comment is prescript ^
  non-prescriptive
 - for each prescriptive comment, develop a n
  prescriptive alternate comment
In larger group - show on a flip chart the
original comment and, next to it, any non-
prescriptive revisions that the team
developed

-------
             s to^Gonsider
Why are they called "Areas to Consider?
How will applicants interpret area;
consider?
How should examiners address areas to
consider?
How would areas to consider affect scorin
(discuss tomorrow)

-------

-------
                 -Second  Day
8:00-8:30
8:30- 10:00
9:30-9:45
9:45- 11:30
11:30- 12:15
12:15- 1:15
1:15- 1:45
1:45-2:00
2:00-2:15
Quick Review X^^
Comment Elements <&sExercise
Break
Linkages/Integration & Exel
Lunch
Consensus, Scoring, & Exercise
Feedback Report Discussion
Closeout
Break
2:15-4:15     Examiner Group Meetings

-------
                  ent Elements
Three components (for actionable comment):
                            ^v
 - strength or opportunity for improvement

 - illustrative example from application

 - relevance - to organizational overview, cor<

Use clear, simple, grammatically correct ahd

complete sentences                       i

The same comment should not be both a strenS

and an opportunity for improvement          1

-------
     CommerfNEJements
Illustrate linkages and integration (next
section)                     ^
Avoid Jargon and Acronyms, unless'
by the applicant
Use polite, professional, positive tone

-------
         mmerit3>ฃxercise
In teams:
 - Using the case study, write one streri:
  one opportunity for improvement usin^
  three-component comment.  Each team will fa
  asked to work on one specific item from thg
  case study application.
In larger groups - Report strength and
opportunity for improvement on flip chart
paper.

-------

-------
 Don't for
the linkages
Processes and results
Planning and operation
Leadership and planning
Planning and Requirements/Standards
Operations and Employees         1
Primary and Secondary Processes
Processes and Organizational Overvie\

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        Linkages-between Results
     Approach/Deployment Criteria
Environmental management results  ^^
   Category 2: Planning for Continuous EnvironrrT. ^
   Category 4: Information and Analysis
   Category 6: Process Management
Customer, supplier, employee, and other results
   Category 1: Leadership
   Category 3: Customer, Supplier and Others Involvement
   Category 4: Information and Analysis
   Category 5: Employee Involvement
Financial results
   Organizational Overview and most of the Categories
Improvement

-------
            Integration
Especially with a "mature" organization,
look for indicators of Environmen
Management System integration wit
overall business (perhaps through a "quali
system).                            ^
Be careful not to comment on the larger
quality system if it is not specifically
addressing the Green Zia Criteria.

-------
Linkages/Integration Exercise
 In small groups
  - Choose reporter and presenter
  - Identify three examples of linkages or integration
   in the case study                  1
  - Draft a comment for one of the three examples
   using the linkage or integration that you identified
   in the comment
 In large group
  - Report three examples and the one comment
   back to class

-------

-------
    Definition ofConsensus
   A state where everyone in th
support an action or decision, even
    of them don't fully agree with it!

-------
     Definitiofrof Consensus
A decision made after all aspects
issue, both positive and negative, ha^r
reviewed and discussed to the extent that
everyone openly participates in, and  ^
understands and supports, the decision *

-------
                     iscussion
Each team member is fully prepared to
discuss their own position
Each team member understands that He/
does not have all knowledge
Each team member is prepared to listen
learn from others
Each team member fully participates in
discussion

-------
     Consensus Isn't
Majority vote
Compromise
Team leader weighted
Trivial

-------
 Scoring
Three Dimensions
- Approach
- Deployment
- Results

-------
      Approabh^Factors
How the Applicant Addresses the Items
Appropriateness of Methods to Rec
Effectiveness of use of Methods
ments
 - Systematic, Integrated, and Consistent^
  Applied
 - Embodies Evaluation/Improvement/Learni]
 - Based on Reliable Data and Information
Evidence of Innovation and/or Adaptation

-------
    DeploymerrtsFactors
The Extent the Applicant's Approach is
Applied to all Requirements    ^
Use of the Approach by All Appropr flat
Work Units                    1
Multi-Dimensional Deployment

-------
       Results^Factors
Outcomes in Achieving thexurposes
Current Performance
Performance Relative to Appropria1
Comparisons and/or Benchmarks
Rate, Breadth and Importance of
Performance Improvements
Demonstration of Sustained Improvement
and/or Sustained High-Level Performance

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  Item  Cla
                         nsion
Approach/Deployment
 - Descriptions of Approach Should In
  Deployment of the Item
 - Although Linked, Feedback to the Applic!
  Reflects Strengths and/or Areas for
  Improvement in Either or Both Dimensions

-------
Item Cla
                       nsion
Linked to Deployment Through
Factor
If Improvement Processes are Widely Deploy<
Corresponding Results Should be Shown ^^
Score is Composite Based Upon Overall
Performance., Accounting for Breadth of
Improvements

-------
      portance" as a Scoring
             Factor

Evaluation and Feedback Must Consider the
Importance of Improvements uxthe
Applicant's Business          ^
Areas of Greatest Importance Should\
Addressed in the Organizational OverView
Identify Key Customer Requirements an<
Key Strategies and Action Plans

-------
       rarid Descriptors
    1000PI
     10% - 20%
     > 30% - 40%
     50% - 60%
     • 70% - 80%
     • 90% - 100%
Use for Achievement/Excellence
          Levels

-------
           ant of Score-1000 pt
First Decide Which Scoring Range Best Fits
the Overall Item Response
Next, Determine if Applicant Meets So
                                ^
or All of Range Descriptors
Finally, Assign Score in Increments of lU

-------
          entof Score-1000 Pt
An Approach/Deployment Item\Score of 50%
Represents an Approach that Meet
Basic Objectives and is Deployed to^
Principal Activities
A Results Item Score of 50% Represents
Clear Indication of Improvement Trends
and/or Good Levels of Performance in
Principal Areas

-------
Frequently Asked Questions

ป For Results, the 50% Mark Represents
 Clear Indication of Improvement^   '
 and/or Current Good Levels of Perl  ,
ป Standards Should be World-Class or
 Industry-Specific to Set High but
 Reasonable Standards of Comparison,
 Seeking to Point Out Opportunities for
 Improvement

-------
                          Questions
Common Difficulties in Scaring:
 - Scores Not Adequately Related tb^the Key
  Business Factors or Scoring Guidelme:
 - Examiner Acceptance of Statements IV
  Applicants
 - Setting the 50% Point
 - Using the Areas to Consider and Item Notes
  a "Checklist"
 - Treatment of Missing Information

-------
Check box if you see evidence
beginnings of a systematic approa
Do not allow other matrix factors to
influence decision on a particular box
       Use for Commitment Level

-------
    Consen
     s & Scoring
Exercfce
In teams:
 - Each team member will write one stfength and
  one opportunity for improvement common
  using the three-component comment format fc
  one particular item from the case study   ^
 - The team will consense and write consensus
  comments on a flip chart
 - The team will then score the item based on the
  consensus comments
In larger groups - Report to class

-------

-------
      Feedbad^Reports

Format
 - Executive Summary
   • Major themes
 - Details of Strengths and Areas for
  Improvement
   • By category
   • Page Break Between Categories
   • Bullet Before Each New Comment

-------
     Feedback  Reports
Thorough Evaluation of the'Application
                        NV
Relative to the Criteria for Performance
Excellence
Targeting of Core Strengths and Are<
Improvement for Each Item
Effective Communication of Those
Strengths and Areas for Improvement to
Applicant via the Feedback Report

-------
     Feed badk^Re ports
Preview the Consensus Rejxjrt Comments
Synthesize Similar Comments
Eliminate Inconsistent and Unimp
Comments
Balance the Number and Weight of
Comments to Reflect Composite Scorii

-------
        Feedback Report
Avoid being judgmental or prescriptive;
be aware of personal biases ^^

Comment on items from the criteria

Don't feel compelled to provide feedbac.
on every area to consider within an item

Balance strengths and opportunities for
improvement to support organizations
general scoring range

-------
Frequently Asked Questions
• Typically Spend Between 25 and 40 Hours
  to Read the Application, Consense\o
  Comments and Score, and Complete^
  Feedback Report
• Generally Include 5 to 8 Comments Per
  Item

-------

-------
Final CommentSxOr Questions

-------
          Green Zia

     Examiner Training
  New Mexfeo Environment Department


New Mexico Energy, Minerals, and Natural
              \
        Resources\DeDartment

-------
     Introd
ions and
        Expectati
Jeff Weinrach - JCS Novation, Inc.
Graham Bartlett - Integrated Quality Grou

-------
      Introd
ions and
         Expectations
                         ^
Participants
- Name, position, and organization
- Your experience with the Green Zia Progr"
- How you plan to use the information you gaiTl
  this training
- Specific needs/expectations from this session

-------
                    -First Day
8:00-8:30   Introductions^&^Expectations
8:30 - 9:00   GZ Process    ^
9:00-9:30   Examiner Testimonials
9:30-9:45   Break
9:45 - 10:45  Key Business Factors & Exef<
10:45 - 11:45 Core Values & Exercise
11:45- 12:30 Lunch
12:30- 1:30
1:30-2:30
2:30-3:15
What is a process? & Exercise
Comments & Writing (non-prescrip
Areas to Consider & Exercise
3:15 - 5:00    Senior Examiner Discussion

-------
                 -Second  Day
8:00-8:30
8:30- 10:00
9:30-9:45
9:45- 11:30
11:30- 12:15
12:15- 1:15
1:15- 1:45
1:45-2:00
2:00-2:15
Quick Review X^^
Comment Elements <&sExercise
Break
Linkages/Integration & Exel
Lunch
Consensus, Scoring, & Exercise
Feedback Report Discussion
Closeout
Break
2:15-4:15     Examiner Group Meetings

-------
     Course Objectives
                     •>
Gain an understanding of
Process
Green Zia
Gain a basic familiarity with Gre<
Criteria and Core Values
Understand how to examine a Greet
Zia Application and prepare a valuabl
feedback report

-------
               Green Zia
Environmental  Excellence
             Progra
The Green Zia Environmental Excellence Program was
Current legislation addressing confidentiality - HB SL?  t
SB 446
Partnership program of state, local and federal agencie
industry, and environmental advocacy groups.
Coordinated out of the New Mexico Environment
Department, Office of the Secretary

-------
              Green Zia
Environmental Excellence

            Progra
Voluntary program with the goal of en^ouragm*
companies to reduce waste and save mohe
This is achieved by establishing pollution
prevention-based environmental management
systems.
Integrate environmental excellence into core
business practices.
Makes environment EVERYONE'S job

-------
                  Goal:
   Environmental Excellence
                  Vehicle:
       Prevention-Based Environmental
             Management System
[Pollution Prevention:
  Efficient Use of Materials
  Energy Efficiency
  Water Conservation
  Waste Reduction
  Use of Safer Materials
(Compliance

  Environment
  Health and Safety
  Other Requirements
                   Tools:
   Systems Approach  to Pollution Prevention

-------
       War orhWaste!
Waste is the product of inefficiency and
ALWAYS costs money to manag
dispose of.
The Green Zia Program is a waste
elimination program!
This can be achieved by continuous
improvement over time	

-------
Green Zia A
d Structure
 Three Levels of Application/AWard

 - Commitment Level
     • Answer 10 questions (p. 44) that address basic eleij
      prevention-based environmental management system\
     • 10 page application limit
 - Achievement and Excellence Levels
     • Answer Item questions (p. 46) using "Areas to Consider"
      questions as guidance to the extent they pertain to the
      prevention-based environmental management system in place
     • 50 page application limit

-------
       Awards and  Levels
 Commitment Level: Certificate of Corn
 CEO and Governor of New Mexico
•ent signed by
 Achievement Level: Green Zia window stickerL
 Green Zia logo in advertising.

 Excellence Award: Governor's Green Zia Environmental
 Excellence Award                            T
Organizations that participate in the program continuously
     receive Pollution Prevention Partner Recognition
   Certificates and Window Stickers showing number of
           years of consecutive participation.

-------
    Multi-leve
Emphasizes program development over a
period of years.               ^
Start small and gradually build the pfl
Positive, proactive approach to
environmental protection.
A system to assure improvement and
success

-------
     Continuotrs4mprovement
               Emphasi;
'b ^
CD E
2 g
CJ) O
ฎ ^
QE
                        Excellence
Achievement
         Commitment
 Immature
 Reactive
          Mature
         Proactive
   The progression of the Green Zia Environmental Excellence Program

-------
         The
          n  Zia Process
Intent to Apply
 Exam Team
  Reaches
 Consensus
 Accept
Applicants'
  Intent
Exam Team
  Scores
Application
Write & Submit
 Application
 Exam Team
  Develops
  Feedback
   Report
   Examiners
• Review & Write
   Feedback
   GZ Judges
    Review
    Feedback
    Reports
^
r
Judges
Determine
Awards &
Recognition
^



Applicants
Notified

r
Applicants
Receive
Feedback
Report



Applicants
Plan
Improvements
.




GZ Staff
Review & Edit
Reports


Applicants
Determine
Effectiveness
-,
1
-



-------
    2001 Criteria for Green Zia

 Environmental Excellence and

 Award Application Instructions
           rr            <•<*
Section Two
 - Green Zia Summary - p. 1
 - Small Business Considerations - p. 13
 - Application & Review Process - p. 15
 - Application Submission Information - p. 28
 - Core Values & Criteria - p. 31
 - Scoring System - p. 59
 - Green Zia Tools & Technical Assistance - p. 65

-------
       Criteria^ tructure
Commitment Level
 - 7 Categories
 -10 Questions
Achievement/Excellence Level
 - 7 Categories
 - 18 Items
 - 97 Areas to Consider
 - 26 Notes

-------
Changes to tn^OOl Criteria

Greater emphasis on effective i
management (efficiency, conserved
of renewable energy, etc.)
Addition of Sustainability Core Value
Revisions to Category/Item Scores
Greater clarity (Core Values,
Award/Recognition Levels, Definitions of
Terms, etc.)
Explanation of Deming Cycle (PDCA)

-------
The Green
                     Criteria Are
A tool for diagnosing existing Envu
Management/P2 systems
A self-assessment mirror
                                ental
A process for determining opportunities for
improvement
A framework for comprehensive planning
A road map for continuous improvement

-------
    The CriteriaJDo  Not...
Focus on or prescribe any specific sy:
Place importance on conformance
Assume or suggest that all organizations h^y
same requirements                    •
Suggest or imply any approach to implementa,

-------
                    OKIES
The Major Component^Or Essential
         Parts Of the SystV
Leadership
Planning for Continuous Environmental
Improvement
Customer, Suppliers and Others Involvement
Information and Analysis
Employee Involvement
Process Management
Results

-------
                        vironmentai txcenence
                    A Systems Perspective
                           Desire for a
                             Healthy
                           Community
                                                        Desire to
                                                       Protect the
                                                       Environment
  Desire to
Reduce Costs
                               1.
                           Leadership
         2. Planning
            for
       t Continuous
       Environmental
        Improvement
                             5. Employee
                             Involvement
4. Information
and Analysis
                           6. Process
                          Management
 3. Customer, Supplier
anri Others' Involvement
                                              3. Customer, Supplk-r
                                            anri Others' Invnlvempn!

-------
ITEMS are specifically designed K^TOCUS
on a major system requirement sue

   •> 2.2 Action Planning

   * 7.1 Environmental Results

-------
              AK
AREAS are designed to illustrate
                               \
clarify the intent of the items. In
addition, they place emphasis on the
types and amount of information
suggested to adequately address each
of the items.

-------
   Demysti^ingApproach/Deployment
(Categories 1-6) antt-Results (Category 7)
Approach/Deployment
 -  Understand the meaning
   of "how"
 -  Show what and how
 -  Show that activities are
   systematic
 -  Show focus and
   consistency
 -  Cross-reference
 -  Use flowcharts, tables
   and bullets
 -  Refer to the scoring
   guidelines
Focus'ion critical
environmental results
Consider treKds, lel
comparisons, orea
Include actual periods
Use graphs and tai

-------
   The Meanms.of "How"
Process or Systematic Orientati
Circular series of sequential steps
 - Feedback is used for improvement
Includes Methods - Measures - Deploy*
- Learning Cycles
Not just a list of "whats"
 - Anecdotal Information

-------
     AdditionaHCey Terms

Anecdotal Information: Stories or^flections of
  isolated incidents of goodness not drKen by any
  established repeatable approach, proce^ olyjiethod,
Comparisons and Benchmarks: Data from oth
  organizations, agencies, best comparable
  organizations in the appropriate sector, or
  recognized benchmark organizations are used to
  compare your performance.

-------
     AdditionaHCey Terms

Improvement (Deming) Cycles: Prb^esses for
  continually improving product and service
  production, delivery processes and support
  processes. Relevant data are systematically
  collected and used to improve processes.  This
  often called the Plan-Do-Check-Act (PDCA) c;
Integrations:  System functions as a whole, not a
  collection of parts. Processes fit together.  The
  outputs of one process flow smoothly to the next
  process.

-------
    AdditionaHCey Terms

Sound Systematic: Process is logickisand most steps
  are value-adding. Process includes feedback and is
  robust to downstream variation.
Trends: Tables or graphs show current and hMoric
  data in a positive direction indicating improvement,

-------
                ach
                      ent
APPROACH - How the organiza ,
responds to the requirements
DEPLOYMENT - The extent to whicj
organization uses the approach (multi-
directional)
RESULTS - The outcomes achieved by th
approach
^

-------
  Examiner Testimonials
Reading the Application
Identifying Processes
Preparing Comments
Consensus & Scoring
Preparation of Feedback Report
Time Management

-------
Organizational Overview &
   Key Business Factors
            (P. 19Kx
Basic Description of Organiza
Customer & Interested Party
Requirements
Supplier & P2-Partnering RelationshV
Competitive Situation
Strategic Context

-------
Why is the
amzational
   Overview Important?

It "sets the stage" for entire application, but is
not scored                   i^
It should include EMS description/diagi^
(new for 2001)
It should be read first by every examiner
All seven categories should align with and
support statements in the Organizational
Overview!
Note: OVERVIEW NOT INCLUDED IN
PAGE COUNT

-------
     Key Business Factors -
In teams: Identify Key Busines^xFactors from
Case Study Organizational Overviewach
team will be asked to work on two of
Organizational Overview sections. Illustra
why the team views these factors as pot
relevant.
In large group:  Share Key Business Factoi
and potential relevance to the overall
application examination

-------

-------
       Core
ues
Criteria built upon a set of dare values
                          \
Foundation for integrating key
environmental requirements withfi
results-oriented framework
Business principles, not "personal vali

-------
           Core
ues
Establish the organization's "cultuf
 - They set the context for all activities^
  organization                       ^
Provide guidance for decision-making at allleve
 - Does the approach support core values?
 - Does this action violate any core values?

-------
  Green Zia
re Values
Leadership Commitment
Efficient Product, Service and Proc
Design
Continuous Improvement and
Organizational & Personal Learnin
Valuing Employees and Partners
Management by Fact
Sustainability

-------
                       Exercise
In teams:
 - Each team will be given one category from the
  case study to work on         \
 - Identify phrases or themes within th
  as written in the case study, that derftonstra
  alignment with any or all GZ Core Value^
 - On flip charts, record phrases or themes bn
  one side of the  page and the aligned core 1
  value(s) on the  other side of the page
In large group - Report Back
 - Presenter describes the phrases or themes
  and the alignment to GZ core Values

-------
       Whati
"If you cannot describe what ^ou are doin
as a process, then you do not kno.
you are doing." - W. Edwards Demrn

-------
            Pro
Core Processes - Manufacturing Production,
                            >s. ^^-
Service                      ^
Support Processes - Maintenance,
Procurement, Transportation
Environmental Management Processes -
Planning, Information Management,
Decision-Making
Routine vs. non-routine

-------
Which

rocesses should you
"> see^A/Jthin a Green
     lication?

-------
How can cDrejDrocesses be
          identified?
By Waste Stream or Environmental Impact
                          \
By Material Flow (Efficiency)   ^
By Risk (health & safety, spills, etc.)
By Cost (Activity-Based Costing, etc.)
By Strategic Plans
By Employees or Stakeholders

-------
How can core orocesses by
Process Mappin
Process Flow Diagrams
Material (Mass) Balance
Sensors or other real-time measurement;

-------
   nrn
e developed
Process Improvement Teams
Implementation of Action Plans
Plan-Do-Check-Act (Deming) Cycles
Periodic Measurement and Feedback

-------
Storyboa
                             Tools
Developed by the "Junkyard Dogs/' H6qeywell's Zia
Team, Doug Burch and Lee Butler      ^
A visual technique to begin the process of re?: ^
to the Criteria.
Brief bulleted outlines augmented by charts andtlata
A storyboard to organize information in the
application keeping focused on facts, data and
processes

-------
        T-Baf^Gharting
Green Zia Question
     What?
     What?
     What?
   How?
•Using this process
Using this data
'Using this flow

-------

-------
    ProcesSHdentification

            Exerctee

In teams - Using the case studyXfind
examples of each of the following?
 - How the application identifies or improV
  core process
 - Two examples of environmental manageme
  processes or environmental management
  process improvements
In large group - Report findings using T-Ba

-------
   Writifrg-NQn - Prescr i pti ve
                    ents
Does the applicant answer aXSreen Zia
question? Is there a clearly descr^b^H
process (for categories 1 -6)?
Does the answer align with the
organizational overview or with other
sections of the application?
Does the answer align with Green Zia Con
Values?
Is there clear alignment between a process
and a result?

-------
Avoid "good, bad, effective, ineffective,
inadequate, could, should, would
Unless a site visit is conducted, avoic
organization has no ..."

-------
How wou chan examiner know
  management process is
        effective?  ^

-------
 Non^Ptescnptive Comment
In teams                 %^
 - read set of sample comments provided to your
  team                       ^
 - determine if each comment is prescript ^
  non-prescriptive
 - for each prescriptive comment, develop a n
  prescriptive alternate comment
In larger group - show on a flip chart the
original comment and, next to it, any non-
prescriptive revisions that the team
developed

-------
             s to^Gonsider
Why are they called "Areas to Consider?
How will applicants interpret area;
consider?
How should examiners address areas to
consider?
How would areas to consider affect scorin
(discuss tomorrow)

-------

-------
                 -Second  Day
8:00-8:30
8:30- 10:00
9:30-9:45
9:45- 11:30
11:30- 12:15
12:15- 1:15
1:15- 1:45
1:45-2:00
2:00-2:15
Quick Review X^^
Comment Elements <&sExercise
Break
Linkages/Integration & Exel
Lunch
Consensus, Scoring, & Exercise
Feedback Report Discussion
Closeout
Break
2:15-4:15     Examiner Group Meetings

-------
                  ent Elements
Three components (for actionable comment):
                            ^v
 - strength or opportunity for improvement

 - illustrative example from application

 - relevance - to organizational overview, cor<

Use clear, simple, grammatically correct ahd

complete sentences                       i

The same comment should not be both a strenS

and an opportunity for improvement          1

-------
     CommerfNEJements
Illustrate linkages and integration (next
section)                     ^
Avoid Jargon and Acronyms, unless'
by the applicant
Use polite, professional, positive tone

-------
         mmerit3>ฃxercise
In teams:
 - Using the case study, write one streri:
  one opportunity for improvement usin^
  three-component comment.  Each team will fa
  asked to work on one specific item from thg
  case study application.
In larger groups - Report strength and
opportunity for improvement on flip chart
paper.

-------

-------
 Don't for
the linkages
Processes and results
Planning and operation
Leadership and planning
Planning and Requirements/Standards
Operations and Employees         1
Primary and Secondary Processes
Processes and Organizational Overvie\

-------
        Linkages-between Results
     Approach/Deployment Criteria
Environmental management results  ^^
   Category 2: Planning for Continuous EnvironrrT. ^
   Category 4: Information and Analysis
   Category 6: Process Management
Customer, supplier, employee, and other results
   Category 1: Leadership
   Category 3: Customer, Supplier and Others Involvement
   Category 4: Information and Analysis
   Category 5: Employee Involvement
Financial results
   Organizational Overview and most of the Categories
Improvement

-------
            Integration
Especially with a "mature" organization,
look for indicators of Environmen
Management System integration wit
overall business (perhaps through a "quali
system).                            ^
Be careful not to comment on the larger
quality system if it is not specifically
addressing the Green Zia Criteria.

-------
Linkages/Integration Exercise
 In small groups
  - Choose reporter and presenter
  - Identify three examples of linkages or integration
   in the case study                  1
  - Draft a comment for one of the three examples
   using the linkage or integration that you identified
   in the comment
 In large group
  - Report three examples and the one comment
   back to class

-------

-------
    Definition ofConsensus
   A state where everyone in th
support an action or decision, even
    of them don't fully agree with it!

-------
     Definitiofrof Consensus
A decision made after all aspects
issue, both positive and negative, ha^r
reviewed and discussed to the extent that
everyone openly participates in, and  ^
understands and supports, the decision *

-------
                     iscussion
Each team member is fully prepared to
discuss their own position
Each team member understands that He/
does not have all knowledge
Each team member is prepared to listen
learn from others
Each team member fully participates in
discussion

-------
     Consensus Isn't
Majority vote
Compromise
Team leader weighted
Trivial

-------
 Scoring
Three Dimensions
- Approach
- Deployment
- Results

-------
      Approabh^Factors
How the Applicant Addresses the Items
Appropriateness of Methods to Rec
Effectiveness of use of Methods
ments
 - Systematic, Integrated, and Consistent^
  Applied
 - Embodies Evaluation/Improvement/Learni]
 - Based on Reliable Data and Information
Evidence of Innovation and/or Adaptation

-------
    DeploymerrtsFactors
The Extent the Applicant's Approach is
Applied to all Requirements    ^
Use of the Approach by All Appropr flat
Work Units                    1
Multi-Dimensional Deployment

-------
       Results^Factors
Outcomes in Achieving thexurposes
Current Performance
Performance Relative to Appropria1
Comparisons and/or Benchmarks
Rate, Breadth and Importance of
Performance Improvements
Demonstration of Sustained Improvement
and/or Sustained High-Level Performance

-------
  Item  Cla
                         nsion
Approach/Deployment
 - Descriptions of Approach Should In
  Deployment of the Item
 - Although Linked, Feedback to the Applic!
  Reflects Strengths and/or Areas for
  Improvement in Either or Both Dimensions

-------
Item Cla
                       nsion
Linked to Deployment Through
Factor
If Improvement Processes are Widely Deploy<
Corresponding Results Should be Shown ^^
Score is Composite Based Upon Overall
Performance., Accounting for Breadth of
Improvements

-------
      portance" as a Scoring
             Factor

Evaluation and Feedback Must Consider the
Importance of Improvements uxthe
Applicant's Business          ^
Areas of Greatest Importance Should\
Addressed in the Organizational OverView
Identify Key Customer Requirements an<
Key Strategies and Action Plans

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       rarid Descriptors
    1000PI
     10% - 20%
     > 30% - 40%
     50% - 60%
     • 70% - 80%
     • 90% - 100%
Use for Achievement/Excellence
          Levels

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           ant of Score-1000 pt
First Decide Which Scoring Range Best Fits
the Overall Item Response
Next, Determine if Applicant Meets So
                                ^
or All of Range Descriptors
Finally, Assign Score in Increments of lU

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          entof Score-1000 Pt
An Approach/Deployment Item\Score of 50%
Represents an Approach that Meet
Basic Objectives and is Deployed to^
Principal Activities
A Results Item Score of 50% Represents
Clear Indication of Improvement Trends
and/or Good Levels of Performance in
Principal Areas

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Frequently Asked Questions

ป For Results, the 50% Mark Represents
 Clear Indication of Improvement^   '
 and/or Current Good Levels of Perl  ,
ป Standards Should be World-Class or
 Industry-Specific to Set High but
 Reasonable Standards of Comparison,
 Seeking to Point Out Opportunities for
 Improvement

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                          Questions
Common Difficulties in Scaring:
 - Scores Not Adequately Related tb^the Key
  Business Factors or Scoring Guidelme:
 - Examiner Acceptance of Statements IV
  Applicants
 - Setting the 50% Point
 - Using the Areas to Consider and Item Notes
  a "Checklist"
 - Treatment of Missing Information

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Check box if you see evidence
beginnings of a systematic approa
Do not allow other matrix factors to
influence decision on a particular box
       Use for Commitment Level

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    Consen
     s & Scoring
Exercfce
In teams:
 - Each team member will write one stfength and
  one opportunity for improvement common
  using the three-component comment format fc
  one particular item from the case study   ^
 - The team will consense and write consensus
  comments on a flip chart
 - The team will then score the item based on the
  consensus comments
In larger groups - Report to class

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      Feedbad^Reports

Format
 - Executive Summary
   • Major themes
 - Details of Strengths and Areas for
  Improvement
   • By category
   • Page Break Between Categories
   • Bullet Before Each New Comment

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     Feedback  Reports
Thorough Evaluation of the'Application
                        NV
Relative to the Criteria for Performance
Excellence
Targeting of Core Strengths and Are<
Improvement for Each Item
Effective Communication of Those
Strengths and Areas for Improvement to
Applicant via the Feedback Report

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     Feed badk^Re ports
Preview the Consensus Rejxjrt Comments
Synthesize Similar Comments
Eliminate Inconsistent and Unimp
Comments
Balance the Number and Weight of
Comments to Reflect Composite Scorii

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        Feedback Report
Avoid being judgmental or prescriptive;
be aware of personal biases ^^

Comment on items from the criteria

Don't feel compelled to provide feedbac.
on every area to consider within an item

Balance strengths and opportunities for
improvement to support organizations
general scoring range

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Frequently Asked Questions
• Typically Spend Between 25 and 40 Hours
  to Read the Application, Consense\o
  Comments and Score, and Complete^
  Feedback Report
• Generally Include 5 to 8 Comments Per
  Item

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Final CommentSxOr Questions

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POLLUTION
PREVENTION
PLANNING HANDBOOK
1*1
Environment Environnement
Canada Canada
Canada

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This document is available on the CEPA Registry at www.ec.gc.ca/CEPARegistry/plans/p2. Copies of this
document are also available from Environment Canada's Inquiry Centre:

Inquiry Centre
Environment Canada
Ottawa, ON K1A OH3
Tel: 1-800-668-6767
Fax: 819-953-2225
Electronic Mail: enviroinfo@ec.gc.ca

For more information on pollution prevention and pollution prevention planning, contact your Regional
Environment Canada Office:
For residents of Newfoundland and Labrador,
Prince Edward Island, Nova Scotia and
New Brunswick
Environmental Protection Branch - Atlantic Region
Environment Canada
16th Floor Queen Square, 45 Alderney Drive
Dartmouth, NS B2Y2N6
Tel: (902) 426-9590
Fax: (902) 426-8373

For residents of Quebec
Environmental Protection Branch - Quebec Region
Environment Canada
4th Floor, 105 McGill Street
Montreal, QC H2Y2E7
Tel: (514) 283-4670
Fax: (514) 283-4423

For residents of Ontario
Environmental Protection Branch -
Ontario Region
Environment Canada
4905 Dufferin Street
Downsview.ON M3H5T4
Tel: (416) 739-5856
Fax: (416) 739-4342
For residents of Manitoba, Saskatchewan,
Alberta, the Northwest Territories and
Nunavut
Environmental Protection Branch - Prairie and
Northern Region
Environment Canada
4999 - 98th Avenue
Edmonton, AB T6B2X3
Tel: (708) 951-8890
Fax: (708) 495-2758

For residents of British Columbia and Yukon
Environmental Protection Branch - Pacific and
Yukon Region
Environment Canada
224 West Esplanade
North Vancouver, BC V7M 3H7
Tel: (604) 666-2739
Fax: (604) 666-6800
Environment Canada is proud to have used EcoLogo" certified papers and environmentally responsible
products and processes throughout its development and distribution of this document.
           Minister of Public Works and Government Services Canada 2001

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POLLUTION PREVENTION PLANNING HANDBOOK
    POLLUTION PREVENTION
    PLANNING HANDBOOK

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National Library of Canada cataloguing in publication data
Pollution prevention planning handbook

Issued also in French under title:
Guide de planification de la prevention de la pollution.
ISBN 0-662-3016-7
Cat. No. En40-625/2001E

1.  Pollution prevention - Canada - Handbooks, manuals, etc.
2.  Hazardous substances - Canada - Handbooks, manuals, etc.
3.  Environmental policy - Canada - Handbooks, manuals, etc.
I.  Canada. Environment Canada.

HC79.PP5564 2001      363.737'0971        C2001-980103-3E
This handbook is published for information only and should not be construed as providing any legal
advice. For official legislative provisions, please consult the Canadian Environmental Protection Act, 1999,
particularly Part 4.

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POLLUTION PREVENTION PLANNING HANDBOOK
               Purpose
               This handbook provides information about
               pollution prevention planning processes
               and techniques. Pollution prevention is the
               cornerstone of national efforts to manage toxic
               substances under the Canadian Environmental
               Protection Act, 1999 (CEPA 1999). The Act
               authorizes the federal Minister of Environment
               to require pollution prevention plans for specific
               toxic substances. The guidance provided in this
               handbook is presented in a way that will help
               the reader comply with a requirement to prepare
               a substance-specific pollution prevention  plan
               under CEPA 1999, but it may also be used in
               other circumstances, including to help
               implement pollution prevention in entire
               production lines and facility operations.

               Those who are required to prepare a pollution
               prevention plan under CEPA 1999 are
               encouraged to read the Guidelines for the
               Implementation of the Pollution Prevention
               Planning Provisions of Part 4 of the Canadian
               Environmental Protection Act, 1999 (CEPA 1999}
               and Pollution Prevention Planning Provisions of
               Part 4 of the Canadian Environmental Protection
               Act, 1999 - Frequently Asked Questions. These
               documents are available on the CEPA Registry at
               www.ec.gc.ca/CEPARegistry/plans/p2 or may be
               obtained from Environment Canada's Inquiry
               Centre at 1-800-668-6767.
How to Use  This Handbook

This handbook is divided into six sections.
Together, they provide an overview of pollution
prevention (P2), information on the P2 planning
process, a model plan template, and detailed
information on pollution prevention practices
and certain analytical techniques for preparing a
P2 plan. Each section and appendix can be read
on its own or together with the others.

The process described in this handbook for
developing and implementing a pollution
prevention plan closely follows the procedures
for developing an environmental management
system (EMS) according to ISO 14001.
Organizations with a formal EMS in place can
develop and implement a pollution prevention
plan within the framework provided by their
EMS. These organizations may have already
completed many of the steps outlined in this
handbook.

This handbook presents generic advice on "best
practices." While pollution prevention can provide
significant benefits to organizations regardless of
their size and nature of operations, the precise
sequence, level of effort, scope of analysis and
options reviewed may vary from facility to facility.
Users of this handbook are therefore urged to
adapt the information to their own circumstances
and, where appropriate, seek advice from other
companies that have implemented pollution
prevention, from one of the many Internet-based
resources supporting pollution prevention, from
government officials or from qualified
consultants.

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TABLE   OF   CONTENTS
TAB I:      INTRODUCTION TO POLLUTION PREVENTION AND POLLUTION PREVENTION PLANNING
           Primer on Pollution Prevention and Pollution Prevention Planning	3
           What Is Pollution Prevention?	3
           What Is Pollution Prevention Planning?	4
           Commonly Applied Pollution Prevention Practices	4

TAB II:      How TO PREPARE A POLLUTION PREVENTION PLAN
           Effective Pollution Prevention Planning, Implementation and Review	9
           Pollution Prevention Planning Steps	9
           Integrating Pollution Prevention Planning Within an Environmental
           Management System	19

TAB III:     GLOSSARY

TAB IV:     A MODEL POLLUTION PREVENTION PLAN
           Appendix A	A-l

TAB V:      ANALYTICAL TECHNIQUES FOR PREPARING A POLLUTION PREVENTION PLAN
           Appendix B: Key Elements of a Baseline Review	B-l
           Appendix C: Assessing the Costs and Benefits of Pollution Prevention Options	C-l

TAB VI:     POLLUTION PREVENTION PRACTICES
           Appendix D: Product Design and Reformulation	D-l
           Appendix E: Equipment Modifications and Process Changes	E-l
           Appendix F: Materials and Feedstock Substitution	F-l
           Appendix G: Operating Efficiencies and Training	G-l
           Appendix H: Purchasing Techniques and Inventory Management	H-l
           Appendix I:  On-Site Reuse and Recycling	1-1

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POLLUTION PREVENTION PLANNING HANDBOOK
    INTRODUCTION TO
    POLLUTION  PREVENTION
    AND POLLUTION
    PREVENTION PLANNING

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POLLUTION PREVENTION PLANNING HANDBOOK
                Primer on  Pollution
                Prevention  and  Pollution
                Prevention  Planning
                WHAT IS POLLUTION PREVENTION?
                The goal of environmental protection is to minimize
                adverse impacts on the environment from pollutants
                and waste. Pollution prevention (P2) is at the top
                of a hierarchy of environmental protection methods
                that also include reuse and recycling, pollution
                control or treatment, disposal and destruction, and
                remediation and clean-up (see Figure 1).' While
                all of these methods provide some environmental
                benefits, pollution prevention is at the top of the
                hierarchy because  it can provide the most cost-
                effective opportunities for reducing environmental
                and health risk while improving a business's bottom
                line.
Figure 1: Environmental Protection Hierarchy
              POLLUTION PREVENTION
             REUSE   3	C   RECYCLE
  Pollution prevention is defined as "the use
  of processes, practices, materials, products,
  substances or energy that avoid or minimize
  the creation of pollutants and waste, and
  reduce the overall risk to the environment
  and human health."


               Pollution prevention seeks to eliminate the
               root causes of pollution, rather than treating the
               symptoms. It recognizes that pollutants and waste
               represent an inefficiency in the system and
               therefore relies on source reduction to address
               inefficiencies in the production of goods and
               services at their source. It  encourages the kinds
               of changes that are likely to lead to lower
               production costs, increased efficiencies and
               more effective protection of the environment.
               By eliminating or reducing the causes of
               pollution and waste, risks to human health and
               the environment are reduced. By increasing the
               efficiency of production,  avoiding accidental
               and operational releases, and reducing the
               non-productive costs of treatment and disposal,
               businesses can improve their financial bottom
               line and become more efficient and competitive.
               1   In A Strategy to Fulfil the CCME Commitment to Pollution Prevention (1996), the Canadian Council of Ministers of the
                  Environment (CCME) defines these practices as follows:
               Reuse is the re-employment of products or materials, in their original form or in new applications, with refurbishing to
               original or new specifications as required.
               Recycling is the extension of the effective life span of renewable and non-renewable resources through changes to
               processes, practices and the addition of energy inputs.
               Pollution control or treatment is the addition of processes, practices, materials, products or energy to waste streams to
               reduce the risk posed by pollutants and waste before their release to the environment.
               Disposal and destruction refer to secure placement  or breakdown by thermal, chemical or other processes. These
               practices should only be applied to those pollutants and wastes that are not amenable to pollution prevention or treatment.
               Remediation and clean-up activities are "last resort" elements of environmental protection. Remediation is the use of
               processes, practices,  materials, products or energy to restore to a  healthy state ecosystems that have been damaged by
               human activity. It is often the most expensive and least efficient method of environmental protection.
For example, pollution prevention usually
•  increases productivity through more efficient
   use of energy and raw materials;
•  increases staff motivation through reduced
   worker risks and higher reliance on active
   worker participation in  idea generation and
   implementation;
•  reduces long-term liabilities that companies
   may face many years after pollution has been
   generated or disposed of at a given site;
•  reduces the risk of environmental accidents; and
•  is supported by employees, local communities,
   customers and the public.

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POLLUTION PREVENTION PLANNING HANDBOOK
       Pollution prevention often
       •  increases profitability and lowers production
          costs by avoiding or reducing pollution
          control, waste treatment and disposal costs;
       •  reduces consumer risks associated with
          products containing hazardous substances;
       •  avoids regulatory compliance costs;
       •  provides  evidence of due diligence;
       •  leads to insurance savings;
       •  provides  enhanced access  to capital from
          financial institutions and lenders; and
       •  requires  little capital investment or provides
          a rapid to moderate return on any capital or
          operating investments required.

       WHAT IS POLLUTION PREVENTION PLANNING?
       Pollution prevention planning is a systematic,
       comprehensive method of identifying options to
       minimize  or avoid the creation of pollutants or
       waste. CEPA 1999 has provisions that allow the
       federal government to require the development
       and implementation of pollution prevention plans
       for specific toxic substances. Pollution
       prevention planning, however, can be more
       broadly applied to an entire production process
       or facility.

       Plans can focus on a single pollutant or on
       multiple pollutants. Many P2 plans also cover
       water and energy use. The more comprehensive
       it is in scope, the more likely  it is that the
       planning process will focus on the root causes of
       the problem, identify the most cost-effective
       pollution prevention opportunities and avoid
       inappropriate trade-offs (such as substituting
       one toxic substance for another). Plans should
       be tailored to the needs of the organization,
       forming an integral part of its existing business
       plan.

       The P2 planning process itself also has its own
       results and benefits. For example:
       •  A careful planning process ensures the
          selection and implementation of the most
          cost-effective pollution prevention options.
•  Systematic planning ensures that pollution
   prevention objectives and activities are
   consistent with the objectives and activities
   identified in the organization's broader
   planning processes.
•  Effective pollution prevention planning
   informs and assists broader business
   planning investment analysis and decision
   making (such as capital budgeting and
   purchasing).
•  A documented pollution prevention plan
   may be a condition for receiving financing
   or insurance at improved rates.

There are six key steps to developing and
implementing a pollution prevention plan:

Step 1:  Establish a commitment to pollution
       prevention and an overall pollution
       prevention policy.
Step 2:  Conduct a baseline review to identify
       current levels and sources of inputs
       (raw materials, energy and water),
       products and non-product outputs, and
       information gaps associated with a
       facility, specific product(s) or production
       line(s).
Step 3:  Develop the plan: set objectives and
       targets and identify, evaluate and select
       pollution prevention options to meet  the
       objectives  and targets selected.
Step 4:  Implement the plan.
Step 5:  Monitor implementation.
Step 6:  Evaluate, review and improve the plan.

These steps are described in more detail in
Section II, "How to Prepare a Pollution
Prevention Plan."

COMMONLY APPLIED POLLUTION
PREVENTION PRACTICES
There is a wide range of pollution prevention
practices. Six of the most common and effective
practices are described below. For more detail on
these practices, please refer to the corresponding
appendices.
                                                             HAND

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POLLUTION PREVENTION PLANNING HANDBOOK
               Product design and reformulation includes
               methods for preventing the pollution associated
               with the entire life cycle (i.e., resource
               extraction, production, use and disposal) of
               products through the design of new products and
               the redesign or reformulation of old ones. The
               product design stage is a crucial starting point for
               implementing pollution prevention. Addressing
               environmental concerns from the earliest stage
               is a cost-effective way to avoid environmental
               impacts throughout the product life cycle.
               "Design for environment"  (DfE) seeks to
               integrate environmental criteria into the usual
               design considerations of performance, cost,
               quality, cultural, legal and  technical criteria.
               In seeking to reduce the environmental impacts
               of producing and consuming products and to
               improve efficiencies over the entire life cycle,
               DfE can involve reducing the toxicity of a product,
               reducing the amount of waste material, extending
               the life of a product, extending the life of the
               materials used, improving  the selection of
               materials, and reducing the energy and material
               intensity required to produce, use and dispose of
               the product. For more information and guidance,
               please see Appendix D.

               Equipment modifications and process
               changes introduce new technologies or
               approaches to existing operating systems,
               processes and practices to  improve production
               efficiencies and reduce pollution generated and
               materials, energy or water wasted. This practice
               can include, for example, replacing solvents for
               paint or varnish removal with mechanical
               stripping; using ion-based  painting systems; or
               integrating recirculation or countercurrent
               cleaning within a process.  For more information
               and guidance, please see Appendix E.

               Materials and feedstock substitution entails
               replacing polluting materials used in the
               production process or embedded within a product
               with non-polluting or less  polluting materials and
               feedstock. Also referred to  as source elimination,
               materials substitution aims to decrease or
               eliminate the quantity of toxic, hazardous or
               polluting materials used, thereby lowering the
risks of harmful exposure to workers, consumers,
communities and the environment. Opportunities
for materials substitution are broad, and include
painting applications, parts cleaning, metal
finishing, printing operations, building and
grounds maintenance, among others. For more
information and guidance, please see Appendix F.

Operating efficiencies and training are
important elements of most companies' ongoing
activities. In many cases, an existing focus on
improving operating efficiencies can provide a
very cost-effective way to prevent pollution and
reduce costs or improve quality. These multiple
objectives can often be achieved through basic
improvements  in work procedures, such as
changing production schedules to minimize
equipment and feedstock changeovers, improving
maintenance scheduling, segregating by-products
at source, training and encouraging staff to
improve materials handling and to recognize
pollution prevention opportunities,
and implementing good housekeeping practices.
In many cases, operational efficiencies can
be implemented relatively easily through the
introduction of work procedures that target
process control systems. The result is often
improved productivity, increased reliability, more
efficient resource and energy use, and reduced
waste of financial and production materials and
resources. For more information and guidance,
please see Appendix G.

Purchasing techniques and inventory
management includes two distinct practices.
Environmentally preferable purchasing
involves the integration of environmental
considerations into existing and new purchasing
practice. By building environmental issues into
the purchasing process, organizations can  reduce
material and energy consumption, avoid
unnecessary use of toxic substances in their
products, minimize waste generation,
and in many cases reduce associated costs.
Environmentally responsible inventory
management entails the incorporation of
environmental considerations into inventory
management systems. Examples of these

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POLLUTION PREVENTION PLANNING HANDBOOK
       techniques include just-in-time delivery,
       avoidance of unnecessary waste generation by
       ensuring that materials do not stay in inventory
       beyond their shelf life, and quality control for
       feedstocks to prevent production of "off-spec"
       products. For more information and guidance,
       please see Appendix H.

       On-site reuse and recycling cover the
       processes of reusing and recycling at the  same
       place where an activity has taken place. Reuse
       is the re-employment of products or materials in
       their original form or in new applications, with
       refurbishing to original or new specifications
       as required. Recycling is the extension of
       the effective life span of renewable and
       non-renewable resources through changes
       to processes or practices and the addition of
       energy inputs. When it is  conducted in an
       environmentally sound manner, recycling is
       preferable to end-of-pipe treatment. Effective
       reuse and recycling requires a different
       perspective, which views non-product outputs
       (waste) as a loss of valuable process materials
       that, if reused or recycled, could have  significant
       environmental and economic benefits. Materials
       that can typically be reused and recycled include
raw materials, chemicals and treated and
untreated wastewater. Specific examples of
process changes include recovering metals by
ion exchange or reverse osmosis; recycling
cooling water; and reusing trim and cuttings from
paper making or plastics moulding in on-site
production, rather than sending the trim off-site
for waste disposal. For more information and
guidance, please see Appendix I.

In some  cases, pollution prevention can be
enhanced by co-operative action among two
or more facilities. For example, neighbouring
facilities in unrelated businesses or activities
can co-operate either by developing joint
infrastructure or by arranging themselves so that
one company uses the other's non-product output
as an input. Known as "industrial ecology," these
types of co-operative initiatives can be valuable,
particularly where on-site pollution prevention
options are not feasible. In many cases, however,
organizations will have opportunities to
implement pollution prevention through simple
and cost-effective methods that are within the
control of the plant manager.
                                                            HAND

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POLLUTION PREVENTION PLANNING HANDBOOK
    How TO PREPARE
    A POLLOTION
    PREVENTION PLAN

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POLLUTION PREVENTION PLANNING HANDBOOK
              Effective  Pollution
              Prevention Planning,
              Implementation and  Review

              This section is divided into two parts. The first
              part describes each of the six key steps in
              developing an effective pollution prevention plan.
              These steps are based on the plan-do-check-act
              methodology typically used within an EMS. The
              second part describes how a pollution prevention
              plan fits within an EMS, and ways in which an
              existing EMS can be  enhanced to facilitate the
              development of a P2 plan.

              This section also refers to the model pollution
              prevention plan that is described in  detail in
              Appendix A. The purpose of this model plan is to
              provide a template that can be used for preparing
              and documenting a P2 plan. It has been designed
              to help organizations compile, analyze and
              present information on the sources, risks and
              impacts associated with the use, generation and
              emission of toxic substances and other
              pollutants and wastes.

              This model plan will be useful both to
              organizations required to prepare a  pollution
              prevention plan under CEPA 1999 and to
              organizations developing pollution prevention
              plans for other reasons.  In addition to supporting
              the development of a P2 plan, it can be  used to
              help generate information to:
              •   complete the Declarations of Preparation and
                  Implementation, and Interim Progress
                  Reports for pollution prevention plans
                  required under Part 4 of CEPA 1999;
•  meet reporting requirements of other
   regulations;
•  document the anticipated and actual benefits
   from implementing pollution prevention,
   including financial savings;
•  provide documented evidence that an
   organization is committed to prevention
   of pollution as required by ISO 14001; or
•  meet the requirements of third parties
   (such as financial institutions or customers).

The information presented in this section and in
the model plan represents generic advice on
"best practices." While pollution prevention can
provide significant benefits to organizations
regardless of their size and nature of operations,
the precise sequence, level of effort, scope of
analysis and options reviewed may vary from
facility to facility. Each organization should adapt
this advice to its own circumstances.

POLLUTION PREVENTION PLANNING STEPS
Table 1 summarizes the six main steps to follow
in developing and implementing a pollution
prevention plan. The remainder of this section
describes each step in greater detail. Where
appropriate, the left-hand column cross-
references the relevant parts of the model plan
and relevant appendices.

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POLLUTION PREVENTION PLANNING HANDBOOK
       Table 1: Pollution Prevention Planning Checklist
                                          Step
                           Status
       1. Commitment and Policy
       • Obtain senior management commitment
         Prepare and communicate a written pollution prevention policy
         Assign an accountable manager
         Establish a pollution prevention planning team and commit adequate resources	
         Integrate the pollution prevention planning process with existing management systems,
         including any EMS
        . Baseline Review
         Define the system boundaries (scope) of the plan
         Assess the existing situation (with good baseline information)	
            • Establish a process and material flow profile of relevant operations and processes
            * Quantify inputs and outputs and mass balance	
            • Calculate total costs and benefits of current approaches
            ป Identify relevant legal requirements (international, federal, provincial, municipal)
            • Identify related company policies and targets
            ป Identify stakeholder concerns and market issues	
            • Identify business issues including the existing planning and management systems
        . Planning
         Identify  pollution prevention opportunities
         Establish objectives, targets and performance indicators	
         Define and involve the affected community and employees
         Develop an action plan to meet objectives and targets	
            • Identify specific pollution prevention options, and their environmental, technical
        	and cost aspects	
            • Evaluate and rank options based on environmental benefits, technical feasibility,
        	costs and  applicable strategic considerations	
            • Select preferred options and assign responsibilities, resources and timelines
        . Implementation
         Implement the selected options
         Identify  employee training needs and provide training	
         Integrate with existing management systems
         Create support mechanisms (e.g., incentives, penalties, internal and external
         communications, reporting forms)
        . Monitoring and Reporting
         Monitor implementation of the plan and performance against objectives and targets
         Document the results, including costs, savings and other benefits	
         Take corrective action if necessary
         Report to management and to the public
        . Review, Evaluation and Improvement
         Conduct regular  reviews of implementation progress and performance results
         Identify  changing internal and external circumstances
         Revise the objectives and targets, resource allocation and action plan as  required
    10
HAND

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POLLUTION PREVENTION PLANNING HANDBOOK
Model Plan Items:
2   Statement of CEO

3   Corporate
    Environmental Policy

4.3 Overall Objectives
Step  1:  Commitment and  Policy

To get the most out of pollution prevention planning, the broad support and
commitment of senior management and all staff to a policy of preventive
environmental management and superior environmental performance is essential.
This starts with top management commitment, which should be expressed through a
written and formally adopted pollution prevention policy or a specific commitment to
P2 within an existing environmental policy statement.

Accountability for leading the pollution prevention program should be assigned to a
senior manager. This assignment should be accompanied with sufficient authority
and resources to assemble a pollution  prevention planning team, gather the
necessary information, and implement the selected P2 options. The pollution
prevention planning team should include representatives from principal operating
divisions, including purchasing; research, design and development; product
management, shipping and receiving;  industrial engineering; production;  marketing;
maintenance; and environment, health and safety.

In many cases, it will be possible to work with an existing "green team" or
environmental, health and safety committee, rather than create a new pollution
prevention team. Beyond the pollution prevention planning team, employees from
all parts of the organization should be  informed about and directly engaged in the
program. Process operators, in particular, know the production process intimately and
often offer excellent insights into pollution prevention opportunities and options.

Because a pollution prevention plan can be fully integrated into an EMS, some
organizations may choose not to produce a separate pollution prevention plan.
This level of integration can help to incorporate pollution prevention principles and
practices into standard business practice.

Other organizations may choose to produce a separate pollution prevention plan to
meet specific external requirements (such as regulatory requirements) or internal
needs (for example, to highlight the organization's commitment to pollution
prevention, particularly if it is a new emphasis). In these instances, the pollution
prevention plan should be closely aligned with the EMS, and elements of the P2 plan
(such as the objectives and targets, action plans, and roles and responsibilities)
should be directly incorporated into the EMS documentation.
Model Plan Item:
5 Baseline Review
                              Step 2: Baseline  Review
The baseline review provides the detailed information required to identify and
address an organization's most significant pollution prevention opportunities and
information gaps. Pollution prevention planning requires an in-depth knowledge of
production and/or product life cycle processes. The baseline review is a systematic
approach to building that knowledge, and collecting the information necessary to
identify pollution prevention opportunities.
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 POLLUTION PREVENTION PLANNING HANDBOOK
Appendix B:
Key Elements of a
Baseline Review
The first step in the baseline review should be to define the system boundary within
which the plan will focus. Will it consider a specific functional area or process, and
will it be circumscribed to within the plant gates, or will it also include off-site
disposal impacts, suppliers and product impacts? The decision on where the system
boundary should be set is an important one, because it will strongly influence the
subsequent identification of pollution prevention opportunities and options. For
example, if the greatest environmental impact of a product comes at the end-of-life
stage, but the system boundary includes only the manufacturing stages, it is unlikely
the plan will lead to the consideration of product design and reformulation as
pollution prevention options.

In choosing the system boundary, consideration should therefore be given to
which stages in the life cycle of a product, process or service cause the greatest
environmental impacts (extraction or processing of raw materials and inputs, product
manufacturing, product use, or end of life).

The review itself starts by building a detailed profile of the relevant production
process and all associated inputs, products and non-product outputs (losses). It then
quantifies these flows, and uses materials accounting or a materials mass balance to
check that all losses have been identified.

Consideration should be given to each major non-product output stream, as well as
known or suspected sources of pollution, and to a clear understanding of their root
causes. For on-site losses, this analysis often can be assisted by a facility walk-
through and by discussions with plant employees and pollution prevention
practitioners in the industry. More detailed life cycle analysis may be  required to
analyze the pollution associated with the use or disposal of products.

Appendix B provides more detailed guidance on conducting a baseline review. It
describes techniques for creating flow diagrams, compiling input/output inventories,
doing materials accounting and calculating mass balances.

In addition to examining current material flows, the pollution prevention planning
team should also identify other internal and external factors that will influence the
selection of pollution prevention options. Such factors could include:
•  current and anticipated legal requirements in all applicable jurisdictions;
•  issues or concerns raised by stakeholders, including the local community,
   financial institutions, customers, regulators, industry associations and suppliers;
   and
•  internal policies and procedures that affect products and processes that may be
   targeted by pollution prevention options. These could include, for example, quality
   management systems, policies regarding off-spec products, import and export
   policies, health and safety programs, and the organization's EMS.
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POLLUTION PREVENTION PLANNING HANDBOOK
                               Step  3:  Planning
Model Plan Items:
4.1 Scope of the Plan

4.2 Timing

4.3 Overall Objectives

4.4 P2 Targets

6   Identification
    and  Evaluation of
    P2 Options

7   Implementation Plan
Ideally, the planning step would follow a clear sequence:
•  Drawing on the baseline information identified in Step 2, identify pollution
   prevention opportunities - opportunities, for example, to improve environmental
   and/or economic performance resulting from the  identification of the use of toxic
   substances, the creation of non-product outputs, continuous or episodic losses of
   material or energy or any other environmental concerns.
•  Establish pollution prevention objectives and targets and performance indicators.
•  Identify, evaluate, rank and select pollution prevention technical options for
   achieving the targets by focusing on the root causes of the opportunities
   identified.
•  Select options, finalize targets and indicators, and schedule actions for
   implementation.

Inevitably, however, the planning step is an iterative  process that builds on the
opportunities identified as a result of the baseline review, establishes  tentative
objectives and targets, and refines those objectives and targets through the detailed
evaluation of specific options.

Objectives, targets and options should be  identified to prevent both:
•  the pollution that is or could be caused by the organization
   (i.e., on-site releases and off-site transfers for disposal and recycling); and
•  the pollution that is or could be associated with pollutants contained in
   products that are distributed or sold off-site.

Pollution prevention objectives and targets should be specific, measurable, realistic
and time-based, and should reflect the opportunities identified in the baseline review.

To establish realistic objectives and targets, it is also important to have an
understanding of what pollution  prevention changes  are feasible for a particular
process or substance. This requires considering the applicability and potential impact
of a broad range of P2 practices. Options can be generated through brainstorming
sessions, employee suggestions and consultations with outside sources of
information or expertise.

Different pollution prevention practices may be required to address different types
of issues. In order to ensure that the options considered address the root causes
of the pollution problem, it is desirable to consider the full life cycle of a product.
For simplicity, the life cycle of a product may be categorized into six stages:
•  design;
•  raw material acquisition and processing;
•  manufacturing and production;
•  filling, packaging and  distribution;
•  use, reuse and maintenance; and
•  disposal.
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POLLUTION PREVENTION PLANNING HANDBOOK
Appendix C:
Assessing the Costs and
Benefits of Pollution
Prevention Options
Table 2 lists possible objectives and pollution prevention practices that should be
considered when addressing issues arising at each of these different life cycle stages.

For each potential pollution prevention opportunity or groups of opportunities,
options should be evaluated on the basis of technical feasibility, environmental
effectiveness, cost effectiveness and other business considerations relevant to each
organization.
•  From a technical perspective, the issue is whether the option is feasible.
   This evaluation may include criteria such as availability and proven performance
   of a technology; impacts on product quality; risk of non-performance; ease of
   implementation; maintenance requirements; compatibility with existing space,
   technical systems and support systems; health and safety implications; labour,
   skills and training requirements; effect on operational flexibility; and shutdown
   requirements for implementation.
•  In addition to estimating the potential environmental benefits of each option,
   it is important to account for possible adverse impacts. Environmental criteria
   should be selected to determine the magnitude of both types of impacts. For
   example, are there impacts on other media? Does a reduction in generation  of
   air emissions, for instance, result in an increase in  hazardous waste or effluent
   production? Are there changes to the amount of energy or water required, or
   changes to the type or quantity of raw materials required? Are there changes to
   the treatability of wastes?
•  Financial considerations require analysis of the differences between the costs
   of the current process and the projected costs of proposed options. In many cases,
   the options reviewed may actually reduce overall production costs. Often, some
   form of total cost accounting (TCA) can be helpful to estimate all relevant costs,
   savings and other benefits. TCA methods rely on activity-based costing to
   disaggregate important indirect and hidden costs that might otherwise be lumped
   into overhead accounts. Appendix C provides more detailed information on
   evaluating the costs and benefits of pollution prevention options and comparing
   them to the baseline situation and to other options.
•  Finally, business considerations may render certain evaluation criteria more
   important than others, or elevate the priority of a specific reduction option. These
   may include such factors as legal considerations, regulatory and market trends
   likely to influence future operations, social and cultural issues, corporate image,
   and opportunities for partnerships, shared learning  and synergies.

Turning the pollution prevention plan into action requires commitment from all
parties involved, adequate human resources (including technical expertise), a
sufficient budget and a clear and realistic implementation schedule. Not all feasible
options will be selected, and not all are likely to be scheduled for implementation in
the first year. Some may need to be sequenced or phased in. Based on  the evaluation
considerations listed above, pollution prevention options can be ranked, preferred
initiatives selected and an implementation schedule established. In some cases,
cost savings from one set of initiatives can help to finance a next generation of
initiatives.
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POLLUTION PREVENTION PLANNING HANDBOOK
Appendices:
D  Product Design and
    Reformulation

E  Equipment
    Modifications and
    Process Changes

F  Materials and
    Feedstock Substitution

G  Operating Efficiencies
    and Training

H  Purchasing Techniques
    and Inventory
    Management

I    On-Site Reuse and
    Recycling
Table 2:  Possible Pollution Prevention Objectives and Practices
     Stage Within the
  Life Cycle of a Product
    Possible Objectives
  Possible Practices
Design
Reduce material intensity
Extend product life
Reduce pollutants from
product use
Product design and
reformulation (Appendix D)
Raw material acquisition and
processing
Increase use of low-impact
materials
• Renewable, non-hazardous,
  less toxic, low energy
  content, recycled and/or
  recyclable
Reduce materials
• Reduce weight
• Reduce storage volume
• Reduce transport volume
• Reduce number of different
  materials
Product design and
reformulation (Appendix D)
Materials and feedstock
substitution (Appendix F)
Purchasing techniques and
inventory management
(Appendix H)
Manufacturing and
production
Increase clean production
• Low and clean energy use
• Water conservation
• Low waste
• Few and clean inputs
Equipment modifications
and process changes
(Appendix E)
Operating efficiencies and
training (Appendix G)
On-site reuse and recycling
(Appendix I)
                                 Filling, packaging
                                 and distribution
                             Use efficient and clean
                             distribution
                             •  Minimum packaging
                             •  Low-impact packaging
                             •  Low-impact transport
                               Product design and
                               reformulation (Appendix D)
                               Materials and feedstock
                               substitution (Appendix F)
                               Operating efficiencies and
                               training (Appendix G)
                                 Use, reuse and maintenance
                             Minimize user impact
                             •  Low energy use
                             •  Clean energy use
                             •  Low water use
                             •  Low material use and waste
                               generation
                             •  Low emissions
                             Optimize initial life
                             •  Adaptable and upgradable
                             •  Reliable and durable
                             •  Easily maintained and
                               repaired
                               Product design and
                               reformulation (Appendix D)
                               Materials and feedstock
                               substitution (Appendix F)
                                 Disposal
                             Optimize end-of-life
                             •  Ensure that product is
                               reuseable,
                               remanufacturable,
                               recyclable or safely
                               disposable
                               Product design and
                               reformulation (Appendix D)
                               Materials and feedstock
                               substitution (Appendix F)
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 POLLUTION PREVENTION PLANNING HANDBOOK
Model Plan Item:
7  Implementation Plan
                              The evaluation method, and the reasons for selecting certain options over
                              others, should be documented for reference during refinement of action plans.
                                                              lans.
                             For each option selected, an action plan should be developed that identifies the specific
                             targets to be met, tasks required to achieve the target (including training), the
                             responsible party or parties, all affected parties, the resource requirements, the
                             estimated date of completion and appropriate indicators for monitoring.

                              The contribution of employees to the integration of new ideas into the plan should
                              not be undervalued. Staff with experience working on the shop floor, for example,
                              may have innovative contributions to housekeeping, equipment modification and
                              production line changes.
                             Finally, the achievement of certain objectives and targets may require the
                             collaboration of external parties, such as suppliers or customers. If this is the case, it
                             is important to engage these parties throughout the development and implementation
                             of the pollution prevention plan.
                             Step 4:  Implementation
Implementing the pollution prevention plan requires a concerted effort by
management and employees. While various individuals will have the lead
responsibility for different initiatives, it will be important for one person to oversee
implementation.

The pollution prevention plan is more likely to be successful if employees are aware
of the plan and of how they can contribute to its achievement.  Employees may require
specific training. For example, operators may require training  in the operation of new
equipment, or on operating procedures designed to reduce waste.

Beyond specific training requirements, all employees should be  made aware of the plan
and kept informed of actions taken and progress made. This can be done through
company newsletters, updates provided by supervisors at regular shift or staff meetings,
pay cheque inserts, or special meetings or celebrations to mark  the kick-off or to
recognize special pollution prevention achievements. Employee  incentive programs can
also be used to encourage active participation in meeting pollution prevention targets.
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 POLLUTION PREVENTION PLANNING HANDBOOK
                              Step 5: Monitoring  and Reporting
Model Plan Item:            A monitoring plan should describe how the organization intends to monitor:
8 Monitoring  and Reporting   •  the status of implementation of the pollution prevention plan, including related
                                 costs and savings; and
                              •  progress toward achieving objectives and targets.

                              The plan should identify appropriate monitoring methods, responsible staff and
                              monitoring frequency. For each target and objective, specific performance indicators
                              should be identified to measure progress over time.
                                                                                                ures
                                                                                                set
                                                                                                •c onH
It can be very difficult to develop a single performance indicator that captures
all of the relevant information. In many cases, it is advisable to develop a set
of indicators addressing such factors as the absolute quantity of pollutants and
waste avoided or prevented; the quantity avoided or prevented as a percentage of
throughput; costs; savings; and payback periods. Indicators such as the number
of public complaints received can also be  useful in some cases.
                              Monitoring should be conducted on a regular basis to ensure that deviations from
                              original objectives and targets are detected and corrected at an early stage. When
                              measuring reductions in the absolute or per-unit consumption of a substance or
                              material, use the same measurement method as that used to calculate the baseline.
                              Document the methods used and the frequency of measurement, and ensure
                              responsible employees are trained in these techniques. Monitoring and measurement
                              records should be kept on file to provide a historical record. A corrective action
                              program should be in place to identify the need for changes based on the monitoring
                              results and to ensure appropriate action is taken to address the root cause of any
                              noted deficiencies.

                              Progress reports are valuable tools for maintaining momentum and evaluating
                              whether the program is meeting its goals. Reporting progress can help senior
                              managers determine whether any corrective action is necessary.  It is also useful to
                              track financial information, so that managers know if initial cost assessments were
                              accurate and whether any savings have been achieved.

                              Public reporting also serves a valuable accountability function. For example, public
                              reporting can be essential to ensuring that the organization receives the full benefits
                              of an effective pollution prevention plan, including enhanced market image, improved
                              community and government relations and easier access to financing.
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POLLUTION PREVENTION PLANNING HANDBOOK
Model Plan Item:
9 Review and Evaluation
Step 6:  Review, Evaluation and Improvement

Pollution prevention is a way of doing business, and success cannot be measured by
reference to a single reduction target. Pollution prevention plans should therefore be
continuously improved, providing ongoing environmental and economic benefits to
committed organizations.

Senior management should review the pollution prevention program's achievements
on a regular basis, evaluate whether objectives and targets are still appropriate,
determine if the plan is meeting these objectives, and decide whether corrective
action or improvements are necessary. For organizations with a formal EMS in place,
the pollution prevention program can be reviewed within the scope of the EMS
management review.

In order to make effective decisions concerning pollution prevention activities, senior
management should be provided with progress reports (see Step 5), along with any
additional information on changing internal or external circumstances that may
impact the selection and implementation of pollution prevention options. For
example, changes in technology, finances or strategic considerations may make
options feasible that previously were not. Similarly, the organization's growing
experience with pollution prevention may lead to the identification of new pollution
prevention opportunities. Based on this review,  senior management may identify a
need for resource reallocation, revisions to the action plan or changes to the pollution
prevention objectives and targets.

Finally, just as effective implementation  requires the close involvement of
employees, ongoing evaluation results should be widely shared within the
organization. This will enhance employee "ownership" of and commitment to
pollution prevention, and can lead to the generation of new ideas and suggestions
for refinements and improvements.
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POLLUTION PREVENTION PLANNING HANDBOOK

              Integrating Pollution
              Prevention Planning Within
              an  Environmental
              Management System
              Many organizations have an environmental
              management system (EMS) in place. For these
              organizations, pollution prevention planning
              can be readily integrated within their EMS to
              improve environmental performance, reduce
              duplication, and ensure that their pollution
              prevention plan supports the environmental
              objectives and targets established in their EMS.
                The ISO 14001 standard, Environmental
                Management Systems - Specification with
                guidance for use, defines an EMS as the part
                of the management system that includes
                organizational structure, planning activities,
                responsibilities, practices, procedures,
                processes and resources for developing,
                implementing, achieving, reviewing and
                maintaining the environmental policy.
              While an EMS is broader in scope than a
              pollution prevention plan, an existing EMS may
              provide certain elements that can serve as the
              building blocks for a pollution prevention plan.
              Organizations that have an EMS in place but
              that have not previously implemented pollution
              prevention practices in a systematic way will
              not have to start from scratch. Rather,  they can
              build their pollution prevention plan within the
              framework provided by their EMS.2 For example:

              •  The environmental review completed
                 during development of an EMS
                 can provide part of the baseline
                 information required for a pollution
                 prevention plan. During development of
                 its EMS, an organization typically conducts
                 a review of its operations, products and
                 services and identifies those aspects that
                 have the potential to impact the environment.
                 In developing a pollution prevention plan,
   the organization can use this review to help
   establish the baseline information required
   to select pollution prevention targets and
   options. It can also use this information to
   help determine which substances, processes,
   and/or products and services to focus its
   pollution prevention efforts on.
•  Pollution prevention objectives, targets
   and actions can build on existing
   objectives, targets and action plans
   identified within the EMS. An organization
   with an EMS in place should review its
   commitments and action plans to ensure that,
   where possible, the actions and approaches
   identified are consistent with pollution
   prevention. Some objectives, targets and
   action plans may serve as the basis for the
   pollution prevention plan; others may need
   to be modified to incorporate pollution
   prevention concepts; and, in some cases,
   new objectives, targets and actions may be
   required.
•  Monitoring and reporting of the pollution
   prevention plan can be done through
   existing systems. An EMS establishes
   procedures for regularly monitoring and
   reporting to senior management. By
   incorporating pollution prevention objectives,
   targets and action plans into its EMS, an
   organization should be able to monitor
   and report on progress toward these
   commitments through its existing
   management systems (e.g., corrective  action
   program, regular management reviews).

When developing a pollution prevention plan,
organizations with an existing EMS should
therefore review each element of their EMS to
determine how pollution prevention principles
and practices can be incorporated. Table 3
identifies how pollution prevention can be
incorporated into the EMS elements
identified in ISO 14001 - The International
Standard on Environmental Management
Systems.
                 Conversely, a pollution prevention plan can provide important building blocks for the development of an EMS.
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POLLUTION PREVENTION PLANNING HANDBOOK
       Table 3:  Integrating Pollution Prevention into an EMS
       IS014001 EMS Elements    Specific Guidance on Integrating Pollution Prevention
       4.2  Environmental Policy  Within the Environmental Policy, commit to the principle of pollution
                                prevention and to favour pollution prevention practices where feasible.
       4.3.1 Environmental
            Aspects
       4.3.2 Legal and Other
            Requirements
Use the initial environmental review conducted as part of EMS development
to identify significant environmental aspects that should be the focus of the
pollution prevention plan. Ensure scope of EMS and scope of pollution
prevention  plan are consistent, or document differences.

Reference any legal requirement to prepare a pollution prevention plan
(e.g., CEPA 1999, etc.) if applicable, or state voluntary commitment.
       4.3.3 Objectives and
            Targets
       4.3.4 Environmental
            Management
            Program(s)
Revise existing objectives and targets to emphasize pollution prevention over
pollution control; add additional objectives and targets specific to pollution
prevention, if appropriate.

Revise environmental management programs and action plans to incorporate
pollution prevention practices.
       4.4.1 Structure and
            Responsibility
       4.4.2 Training, Awareness
            and Competence
       4.4.3 Communication
       4.4.4 EMS Documentation
       4.4.5 Document Control
       4.4.6 Operational Control
       4.4.7 Emergency
            Preparedness
            and Response
Designate a pollution prevention manager and establish a pollution prevention
team. Clearly assign roles, responsibilities and accountability. Members could
overlap with the EMS team/co-ordinator.

Ensure  appropriate staff receive training on pollution prevention concepts,
pollution prevention practices applicable to their duties, and any new or
revised targets and operating procedures.

When communicating progress toward achieving objectives and targets,
include progress toward pollution prevention objectives and targets.

Reference the pollution prevention plan and associated procedures and
records within EMS documentation.

Document control procedures should cover the pollution prevention plan and
associated  procedures and records.

Revise operating procedures as appropriate to include pollution prevention
techniques. Certain pollution prevention targets may require revisions to
specific operating procedures or development of new procedures.

Ensure  emphasis is placed on emergency prevention within this procedure
and within operational controls.
       4.5.1 Monitoring and
            Measurement
       4.5.2 Non-conformance
            and Corrective and
            Preventive Action
Existing monitoring and measurement procedures should be followed
(and revised, as required) to monitor progress toward achieving pollution
prevention objectives and targets.

Pollution prevention should be an important element of preventive action
process.
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POLLUTION PREVENTION PLANNING HANDBOOK
               Table 3:   Integrating Pollution Prevention into an EMS
               IS014001  EMS Elements   Specific Guidance on Integrating Pollution Prevention
               4.5.3 Records             Maintain records related to development, implementation and maintenance
                                        of the pollution prevention plan in accordance with record management
                                        procedures.

               4.5.4 EMS Audit           If the pollution prevention plan is integrated within the EMS, the scope of the
                                        EMS audit will include all elements of the pollution prevention plan.

               4.6  Management Review  Management review should  include a review of progress toward achieving
                                        pollution prevention-related  objectives and targets, and any factors preventing
                                        their achievement (internal and external barriers).
                 ISO 14001 - The International Standard on
                 Environmental Management Systems
                 encourages companies to include a formal
                 commitment to the prevention of pollution
                 within their environmental policy
                 statements. There is, however, an important
                 difference between the definition of
                 pollution prevention  in CEPA and the term
                 "prevention of pollution" used in ISO 14001.
                 CEPA defines pollution prevention as the
                 "use of processes, practices, materials,
                 products,  substances or energy that avoid or
                 minimize the creation of pollutants and
                 waste and reduce the overall risk to the
                 environment or human health." The CEPA
                 definition of pollution prevention does not
                 include pollution  control, treatment and off-
                 site recycling. The term "prevention of
                 pollution" in the ISO 14001 includes these
                 methods.  Canadian environmental policy
                 gives priority to pollution prevention actions
                 and recommends the use of recycling and
                 pollution control only where pollution
                 prevention is not feasible.
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     GLOSSARY

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              At-source separation, the physical separation
              of materials at their point of use or generation
              in the production facility in order to recover
              and minimize process wastes. Appendix I.

              Baseline review, a general survey or
              assessment of an organization's operations,
              processes and products that provides the
              detailed baseline information required to
              develop a pollution prevention plan. Typically
              entails a review  of the inputs, products and
              non-product outputs of the process that is
              the focus of the pollution prevention plan.
              Often uses some form of material flow or
              input/output analysis. Step 2 of the six
              pollution prevention steps described in this
              handbook. Handbook and  all appendices.

              By-product, an incidental or secondary product
              made in the manufacture of something else.
              Appendix B.

              By-product recovery, the reclamation of
              incidental or secondary products from the
              manufacturing process for reuse or recycling.
              (See also on-site reuse and recycling.)
              Appendix Band  I.

              CEPA-toxic substances, substances on
              Schedule 1 (List of Toxic Substances) of
              the Canadian Environmental Protection Act.
              Appendix B.

              Concentration techniques, mechanical means
              used to increase the strength of substances
              and compounds, including wastes, usually
              through the removal of a component of
              the waste such as water to increase the
              recoverability of specific wastes. Example
              methods include gravity and vacuum filtration,
              reverse osmosis, freeze vaporization, filter
              press, heat drying and compaction.
              Appendix I.

              Contingent costs,  costs that may  or may
              not be incurred at some point in the future,
              such as fines for future regulatory infractions,
              compensation for future environmental
              damage and  costs associated with future lost
              days due to production-related employee
              absence. Appendices  A and C.
Design for environment (DfE), methods for
preventing pollution (and enhancing resource
and energy efficiencies) through the design of
new products and the reformulation of existing
ones.  Handbook and Appendix D.

Direct costs, costs that are directly associated
with the use and  release of each substance,
when  estimating the full costs of
environmental losses from the production
process (e.g., raw material inputs, labour).
Appendices B and C.

EcoLogoM, a symbol used to indicate a product
has met the guidelines of the Environmental
Choice Program.  (See also Environmental
Choice Program.) Appendix H.

Environmental Choice Program,
Canada's environmental labelling
program (for more information, see
www.environmentalchoice.com). Appendix H.

Environmental management system (EMS),
the part of the overall management system
that includes organizational structure,
planning activities,  responsibilities, practices,
procedures, processes and resources for
developing, implementing, achieving,
reviewing and maintaining the environmental
policy. Handbook.

Environmentally  preferable purchasing, the
integration of environmental considerations
into purchasing practice. Handbook and
Appendix H.

Environmentally  responsible inventory
management, the incorporation of
environmental considerations into inventory
management systems. Handbook and
Appendix H.

Equipment modifications and process
changes, new or alternative technologies or
approaches to existing operating systems,
processes and practices that result in an
overall reduction  in the generation of pollution.
Handbook and Appendix E.
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POLLUTION PREVENTION PLANNING HANDBOOK
       Feedstock substitution, the use of an
       alternative feedstock to produce a substance.
       Appendix F.

       Financial analysis, a detailed examination
       of the financial elements of a manufacturing
       process to give a complete and accurate
       picture of the costs of the current process,
       done as one of the steps in the evaluation
       and selection of pollution prevention options.
       Appendices B and C.

       Green or environmental specifications, a
       detailed description of product attributes
       with environmental  significance, including,
       for example, product or packaging content,
       labelling, design features, reusability of the
       product and take-back of off-spec or spent
       product. Appendix H.

       Hazardous material, matter, elements or
       constituent parts that pose a risk or danger
       to human health and the environment.
       Appendices D, E, F,  G and H.

       Hazardous waste, waste that is hazardous
       material. Appendices E, F, G and I.

       Indirect costs, costs that are associated
       indirectly with the use and release of a
       substance, when estimating the full costs
       of environmental losses from the  production
       process. Such costs may be up-front
       costs (e.g., siting, design), operating
       costs (e.g., regulatory, monitoring, compliance
       or disposal costs including those  resulting
       from poor production quality) or back-end
       costs (e.g., decommissioning, site clean-up).
       Appendices A and C.

       Inputs, all materials, energy, services and
       labour entering a system or unit process
       across the system or unit boundary.
       Appendix B.

       Inventory management system, a set of
       procedures and devices functioning together
       to organize and regulate the goods in stock.
       Appendix H.
ISO 14001, the International Organization for
Standardization's standard on environmental
management systems. The ISO 14000 series
is a family of environmental management
standards developed by the International
Organization for Standardization (ISO). The
ISO 14000 standards are designed to provide
an internationally recognized framework for
environmental management, measurement,
evaluation and auditing. They do not prescribe
environmental performance targets, but
instead provide organizations with the tools
to assess and control the environmental
impact of their activities, products or services.
The standards address the following subjects:
environmental management systems;
environmental auditing; environmental labels
and declarations; environmental performance
evaluation; and life cycle assessment.
Handbook and Appendix H.

Less tangible costs, costs that require
some subjective interpretation to assess and
quantify. They include a range of strategic
considerations and are realized as changes in
revenues (through  market share) or underlying
costs. The most common costs in this
category include costs arising from changes in
corporate image, customer relations,  employee
morale, and government or regulator relations.
Appendix C.

Life cycle assessment (LCA), a specific
method for systematically identifying,
quantifying and assessing inputs and
outputs (i.e.,  sources of environmental
impact) throughout a product's life cycle. It is
one of a range of tools that support life cycle
management, but is not a prerequisite for
life cycle management (Environment Canada -
Environmental Life Cycle Management:
A Guide to Better Business Decisions).
Appendix F.
    26
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POLLUTION PREVENTION PLANNING HANDBOOK


              Life cycle management (LCM), a process of
              minimizing environmental burdens throughout
              the life cycle of a product or service. The life
              cycle includes  all activities that go into making,
              using and disposing of a product (Environment
              Canada - Environment Life Cycle
              Management: A Guide to Better Business
              Decisions). Appendices D and F.

              Life cycle of a product, the steps in the  life of
              a product from raw material acquisition and
              processing, through its manufacture, use,
              reuse and maintenance, to its final disposal or
              recycling. Handbook, Appendices D and  H.

              Managing materials demand, a process
              of organizing and regulating a company's
              material requirements that provides a
              holistic understanding of those requirements.
              Appendix H.

              Material flow diagram, a graphic
              representation of the movement  of materials
              used in a process; an aid to clarifying  the
              precise source, quantities or causes of losses,
              for each unit process. Appendices A and B.

              Material(s) mass balance, a comparison
              of the inputs to and  outputs from a
              process, usually written in equation form as
              "Mass/volume of inputs = Mass/volume  of
              (outputs + non-product outputs)." Appendices
              A and B.

              Material safety data sheets (MSDS),
              pamphlets that provide detailed information
              about the physical properties, toxicity,
              personnel protection required and other  safety
              precautions and waste disposal needs for
              specific materials. Contact the manufacturer of
              the material to obtain an MSDS.  Appendices F
              and H.

              Materials accounting, the keeping and
              verifying of records or statements of materials
              used in a process to provide a means  of
              finding a general balance between the  inputs
              and outputs of each separate substance.
              Appendix B.
Materials and feedstock substitution
(sometimes referred to as source elimination),
the replacement of polluting materials used in
the production process, or embedded within a
product, with non-polluting or less polluting
materials and feedstock.  Handbook and
Appendix F.

National  Pollutant Release Inventory, a
nationwide, publicly accessible inventory
that provides information on pollutants
released to the environment or transferred
for disposal in Canada. Covers certain
polluting  substances as specified by the
federal government (for more information,
see www.ee.gc.ca/pdb/npri). Appendix B.

Non-product output, or loss, output from
a manufacturing process in the form  of by-
products, solid wastes, liquid wastes, gaseous
emissions and wastewater effluents that leave
the process prior to treatment. Appendix B.

On-site reuse and recycling, the processes
of reusing and recycling at the same  place
where an activity has been conducted (as
opposed to off-site). (See also recycling and
reuse.) Handbook and  Appendix  I.

Operating efficiencies and training,  pollution
prevention practices that focus on the
introduction of improvements  in  work
procedures and employee training, including
changing production schedules to minimize
equipment and feedstock changeovers;
improving maintenance scheduling;
segregating wastes at  source; training and
encouraging staff to improve material handling
and to  recognize pollution prevention
opportunities; and implementing good
housekeeping practices. Handbook and
Appendix G.
                                                                                                       27

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POLLUTION PREVENTION PLANNING HANDBOOK
       Outputs, all materials, energy, services and
       labour leaving a system or unit process across
       the system or unit boundary. Outputs come in
       two forms: finished products or services that
       represent the desired output from a system,
       and tosses or "non-product" outputs, in the
       form of by-products, solid wastes, liquid
       wastes, gaseous emissions and wastewater
       effluents. (See also non-product output, or
       loss.) Appendix B.

       Pollution control, the addition of processes,
       practices,  materials, products or energy to
       waste streams to reduce the risk posed by
       pollutants  and waste before their release to the
       environment. Handbook.

       Pollution prevention, the use of processes,
       practices,  materials, products, substances or
       energy that avoid or minimize the creation of
       pollutants  and waste, and reduce the overall
       risk to human health or the environment
       (Government of Canada - Canadian
       Environmental Protection Act, 1999).
       Handbook and all appendices.

       Pollution prevention opportunities,
       opportunities, for example, to improve
       environmental and/or economic performance
       resulting from the  identification of the use of
       toxic substances, the creation of non-product
       outputs, continuous or episodic losses of
       material or energy or any other environmental
       concern. Handbook and Appendix A.

       Process control, the manner in which
       a production system's reliability and
       performance are ensured. Process control is
       crucial to operating efficiency. Appendix G.

       Process flow diagram, a graphic
       representation of the series of stages in
       the manufacturing process. Handbook and
       Appendices B and  C.
Product design and reformulation, methods
for preventing the pollution associated with
the production, use and disposal of products
through the design of new products and the
reformulation of old ones. (See also design for
environment.) Handbook and Appendix D.

Product substitution, the replacement of a
product with a less polluting one, such as
replacing  petroleum-based plastics with
starch-based materials. Appendix F.

Purchasing techniques and inventory
management, the way in which goods and
services are bought, and the practice  of
controlling the services needed and goods
in stock. It includes two distinct practices.
Environmentally preferable purchasing
involves the integration of environmental
considerations into existing and new
purchasing practices. Environmentally
responsible inventory management
entails the incorporation of environmental
considerations into inventory management
systems.  Examples of these techniques include
just-in-time delivery; avoidance of unnecessary
waste generation by ensuring that materials
do not stay  in inventory beyond their
shelf life;  quality control for feedstocks to
prevent production of "off-spec"  products; and
use of a clearinghouse to exchange materials
that would otherwise be discarded. Handbook
and Appendix H.

Recycling, the extension of the effective
life span of  renewable and non-renewable
resources through changes to processes or
practices  and the addition of energy inputs.
Handbook and Appendix I.

Reformulation, a change or difference in the
constituents of a product or service and their
relative proportions. For achieving pollution
prevention,  it can be a less disruptive
alternative than substitution. Appendix D.
    28
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POLLUTION PREVENTION PLANNING HANDBOOK
              Remanufacture, the restoration of used
              products or components to a condition with
              performance characteristics approximating a
              new product. Appendix D.

              Remediation, the use of processes, practices,
              materials, products or energy to restore to
              a healthy state ecosystems that have been
              damaged by human activity.  Handbook.

              Responsible Careฎ, a program  implemented
              since 1985 by the Canadian Chemical
              Producers' Association (CCPA). It requires
              CCPA member companies to continuously
              improve "all aspects of the chemical industry's
              environmental, health and safety performance"
              and to ensure "openness in communication
              about its activities and  its achievements."
              Appendix H.

              Reuse, the re-employment of products or
              materials, in their original form  or in new
              applications, with refurbishing to original or
              new specifications as required.  Handbook and
              Appendix I.
Root cause, often a combination of the
materials, machines, methods and policies
or regulations that lead to the production
of waste. A root cause is realized by tracing
the waste or pollutant in question back to its
original source. Handbook.

Separation of wastes, the isolation of specific
components or by-products with little or no
use from process streams. Appendix I.

Source reduction, the elimination or reduction
of the production of wastes or pollutants at the
point where they originate. Handbook.

Total cost accounting (TCA),  a financial tool
used to provide a more complete assessment
of the true profitability of business investments
and operations. Appendix C.

Unit process, a discrete activity (production,
processing  or servicing action) that has
distinct energy, labour and  material inputs
and outputs and can be considered separately
for the purposes of inventory and analysis.
Appendix B.
                                                                                                      29

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POLLUTION PREVENTION PLANNING HANDBOOK
    A MODEL POLLUTION
    PREVENTION PLAN

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POLLUTION PREVENTION PLANNING HANDBOOK
              Appendix A:  A Model Pollution  Prevention Plan
              Purpose

              This model pollution prevention (P2) plan is one
              of a series of documents that form part of the
              Pollution Prevention Planning Handbook. The
              handbook1 describes methods that may be used
              to prepare a pollution prevention plan consistent
              with this model plan.  It is an important
              companion document to this model plan.

              This model pollution prevention plan provides an
              example of the types of information included in
              an effective pollution  prevention plan. It has
              been structured to help interested persons
              develop and document an effective plan.

              This model plan does not represent the only
              method for preparing and documenting a
              pollution prevention plan, and is intended for
              illustrative purposes only. The advice presented
              here represents generic advice on "best
              practices." While pollution prevention can
              provide significant benefits to organizations
              regardless of their size and nature of operations,
              the precise sequence, level of effort, scope of
              analysis and options reviewed will vary from
              facility to facility. Each organization should
              therefore adapt the advice to its own
              circumstances and, where appropriate,
              seek advice from other companies that have
              implemented pollution prevention, from one of
              the many Internet-based resources supporting
              pollution prevention, from government officials
              or from qualified consultants.
Note on Completing  this Plan

While this plan presents material in a logical
order, the sequence of the sections does not
necessarily represent the order in which work
will be performed during the planning process.
For example, objectives and targets will likely
only be set following collection and analysis of
baseline data.

Also note that this template suggests
measurements on an annual basis and in metric
units of mass and volume. It is expected that
organizations referring to this  template will
adopt the units that make the most sense for
their operations.
                Available on the CEPA Registry at www.ec.gc.ca/CEPARegistry/plans/p2. To obtain copies, refer to the inside front
                cover of this document.
                                                                                                      A-1

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POLLUTION PREVENTION PLANNING HANDBOOK
       Table of Contents for a Model Pollution Prevention Plan

        1.   Facility Information

        2.   Statement of CEO

        3.   Corporate or Facility Environmental Policy, Principles and Commitments

        4.   Scope and Objectives of the Pollution Prevention Plan
            4.1.  Scope of the pollution prevention plan
            4.2.  Timing
            4.3.  Overall objectives of the pollution prevention plan
            4.4.  Pollution prevention targets

        5.   Baseline  Review
            5.1.  Process flow diagram
            5.2.  Inventory of pollution prevention opportunities (materials, substances and other concerns)
                covered by the plan
            5.3.  Material flow and materials mass balance
            5.4.  Summary of costs currently incurred
            5.5.  Inventory of information gaps

            Identification and Evaluation of Pollution Prevention Options
            6.1.  Identification of options
            6.2.  Evaluation of options
            6.3.  Business considerations
            6.4.  Selection and ranking of pollution prevention options

        7.   Implementation Plan
        8.
Monitoring and Reporting
8.1. Monitoring program and data
8.2. Reporting program and data

Review and Evaluation
9.1. Review and evaluation plan
9.2. Record of corrective actions taken
9.3. Record of target revisions made
  A-2
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POLLUTION PREVENTION PLANNING HANDBOOK

            1.0   Facility Information
            Company name:
            Name of facility:
            Address of facility:
            Contact person (accountable manager):
            Telephone number:                                     Fax number:
            E-mail:
            Primary NAICS code:
            NPRI ID (if applicable):
            Section 56 Notice (if applicable): Date of Notice:               Reference No.:
            Head Office:	
            Address:
            Contact person:
            Telephone number:
            2.0   Statement of CEO
            (Environmental Policy, Commitment and Endorsement)
            Signature of CEO:.
            3.0   Corporate  or Facility Environmental Policy,
                   Principles  and Commitments
                                                                                         A-3

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POLLUTION PREVENTION PLANNING HANDBOOK


      4.0   Scope and Objectives of the Pollution  Prevention  Plan

      4.1    Scope of the Pollution Prevention Plan

      4.1.1   Activities Covered

      Indicate whether the plan covers more than one facility, an entire facility, or discrete processes within
      one or more facilities:	

      4.1.2   Pollution Prevention Opportunities (Materials, Substances and Other Concerns)
             Covered

      Table 4.1.2: Materials, Substances and Other Concerns Covered by the Pollution Prevention Plan
             Pollution Prevention             Source/Nature of              Concerns about the
               Opportunities                Generation or Use             Selected Materials,
            (Materials, Substances         (manufacture, process or             Substances,
             and Other Concerns)             otherwise use)1              Energy Losses, etc.2
              Covered by Plan
      1  Manufacture the material/substance: produce, prepare or compound, including as a by-product of a
        production process.
        Process the material/substance:
        -  preparation of the substance, after its manufacture, for distribution in commerce either on its own or as part
          of a product, or
        -  use of the substance as part of a chemical or physical process.
        Otherwise use the material/substance: as a physical or chemical processing aid, as a manufacturing aid, as a
        by-product or for an ancillary or other use.
      2  Include, where applicable, "factors to be considered" specified in the section 56 Notice under CEPA 1999.
      4.2     Timing

      4.2.1    Date plan was prepared
      4.2.2   Date by which plan will be fully implemented

      4.2.3   Projected evaluation dates:	and	
    and ..
      4.3     Overall Objectives of the Pollution Prevention Plan
      (include environmental, financial, image, etc., as appropriate)
  A-4
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POLLUTION PREVENTION PLANNING HANDBOOK
               4.4    Pollution Prevention Targets

               Table 4.4:  Pollution Prevention Targets
                Pollution Prevention           Reduction
                    Opportunities                Target
                 Addressed by Plan
    Estimated
Achievement Date
Performance Indicator
(to be used to measure
 progress toward the
   reduction target)
               Notes:  Final targets will likely be set following the identification, evaluation, ranking and selection
                      of P2 options.

                      It can be very difficult to develop a single performance indicator that captures all of the
                      relevant information. In many cases, it is advisable to develop a set of indicators addressing
                      such factors as the absolute quantity of pollutants and waste avoided or prevented; the
                      quantity avoided or prevented as a percentage of throughput; costs; savings and pay-back
                      periods. Indicators such as  the number of public complaints received can also be useful in
                      some cases.
               5.0   Baseline  Review

               Note:   Section II, "How to Prepare a Pollution Prevention Plan," and Appendix B, "Key Elements of a
                      Baseline  Review," provide advice and information on how to develop the information required
                      to complete this part of the model plan.

               5.1    Process  Flow Diagram
                      Insert or  attach process flow diagram(s).

               Note:   Appendix B, "Key Elements of a Baseline Review," provides advice about preparing a process
                      flow diagram.
                                                                                                          A-5

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POLLUTION PREVENTION PLANNING HANDBOOK


      5.2    Inventory of Pollution Prevention Opportunities (Materials, Substances and Other
            Concerns) Covered by the Plan

      5.2.1  Inputs
      Table 5.2.1:
          Input
Inventory of Inputs
  Quantity      Annual
   Stored      Quantity
   On-site       Used
           Quantity Used per
           Unit of Production
               Annual     Cost of Input per
               Cost of        Unit of
               Input       Production
      5.2.2  Products
      Table 5.2.2: Inventory of Materials/Substances Covered by the Plan That Are Contained in Products
         Material/
        Substance
         Covered
         by Plan
 Product(s)
 Containing
    the
  Material/
 Substance
Quantity of
 Material/
Substance
Contained
per Unit of
 Product
 Annual
Production
  of the
 Product
  Annual
 Quantity of
 Material/
 Substance
Contained in
  Product
  Annual
Revenue for
the Product
  A-6
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POLLUTION PREVENTION PLANNING HANDBOOK
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POLLUTION PREVENTION PLANNING HANDBOOK

     5.3   Material Flow and Materials Mass Balance

     5.3.1  Material Flow Diagram

     Insert or attach a material flow diagram.

     Note: Appendix B, "Key Elements of a Baseline Review," contains information on how to prepare a
          material flow diagram.

     5.3.2  Materials Mass Balance

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Material/
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Inputs Outputs Non-Products Outputs Mass
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in products sent off-site off-site transfers
from Table 5.2.2) from Table 5.2.3.2)









     1  Mass balance = Inputs - (Outputs + Non-Product Outputs).

     Note: If each mass balance calculation does not equal zero, an output may have been overlooked.
          Appendix B describes additional analytical tools that can be used to help pinpoint the source
          and nature of such outputs.
  A-8
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POLLUTION PREVENTION PLANNING HANDBOOK


              5.4     Summary of Costs Currently Incurred


              Notes:   •  Complete a cost summary table for each material/substance.
                      •  Appendix C, "Assessing the Costs and Benefits of Pollution Prevention Options," provides
                        information on costs to look for, possible sources of cost information and analytical tools to
                        use in estimating costs.
              Table 5.4:  Cost Summary Tables (for each material/substance)
                                        Cost Summary for: (material/substance)
Cost
Categories
(see Table C2
in Appendix C)
Costs Related to
Use/Emission of
Material/Substance
in Producing
Product A
Costs Related to
Use/Emission of
Material/Substance
in Producing
Product B
Costs Related to
Use/Emission of
Material/Substance
in Producing
Product C
                                        Annual Qty.
                                      (from Table 5.2.1)
   Annual Qty.
(from Table 5.2.1)
   Annual Qty.
(from Table 5.2.1)
Cost
Descriptor
Annual
Cost$
Cost
Descriptor
Annual
Cost$
Cost
Descriptor
Annual
Cost$
              Direct
              Indirect
              Contingent
Intangible/Less
Quantifiable
Total Costs
Total Cost for Material/Substances:
$
$
$ $
Total Annual Qty.:
              5.5     Inventory of Information Gaps
                      List all items in Section 5 for which information is not available to complete the baseline review.
                                                                                                       A-9

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POLLUTION PREVENTION PLANNING HANDBOOK


      6.0   Identification and  Evaluation  of Pollution Prevention Options

      Notes:  Options should be identified to address both pollution prevention opportunities and
             information gaps with respect to:
             • inputs;
             • products; and
             • non-product outputs.

             Different pollution prevention options may be required to address different types of issues. For
             example, issues related to products are generally addressed either through product redesign
             or through some form of a product take-back program to minimize the impact of the pollutant
             once the product has been discarded.

             Appendices D to I describe the following options:
             Appendix D: Product Design and Reformulation
             Appendix E: Equipment Modifications and Process Changes
             Appendix F: Materials and Feedstock Substitution (Source Elimination)
             Appendix G: Operating Efficiencies and Training
             Appendix H: Purchasing Techniques and Inventory Management
             Appendix I: On-Site Reuse and Recycling

             Section II, "How to Prepare a Pollution Prevention Plan," describes relevant considerations
             when identifying, evaluating and selecting options.
      6.1    Identification of Options
                Identification of Options
      Issues to Be Addressed             Pollution Prevention Option          Predicted Results
      Include:
      • Distributions of the
        materials/substances in
        a product, identified in
        Table 5.2.2
      • On-site releases
        and off-site transfers,
        identified in Table 5.2.3.2
 A-10
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POLLUTION PREVENTION PLANNING HANDBOOK
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POLLUTION PREVENTION PLANNING HANDBOOK


      6.3    Business Considerations
            Identify any strategic considerations that would affect the evaluation of specific pollution
            prevention options (i.e., render certain evaluation criteria more important than others or
            elevate the priority of a specific option).
      6.4    Selection and Ranking of Pollution Prevention Options

      Table 6.4:  Summary Ranking of Pollution Prevention Options
                     Pollution
                  Prevention Option
      Comments
                Highest-ranking option
                 Lowest-ranking option
      7.0   Implementation Plan
      Table 7.0:  Implementation Schedule
        Selected      Action    Resources  Responsible  Predicted    Planned     Predicted
         Option       Required   Required      Party     Reduction  Completion    Results as
      (from Table 6.4)                                            Date     % of Overall
                                                                       Target
 A-12
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POLLUTION PREVENTION PLANNING HANDBOOK

             8.0   Monitoring and  Reporting
             8.1    Monitoring Program and Data

             8.1.1   Monitoring Program

             Responsible Person:
             Describe how your organization will monitor:
             •  implementation of the pollution prevention actions; and
             •  progress toward achieving objectives and targets.

             Identify roles and responsibilities, monitoring mechanisms, and frequency.
                                                                                                A-13

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POLLUTION PREVENTION PLANNING HANDBOOK
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POLLUTION PREVENTION PLANNING HANDBOOK


      9.0   Review and  Evaluation

      9.1    Review and Evaluation Plan

      Responsible Person:
      Describe the review and evaluation process. Identify responsibilities for collecting and presenting
      the required information to the reviewers, responsibilities for conducting the review, and frequency
      of the review.
      9.2    Record of Corrective Actions Taken
      Note: Complete this section on an ongoing basis during the implementation of the plan.


                                                 ^•P
                                                 Responsibility
Table 9.2: Corrective Actions Taken
    Deficiencies Identified      Corrective Action
     (from Table 8.1.2)
Deadline

      9.3    Record of Target Revisions Made

      Note: Complete this section on an ongoing basis during the implementation of the plan.

      Table 9.3:  Revisions to Targets
          Material/Substance       Previous Target       Revised Target        Reason for
                                                                      Change
 A-16
                                              HAND

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POLLUTION PREVENTION PLANNING HANDBOOK
    ANALYTICAL
    TECHNIQUES FOR
    PREPARING A POLLUTION
    PREVENTION PLAN

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POLLUTION PREVENTION PLANNING HANDBOOK
              Appendix B: Key Elements  of a Baseline  Review
              Introduction

              Pollution prevention is "the use of processes,
              practices, materials, products, substances or
              energy that avoid or minimize the creation
              of pollutants and waste, and reduce the overall
              risk to the environment and human health"
              (Canadian Environmental Protection Act, 1999}.
              Pollution prevention is at the top  of a hierarchy
              of environmental protection methods that also
              include off-site reuse and recycling, pollution
              control or treatment, disposal/destruction,
              remediation and clean-up. While all
              environmental protection methods provide some
              benefits, pollution prevention can provide the
              most cost-effective opportunities for reducing
              environmental and health risk while improving
              a business's bottom line.

              Pollution prevention planning is a systematic,
              comprehensive method of identifying options to
              minimize or avoid the creation of pollutants or
              waste. There are six main steps to developing
              and implementing a pollution prevention plan:'
              •   commitment and policy;
              •   baseline review;
              •   planning;
              •   implementation;
              •   monitoring and reporting; and
              •   evaluation, review and improvement.

              The second step of the planning process,
              the baseline review, provides the  detailed
              information required to identify an
              organization's most significant sources of
              pollution and to develop solutions for them. It is
              a systematic approach to building the in-depth
              knowledge of production and/or product life cycle
              processes necessary to identify pollution
              prevention opportunities.
This information sheet describes some of the
main analytical techniques that are useful in
completing the baseline review:
•  process flow diagrams;
•  material flow diagrams;
•  input/output inventories;
•  materials accounting; and
•  materials mass balances.

It also provides examples to illustrate the use
of some of these techniques.
Defining the Systems Boundary

The first step in a baseline review should be
to define the system boundary within which
the plan will focus. Will it consider a specific
functional area or process, and will it be
circumscribed to within the "plant gates" or also
include off-site disposal impacts, suppliers and
product impacts? This decision is important, as
it will influence the subsequent identification
of pollution prevention options. For example, if
the greatest environmental impact of a product
comes at its end-of-life stage, but the system
boundary contains only the manufacturing stage,
the plan will be unlikely to identify product
design and reformulation as a pollution
prevention option.

In choosing the system boundary, consideration
should be given to which stages in the life cycle
of the product, process or service cause the
greatest environmental impacts (extraction or
processing of raw materials and inputs, product
manufacturing, product use, or end of life).
Figure Bl illustrates potential environmental
impacts throughout a typical product life cycle.
              1  For further information on these steps, see the section "How to Prepare a Pollution Prevention Plan."
                                                                                                        B-1

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POLLUTION PREVENTION PLANNING HANDBOOK
       Figure B1:  Conceptual Model of a Product's Life Cycle Impacts
        Product Concept and
        Design Parameters
      Design
      Strategies
           Product Life Cycle
          Function
          Performance
          Quality
          Safety and health
          Environmental impacts
          Legal requirements
Match design to function
Select low impact materials
Reduce materials
Optimize production techniques
Efficient distribution system
Minimize impact of user stage
Optimize product lifetime
Minimize end-of-life impacts
        Inputs
  Material     Energy
        Identification of Objectives for Improvement
        • Resource Conservation
        • Pollution Prevention
        •Etc.
        Source: Modified from CSAZ762-95
Raw Materials Acquisition
       I Transportation
Manufacturing/Processing
       | Transportation
 Use/Maintenance/Reuse
       | Transportation
       Disposal
Outputs
•Air emissions
•Water effluent
• Liquid waste
• Solid waste
• Noise and vibration
• Other Releases
• Useful products
                   Environmental Impacts
                   • Resource depletion
                   • Impacts on global warming, acidification, biodiversity,
                     long-range transport of pollutants, etc.
                   • Human health impacts
                   • Local air, water and soil contamination
       Basic Process  Flow Diagrams

       Facility plans and process diagrams are a
       good starting point for developing the process
       flow diagram, although most facilities have
       experienced retrofits,  expansions and repairs
       that are not reflected in design or construction
       drawings. Ideally, the process flow diagram
       should identify each discrete step (unit process)
       in the production activity. This provides a
       "bird's eye view" of the relevant processes.
       A unit process is a discrete activity (production,
       processing or servicing action) that has distinct
       energy, labour and material inputs and outputs.
       Break activities into separate unit processes
       when there may be an important environmental
       impact that could get lost or be difficult to isolate
       and quantify if left within a larger unit process
       grouping. Identify whether a unit process is a
       periodic, batch or continuous process. This
       will help identify specific options for pollution
       prevention.
   B-2
                       If focusing on one or more specific substances
                       (e.g., specific CEPA-toxic substances targeted
                       for pollution prevention planning), identify
                       the unit processes associated with each use
                       of that substance, and the function of the use
                       (degreasing, solvent, etc.).

                       When mapping the process flow diagram,
                       include on-site reuse and recycling unit
                       processes, but exclude all pollution control or
                       treatment processes, and all off-site reuse and
                       recycling. The reason for doing this is to identify
                       the material,  energy and water losses that leave
                       the process prior to treatment, without assuming
                       that wastes are already being dealt with in the
                       most effective manner possible.

                       Figure B2 illustrates a generic process flow
                       diagram for a typical production process.
                               HAND

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POLLUTION PREVENTION PLANNING HANDBOOK
               Figure B2:  Generic Manufacturing Process Flow Diagram
                                           Raw material
                                         Delivery and Reception
                                                                                      Example of a system
                                                                                      boundary around the
                                                                                      manufacturing stage only.

                                                                                      Another system boundary
                                                                                      set might choose to
                                                                                      include customer use
                                                                                      stage, etc...
                                      |  Secondary processing
                        | Energy supply] IH^>        Jl
                                           Customer Use,
                                        Operation, and Servicing
               Material Flow  Diagrams

               Material flow diagrams such as Figure B3 help
               clarify the precise source, quantities or causes
               of losses for each unit process. They map inputs
               and outputs for each  unit process onto the
               process flow diagram developed above. They also
               serve as an initial, qualitative identification of
               obvious sources of losses.

               A facility walk-through by the pollution
               prevention team is a  good way to initiate the
               development of a material flow diagram. It is
               not unusual to identify processes, activities or
machinery that deviate from the official facility
drawings and process diagrams. A walk-through
is usually the only way to identify fugitive
sources of losses or unusual sources of losses
(such as breakdowns), as these are not planned
and therefore do not show up on process flow
diagrams. These should be noted and the process
flow diagrams revised. In addition, it may be of
value to speak to shop floor staff, as they can
provide valuable input and clarification regarding
specific processes as well as any relevant non-
documented manners for which they conduct
housekeeping and maintenance that may affect
the process.
                                                                                                              B-3

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POLLUTION PREVENTION PLANNING HANDBOOK
       Figure B3:  Generic Material Flow Diagram for Primary Processing Stage
                      UNIT PROCESS
                      INPUTS
                      • Raw materials
                      • Catalysts
                      • Water
                      • Air
                      • Replacement parts
                      • Energy
                      Recycle or reuse within
                          unit process
                        Recycle or reuse in
                        another unit process
WALK THROUGH NOTES
Causes of non-product outputs, e.g.:
  Start-up activities
  Faulty machinery
  Dilution during washing process
  Spills
  Batch turnover
  Contamination of waste stream
  Off-spec inputs
  Etc.
                                       NON-PRODUCT
                                       OUTPUTS
                                        Air emissions
                                        Waste water
                                        Liquid wastes
                                        (occasional overflow)
                                        Solid wastes
                                        Thermal content
                                                           IDEAS FOR
                                                           P2 OPTIONS:
                                                           •  Mechanical cleaning
                                                           •  Counter-current rinsing
                                                           •  Coordinating production
                                                             schedule
                                                           •  Material substitution
       During the walk-through, it is important to follow
       each process stage from one end to the other,
       recording the inputs and outputs for each unit
       process and gaining an understanding of the
       daily production, start-up and shutdown, and
       cleaning processes. More than one walk-through
       may be necessary in order to observe each of
       these activities properly.

       Remember to:
       •  identify any on-site reuse or recycling
          streams;
       •  include materials that are used only
          occasionally and/or do not appear in output
          streams  (such as catalysts, coolant oil and
          cleaning materials); and
       •  label all discharge streams according to
          whether they are periodic, intermittent or
          continuous.

       Any quantified data that are readily available
       should be collected at this stage. If the required
       data are not available, this step can first be
       conducted in a qualitative manner in order to
                         identify which unit processes are the source of
                         the greatest environmental impact and/or have
                         the greatest potential for a pollution prevention
                         solution. These unit processes can be quantified
                         and inventoried.


                          It is important not to get bogged down trying
                          to make a perfect material flow diagram;
                          even a preliminary diagram can help provide
                          insights into sources and quantities of
                          losses.
                         Input/Output  Inventories

                         In this step, systematic quantification of inputs
                         and outputs are added to the portrait that has
                         already been built through the flow diagrams.
                         These data will serve three functions. They will:
                         •  confirm or improve the planner's
                            understanding of facility operations from a
                            materials flow and materials loss perspective;
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POLLUTION PREVENTION PLANNING HANDBOOK
               •  provide a sound way of prioritizing processes
                  for more detailed analysis; and
               •  establish core data on which to base more
                  detailed analysis, evaluate options and
                  monitor future progress.

               The inventory can be developed either for the
               system as a whole (facility level) or for the
               specific unit processes identified as the source
               of the greatest environmental impact. It can also
               be done for all  material flows or for the specific
               substance targeted for reduction.

               A decision to inventory only selected unit
               processes or selected substances will preclude
               the ability to develop a more complete
               understanding of material flows across the
               system and to complete a facility-wide mass
               balance, which are both important tools for
               identifying and quantifying previously unknown
               losses.  On the other hand, an inventory of the
               system as a whole should be supplemented by a
               more detailed analysis of selected unit processes.

               Inputs are all materials, energy, services and
               labour entering the system or unit process
               boundary. Outputs come  in two forms: finished
               products or services that represent the desired
               output from a system, and losses or "non-
               product" outputs in the form of by-products,
               solid wastes, liquid wastes, gaseous emissions
               and wastewater effluents. Loss is what leaves
               processes prior to treatment.  It is important
               not to confuse  this with what is released to the
               environment after treatment.

               Each substance or material covered by the
               pollution prevention plan should be accounted
               for as it moves through the system or unit
               process. This requires  selecting appropriate
               metrics for comparison across the system. Such
               metrics should be based  either on output (such
               as volume or mass of product) or on unit  of time
               (such as  per day or per year). The measurement
               unit will vary from case to case, but the following
               guidelines should be considered:
•  In determining the time factor, always choose
   a time span that includes production quantity
   (e.g., tonne/year or kg/hour).
•  Take one full batch in the case of batch
   production. Include start-up, shutdown and
   cleaning operations, which are often the
   source of losses.
•  If losses are associated with shutdown,
   averaging over long periods may be
   necessary.
•  In the case of gases, calculate on the basis
   of volume at standard conditions.

Cost alone is not a useful unit for comparison,
since prices for both inputs and products may
fluctuate, leading to large margins of error
if quantities are derived  from financial data.
Nonetheless, it is important to record all costs
and revenues associated with inputs and outputs
while doing this inventory step, in order to
conduct the financial analysis of pollution
prevention options. Tips  on costs  to consider
in order to complete a comprehensive financial
analysis are found in Appendix C, "Assessing
the Costs and Benefits of Pollution Prevention
Options."
Inventory of Inputs
Inventory all the inputs entering the system or
unit process. If the pollution prevention plan is
focused on a specific substance, inventory inputs
not only of that substance, but of any material
that may act as a medium for transfer of the
substance (such as water or contaminated waste
streams).

In developing the input inventory, it will be
important to establish a time frame for the
inventory (daily, weekly, monthly, annually, etc.).
One important factor in doing so will be whether
there are significant fluctuations in inputs and
whether the flow is batch or continuous.

Data sources for inputs at the facility or system
level can usually be found in records maintained
by the company. These include bills of lading
and purchase, stock and inventory management,
                                                                                                             B-5

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POLLUTION PREVENTION PLANNING HANDBOOK
       financial management, compliance, and
       reporting records. Some inputs (such as water,
       some energy inputs and other materials) may
       be directly measured with meters.

       If large on-site inventories are kept, be sure
       to reconcile between purchased and actual
       consumption. If financial management records
       are being used as the data source, be sure to
       collect actual volume as well as financial data.
       It is useful to  collect financial data on the
       cost for each input at this stage for use in the
       subsequent financial analysis step.
       Inventory of Product Output and Quantities of
       Substance(s) Contained Therein
       Inventory the volume or mass of each final
       product leaving the system boundary. Again, data
       for this can usually be found in sales records or
       other internal management records.

       Document the annual revenue for each final
       product for use in the subsequent financial
       analysis step.

       If the pollution prevention plan is focused on a
       substance, inventory the volume or mass of the
       substance contained in the product, if known.
       This may require engineering calculations or
       estimates. If this is not known, it can be
       determined through the materials accounting or
       materials mass balance step described below.
       Inventory of Non-Product Outputs
       Non-product outputs (or losses) will be the most
       difficult part of the inventory to complete, as
       most companies do not routinely measure losses
       in a comprehensive fashion.
Inventory all known losses from the system
boundary. Losses may occur through air
emissions; wastewater effluent; liquid wastes
for underground injection and off-site disposal
and recycling; and solid wastes for on-site
release to land, or off-site disposal and recycling.

Also inventory the non-product outputs that
are reused or recycled in-process or on-site.
Materials for recycling contain lost investments
of embodied energy and labour that should be
minimized.

Data sources for non-product outputs or losses
include waybills for solid and liquid waste
transfers; compliance data; release and inventory
reporting records; direct measurements or
sampling results for air emissions and water
effluent; monitoring; and engineering
calculations or estimates. Some companies
report under the National Pollutant Release
Inventory, and can start with these
measurements.

The precision of analytical data and flow
measurements is important. With poor
measurement techniques, the absolute error in
measurement of these quantities may be greater
than the actual waste stream or emission.
Accurate calibration and the use of standard
measurement methods and procedures are also
essential.

Record all known costs associated with each
category of non-product output. Costs can
include direct costs, such as treatment and
disposal costs, and indirect costs such as
monitoring and permit fees. Appendix C,
"Assessing the Costs and Benefits of Pollution
Prevention Options" provides suggestions on
how to conduct a total cost assessment.
   B-6
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POLLUTION PREVENTION PLANNING HANDBOOK

               It may not be possible to identify all sources of
               non-product outputs at this stage. New sources
               may be identified and quantified through the
               materials accounting or materials mass balance
               approach (see below).
               Materials Accounting and Materials
               Mass Balance
               The materials accounting and materials mass
               balancing steps are important for any pollution
               prevention program: they make it possible to
               identify and quantify previously unknown losses.

               Materials accounting means  finding a general
               balance between the inputs and outputs of each
               separate substance. Materials accounting is
               based on the premise that, for the facility as
               a whole or for individual unit processes, all
               materials entering a facility must come out in
               one form or another.

                         Mass/volume of inputs =
               Mass/volume of (output + non-product output)

               If this equation generally balances, then the
               sources of non-product outputs  have been
               identified and an analysis of the cause of the
               non-product output can be initiated (see below).
               If the equation is significantly out of balance,
               then this unaccounted mass or  volume
               represents an unknown output  and should
               be investigated.

               If the reason for the discrepancy cannot be found
               easily, then analysis at the unit process level can
               be used to ferret out the  problem. This can be
               done  by doing a materials accounting for each
               specific unit process, or by doing a materials
               mass  balance.
A materials mass balance can be used to clear
up any problems unsolved through the materials
accounting approach. A materials mass balance
also offers greater accuracy, but is more time and
data consuming than materials accounting. In a
materials mass balance, greater efforts are made
to balance the statement:

     Mass in = Mass  out + Accumulation

The main difference is that in materials mass
balance, greater accuracy is achieved by using
samples and measurements instead of existing
records and estimations. The entire process
should ultimately be balanced on a kilogram-for-
kilogram basis, rather than accounting for each
substance alone as in materials accounting.

Materials accounting and materials mass
balances can be presented in a tabular or
diagrammatic format. A Sankey diagram provides
one useful method for representing a picture of
material flows and balances. An example of a
Sankey diagram is shown in Figure B4.
                                                                                                          B-7

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POLLUTION PREVENTION PLANNING HANDBOOK


      Figure B4:  Example Sankey Diagram

         Water
        Lubrication
                                                                                Waste Disposal
                                                                                    Option
                                               738.0
                                                                                    BARA
                                                                                    1.0
      Source: JKMAS Inc. distributes Sankey diagrams in North America. Contact JKMAS Inc. at 1630 North Main Street PMB 330,
            Walnut Creek, CA 94596 USA (925) 516-2121 or visit their website (http://sdraw.com).
      Example  of Techniques for
      Conducting a Baseline Review

      The following example illustrates some of the tools
      that can be used to complete a baseline review,
      including material flow diagrams, input/output
      inventories and materials mass balances.

      Scenario: Use of Substance X
      A facility manufactures cleaners for household
      use. Substance X is used in the production
      of four different types of cleaners to keep
      the hydrophobic solvents and emulsifiers in
      solution. A total of 16,000 250 ml glass bottles
      are manufactured annually.

       "Off spec" product and spillage of the product
           containing Substance X are stored  in
          205 litre drums on-site and transferred
                  off-site for disposal.
   B-8
Example Material Flow Diagram
In this example, Substance X will be tracked as
it moves through the process stages in a batch
manufacturing plant. The material flow diagram
in Figure B5 will build a detailed profile of the
inputs, outputs and non-product outputs (or
losses, including on-site releases and off-site
transfers).

Example Input/Output Inventories
The quantification of inputs and outputs,
through an inventory, will further build a
detailed profile of the production processes
and all associated inputs, product outputs and
non-product outputs (losses).

In this example, input/output inventories are
developed for Substance X at a facility level.
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POLLUTION PREVENTION PLANNING  HANDBOOK
                  Figure  B5:   Example Material  Flow Diagram
                    INPUTS

                    Total Substance X Inputs: 50 tonnes/yr
                       ACTIVITY
                   Raw material "A" -
                   Raw Material's" -
                   Catalyst "C" -
                   Water -
                   C02 (from energy) -
                   N0x(from energy) -
20tns
10tns
 4tns
 8tns
0.5 tns1
0.5 tns1
43 tns
                   Return tank cleanout water-5 tns
                   Return sample flushings-  2 tns
                   Total Other Inputs       501ns
                                                               Mixing
                                                                Tank
                        Holding
                         Tank
                                                               Filling of
                                                               product
                                                              into glass
                                                               bottles
                                                             Warehouse
                                                             of products
                                                               prior to
                                                               shipping
OUTPUTS
                                                                                        Off-spec product (Off-site transfer for
                                                                                        disposal) Estimated Substance X
                                                                                        losses at 2 tns/yr
                                                  On-site Wastewater Treatment Plan
                                                  (On-Site Release) Estimated Substance
                                                  X losses at 0.05 tns/yr
                                                  Rinsewater (Off-Site Transfer to
                                                  Sanitary Sewer) Estimated
                                                  Substance X losses at 0.02 tns/yr
                                                                                        Spills (On-Site Release)
                                                                                        Estimated Substance X losses at
                                                                                        2 tns/yr
                                                  Transfer for off-site disposal
                                                  (Off-site transfer) Estimated
                                                  Substance X losses at 0.68 tns/yr
                                                                                          Total Substance X Outputs:
                                                                                          45.2 tonnes/yr
                  Legend:
                  1 Energy is normally calculated in KJ but has been converted to tonnes of each greenhouse gas based on estimates provided by the National Pollutant
                  Release Inventory (NPRI) reporting process.
                     	-^ Periodic     	^-Intermittent     	^-Continuous
                                                                                                                               B-9

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POLLUTION PREVENTION PLANNING HANDBOOK
      Table B1:  Example Input Inventor
Inputs



Substance X
Raw material "A"
Raw material "B"
Catalyst "C"
Water
Energy
Return tank
cleanout water
Return sample
flushings
Quantity
Stored On-Site


NA
NA
NA
NA
NA
NA
NA

NA

Annual
Quantity Used
(tonnes)

50
20
10
4
8
20,000 kWh
5

2

Quantity Used
per Unit of
Production

0.0031
0.0012
0.0006
0.0002
0.0005
1.25
0.0003

0.0001

Annual Cost
of Input
$

15k
6k
3k
1 k
0.8k
2.2k
-

-

Cost of Input
per Unit of
Production
$/tonne
0.93
0.36
1.8
0.5
0.05
0.14/kWh
-

-















      Table Bl illustrates an input inventory using the
      following data:
      •  50 tonnes of industrial grade Substance X
         purchased annually
      •  production of 16,000 250 ml containers of
         cleaner.
      The inventory of the organization's products
      containing Substance X yields:
•  approximately 45.2 tonnes of Substance X
   are transferred off-site in the products
•  approximately 4.75 tonnes of Substance X
   are lost during the production process as
   non-product outputs.

Table B2 shows the Inventory of Substance X
losses (non-product outputs).
Process Description Type of Estimated Reason for Total Non-
Stage of Substance X Release/ Quantity Release/ Product
Non-Profit Transfer tonnes/yr Transfers Output of
Output Substance X
Holding tank
Filling line
Warehouse
and
shipping
Note: This table is
Rinsing of tanks
and lines
"Off-spec"
product
Rinsing of filled
bottles
Overflow during
filling
Spillage from
broken bottles
based on Table 5.2.3.2
On-site release
to surface water
(from treatment
plant)
Off-site transfer
for disposal
Off-site transfer
for disposal
(to sanitary
sewer)
Off-site release
to land
Off-site
transfer for
disposal
in Appendix A, "A Model
0.05 Rinsing of residual 4.75
intermediate product
generates rinsewater
with small quantities
of Substance X.
2 Some batches do
not have suitable
specifications for sale.
0.02 Filled bottles are rinsed
before packaging in
shipping boxes; this
generates rinsewater
with small quantities
of Substance X.
2 Spillage occurs during
the filling process.
0.68 Product falls off pallets
and glass bottles break
while in transit from
storage to shipping.
Pollution Prevention Plan."
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POLLUTION PREVENTION PLANNING HANDBOOK
               Example Materials Mass Balance
               Materials mass balances are useful to organize
               data, identify gaps and quantify previously
               unknown losses. They can help quantify
               substances where quantitative data are limited
               or where information is difficult to collect.
               Unaccounted-for losses can be revealed when
               "mass in" (inputs) fails to equal "mass out"
               (losses plus outputs).
                       Such an imbalance can also indicate that fugitive
                       emissions or unidentified releases are occurring.
                       In the example illustrated in Table B3, the
                       evaporation of Substance X from the mixing
                       tank can be estimated (0.05 tonnes/year) as the
                       difference between Substance X put into the tank
                       (inputs) and Substance X within products and
                       removed by disposal, treatment and spills (losses
                       plus outputs).
              Table B3:  Example Materials Mass Balance
                    Substance         Inputs            Outputs
                                      tonnes          Substance X
                                                 contained in products
                                                     sent off-site
                                   Non-Product
                                     Outputs
                                 on-site releases
                                + off-site transfers
                                         Mass
                                       Balance"
                    Substance X
50
45.2
4.75
0.05
                Mass Balance = Inputs - (Outputs + Non-Product Outputs)
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POLLUTION PREVENTION PLANNING HANDBOOK
      References and Resources

      For more information on pollution prevention
      and pollution prevention planning:
      Canadian Pollution Prevention Information
         Clearinghouse: www.ec.gc.ca/cppic

      Canadian Centre for Pollution Prevention:
         www.c2p2online.com

      Canadian Environmental Protection Act, 1999:
         www.ec.gc.ca/CEPARegistry

      Your Environment Canada Regional Office.

      For more information on techniques for
      conducting a baseline review for pollution
      prevention planning:

      City of Toronto, 1999. A Guidance Manual
         for Pollution Prevention Plans:
         www.city.toronto.on.ca/involved/wpc/
         nbylaw.htm

      Ayres, R.U., and L.W. Ayres, 1999. Accounting for
         Resources 1: Economy-Wide Applications of
         Mass Balance Principles to Materials and
         Waste. U.K.: Edward Elgar Publishing

      Ayres, R.U., and L.W. Ayres, 1999. Volume 2:
         The Life Cycles of Materials. U.K.: Edward
         Elgar Publishing

      Freeman, Harry, 1995. Industrial Pollution
         Prevention Handbook. McGraw-Hill.

      Industrial Research Assistance Program of the
         National Research Council of Canada, Design
         for Environment website: www.nrc.ca/dfe

      U.S. Environment Protection Agency's Design
         for Environment Program website:
         www. epa.gov/oppti ntr/dfe
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              Appendix C:  Assessing  the  Costs and  Benefits
                                     of  Pollution  Prevention  Options
              Introduction

              Over the past 30 years, expenditures on
              environmental protection in all sectors
              (including pollution control, waste management,
              monitoring, regulatory reporting, legal fees
              and insurance) have increased significantly.
              Pollution prevention approaches aim to avoid or
              reduce these costs by implementing alternatives
              that minimize the creation of the pollutants and
              wastes in the first place.

              Pollution prevention is the "use of processes,
              practices, materials, products,  substances or
              energy that avoid or minimize the creation of
              pollutants and waste, and reduce the overall
              risk to the environment or human health"
              (Canadian Environmental Protection Act, 1999}.
              Pollution prevention is at the top of a hierarchy
              of environmental protection methods that also
              include  off-site reuse and recycling, pollution
              control or treatment, disposal/destruction,
              remediation and clean-up. While all
              environmental protection methods provide some
              benefits, pollution prevention can provide the
              most cost-effective opportunities for reducing
              environmental and health risks while improving
              a business's bottom line.

              Assessing the costs and benefits of existing
              environmental protection practices and of
              pollution prevention options is important to
              ensuring that pollution prevention initiatives
              result in the most cost-effective outcomes
              possible. This information sheet describes basic
              steps and tools for identifying and estimating
              the quantifiable and less quantifiable costs and
              benefits associated with the status quo and with
              options  identified during pollution prevention
              planning.
Strategies for Improving
Environmental Performance
and  the  Bottom  Line Through
Pollution  Prevention

The degree to which an enterprise minimizes
or avoids environmental risk and maximizes
potential environmental opportunities can
have important implications for its profitability.
Surveys have indicated that some customers are
making the environment an important part of
their purchasing decisions, and that competitors
in some fields  are promoting the "greenness"
of their products and services in their marketing
strategies. Environmental performance is
becoming an important factor in some supply
chains, such as in automobile manufacturing.
Businesses are recognizing that pollution and
waste  represent inefficiencies and lost profits
in their production processes. Attention to
environmental opportunities  and obligations
affects not only a business's cash flow but also
the marketability and value of its assets.

As a result of factors like these, an increasing
number of companies are recognizing the
competitive  advantage to be gained in "valuing"
environmental performance,  as opposed to
viewing it as a cost of doing business. One
approach' to doing this consists of:
•  identifying the strategic business value
   of environmental performance;
•  measuring results that matter in financial
   terms; and
•  communicating environmentally linked
   financial performance.
              1  This approach is described further in Uncovering Value: Integrating Environmental and Financial Performance.
                Program on Energy, the Environment, and the Economy. The Aspen Institute. Washington, D.C., 1998.
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      Table C1:  Links Between a Company's Environmental
                       Franchise           Process
                       Protection          Changes
     Strategies and Investor Interests
         Product          New Market
         Changes	Development
Business Right to operate
value
Financial • Reduces earnings
impact • Reduces risk
Cost and
liability reduction
• Increases margins
• Often uses less
capital
• Increases return
on equity
• Reduces risk
Market share and
pricing power
through customer
loyalty and
reputation
Increases
competitive
advantage
New markets
• Increases
sales
• Increases
competitive
advantage
      Source: Adapted from D. Reed, "Green Shareholder Value, Hype or Hit?" Sustainable Enterprise Perspectives, World Resources Institute, 1998.
         Identifying the strategic business
         value of environmental performance
         requires direct communication between an
         organization's financial/business side and
         its technical/environmental side to ensure
         an in-depth understanding of the relevance
         of environmental considerations to core
         business strategies. These linkages can
         include:
         protecting the business franchise:
         Ford, GM and Daimler-Chrysler require
         all of their "Tier 1" suppliers to have an
         environmental management system (EMS)
         that is certified under ISO 14001. Suppliers
         without an EMS may lose important
         customers.
         changing processes to improve
         efficiency: Millar Western developed
         an effluent-free process for its new pulp
         mill in Meadow Lake, Saskatchewan. For
         approximately the same cost as traditional
         treatment processes, the new mill has
         eliminated the discharge of liquid effluents
         into the environment, uses 40% less fresh
         water than traditional kraft mills and has
         production yields 60% to 100% greater than
         traditional kraft mills.
   C-2
•  developing new products: Volvo increased
   its market share in one truck segment by 35%
   over a three-year period by differentiating its
   trucks on their environmental features (fuel
   efficiency and low emissions). This boosted
   the company's operating income from 30%
   to 56% during the same time period.
•  building and entering new markets:
   Green Mountain Energy Resources, a power
   marketer in the United States, is able to
   charge a premium for electricity generated
   from renewable sources. As a result of
   consumer preference for "cleaner" power,
   it has become the largest marketer of
   residential power across the United States.

Table Cl provides a way of examining how
environmental performance can be linked with
business strategy to reveal potential bottom-line
benefits.

2.  Measuring results that matter in
   financial terms involves knowing how
   the company is currently valued by investors
   and what measures are used, how the
   environmental aspects of its strategies
   affect those measures and how to collect
   data that are meaningful in demonstrating
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               Figure C1:  Relationships Between Forms of Accounting
                                             Conventional
                                            Cost Accounting
                                Total Cost
                               Accounting
                   Full Cost
                  Accounting
         Direct and
        Indirect costs
        "Recognized"
       contingent costs
  A broader range of direct,
   indirect, contingent and
    less quantifiable costs

External costs borne by society
              Source: Modified from: Total Cost Assessment Guidelines, 1997, B.C. Ministry of Environment, Lands and Parks.
                 that connection. Many companies pursue
                 environmental strategies that involve process
                 change, leading to cost efficiencies and
                 increased earnings. Accurate and complete
                 information about the costs and savings
                 associated with those changes is essential to
                 sound and fair evaluation of these strategies
                 over time.

              3. Communicating environmentally linked
                 financial performance requires expressing
                 measurements and results in terms that are
                 understood, relevant to and used by the target
                 audience - whether managers or investors.

              Communication of measurement information
              must be:
              •  shared and understood internally by all
                 managers (i.e., a common language);
              •  expressed in terms of business functions
                 and goals as well as being financially
                 relevant; and
              •  credible, consistent and comparable (over
                 time and between companies).
 Tools for Assessing the
 Profitability of Pollution
 Prevention Options

 Analytical tools that can be used in evaluating
 pollution prevention options include:
 •  conventional cost accounting (CCA);
 •  total cost accounting (TCA);
 •  full cost accounting (FCA); and
 •  life cycle assessment (LCA).

 In different ways and with varying levels of
 usefulness, these tools can be used to identify,
 assess and allocate the environmental costs
 of each pollution prevention option being
 considered. These tools represent  only a sample
 of the environmental managerial accounting
 tools that are being developed and implemented
 in a number of jurisdictions worldwide and
 that are available to an enterprise  for use in
 assessing options. Figure Cl demonstrates the
 relationships between forms of cost accounting.

 Conventional cost accounting (CCA)
 focuses primarily on determining financial costs
 based on categories of direct and indirect costs
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POLLUTION PREVENTION PLANNING HANDBOOK
       associated with a particular activity (product,
       service, process). Using this form of accounting,
       many of the environmental costs associated with
       permitting, insurance premiums, legal fees,
       utilities costs, etc., are attributed to overhead
       accounts, which may then be arbitrarily allocated
       to products, processes or services (e.g., on a
       square foot or product volume basis) or may
       not even be allocated at all. As a consequence,
       managers and executives are often unaware of
       the extent of these costs and have little or no
       incentive to reduce them. These costing methods
       can also distort the real cost picture for products
       or product lines and  result in sub-optimal
       decisions from both an environmental and a
       financial perspective.

       Total cost accounting (TCA) is a financial
       tool used to provide a more complete assessment
       of the true profitability of business investments
       and operations. It has been used to evaluate
       alternative capital investments, operational
       expenditures and procurement decisions.
       Particularly when used in conjunction with
       activity-based costing, TCA enhances decision
       making by improving the underlying cost
       information on which decisions are based.
       Relative to conventional cost accounting and
       project evaluation approaches, TCA:
       • takes into account a wider range of direct
         and indirect costs and savings;
       • uses longer time  horizons that reflect the full
         economic or commercial  life of the project;
       • uses financial indicators  that incorporate
         the time value of money;
       • reveals hidden costs, by relating them to
         the activities that cause them; and
       • considers uncertain or less quantifiable costs.

  It is important to note that TCA is not a
  new method of cost accounting but rather
  an existing tool for thinking about costs
  and project evaluation in a different, more
  comprehensive way. In most cases it is the
  best tool for identifying and assessing the
  costs of pollution prevention options.
Full cost accounting (FCA) attempts to identify
and quantify the external costs associated with
the activities of a given enterprise that are
currently being borne by society (damage
to health, land, buildings, crops, vegetation,
water bodies etc.). Companies do not normally
include an assessment of external costs in the
information collected to assist in choosing
among pollution prevention options, partly
because they are not currently held legally
accountable and liable for most such impacts
but mainly because of the difficulty of measuring
such costs. Very  few companies have the
resources and expertise to  carry out FCA, and
there is no widely accepted methodology for
doing so in a practical manner. Nonetheless,
with the growing acceptance worldwide of
the "polluter pays" principle, companies are
becoming alerted to the increasing demand
by society to "internalize" these traditionally
external costs.

Life cycle assessment (LCA) is a method
for systematically identifying, quantifying and
assessing inputs and outputs (i.e., sources of
environmental impact) throughout a product's
life cycle, from raw material acquisition and
processing, through its manufacture, use,
reuse and maintenance, to  its final disposal
or recycling. Although LCA  is  heavily relied on by
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POLLUTION PREVENTION PLANNING HANDBOOK
               some large companies, such as Mean and Volvo, in
               many cases it is only feasible to undertake the
               first step in LCA, identifying and inventorying
               environmental impacts over the life cycle of a
               product. Where LCA is integrated in quantitative
               terms with accounting information, however,
               it can be a very powerful tool for identifying
               opportunities to reduce environmental impacts in
               the most cost-effective manner, or even for
               identifying potential cost savings. For example,
               Procter and Gamble used LCA to determine that
               the energy needed to warm water when using
               household cleaners accounted for more than half
               of the total energy associated with the product
               (including manufacturing, transportation and
               disposal). With this information, the company
               focused on developing "cold water" or "no rinse"
               liquid cleaners, thereby expanding market share
               and increasing profits while decreasing adverse
               environmental impacts.

               Basic Steps for Assessing the
               Costs and Benefits  of Pollution
               Prevention Options

               In theory, both full cost accounting and life
               cycle assessment thinking, at least in qualitative
               terms, should be a feature in all pollution
               prevention planning activities. In practice,
               however, it is not always appropriate (from
               the company's perspective) to incorporate
               FCA or  to go beyond a qualitative LCA approach.
               This section therefore focuses on total cost
               accounting. It provides an overview of the four
               basic steps involved in assessing the financial
               aspects and viability of prevention options
               relative to the status quo, using a TCA approach.

               Step 1: Define the decision options.
                      Identify the business objectives and the
                      available technical options that meet
                      these objectives.

               Step 2: Identify and understand the costs
                      associated with each option, in
                      order to be able to compile a complete
                      and accurate picture of the real costs
                      associated with  all of the available
       options, including the status quo.
       To assist with this task, a preliminary
       assessment can be conducted in order to
       exclude costs that are the same for each
       option. Table C2 provides a checklist for
       identifying some of the possible costs
       and sources of data for identifying those
       costs, categorized under the following
       headings:
•  Direct costs - raw material input,
   labour, etc.
•  Indirect costs - up-front costs associated
   with siting and design requirements;
   operating costs such as training, monitoring,
   compliance and disposal costs, including
   those  resulting from poor production
   quality; back-end costs associated with
   decommissioning, site clean-up or other
   remediation efforts.
•  Contingent costs - fines for future
   regulatory infractions, compensation for
   future environmental damage and costs
   associated with future lost days due to
   production-related employee absence.
•  Less tangible or quantifiable costs -
   arising from changes in corporate image,
   employee morale, customer relations and
   relations with regulators.
•  External costs - costs borne by society as a
   result of the production, use and disposal of a
   given  product or service.

Step 3: Tabulate and summarize the  costs
       identified for each option (including
       the status quo). These costs can then
       be used for further financial analysis
       if necessary, such as determining and
       comparing the financial performance
       of each option using capital budgeting
       and discounted cash-flow techniques.
       Sometimes it may be necessary to use
       activity-based costing techniques to
       assign identified costs correctly to the
       appropriate products and processes.
       The costs of different options compared
       to the status quo can be displayed,
       revealing potential savings from each
       option, all other considerations being
       equal.
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POLLUTION PREVENTION PLANNING HANDBOOK
                                                   purchasing
                                                   individual facilities
                                                   sponsoring business unit
                                                   accounting
                                                   project management
                         proposals/bids
                         price lists
Table C2:  Checklist of Possible Potential Costs and Sources of Data for Identifying Them
Type of Cost	Internal Source	External Source
Direct Costs
• Capital costs e.g., equipment purchases,
  spare parts and insurance; materials for
  installation; utility systems and connections
• Operating costs e.g., materials purchase,
  transport and storage;  labour, including
  inspections; utilities
• Costs associated with changes in revenue
  generation e.g., increase or decrease
  in product sales due to changes in
  manufacturing throughput/production
       Indirect Costs
       • Capital costs e.g., fees relating to permits
         including labour, supervision and materials;
         site preparation, including demolition and
         salvage;  installation and construction,
         including design and procurements costs;
         training;  working capital; contingency
       • Operating costs e.g., marketing and public
         relations; management of non-product
         outputs,  including emergency planning,
         reuse, hauling and disposal, tracking/info
         system, storage; regulatory compliance
         including training, reporting, fees/taxes,
         site closure and reclamation; insurance
       • Costs associated with changes in revenue
         generation e.g., by-product sales
sponsoring business
unit or department
related business units
individual facilities
environmental staff
accounting
legal department
project management
                                                                     case/benchmarking
                                                                     studies within the same
                                                                     industry
                                                                     case/benchmarking
                                                                     studies in different
                                                                     industries with similar
                                                                     issues
                                                                     research  institutions
       Contingent Costs
       • Future liability costs e.g., fines, penalties,
         legal proceedings, personal injury claims,
         property damage claims, natural resource
         damages and site remediation
       • Production losses e.g., from accidents
         or clean-up
environmental staff
legal department
systems operations
                                                                     case/benchmarking
                                                                     studies
                                                                     databases of failure
                                                                     information
                                                                     original equipment
                                                                     manufacturer failure rates
                                                                     regulators
       Less Tangible or Quantifiable Costs
         Strategic issues leading to an increase or
         decrease in market share e.g., corporate
         image, customer satisfaction and relations;
         product quality or certification;  employee
         and community relations; employee and
         community health and safety
         Strategic issues leading to new revenue
         streams e.g., flexibility to market new
         products; innovation
all business units
corporate comptroller
environmental staff
legal department
   C-6
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               Table C2:   Checklist of Possible Potential Costs and Sources of
                           Data for Identifying Them (continued)
               Type of Cost
Internal Source
External Source
                 Strategic issues leading to more efficient
                 operations e.g., investor relations; credit
                 ratings; employee relations; employee health
                 and safety; relations with regulators, lenders
                 and insurers; reliability or production
                 capability; innovation
                External Costs
                • Current societal costs associated with
                 production, use and disposal of product
                 and service
   environmental staff
   occupational health
   and safety/personnel
               Source: Adapted from Total Cost Assessment Guidelines, Draft, June 1997.


               Step 4: Incorporate the cost information
                       into the business decision making
                       process. The above financial evaluation
                       should be weighed with business and
                       technical considerations to decide which
                       pollution prevention option(s) to adopt.

               In conducting this analysis, it is important
               to identify and distinguish one-time
               implementation costs and continuing costs
               related to production and service delivery.
               This will be particularly relevant, for example,
               if a multi-year cash-flow analysis is carried out
               for each option and for the status quo.

               An example using these four steps has been
               provided.
                             case/benchmarking
                             studies of companies
                             that have a track record
                             of decisions in the face
                             of high "image" costs
                             industry associations
                             studies of stock market
                             reaction to environmental
                             incidents
  Workers Compensation
  Boards
  government databases
  hospital and other health-
  related organizations'
  studies
  reported losses by other
                                                                                       sectors of society
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POLLUTION PREVENTION PLANNING HANDBOOK
        Example of Assessing the Costs and Benefits of Pollution Prevention Options
        Using a Total Cost Accounting Approach

        The enterprise: small circuit-board manufacturer, making 100,000 square feet of product per year;
        30 employees, 1 responsible for environmental management

        Strategic business goal related to the environment: to reduce the use and generation of
        hazardous materials and "non-product" outputs by 50%, while improving customer satisfaction

        P2 planning exercise: identified an opportunity to reduce the use of a hazardous/toxic substance
        in the workplace

        Existing process: circuit-board panels undergo a number of plating and rinsing processes; panels
        are carried on stainless steel racks, which must be rinsed with the hazardous/toxic substance after
        each plating run

        P2 option: copper-splined, plastic-coated racks eliminate the need for rinsing and support a more
        even distribution of electrical current, resulting in a more accurate and consistent plating process,
        leading to improved customer satisfaction

        TCA Step 1: Define the decision options - are there compelling reasons for considering alternative
                    options to the status quo, financial or otherwise?
        • beyond financial performance, the P2 option would address the strategic business goal stated
          above

        TCA Step 2: Understand and identify costs - what would change as a result of this option?
        • examples of direct financial considerations: cost savings in purchasing, storage, handling and
          recycling the hazardous/toxic substance currently used as a rinsing agent; productivity
          improvements (no longer need to strip racks after plating runs)
        • indirect cost considerations directly attributable to the option: reduction in environmental
          reporting/tracking; health and safety training and equipment; savings in purchasing and
          inventory management; reductions in energy and water use
        • contingent cost considerations: removal of the hazardous/toxic substance from the workplace;
          reduction in future liabilities such as fines, penalties and personal injury claims; improved
          employee and community relations; employee health and safety
        • less quantifiable costs: customer satisfaction and  potential for improved market share over and
          above financial benefits associated with reduced product defects

        TCA Step 3: Summarize and compare the financial  implications  of the plastic-coated rack
                    investment relative to the status quo.
        • state assumptions such as expected days of operation per year; useful life of rack; inflation rates;
          discount rate; corporate income tax rate, etc.
        • calculate costs and benefits using a number of scenarios that increase and decrease each of the
          rates stated in the assumptions, both individually and simultaneously

        TCA Step 4: Integrate financial cost and benefit information with other business and technical
                    considerations to decide whether to implement the plastic-coated rack option.
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POLLUTION PREVENTION PLANNING HANDBOOK


              References and  Resources

              For more information on pollution prevention
              and pollution prevention planning:

              Canadian Pollution Prevention Information
                  Clearinghouse: www.ec.gc.ca/cppic

              Canadian Centre for Pollution Prevention:
                  www.c2p2online.com

              Canadian Environmental Protection Act, 1999:
                  www.ec.gc.ca/CEPARegistry

              Your Environment Canada Regional Office.

              For a general overview on accounting for
              environmental costs and benefits:

              Introductory Guide to Environmental Accounting.
                  Environment Canada, Ottawa, 1999

              Other sources of assistance in environmental
              cost accounting:

              The USEPA Environmental Accounting Project:
              www.epa.gov/opptintr/acctg

              The Green Ledgers publication of the World
                  Resources Institute in Washington, D.C.,
                  provides practical steps for integrating
                  environmental accounting practices into
                  existing business systems

              The Canadian Institute of Chartered
                  Accountants (CICA) has published studies
                  in environmental performance reporting,
                  waste management guidelines and full cost
                  accounting: www.cica.ca

              The Society of Management Accountants of
                  Canada (SMAC) has published guides on
                  business strategy, performance measurement
                  and accounting for environmental costs:
                  www.cma-canada.org
For more information on life cycle
assessment-

Environmental Life Cycle Management:
A Guide to Better Business Decisions.
Environment Canada, 1997
(For an overview of the Guide, see
www.ec.gc.ca/ecocycle/english/lcmguide.html

Various free LCA software tools available on the
Internet, including:
•  The U.S. National Institute of Standards and
   Technology's LCA decision-support software
   for buildings called Buildings for
   Environmental and Economic Sustainability:
   www.bfrl.nist.gov/oae/software/bees.html
•  Carnegie Mellon University Green Design
   Initiative's Economic Input-Output Lifecycle
   Assessment (EIOLCA) software:
   www.eiolca.net
•  In the fall of 2000, the U.S. Environmental
   Protection Agency will open LCAccess, a free,
   web-based searchable directory of life cycle
   inventory data:
   www.epa.gov/ord/nrmrl/std/sab/lca_access.htm

The ISO 14040 series of guidance documents.
                                                                                                        C-9

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    POLLUTION
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              Appendix D:  Product Design  and Reformulation
               Introduction

               This information sheet introduces design for
               environment (DfE) methods for preventing
               pollution through the design of new products and
               the reformulation of existing ones. The product
               design stage is a crucial starting point for
               implementing pollution prevention. Addressing
               concerns associated with the product from the
               earliest stage is often the most cost-effective way
               to avoid environmental impacts associated with
               the production, use and disposal of a product.

               Pollution prevention is "the use  of processes,
               practices, materials, products, substances or
               energy that avoid or minimize the creation of
               pollutants and waste, and reduce the overall
               risk to the environment and human health"
               (Canadian Environmental Protection Act, 1999~).
               Pollution prevention is at the top of a hierarchy
               of environmental protection methods that
               also include off-site reuse and recycling,
               pollution control or treatment, disposal/
               destruction, remediation and clean-up. While all
               environmental protection methods provide some
               benefits, pollution prevention can provide the
               most cost-effective opportunities for reducing
               environmental and health risks while improving
               a business's bottom line.
               DfE and  Life Cycle Analysis

               DfE seeks to integrate environmental criteria
               into the usual design drivers of performance,
               cost, quality, cultural, legal and technical criteria.
               It does so by starting with an analysis of the
               product life cycle. For simplicity, the product life
               cycle after the design stage can be categorized
               into five stages:
               •  raw material acquisition and processing
                 (this includes extracting and refining non-
                 renewable raw materials, and harvesting
                 and processing renewable resources);
•  manufacturing and production;
•  filling, packaging and distribution;
•  use, reuse and maintenance; and
•  disposal.

From this life cycle perspective, DfE can involve
reducing the toxicity of a product, extending
the life of a product, extending the life of the
materials used, improving the selection of
materials, and reducing the energy and material
intensity required to produce, use and dispose
of the product.

Figure Dl illustrates the relationship between
the design process and the overall life cycle
environmental impacts of a product.

In identifying opportunities for reducing
environmental impacts along the life cycle of a
product, DfE  incorporates product and process
design into one analysis, as opposed to designing
the product first, and then considering the
process by which  it will be produced. Such
integration is obviously not always easy.
It requires an iterative and creative
approach. Identifying the full range of impacts
(environmental and otherwise) of a possible
design across the life cycle of a product can
require a significant amount of information.
Products, especially durable products, are
made  of increasingly sophisticated materials.
Assessing the environmental attributes of
these  materials is difficult, and is even
more so where suppliers of components and
subassemblies are widely dispersed. Accounting
for these considerations concurrently with
all other relevant  design objectives and
considerations can be challenging.

Properly done, however, DfE can bring numerous
important benefits. Because products are the
focal point in a complex web of material and
energy flows, an emphasis on DfE requires
an organization to take a systems perspective.
In turn, this:
                                                                                                         D-1

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POLLUTION PREVENTION PLANNING HANDBOOK
       Figure D1:  Relationship Between a Product's Design and Its Life Cycle Impacts
        Product Concept and
        Design Parameters
      Design
      Strategies
           Product Life Cycle
         Function
         Performance
         Quality
         Safety and health
         Environmental impacts
         Legal requirements
Match design to function
Select low impact materials
Reduce materials
Optimize production techniques
Efficient distribution system
Minimize impact of user stage
Optimize product lifetime
Minimize end-of-life impacts
       Inputs
  Material
Energy
Raw Materials Acquisition
       I Transportation
Manufacturing/Processing
       | Transportation
 Use/Maintenance/Reuse
       | Transportation
       Disposal
Outputs
•Air emissions
• Water effluent
• Liquid waste
• Solid waste
• Noise and vibration
• Other Releases
• Useful products
        Identification of Objectives for Improvement
        • Resource Conservation
        • Pollution Prevention
        •Etc.
        Source: Modified from CSAZ762-95
                  Environmental Impacts
                  • Resource depletion
                  • Impacts on global warming, acidification, biodiversity,
                   long-range transport of pollutants, etc.
                  • Human health impacts
                  • Local air, water and soil contamination
       •  ties environmental issues directly to the
         core business activity of a company;
       •  allows a company to identify where it can
         get the best return on investment for its
         environmental expenditure; and
       •  enables environmental issues to become a
         means to reduce costs, maintain market
         access, gain competitive advantage, enhance
         brand image and increase revenues.

       Figure D2  illustrates the different types of design
       considerations relevant to each stage in a typical
       product's life cycle and lists possible design
       objectives  relevant to preventing the
       environmental impacts associated with each
       stage. Stages 2 to 5 focus on reducing the
       pollution associated with producing and
       distributing products. Information on practices
       for preventing pollution during these stages can
       be found in Appendices E, "Equipment
       Modifications and Process Changes"; F,
   D-2
                     "Materials and Feedstock Substitution"; G,
                     "Operating Efficiencies and Training"; H,
                     "Purchasing Techniques and Inventory
                     Management" and I, "On-Site Reuse and
                     Recycling."

                     The remainder of this appendix focuses on
                     extending product design considerations
                     both upstream of the production phase (life
                     cycle stage 1 of Figure D2) and downstream
                     of the distribution phase (life cycle stages 6
                     to 8 of Figure D2).

                     Upstream Considerations:
                     Emphasizing Functional
                     Optimization in New  Concept
                     Development
                     A product can be designed only once its
                     functional objectives have been established.
                     One of the key insights with respect to DfE is


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POLLUTION  PREVENTION  PLANNING HANDBOOK
               Figure D2:  DfE Opportunities Throughout the Product Life Cycle
                    8. Optimize end-of-life:
                    •  Reusability
                    •  Remanufacturability
                    •  Recyclability (recovery and
                      disassembly)
                    •  Safe disposal (degradable,
                      clean incineration, etc.)
                7.Optimize initial lifetime by
                  designing for:
                • Adaptability and upgradeability
                • Reliability and durability
                • Ease of maintenance and repair
                 6. Reduce impact at user stage:
                 • Low energy consumption and waste
                 • Clean energy source
                 • Low water consumption and waste
                 • Low material use and waste
                 • Low emissions
1. New concept development:
• Functional optimization
  of product
• Shared use of product
• Integration of functions
 5. Design for efficient and
   clean distribution:
 • Minimize packaging
 • Low-impact packaging
 • Low-impact transport
2. Select low-impact materials:
• Non-hazardous materials
• Non-exhaustible materials
• Low energy content materials
• Recycled materials
• Recyclable materials
• Industrial ecology
                                 3. Reduce materials:
                                 •  Reduce weight
                                 •  Reduce (transportation) volume
                              4. Design for clean production:
                              • Low and clean energy consumption
                              • Low generation of waste
                              • Few and clean production inputs
                  Source: Adapted from the Life Cycle Design Strategy (LiDS) Wheel developed by the Netherlands' PROMISE project.
               that environmental and functionality objectives
               can often be met by rethinking the functions
               customers want from products and redefining
               those needs in ways that have less
               environmental impact. This entails a shift in
               thinking, from what nuts and bolts to provide
               to the customer to what service or benefit
               the customer actually wants. In addition to
               encouraging designers to step back from
               their traditional design focus, this concept has
               prompted a growing number of companies to
               maintain ownership of their products and sell
               product services instead. Examples include
               companies that provide elevator services,
               washing machine services  and flooring services.
               This shift has created external incentives to
               compete on the basis of service and internal
               incentives to enhance the durability,
               serviceability, ease of upgrading and ease of
               disposal of products provided to customers.
               Downstream Impacts: The User
               Stage and After

               Design for Minimal Impact at the User Stage
               Some products create significant environmental
               impacts while being used. For products such as
               motor vehicles, some of the most important
               pollution prevention opportunities can result
               from designs that reduce energy and resource
               use requirements and that minimize emissions
               during the user stage.

               Optimize Initial Lifetime
               The initial lifetime of a product can be optimized
               by designing the product to be reliable, durable,
               adaptable and serviceable.

               Reliability
               Reliability is a major aspect of quality. Unreliable
               products or processes, even if they are durable,
               are often quickly retired. Reliability should be
                                                                                                                D-3

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POLLUTION PREVENTION PLANNING HANDBOOK
       designed into products, rather than achieved
       through later inspection. Screening out
       potentially unreliable products or components
       after they are made is wasteful because such
       products and components must either be
       repaired or discarded.

       Durability
       Some design options may make a product more
       durable without the use of additional resources.
       In other cases, however, enhanced durability may
       require increased resource use. In these cases,
       a trade-off will be required between the benefits
       of increased product life and an increase in
       resource use. Similarly, it is important to design
       a product  or component that does not last longer
       than its expected useful life in the marketplace.
       For example, products based on rapidly changing
       technology may not be good candidates for
       enhanced durability.

       Adaptability and Ease of Upgrading
       Adaptable designs either allow continual
       updating or perform several different functions.
       Modular components allow single-function
       products to evolve and improve as needed.
       For components to be interchangeable, their
       dimensions and tolerances must be carefully
       controlled. To have a significant environmental
       benefit, upgrading must retain a sufficient
       portion of the original product after obsolete
       parts are replaced.

       Serviceability
       Design efforts to enhance serviceability will
       work best if efforts are also made to ensure that
       potential users have access to the necessary
       skills, tools and parts. The development and use
       of standardized parts can make products easier
       to repair and therefore extend their life.

       Optimize End-of-Life
       The environmental impacts associated
       with a product at the end of its  intended
       life can be reduced by designing for reuse,
       remanufacturing, recycling or safe disposal.

   D-4
  Interface Flooring Systems (Canada) Inc.
  in Belleville, Ontario, reduced the weight
  of the backing on its nylon carpet tiles.
  The result was a better product as well as
  environmental benefits. By having less
  material in the backing, the product
  achieved better smoke and flame ratings
  and improved quality performance. The
  production process also uses less fuel
  (plasticizers and polymers), resulting
  in lower emissions of volatile organic
  compounds (VOCs).  Furthermore, by
  reducing the amount of material in the
  carpet backing, Interface was able to
  decrease the amount of heat required to
  laminate the face and backing, which also
  led to energy savings and an improved
  product. The overall environmental benefits
  of this product reformulation included a
  reduction in raw material and energy use as
  well as a reduction in solid waste and VOC
  emissions. This reformulation also provided
  economic benefits by improving product
  quality and performance, reducing material
  and energy costs, improving operating
  revenues, and reducing solid waste and
  disposal costs.
  Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=42
Design for Reuse
In many cases, designing a product to be
reusable can significantly lower the pollution
associated with its overall life cycle. Where the
main environmental impact comes from the
product's manufacture, reuse will lower its
overall life cycle impacts. Where significant
environmental impacts are  associated with its
distribution, collection and  cleaning, however,
designing for reusability may have little or
even negative overall environmental impacts.

Design for Remanufacturing
Remanufacturing is the restoration of used
products or components to a condition with
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POLLUTION PREVENTION PLANNING HANDBOOK
               performance characteristics approximating
               those of a new product. It extends product life
               and promotes the reuse of components and
               materials. It can enhance the value of the
               original product by giving it value after the end
               of its initial life. Industrial equipment or other
               expensive products not subject to rapid change
               are the best candidates for remanufacture. For
               example, remanufacturing is widely used in the
               automotive and industrial equipment sectors.
               The following factors are relevant to its
               applicability:
               •  The product intended for remanufacture
                  should be:
                  -   mature (not undergoing rapid change in
                     design or materials);
                  -   standardized and made with
                     interchangeable parts; and
                  -   easily disassembled.
               •  Component parts must be capable of repair
                  and refurbishment to enable the final
                  remanufactured product to replicate the
                  original performance.
               •  The end-of-life product must have a "core"
                  that retains sufficient value to justify
                  remanufacture.
               •  There should be a sufficient population of
                  old units (cores) with an available (or easily
                  established) trade-in network and storage
                  and inventory infrastructure.

               Design for Recycling
               Design for recycling comprises two streams:
               recovery and disassembly.
               •  Design for recovery exploits existing
                  technology for material recovery such as
                  scrap metal shredding. Design features that
                  can improve recovery include:
                  -   using easily recycled materials;
                  -   avoiding self-contaminating combinations
                     of materials (e.g., copper contamination
                     of steel can reduce the recovery value of
                     steel);  and
                  -   eliminating or avoiding toxic substances
                     that may not be accepted for shredding
                     (e.g., cadmium, asbestos, mercury).
In order to allow for the efficient separation
of materials following the end of a product's
initial life, the following principles should be
considered:
•  Minimize material variety and use
   compatible materials.
•  Consolidate parts and minimize the
   number of components.
•  Reduce the number of assembly
   operations.
•  Identify separation points between parts.
•  Mark materials.
•  Mould recycling codes into plastic to
   streamline disassembly.
•  Use water-soluble adhesives, where
   possible.
•  Ensure that separation at break points
   cannot occur inadvertently.
•  Avoid metal contamination of plastics.
•  Avoid composite materials such as
   fibreglass.
•  Eliminate or avoid toxic materials and
   other hazardous substances.
•  Use snap fittings and simplify and
•   standardize component fits and
   interfaces.
•  Use the material required; avoid over-
   specifying materials.
•  Use colorants sparingly and  allow for
   easy separation of differently coloured
   plastics.
•  Avoid secondary coatings, finishes and
   platings.
•  Provide  information on recyclability to
   the end user.
•  Design with the recovery system in mine
 Design for disassembly enables the
 recycling of almost all materials (including
 plastics) in a product through its disassembly
 into basic components. Materials other than
 metals can be recovered only through
 disassembly, which keeps them free from
 contamination and therefore retains their
 original properties.
                                                                                                            D-5

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POLLUTION PREVENTION PLANNING HANDBOOK
      Figure D3:  Conceptual DfE Requirements Matrix




Cultural
Cost
Performance
Environment
Process:
input
output
Distribution:
input
output
Management:
input
output



Raw Material
Acquisition






Manufacturing
and Filing






Distribution






Use & Reuse







Disposal






      Design for Safe Disposal
      Finally, product design should ensure that
      the materials used in a product can be safely
      disposed of, where they cannot be reused or
      recycled. Relevant considerations include,
      for example, specifying materials that are
      degradable or that can be incinerated cleanly.

      Implementing DfE Through a
      Requirements Matrix

      There are several tools available to support DfE.
      One useful approach, known as a requirements
      matrix, helps the design team establish the
      requirements for the design of a product.
      It allows the presentation, assessment
      and comparison of several requirements
      simultaneously. A typical requirements matrix
      (see Figure D3) includes analysis of the
      environmental, performance, cost, cultural
      and legal requirements of the product system.
      The inputs and outputs associated with each
      component of the product system (i.e., the
      product, production process, distribution system
      and management system) are discussed and
      then evaluated by the design team.
   D-6
As an example, the following type of information
could be relevant for completing a DfE
requirements matrix for the development of
a new car:
•  The environmental requirements of a
   car could include improved worker health
   and safety considerations during production,
   limited use  of non-renewable resources
   in the car's  manufacture, and ease of
   disassembly and recycling at the end of
   its life.
•  The performance requirements define
   the function of the product in question and,
   in this case, could include fuel efficiency,
   tolerance to collision, passenger and storage
   capacity and rough-road driving capabilities.
•  Cost considerations could include the
   customer purchase price of the car, cost of
   servicing and maintaining the vehicle, as
   well as the cost of appropriate disposal.
•  Cultural considerations of the car could
   include size, shape and colour, depending
   upon where and when the vehicle is  being
   marketed and sold.
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POLLUTION PREVENTION PLANNING HANDBOOK

              •  Finally, relevant legal requirements could
                 include factors such as emissions standards,
                 safety features and end-of-life disposal.
              Reformulating an  Existing
              Product for Pollution Prevention

              The concepts described above for initial product
              design can also be applied to redesign and
              reformulate existing products to prevent
              pollution associated with their production, use
              and disposal. This need not entail a complete
              redesign of the product. Simply changing one
              or more product specification or component can
              accomplish a great deal. One spectacular success
              in this area was the reformulation of laundry
              detergents to remove the phosphates that were
              responsible for the eutrophication of many lakes
              until the 1970s. Another example is the  removal
              of mercury from many products like fluorescent
              light ballasts and household thermostats. In
              both cases, products were reformulated to
              significantly reduce pollution while retaining
              the full functionality of the  original product.
                                                                                                       D-7

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POLLUTION PREVENTION PLANNING HANDBOOK
       References  and Resources

       For more information about pollution
       prevention and pollution prevention planning:

       Canadian Pollution Prevention Information
       Clearinghouse: www.ec.gc.ca/cppic

       Freeman, Harry, 1995. Industrial Pollution
       Prevention Handbook, McGraw-Hill

       Canadian Environmental Protection Act, 1999:
       www.ec.gc.ca/CEPARegistry

       Your Environment Canada Regional Office.

       For more information about DfE:

       The Industrial Research Assistance Program
       (IRAP) of the National Research Council of
       Canada:
       •   IRAP has designed a succinct guide to DfE
          that has been  adapted for inclusion on
          their DfE Internet site. This site uses
          information retrieval software developed
          by the Canada Institute for Scientific and
          Technical Information that links users
          to numerous DfE references and source
          materials: www.nrc.ca/dfe
       •   IRAP is also training its industrial technology
          advisors to help small and medium sized
          businesses develop more strategic and
          environmentally responsible initiatives by
          relying on IRAP's DfE guide and website:
          www.nrc.ca/irap
       •   The National Research Council's main
          website: www.nrc.ca

       The U.S.  Environmental Protection Agency's
          Office of Pollution  Prevention and Toxics
          runs a "Design for Environment" program.
          The DfE program website provides
          information about various DfE assessment
          tools as well as links to other resources:
          www. epa.gov/oppti ntr/dfe
The U.S. Environmental Protection Agency's
   DfE program website introduces the
   Cleaner Technologies Substitutes Assessment
   (CTSA): A Methodology and Resource Guide
   (EPA744-R-95-002). The CTSA approach
   facilitates comparisons of the risk, cost
   and performance of alternative products,
   processes and technologies. It relies on the
   Use Clusters Scoring System (UCSS) to
   identify and analyze groups of chemicals
   for various tasks with respect to human
   health, environment and safety risks:
   www.epa.gov/opptintr/dfe/tools/ctsa/contents.htm

The U.S. Department of Energy's "Sustainable
   Design" website contains useful information
   and tools: www.pnl.gov/doesustainabledesign

Design for Recyclability, GE Plastics, Worldwide
   Headquarters, One Plastics Avenue, Pittsfield,
   MA 011201, U.S.A.

Design for Recyclability, Michael Henstock, The
   Institute of Metals, Carlton House Terrace,
   London SW1YSDB, U.K.

CSA Z762-95 Design for the Environment,
   Canadian Standards Association, 178 Rexdale
   Blvd., Etobicoke, Ontario, M9W 1R3

EcoRedesign Newsletter, Centre for Design,
   Royal Melbourne Institute of Technology:
   www.cfd.rmit.edu.au

Centre for Sustainable DesignX/our/za/ of
   Sustainable Design: www.cfsd.org.uk

United Nations Environment Program: Working
   Group on Sustainable Product Development:
   http://unep.frw.uva.nl
   D-8
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POLLUTION PREVENTION PLANNING HANDBOOK

               For more information on life cycle
               assessment-

               Environmental Life Cycle Management: A Guide
                  to Better Business Decisions. Environment
                  Canada, 1997 (For an overview of the Guide,
                  see www.ec.gc.ca/ecocycle/english/
                  lcmguide.html

               Various free LCA software tools available on the
               Internet, including:
               •   The U.S. National Institute of Standards and
                  Technology's LCA decision-support software
                  for buildings called Buildings for
                  Environmental and Economic Sustainability:
                  www.bfrl.nist.gov/oae/software/bees.html
               •   Carnegie Mellon University Green Design
                  Initiative's Economic Input-Output Lifecycle
                  Assessment (EIOLCA)  software:
                  www.eiolca.net
               •   In the fall of 2000, the  U.S. Environmental
                  Protection Agency will open LCAccess, a free,
                  web-based searchable directory of life cycle
                  inventory data:
                  www.epa.gov/ord/nrmrl/std/sab/lca_access.htm

               The ISO 14040 series of guidance documents.
                                                                                                          D-9

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POLLUTION PREVENTION PLANNING HANDBOOK
Product Design Pollution
Life Cycle Stage
Prevention Checklist
Relevant Considerations
Ensure design flows from • Focus on function?
clear understanding of desired • Evaluate past?
function • Learn from mistakes?
• Identify opportunities for improvement?
Ensure appropriate material
selection
Ensure clean production
Ensure efficient and clean
distribution and packaging
Minimize impacts at user
stage
Optimize initial lifetime
Optimize end-of-life
• Low-impact materials?
• Minimize materials?
• Energy-efficient production?
• Material-efficient production?
• Low-waste production?
• Minimize need to release toxics and other harmful
substances during production?
• Design for efficient and clean distribution?
• Minimize packaging?
• Specify clean packaging?
• Low energy consumption?
• Reliance on clean energy?
• Low water consumption and waste?
• Low material use?
• Low waste generation?
• Low emissions?
• Reliable?
• Durable?
• Adaptable and upgradeable?
• Serviceable?
• Reuseable?
• Remanufacturable?
• Recyclable?
• Recoverable?
• Ability to be disassembled?
• Safely disposable?
/







Reformulate existing product for continuous improvement
                                                                             D-11

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POLLUTION PREVENTION PLANNING HANDBOOK
              Appendix E:  Equipment Modifications and
                                     Process  Changes
              Introduction

              Most processing and manufacturing companies
              are engaged in continuous efforts to enhance
              efficiency or improve quality through
              modifications to their equipment and processes.
              This information sheet outlines various ways to
              ensure that such modifications and changes also
              contribute to pollution prevention. In addition, it
              provides examples and presents a checklist to
              help implement these practices.

              Pollution prevention is "the use of processes,
              practices,  materials, products, substances or
              energy that avoid or minimize the creation of
              pollutants and waste, and reduce the overall
              risk to the environment and human health"
              (Canadian Environmental Protection Act, 1999}.
              Pollution prevention is at the top of a hierarchy
              of environmental protection methods that also
              include  off-site reuse and recycling, pollution
              control or treatment, disposal/destruction,
              remediation and  clean-up. While all
              environmental protection methods provide some
              benefits, pollution prevention can provide the
              most cost-effective opportunities for reducing
              environmental and health risks while improving
              a business's bottom line.

              In operating production or processing systems,
              the aim is typically to optimize the system in
              terms of production efficiency and end-product
              quality.  However, it is often  the case that
              production systems operate in a manner that
              wastes energy or generates  unnecessary toxic
              or other non-product outputs (wastes). By
              modifying equipment or production processes,
              much can be done to reduce, prevent or even
              eliminate  pollution. Such changes can often
              increase profits, enhance production efficiency
              and reduce permitting, storage, waste disposal
              and recycling costs.
                                      5
                                     Id-
Interface Flooring Systems (Canada) Inc.
in Belleville, Ontario, modified its
manufacturing process for nylon carpet tile
to eliminate the conventional printing
process. Rather than being printed, designs
are now incorporated into the carpet at the
tufting stage itself. The print line and its
associated pollution control equipment were
eliminated, as were charges to the customer
for printing. Energy is no longer needed for
steaming and drying. Water is no longer
required for carpet washing, and wash
effluent has been eliminated. The company
also replaced its cooling tower with a second-
hand chiller unit. Environmental benefits
include zero process effluent; a reduction
in water use of 430 m3 a month;  the
elimination of heavy metals from the
production process; and reductions in
energy consumption of 35% and atmospheric
emissions of 38%. Economic benefits include
savings of $8,000 a month ($96,000 a year)
in water and sewer charges; a 35% reduction
in energy costs (peak load charges were
reduced by over 30%); a 6% reduction in
raw material use; a reduction in off-quality
product; and an increase in operating
revenues.
Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=43
Implementing  Equipment
Modifications and  Process
Changes
Most businesses and industries can make
equipment modifications or process changes to
improve pollution prevention. Depending on the
organization, specific prevention opportunities
may focus on issues related to chemicals, metals,
safety, water or energy. Home offices and office
buildings may make use of only water and energy
                                                                                                     E-1

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POLLUTION PREVENTION PLANNING HANDBOOK
      Table E1: Equipment Modification and Process Change
         Conventional    Replacement      Coating
         Technology     Technology       Removal
                                     Performance
Opportunities to Reduce Pollution from Metals Stripping
Operating    Relative    Relative    Environmental
Simplicity    Capital   Operating     Health and
             Costs      Costs       Safety Risk
Abrasive blasting;
Chlorinated
substances
Abrasive
blasting;
Grinding;
Chlorinated
substances
Abrasive blasting;
Chlorinated
substances
Blasting
substitutes
High-pressure
water
Organic
solvents
Same
Same/Less
Better
Better
Better
Better
Same/Less
Same
Better
Same
Better
Same
Better
Same
Same
Less
More
More
More
Less
Same
Same
Less
Same
Same
Less
Less
Same/Less
Same/Less
Less
Less
Less
Less
Same/Less
Less
       audits, while laboratories, manufacturing plants
       and petroleum refineries may apply any number
       of pollution prevention practices to identify and
       implement economical pollution prevention
       measures.

       Chemicals
       The metal fabrication industry typically supplies
       the automotive, defence, electronics, appliance
       and furniture industries with a broad range of
       components. The production processes
       associated with this industry are varied, and
       involve the use of numerous chemical
       compounds. In an assessment of 2,900 facilities
       in the metal fabrication industry in  the United
       States, for example, some 195 million pounds (88
       million kg) of chemicals were registered,  falling
       into over 100 chemical groups (Freeman,  1995).
       There are five  common processing operations
       in the metal products industry that can be
       identified as major sources of pollution
       generation and discharge: stripping, painting,
       cleaning, inorganic surface treatment, and
       inorganic surface finishing. Stripping, painting
       and cleaning are important sources of volatile
       organic compounds (VOCs) and ozone-depleting
       substances (ODSs), while inorganic surface
       treatment and surface finishing are sources of
       acids and metals.

       Stripping and cleaning traditionally involve
       the use of abrasive blasting technologies to
  physically remove paints and other organic
  coatings from metal surfaces. Another method of
  stripping and painting entails the use of
  chemicals and solvents to soften coatings before
  they are removed from a surface mechanically.
  Due to the types of chemical and, in particular,
  solvents used in these processes, high levels of
  VOCs, ODSs, and solid and liquid wastes are
  generated. In addition, explosions and fire
  hazards are often associated with these
  materials.
    Prioi
   E-2
 'rior to 1988, one of Nortel Networks'
manufacturing processes used a CFC-113
based solvent to clean excess flux from the
soldering process. Upon examination of
alternatives for replacing the solvent, a
"no clean" system was developed, which
eliminated the cleaning step entirely. By
the end of 1991, all Nortel facilities involved
in the program had eliminated the use of
CFC-113 solvents. Seven other facilities
eliminated the use of CFC-113 solvents by
mid-1992. Between 1988 and 1991, Nortel
reduced its use of CFC-113 by 1 million
kilograms for a savings  of $4 million, with a
development investment of $1 million.
Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=50
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POLLUTION PREVENTION PLANNING HANDBOOK
                 Using the latest distillation technology to
                 capture and recycle on-site all cleaning
                 solvents, King Metal Fabricators Ltd. of Nova
                 Scotia reduced by 95%, the amount of solvent
                 purchased and disposed of as a hazardous
                 waste, resulting in a savings of
                 approximately $16,000 a year. The company
                 also installed a "self-recycling" blast booth
                 that uses steel shot and grit as the blast
                 medium, in place of sand. Shot can be used
                 up to 200 times, whereas sand can be  used
                 only twice. The booth recycles the shot
                 automatically by collecting, cleaning and
                 returning it to the blast pot, eliminating the
                 generation of waste sand from the blasting
                 process. The finishing operation now takes
                 50% less time, saving approximately $12,000
                 a year in labour costs.
               There are, however, several equipment
               modifications and process changes that reduce
               or eliminate the need for toxic compounds and,
               at the same time, reduce operational costs and
               worker heath and safety risks. Table El
               summarizes these opportunities for paint
               stripping.

               Metals
               The electroplating industry deals with the
               manufacture of strategic and consumer products,
               including printed circuit boards and automotive
               parts. Electroplating utilizes a wide range of
               chemicals, depending upon the types of metals
               processed for electroplating and  the types of
               metallic coating being applied. In addition,
               compounds containing heavy metals are often
               used in the plating process. These are of
               considerable environmental concern.

               For this sector, pollution prevention alternatives
               through equipment modification and process
               change options include  the addition of
               electrolytic recovery and ion exchange
               technologies to existing systems. Electrolytic
               recovery, for instance, is a technology that uses
               special electroplating equipment to lower the
concentration of dissolved metals in drag-out
rinses and concentrated rinse tanks. Benefits of
this technology include reduced generation of
sludge, some electrolyte destruction of cyanide,
and reuse or sale of scrap metal plated out.
  Plouffe Park, a 31,258 m2 federal government
  building, used 20,400 m3 of water at a cost of
  $18,779 in 1998. In 1999, a water audit was
  performed for approximately $5,000. The
  resulting simple equipment modifications
  (e.g., motion-detected flushing urinals in
  place of continuous flush urinals) have
  reduced water consumption by 40%, saving
  $7,000 per year.
  Source: From the experiences of Jacques Whitford
  Environment Ltd.
Water
Water management strategies to promote
pollution prevention include water and
wastewater flow reduction; recycling; by-product
recovery; and water reuse. Water usage can be
minimized through practices such as:
•  using high-pressure hoses or spray rinses
   instead of dip tanks;
•  replacing water curtain spray paint booths
   with an electrostatic painting system;
•  replacing a water-cooled heat exchange
   system with an air-cooled system;
•  replacing a cooling tower with a refrigerant-
   based cooling system; and
•  replacing a wet scrubber with a bag house.

Where changes in operations are concerned,
practices to reduce water wastage can be
grouped into three main objectives: optimize
equipment cleaning operations; maximize the
effective life of production water; and optimize
water usage. Table E2 illustrates examples of
operational changes toward each of these
objectives.
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POLLUTION PREVENTION PLANNING HANDBOOK
       Table E2: Operational Changes for Reducing Water Wastage
           Objective                       Examples of Operational Changes
       Optimize equipment
       cleaning
       Maximize effective life
       of production water
Use mechanical cleaning devices, such as rubber wipers, prior to cleaning
components with water
Use high-pressure spray heads to increase cleaning efficiency and reduce the
amount of water required to remove wastes or dirt
Line tanks with non-stick materials such as Teflon to reduce adhesion and
increase drainage
Use countercurrent rinsing cycles
Co-ordinate cleaning  schedules
Use plastic or foam "pigs" to clean pipes

Use countercurrent rinsing
Use de-ionized make-up  water in rinse tank applications
       Optimize water usage

Improve seals on pumps, pipes and valves
Use automatic flow control equipment
Use water level controls and splash guards
Place lids or silhouettes on tanks
Replace once-through cooling systems with closed-loop systems
       The economic and environmental benefits of
       reducing water use can be significant. Payback
       periods are usually quick and the savings are
       often substantial, with low costs for employee
       training and maintenance.

       Safety Assessment
       The economic benefits from equipment
       modifications and process changes undertaken
       as a result of safety assessments cannot be
       calculated as  easily as in other areas. These
       changes are often driven by liability and public
       image incentives (lessening the risk to people
       and/or the environment), rather than for
       monetary reasons. However, lost time at work
       resulting from employee injuries or illness,
       and savings from any fines resulting from
       non-compliance disposal may sometimes be
       monitored. This approach will typically apply
       more to larger manufacturing facilities and
       refineries than to office buildings.

       Energy
       Many technologies are available to enable a plant
       to use energy more efficiently, leading to a direct
       reduction in emissions. Typically, plant and
       process heating relies on steam boilers operating
       at efficiencies between 75% and 85%. In many
   E-4
                       cases, proven technologies can improve this
                       efficiency to over 95%. Heat energy (both latent
                       and sensible) leaving with stack gases is
                       the primary heat loss in boiler processes.
                       By recovering and applying this waste heat, a
                       typical natural gas boiler can improve its
                       efficiency by 10% to 15%, reducing annual
                       carbon dioxide, nitrogen oxides and other
                       emissions by the same amount. These
                       technologies can also be applied to humid
                       process exhausts to similar or greater effect.
                        Over-filling of storage vessels often leads to
                        spills of hazardous materials and expensive
                        clean-up. After this problem was reviewed at a
                        federal heating plant facility, a fillpipe cabinet
                        was purchased and installed. This device has
                        an alarm whistle, an overflow alarm light and
                        a locking mechanism that a plant employee
                        must unlock and supervise during refuelling.
                        Costing only $2,000, this simple modification
                        ensures that correct fuelling procedures are
                        followed and protects against costly and
                        environmentally damaging spills.
                        Source: www.on.ec.gc.ca/epb/fpd/en/epw/epsw04.html
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POLLUTION PREVENTION PLANNING HANDBOOK
               Key Steps to  Implementing
               Equipment Modifications and
               Process Changes

               The largest barrier to implementing equipment
               modifications and process changes for pollution
               prevention is often the capital investment
               required, especially with the larger processes.
               A thorough review at the beginning of the
               process is important to ensure that all options
               are investigated and compared on a "level
               playing field." All costs and benefits should be
               quantified. As with any significant change to
               equipment or processes, an implementation
               and monitoring plan will help ensure that any
               changes made are implemented as effectively as
               possible, and that any problems that arise are
               identified and addressed as quickly as possible.

               Baseline  Review
               The first step in considering possible equipment
               modifications and process changes for pollution
               prevention is to perform a baseline review of the
               environmental aspects of the product system.
               Before undertaking this review, it is necessary to
               define the system boundary to be considered. In
               most instances the system  boundary will, at a
               minimum, encompass the manufacturing stage.
                Kraft Canada uses steam for pre-cooking
                and a natural gas fuelled steam boiler for
                heating. Following an energy audit, Kraft
                developed a system to recover heat from the
                hot and humid process exhausts using a
                condensing heat recovery unit. An identical
                system was installed on a natural gas boiler
                exhaust to recover heat for use in plant
                space heating. These changes resulted in
                annual savings of over $350,000 and a 15%
                reduction in boiler plant and process air
                emissions. The payback period for the initial
                investment of $1.5 million was 4.3 years.
                Source: From the experiences of Jacques Whitford
                Environment Ltd.
A baseline review may be relatively simple, in
which case basic process and material flow
diagrams are often sufficient. However, if the
initial analysis suggests modifications to major
pieces of equipment, or changes to substantial
aspects of a process within a facility or company-
wide, then the  review will likely be longer and
more complex.

All reviews (regardless of their size) follow a
sequence similar to that described in the section
"How to Prepare a Pollution Prevention Plan"
and in Appendix B, "Key Elements of a Baseline
Review," including:
•  Perform a thorough evaluation of all material
   flow inputs  and outputs in the system (for
   example, the input for a water audit could
   often be determined from a water bill, while
   the outputs could be determined from meters,
   applicable records, employee interviews, and
   evaluation and estimation of the process(es)
   and employee/public use of the facility's
   water).
•  Gather data and estimate amounts for the
   input and output streams.
•  Refine any  estimates so that the sum of all
   inputs equals the sum  of all outputs.
•  Determine the large consumers of materials,
   energy, water, etc.

Option Selection
Once the baseline review has been completed,
a series of equipment modification or process
change options should be developed. In most
cases, the selection of options will be dictated
largely by the economic impact of the change,
and therefore all hidden costs should be
considered and revisited while planning for
implementation. Other cost areas that should
be considered in the overall comparison of the
options include:
•  site preparation;
•  installation and testing;
•  employee training;
•  operation of new equipment/procedures;
•  tracking of  employee acceptance, and of
   economic and environmental benefits;
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POLLUTION PREVENTION PLANNING HANDBOOK

      •  waste handling and treatment costs;
         disposal fees;
      •  revision/modification of any outstanding
         issues; and
      •  regular maintenance.

      Employee Involvement and Training
      It is important to solicit comments prior to and
      upon completion of the implementation of any
      equipment modifications and process changes.
      Employee training should also be provided,
      where needed. This can introduce valuable new
      insights and ideas, and ensure a high level of
      acceptance and speed of implementation, saving
      time and money if modifications need to be
      performed.

      Monitoring
      As with other prevention practices, equipment
      modifications or process changes require
      specific performance  indicators to enable the
      company to monitor the implementation and
      progress of these changes. These indicators
      should link back to the initial inventory of inputs
      and outputs. However, since other activities
      may also have been implemented, there will be
      a need for indicators  specific to the equipment
      or process change. This can be accomplished by
      scaling down the boundaries of the materials
      flow analysis to that piece of equipment, keeping
      in mind that this flow data should also be
      collected prior to the  equipment or process
      changes made. Progress should be reviewed
      regularly to examine  the root cause of any
      deviations from the action plan or failure to
      achieve targets or milestones and to determine
      what corrective action, if any, should be taken.
      All employees should  receive regular progress
      reports to reinforce the importance of their
      efforts.
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              References and  Resources

              For more information on pollution prevention
              and pollution prevention planning:

              Canadian Pollution Prevention Information
              Clearinghouse: www.ec.gc.ca/cppic

              Canadian Centre for Pollution Prevention:
              www.c2p2online.com

              Canadian Environmental Protection Act, 1999:
              www.ec.gc.ca/CEPARegistry

              Your Environment Canada Regional Office.

              For more information on equipment
              modifications and process changes for
              pollution prevention:

              Environment Canada, Ontario Region, Federal
                 Programs Division, Environmental Protection
                 Branch, Pollution Prevention Fact Sheet:
                 www.on.ec.gc.ca/pollution/fpd/fsheets/
                 intro-e.html

              Freeman, Harry. 1995. Industrial Pollution
                 Prevention Handbook. McGraw-Hill

              Higgins, Thomas E. 1995. Pollution Prevention
                 Handbook. CRC Press Inc.
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POLLUTION PREVENTION PLANNING HANDBOOK
            Checklist for Equipment Modifications and Process Changes
Task
Assign overall responsibility for equipment modifications
and process changes to a management representative
Establish a cross-functional team
Map out material flows and process steps
For each process step, identify:
• what happens, including cleaning and maintenance
• type, quantity and cost of inputs
• material and energy losses and waste generated
• how each non-product output is disposed of and
disposal costs
Identify, evaluate and, where appropriate, select
equipment modifications and process changes:
• assess impacts on all aspects of the operation
• account for pollution that may result from
decommissioning equipment or moving materials
as a result of proposed changes
Establish performance targets
Develop implementation plan
Provide staff training
Develop performance indicators to measure the
success of specific measures and monitor progress
toward targets
Establish a formal review mechanism to:
• evaluate the success of measures taken
• identify new measures
• provide feedback from the review to all employees
Responsibility










Completion
Date










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              Appendix  F: Materials  and Feedstock
                                     Substitution
              Introduction

              This information sheet describes the important
              contribution materials and feedstock substitution
              can make to pollution prevention. It reviews key
              steps for implementing this practice, presents
              examples illustrating how materials substitution
              has benefited various organizations and provides
              a checklist for supporting its implementation.

              Pollution prevention is "the use of processes,
              practices, materials, products, substances or
              energy that avoid or minimize the creation of
              pollutants and waste, and reduce the overall
              risk to the environment and human health"
              (Canadian Environmental Protection Act, 1999~).
              Pollution prevention is at the top of a hierarchy
              of environmental protection methods that
              also include off-site reuse and recycling,
              pollution control or treatment, disposal/
              destruction, remediation and clean-up. While all
              environmental protection methods provide some
              benefits, pollution prevention can provide the
              most cost-effective opportunities for reducing
              environmental and health risks while improving
              a business's bottom line.

              Materials and feedstock substitution entails
              replacing polluting materials used in the
              production process or embedded within a product
              with non-polluting or less polluting materials and
              feedstock. Materials substitution aims to
              decrease or eliminate the quantity of toxic,
              hazardous or polluting materials used, thereby
              lowering the risks of harmful exposures to
              workers, consumers,  communities and the
              environment.
                                 fhe
                                 he
Materials substitution can have both
upstream and downstream benefits. The
amendments to the Clean Air Act in the
United States in 1990 called for reductions in
volatile organic compounds (VOCs). Printing
ink manufacturers fell under these new
guidelines because petroleum-based inks
contain 30% to 35% VOCs. This has resulted
in a growing trend to use soybean oil based
inks. These inks range from 2% to 5% VOCs
and tend to perform better than petroleum
inks, resulting in brighter colours and
producing more impressions than the
same amount of petroleum ink. Soy inks
can also be removed from paper more
easily, requiring less harsh chemicals in
the recycling process.
There are different types of substitution
approaches:
•  Feedstock substitutions use an alternative
   feedstock to produce a substance. Although
   this substitution will not reduce the pollution
   created during the manufacturing or disposal
   stages, it can reduce the pollution from
   preparing the feedstock. For example, raising
   crops and converting them into fuel may
   create less pollution than that generated by
   extracting and processing crude oil into
   petrochemicals.
•  Product substitution, by comparison,
   replaces an entire product with a less
   polluting one. New plastics made of starch
   that decomposes completely in water and
   compost piles can significantly reduce
   problems associated with petroleum-based
   plastics, for example.
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POLLUTION PREVENTION PLANNING HANDBOOK
        An automotive company, Textron, based in
        Port Hope, Ontario, replaced the use of
        methylene chloride and realized a 68%
        reduction of VOCs over five years. This
        resulted in cost savings of approximately
        $400,000 per year from not purchasing the
        chemical, and $124,000 to $300,000 per year
        from not disposing of the hazardous
        materials.
        Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=62
       Opportunities for the application of materials
       substitution are broad and can include painting
       applications, parts cleaning, metal finishing,
       printing operations, building and grounds
       maintenance.

       In some cases, regulatory pressures are the
       impetus to develop and use new materials and
       feedstock. In many cases, however, material and
       feedstock substitution can be justified on
       economic grounds. The elimination of toxic
       substances and other hazardous materials can
       significantly reduce the costs involved in their
       use, handling and disposal. These costs can
       include:
       •  engineering controls  to minimize releases;
       •  regulatory reporting requirements;
       •  worker training;
       •  storage requirements; and
       •  disposal restrictions.

       Other benefits can include improved worker
       health and safety. For example,  a Chrysler
       Canada facility achieved a 10%  reduction in lost
       time due to medical treatment injuries or other
       incidents when it changed from glue  containing
       organic solvents to water-based glue.
               0
Materials^ubstitution
                                                                                   ies for
Establishing Responsibility
There should be a manager responsible for
supervising any materials substitution decisions
and actions. In addition, a cross-functional team
of people using and handling the materials in
question is critical to effectively evaluating the
benefit of materials and feedstock substitution.
Involving individuals who play a role at different
stages of the production process brings unique
insight to the potential for pollution prevention
throughout the life cycle of the material. In some
cases, it may also be appropriate to involve
specific suppliers.

Baseline Review
The materials substitution team should:
•  identify and inventory products containing
   hazardous materials used within the  facility;
•  identify specific processes that use the
   hazardous materials and/or generate
   hazardous waste; and
•  identify and inventory emissions, effluents
   and hazardous waste streams at the facility.

This information will help establish a material
flow profile for the  organization, and will assist
in the establishment of objectives and targets.
This review is similar to reviews required for
other pollution prevention practices and, ideally,
should be combined with them.'

Sources to collect the above information  can
include:
•  product composition sheets;
•  material safety  data sheets (MSDS);2
•  inventory records;
•  data logs;
•  production schedules;
       1  For more information on conducting a baseline review to identify pollution prevention opportunities, please refer to
         Appendix B, "Key Elements of a Baseline Review."
       2  MSDS provide detailed information about the physical properties, toxicity, personnel protection required, and other
         safety precautions and waste disposal needs for specific materials. Contact the manufacturer of the material to obtain
         an MSDS.
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POLLUTION PREVENTION PLANNING HANDBOOK
               •  waste manifest documents; and
               •  environmental audit results.

               Life Cycle Assessment
               Life cycle assessment (LCA) is a tool to evaluate
               the environmental consequences of a product or
               activity across its entire life. Although the
               pollutants and wastes from the use and release
               of substances are often the focus of pollution
               prevention, in some cases more pollution can
               result from the extraction and conversion stages
               of actually "making" the polluting substance in
               question. LCA can help evaluate  options to
               ensure that materials substitution does not just
               shift environmental and financial impacts to
               another stage along the life cycle. For example,
               switching to an aqueous-based solvent may
               decrease toxic emissions, but such a switch must
               also be evaluated to determine whether the new
               system increases overall energy use (and the
               associated releases from power generation),
               or results in other types of releases during
               manufacture, etc.

               Planning

               Setting Objectives and Targets
               Once the material flows are determined, the
               team should set objectives and targets
               prioritizing action on inputs and waste streams.

               Objectives are the overall goals the organization
               sets with regard  to pollution prevention, and
               targets are the specific, measurable, achievable,
               time-bound performance requirements it sets to
               achieve its objectives. An example of an objective
               could be to reduce or eliminate the use of an
               input or the release of a particular pollutant, and
               the target could be achieving a 30% reduction
               compared to the  previous year.

               Identification of Substitutes
               Based on the objectives and targets, the
               materials substitution team will then  need to
               identify applications in which toxic or polluting
               materials can be substituted with alternatives
               that are environmentally benign or less
               hazardous.

  logen Corporation, in co-operation
  with Petro-Canada, is developing and
  demonstrating a cost-effective process for
  the production of ethanol from biomass.
  Using a micro-organism's enzymes as the
  starting point, the process will turn straw,
  grasses, corncobs and corn stalks into a
  clean-burning ethanol fuel. With logen's
  technology, every litre of ethanol substituted
  for gasoline will reduce carbon dioxide
  emissions by more than 90% compared to
  gasoline. Blending 10% ethanol into all of
  Canada's gasoline by 2010 would result in a
  decrease  of 10 megatonnes of carbon dioxide
  emissions per year. In addition to the
  environmental benefits, biomass-based
  ethanol provides farmers with an opportunity
  to turn  residual material into a cash  crop.
  Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=6
Finding the correct substitute requires a
thorough study of the available alternatives.
Investigate a number of alternatives by
contacting different suppliers and other
businesses, in order to determine what is best
suited to the specific application. For example, if
an organization is trying to identify a substitute
for an undesirable cleaning solvent currently in
use, the following types of questions need to be
asked:
•  Why is cleaning necessary?
•  What is the soil?
•  How much soil can be tolerated?
•  Can prior processes be changed to prevent
   soiling?
•  Can subsequent  processes be changed to
   tolerate soil?

When a substitute is identified, other questions
need to be asked:
•  Is the substitute  regulated?
•  Is it subject to any significant non-regulatory
   toxics reduction  or pollution prevention (P2)
   program?
•  Is it of concern to any customers?
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POLLUTION PREVENTION PLANNING HANDBOOK
       •  Does it require special disposal as a
         hazardous waste?

       Evaluation
       Various criteria can be used to compare options.
       Example criteria include:
       •  Waste reduction potential
       •  Reduction in toxicity
       •  Space requirements
       •  Employee health and safety
       •  Modifications of processes
       •  Cost
       •  Impact on operations
       •  Community acceptance
       •  Human resource
       •  Consistency with requirements other
         environmental programs
       •  Permit requirements
       •  Proven techniques

       Testing
       Based on a careful review of the collected
       information, the team will make
       recommendations on which substitutions to test.
       In accordance with basic procedures in most
       companies, testing is essential to ensure that
       any materials substitution does not cause more
       serious problems. A test procedure will need to
       be developed and performed on the substitution
       being considered. The results of the test will
       then have to be evaluated  and statistically
       analyzed.

       Supply Chain Management
       One of the key barriers  to  materials and
       feedstock substitution is the tendency of many
       companies to use product  specifications that
       dictate certain materials regardless of their
       environmental impacts. Organizations can
       attempt to overcome this barrier by working
       closely with suppliers and  customers and
       communicating the  organization's commitment
       to pollution prevention.
Involving and Training Staff
Staff may require training in the use and
handling of new materials or feedstock. Standard
operating procedures may also need to be
updated, documented and distributed to the
appropriate employees. Staff should be consulted
on the reason for the change. Providing
employees with the logic behind P2 changes
encourages their positive involvement  in the
process of continual improvement. Many
organizations establish incentive programs to
encourage staff to develop the means to prevent
hazardous and toxic emissions, and reduce costs.

Monitoring
Verifiable, reproducible and cost-effective
environmental performance indicators  should
be established by the team and  used to
measure continual improvement. All material
substitutions should be measured, and
performance monitored against the
organization's requirements and targets. The
results obtained through monitoring programs
can then be used to determine areas where
improvement or corrective action may be needed.

Evaluation and Review
It is important that a periodic review by senior
management take place  to address whether the
material substitution is effective and established
targets are being met. There may be a  need for
changes in light of monitoring results,  changing
circumstances, new techniques and the
commitment to continual improvement.
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                                                      5 tO
                                                      fp
Ford's Windsor Casting Plant is a major
user of reclaimed metals. It set objectives
reduce hazardous waste solvent, eliminate
health and safety problems related to skin
irritation, and reduce corporate liability.
Substances targeted included ethylbenzene,
toluene, 1,1,1 trichloroethane and
perchloroethylene, and a 50% reduction
of hazardous waste was set as a target.
A project team from engineering and
maintenance tested non-hazardous
alternatives  for six months and oversaw a
transition to new cleaning solvents. By
establishing a monitoring program, the plant
was able to reduce its hazardous waste
stream by more than 50%. This reduction
also alleviated administrative and regulatory
problems the plant was having with tracking
and filing waste manifests. It improved
health and safety conditions, eliminated
hazardous waste disposal charges and
minimized potential liabilities.
Source: Fourth Progress Report of the Canadian
Vehicle Manufacturers' Association Pollution
Prevention Project, June 1996
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       References and  Resources

       For more information on pollution prevention
       and pollution prevention planning:

       Canadian Pollution Prevention Information
       Clearinghouse: www.ec.gc.ca/cppic

       Canadian Centre for Pollution Prevention:
       www.c2p2online.com

       Canadian Environmental Protection Act, 1999:
       www.ec.gc.ca/CEPARegistry

       Your Environment Canada Regional Office.

       For more information on materials and
       feedstock substitution:

       The Solvent Alternatives Guide (SAGE): SAGE
         is a tool that can be help the selection of
         surface cleaning alternatives. Designed to
         serve as an electronic handbook that
         identifies the most viable alternative for a
         given scenario, SAGE is easy to use and does
         not require a detailed knowledge of process
         chemistry or mechanics. SAGE is available
         through the Control Technology Center in
         the United States. Further information can
         be obtained by calling the CTC Hotline at
         (919) 541-0800: clean.rti.org

       The U.S. Environmental Protection Agency's
         Environmentally Preferable Purchasing
         Program hosts a website with useful
         guidance material, descriptions of analytical
         tools and links to other resources:
         www.epa.gov/opptintr/epp/how-to.html

       Carstensen, Michelle. 1997. Biochemicals for
         the Printing Industry. Institute for Local
         Self-Reliance. Washington, D.C.
Curran, Mary Ann. 1995. "Using LCA-Based
   Approaches to Evaluate Pollution Prevention."
   Environmental Progress, Vol. 14, No. 4,
   November 1995

Freeman, Harry M. 1995. Industrial Pollution
   Prevention Handbook. McGraw-Hill

Higgins, Thomas E. 1995. Pollution Prevention
   Handbook. CRC Press

Lowe, L., J. Warren, and S. Moran. 1997.
   Discovering Industrial Ecology: An Executive
   Briefing and Sourcebook. Batelle Press
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POLLUTION PREVENTION PLANNING HANDBOOK
            Checklist for Materials and Feedstock Substitution
Task
Assign overall responsibility for materials and feedstock
substitution to a management representative
Establish a cross-functional team
For each process step, identify:
• what happens, including cleaning and maintenance
• type, quantity and cost of inputs
• material and energy losses and waste generated
• how each non-product output is disposed of and
disposal costs
Identify applications in which less polluting inputs
can be substituted
Investigate alternatives
Determine if legislative restrictions apply to the
material substitutions being investigated
Complete an evaluation of the pre-selected substitutions;
account for life cycle inputs, cost, ease of use,
availability of supply, etc.
Test recommended substitutions
Evaluate results of testing
Select substitutions
Develop implementation plan
Train affected staff (such as receiving, inventory
management) on new requirements
Communicate new requirements to suppliers; maintain
regular communication on environmental issues
Develop performance indicators to measure the success
of specific measures, and monitor progress toward targets
Establish a formal review mechanism to:
• evaluate the success of the measures taken
• identify new measures
• provide feedback from the review to all employees
Responsibility















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              Appendix  G:  Operating Efficiencies and Training
               Introduction

               Enhancing operating efficiencies and ensuring a
               well-trained staff are important contributors to
               competitiveness and profitability. As such, they
               form a routine part of most companies' activities.
               This information sheet describes how to further
               enhance corporate objectives by integrating
               pollution prevention considerations into ongoing
               efforts to improve operating efficiency and into
               ongoing training practices.

               Pollution prevention is "the use of processes,
               practices, materials, products, substances  or
               energy that avoid or minimize the creation of
               pollutants and waste, and reduce the overall
               risk to the environment and human health"
               (Canadian Environmental Protection Act, 1999~).
               Pollution prevention is at the top of a hierarchy
               of environmental protection methods that  also
               include off-site reuse and recycling, pollution
               control or treatment, disposal/destruction,
               remediation and clean-up. While all
               environmental protection methods provide some
               benefits, pollution prevention can provide  the
               most cost-effective opportunities for reducing
               environmental and health risks while improving
               a business's bottom  line.

               In many cases, improving operational
               efficiencies can be a very cost-effective way to
               prevent pollution and reduce costs or improve
               quality. These multiple objectives can often
               be achieved through basic improvements in
               work procedures, such as changing production
               schedules to minimize equipment and
               feedstock changeovers, improving maintenance
               scheduling, segregating by-products at
               source, and training and encouraging staff to
               improve material handling, implement good
housekeeping practices and recognize pollution
prevention opportunities. These practices often
yield substantial benefits, including reduced
raw material and waste disposal costs,
less production down-time, and improved
productivity.

Operating Efficiencies

Cost-effective opportunities to implement
pollution prevention through improved operating
efficiencies generally exist in both small and
large industries. They are particularly applicable
to manufacturing industries with significant
water and solvent use or liquid and hazardous
waste production.

The first step in identifying opportunities to
enhance operating efficiencies is to conduct a
careful review of all production processes. This
review should include all aspects of the process,
from raw materials delivery through each
production step to final product storage. This
review is similar to  reviews required for other
pollution prevention practices and, ideally, should
be combined with them.'

Common operational efficiency techniques and
actions can be grouped into five categories:
1. basic operations;
2. cleaning and maintenance;
3. materials and waste storage and handling;
4. process control; and
5. good housekeeping.
                For more information on conducting a baseline review to identify pollution prevention opportunities, please refer to
                Appendix B, "Key Elements of a Baseline Review."
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POLLUTION PREVENTION PLANNING HANDBOOK
        Many of the methods and techniques to
        promote pollution prevention through
        enhanced operational efficiencies are
        well known and inexpensive to implement,
        with little or no capital outlay required.
        For example, a producer of breaded foods
        implemented various simple measures,
        including dry clean-up, installation of drip
        trays under processing equipment and better
        systems for collecting and handling waste
        material. These changes resulted in:
        •  30% reduction in water usage for
           clean-up;
        •  elimination of solid wastes for landfills;
        •  almost 80% reduced organic load of
           wastewater; and
        •  increased revenues from the sale of
           waste  solids to recovery firms.
        Source: Freeman, 1995
       Examples of each of these techniques are
       discussed below.

       Basic Operations
       Numerous improvements can often be made to
       basic operations to optimize raw material use,
       reduce waste and prevent pollution.

       In general:
       •  Train employees about safe handling of
         materials and wastes.
       •  Write equipment procedures in plain
         language and post for quick reference.
       •  Close containers with tight-fitting lids and
         bungs to avoid evaporation and
         contamination.
       •  Use spigots and nozzles for bulk containers
         to prevent drips and spills.
       •  Have employees return empty containers
         before getting new ones.
       •  Use input materials for their intended
         use only.
       •  Use funnels for transferring wastes to
         storage containers.
       •  Reuse used absorbents to soak up puddles.
  G-2
  The Manitoba Heavy Construction
  Association's Environment Program (MEP),
  launched in 1997, promotes and introduces
  sound environmental management
  techniques though its Environmental
  Practices Accreditation Program. MEP assists
  companies in implementing environmental
  management systems, best environmental
  management practices, materials
  management databases and emergency
  response plans. Results include fewer and
  less severe spills, and consequently fewer
  emissions. Better-trained and informed
  employees have also led to a safer workplace
  for the over 100,000 employees. In addition,
  the reduction in the number and severity of
  spills has resulted in financial savings in
  terms of clean-up costs and time lost to
  accidents.
  Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=8
•  Squeegee excess cleaning solutions from
   parts, drip pans, or floor before cleaning or
   applying an absorbent material.
•  Moisten rags with a squeeze bottle instead
   of soaking rags in solvent.
•  Collect recyclable or reusable liquids from
   shop rags.
•  Collect shop rags and clean through a laundry
   service for reuse.
•  Return empty containers to suppliers and
   accept empty containers from customers.
•  Consider whether changes in the size and
   shape of containers will reduce waste
   generation or enhance waste collection
   efficiencies.

For equipment operation and production
scheduling:
•  Maximize batch size to reduce clean-out
   waste.
•  Dedicate equipment to a single product.
•  Check for empty containers, spill residues,
   leaking tanks, reactors, pipes, valves and
   hoses.


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               •  Properly maintain and operate process
                  equipment to prevent the production of off-
                  specification products, excess or spent
                  process materials and solution, unused
                  additives, and catalysts.
               •  Check pipes for leaks at seams, pump seals,
                  and flange gaskets.
               •  Install overflow alarms, rupture disks and
                  relief valves.
               •  Use all welded piping construction, flange
                  guards, double seals and bellows-sealed
                  valves.
               •  Test containers periodically.
               •  Use secondary containment.

               For chemical processes:
               •  Optimize chemical reactions by keeping the
                  temperature at the proper level.
               •  Check temperature control devices routinely.
               •  Check mechanical agitators to ensure proper
                  operation and mixing.
               •  Correctly adjust feed flow and purity controls.
                 According to the Atlantic Golf
                 Superintendents' Association, improvements
                 in maintenance and turf management can
                 help golf courses reduce the areas treated
                 with pesticides and fertilizers by 33% to 50%,
                 as well as reduce pesticide and fertilizer
                 costs.
D%,
                 Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=20
               For metal parts cleaning, plating and
               surface treating:
               •  Reduce the use of solvent and water in
                  cleaning.
               •  Replace solvent-based cleaners with aqueous
                  cleaning solutions for reduced air emissions.
               •  Use greaseless or water-based binders to
                  eliminate caustic cleaners for binder removal.
               •  Remove drag-out by placing all parts in racks
                  and all cavities face down for rapid  drainage.
               •  Allow enough time for parts to drain
                  completely.
               •  Return collected drag-out to product
                  solution tank.
•  Avoid excessive rinsing and consider using
   fog rinsing to reduce rinse water use.
•  Use countercurrent rinsing to recycle dilute
   solution.
•  Prevent spillage by adding sideboards or
   splash guards.
•  Prevent loss of volatile solutions and solvents
   by locating storage tanks away from sources
   of heat and by adding lids or chillers.

For stripping and painting:
•  Replace solvents with abrasive media
   stripping (preferably recyclable) such as
   plastic beads, or use a water-based cleaning
   solution.
•  Use water-based paints.
•  Avoid overspray by holding the gun level,
   setting controls appropriately, and
   maintaining proper gun  distance and speed.
•  Isolate spray booths for solvent-based paints
   from those for water-based paints to prevent
   mixing.
•  Emphasize quality control and pre-inspection
   to lower the rejection rate resulting from
   inadequate pre-cleaning.
•  Schedule batches to maximize efficiency
   (e.g., avoid scheduling consecutive batches of
   products that react with  one another;
   schedule batches of similarly coated products
   consecutively and schedule dark batches after
   light batches.

Cleaning and Maintenance
Properly and regularly done, cleaning and
maintenance prevents and corrects sources of
waste and pollution, reduces operating costs and
enhances quality. Possible opportunities include:
•  Allow time for proper drainage of equipment
   prior to cleaning.
•  Create and use a master preventive
   maintenance schedule and repair history file.
•  Schedule regular cleaning and maintenance
   to avoid product contamination, remove
   deposits, maintain process efficiency, extend
   equipment life, and allow for inspection and
   repair.
•  Schedule jobs in batches to reduce the need
   for frequent cleaning.
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POLLUTION PREVENTION PLANNING HANDBOOK
       •  Use high-pressure spray nozzles for tank
          rinsing.
       •  Visually inspect for leaks and damage to all
          processes and storage tanks, including all
          equipment attached to them, at least once
          a month.
       •  Monitor and test all discharges from internal
          heating and cooling coils quarterly.
       •  Regularly calibrate  and adjust all automatic
          process control devices to increase
          productivity and prevent loss.

       Materials and Waste Storage and Handling
       Examples of materials  and waste storage and
       handling actions that can help reduce waste and
       prevent pollution include:
       •  Store materials in areas and conditions to
          preserve shelf life.
       •  Use large enough tanks and containers to
          minimize overflows.
       •  Use funnels for filling.
       •  Keep materials covered to avoid loss and
          contamination.
       •  Store materials on pallets for easy detection
          and response to leaks.
       •  Label and store wastes according to
          regulation.
       •  Isolate waste streams by toxicity, type of
          contaminant, or physical form to reduce
          disposal, handling and/or transport costs
          (consider setting up staffed collection centres
          to prevent unauthorized mixing of wastes).
       •  Prevent hazardous waste from contaminating
          non-hazardous materials by keeping them
          from coming into contact with each other.
       •  If possible, avoid underground storage tanks.
       •  Store hazardous wastes where spills will not
          contaminate sewers and streams and away
          from major traffic areas.
       •  Provide secondary containment for fluid
          storage.
       •  Have emergency equipment ready for spills
          and leaks, train employees to use emergency
          equipment, and practise use.
       •  Label hazardous waste at its source while
          it can still be easily identified.
•  In paint operations, separate clean-up
   toluene according to colour and type of ink
   cleaned, and then filter and reuse the
   collected wastes to thin future batches of
   the same ink.
•  In metal-working operations, filter aluminum
   particles from soluble oils to reclaim the
   aluminum and reuse the oil.

Process Control
Process control, or the manner in which a
production system's reliability and performance
are ensured, is  crucial to operating efficiency
and will already be a central focus for most
manufacturers. In many cases, improvements in
process control  can also help prevent pollution.
The optimization of production or process control
systems requires detailed assessment of process
dynamics. For simplicity, process control
opportunities can be divided into such
categories as:
•  reduction of waste generation through
   process efficiency improvements;
•  pre-treatment of pollution-containing
   effluents using chemical reactions;
•  capture and recycling of pollutant-containing
   waste by-products; and
•  collection and storage of pollutant-containing
   waste by-products.

The introduction of self-tuning controllers that
adapt to the dynamic  characteristics  of a process
and automatically select their tuning parameters
is an example of the application of process
control innovations to improve process efficiency.
The integration of fuzzy logic controllers -
equipment that exploits system inaccuracies -
is another cost-effective technique by which
process efficiency can be optimized (particularly
in  complex production systems) while also
helping reduce  energy use and prevent pollution.
Finally, statistical process control uses statistical
data to determine the optimal control conditions
of a system. Through the implementation of
discrete process adjustments, and observation
of the results over time, both baseline conditions
and improvements  in system efficiency can



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               be charted and tracked over a given period of
               operation.

               Good Housekeeping
               Good housekeeping involves day-to-day care and
               actions that all employees can take, including:
               •   Keep storage and work areas clean and well
                  organized, and containers properly labelled.
               •   Use drip pans and splash guards.
               •   Track spill occurrences to ensure clean-up
                  and corrective action.
               •   Use absorbents for minor spills and leaks.


               Training and  Involving
               Employees

               The techniques described in this information
               sheet will be effective only if employees are
               trained and  motivated to apply them in their day-
               to-day work. Many of these techniques require
               co-ordination and co-operation of employees
               at various points in the overall operation of
               the facility, including people in planning,
               procurement, production, engineering,
               environmental affairs, maintenance, and so on.
               As many of these people as possible should be
               involved  in the training and in the ongoing
               search for operational efficiencies.

               Good training will give employees the knowledge
               and skills they need to find and practise
               operating efficiencies, but to be  successful,
               training  must be linked to and foster enhanced
               employee involvement. Employees have the
               power either to limit the success of pollution
               prevention initiatives or to advance it beyond
               expectations.
                                   •
                                   ? ppirrl
In 1999, Metrographic Printing of Nova
Scotia printed a "mini environmental
report" on the back of their Christmas card.
They included information on both the
environmental and financial benefits
realized from their waste and water
reduction initiatives. This informed staff,
suppliers and customers of their priorities
and results.

Source:www.deanprint.org/regional/atlantic/success
Some of the steps a company should consider
taking to help motivate employees to support
pollution prevention include:

Convey upper management's commitment to
employees through a formal policy statement or
management directive. A policy statement needs
to address why a pollution prevention practice
is important to the company, what is to be
accomplished in qualitative terms, and who
will do it.

Understand your corporate and plant
cultures and design your pollution prevention
plan and activities to work within those  cultures.
Is your company quality-driven, management-
driven or "champion"-driven? Are grassroots-type
efforts effective? Do slogans and logos motivate
or are they seen as gimmicky?


  At James Maclaren Industries (pulp and
  paper) in Quebec, environmental training
  emphasizes preventive actions, the
  relationship between the company and the
  environment, principles of reasoned due
  diligence and adherence to rules and
  regulations. Improved waste management
  has resulted in savings of $400,000 a year at
  one plant and more than $90,000 a year at
  another.
                                                                Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=

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POLLUTION PREVENTION PLANNING HANDBOOK

      Involve employees in pollution prevention
      planning, implementation and evaluation. They
      can participate through quality circles, task
      forces, suggestion programs or a combination
      of these.

      Educate employees, both new and veteran,
      about the plan's goals and their pollution
      prevention responsibilities under the plan.
      Provide  the necessary training so that employees
      can fulfil these responsibilities.

      Inform  employees of progress. Posting
      program achievements will demonstrate to
      employees that their efforts are making a
      difference.

      Recognize employees' efforts. Immediate
      recognition of early accomplishments helps
      establish support for pollution prevention.
      Recognition programs sponsored by upper
      management help sustain employee motivation.

      Motivate employees through additional
      incentives, such as bonuses, or non-monetary
      recognition such as awards or plaques.

      Publicize success stories, both internally
      and externally. Find ways to make everyone
      aware of your successes, including employees,
      their families, stockholders, regulators and the
      community.
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POLLUTION PREVENTION PLANNING HANDBOOK


              References  and Resources

              For more information on pollution prevention
              and pollution prevention planning:

              Canadian Pollution Prevention Information
              Clearinghouse: www.ec.gc.ca/cppic

              Canadian Centre for Pollution Prevention:
              www.c2p2online.com

              Canadian Environmental Protection Act, 1999:
              www.ec.gc.ca/CEPARegistry

              Your Environment Canada Regional Office.

              For more information on operating
              efficiencies and training:

              Freeman, Harry M. 1995. Industrial Pollution
              Prevention Handbook. McGraw-Hill

              Higgins, Thomas E. 1995. Pollution Prevention
              Handbook. CRC Press Inc.

              Ohio Environmental Protection Agency,
                 Fact Sheet Number 22, September 1994,
                 "Enhancing Employee Involvement in
                 Pollution Prevention Activities":
                 www.epa.state.oh.us/opp/fact22.txt

              Virginia Department of Environmental Quality,
                 Pollution Prevention Workplace Fact Sheet,
                 "Pollution Prevention in the Workplace":
                 www.deq.state.va.us/p2/factsheets/work.html

              University of Nebraska at Lincoln, Cooperative
                 Extension, Pollution Solutions, Waste
                 Reduction Assistance for Business,
                 "Common P2 Methods":
                 outreach.missouri.edu/polsol/p2meth.htm

              U.S. Environmental Protection Agency and
                 Alternative Technology Division, California
                 Department of Toxic Substances Control.
                 "Waste Minimization for Hazardous Materials
                 Inspectors: Module 1":
                 p2.utep.edu/publications/manuall.cfm
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POLLUTION PREVENTION PLANNING HANDBOOK
            Checklist for Operational Efficiencies and Training
Task
Assign overall responsibility for operational efficiencies
and training to a management representative
Establish a cross-functional team
Map out material flows and process steps
Complete an inventory of raw materials and inputs;
identify type of material or input, use, annual quantity,
cost and suppliers
For each process step, identify:
• what happens, including cleaning and maintenance
• type, quantity and cost of inputs
• material and energy losses and waste generated
• how each non-product output is disposed of and
disposal costs
Overall and for each process step, identify, evaluate
and, where appropriate, select operating efficiency
opportunities in the areas of, for example:
Basic operations
(general
equipment operations and production scheduling
chemical processes
parts cleaning, plating and surface treatment
stripping and painting
Cleaning and maintenance
Materials and waste storage
Good housekeeping
Establish performance targets
Develop an implementation plan
Provide staff training
Develop performance indicators to measure the
success of specific measures and monitor progress
toward targets
Establish a formal review mechanism to:
• evaluate the success of measures taken
• identify new measures
• provide feedback from the review to all employees
Responsibility











Completion
Date











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POLLUTION PREVENTION PLANNING HANDBOOK
              Appendix H: Purchasin
                                     Inventory

              Introduction

              Pollution prevention is "the use of processes,
              practices, materials, products, substances or
              energy that avoid or minimize the creation of
              pollutants and waste, and reduce the overall
              risk to the environment and human health"
              (Canadian Environmental Protection Act, 1999~).
              Pollution prevention is at the top of a hierarchy
              of environmental protection methods that also
              include off-site reuse and recycling, pollution
              control or treatment, disposal/destruction,
              remediation and clean-up. While all
              environmental protection methods provide some
              benefits, pollution prevention can provide the
              most cost-effective opportunities for reducing
              environmental and health risks while improving
              a business's bottom line.

              This information sheet addresses two separate,
              yet related, pollution prevention practices:
              environmentally preferable purchasing and
              environmentally responsible inventory
              management:
              •  Environmentally preferable purchasing
                 involves the  integration of environmental
                 considerations into existing purchasing
                 practice. When making purchasing decisions,
                 companies should consider the
                 environmental features of the product or
                 service alongside traditional factors such as
                 product safety, price, performance and
                 availability. By integrating environmental
                 issues into the purchasing process,
                 organizations can reduce material and energy
                 consumption, avoid the unnecessary use  of
                 toxic substances in their products, minimize
                 waste generation and, in many cases, reduce
                 costs.
              jues  and
[anagement

 •  Environmentally responsible inventory
    management entails the incorporation of
    environmental considerations into existing
    inventory management systems. This practice
    can significantly reduce waste associated
    with expired, damaged and unused product
    and packaging, and save money.

 Environmentally preferable purchasing and
 inventory management techniques are most
 applicable in organizations that purchase
 significant quantities of products or services,
 and that manage an on-site inventory of products
 or component parts. Some of these techniques
 are discussed below.
 Environmentally Preferable
 Purchasing

 Approaches and techniques available for
 "greening" purchasing can be grouped into six
 categories, described below. Since changing
 material inputs may affect product quality,
 performance and cost, and the availability of
 components, explicit value judgments and trade-
 offs may be required. These value judgments and
 trade-offs should be acknowledged and reviewed
 on a regular basis.

 Tailoring Purchases to Specific Needs
 There are many examples of companies saving
 time and money and avoiding or reducing waste
 generation by tailoring their purchases to meet
 specific needs. Such tailoring practices can
 include:
 •  Minimizing the number of different
    products that serve the same function.
    A careful review of purchase records often
    reveals multiple small-quantity purchases
    of products that serve similar or identical
    functions. For example, a company may be
    purchasing multiple brands and types of
    lubricants, when only one or two different
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POLLUTION PREVENTION PLANNING HANDBOOK
          types may meet all intended applications.
          Using this technique, automotive
          manufacturers have reduced the number
          of plastic resins they purchase, thereby
          reducing costs through bulk purchases and
          increasing the potential for further in-house
          recycling and end-of-life recycling. When
          reviewing the types of similar products used,
          consideration should also be given to the
          environmental properties of the products,
          giving preference to products with less and
          fewer environmental impacts. While an all-
          purpose chemical-based cleaner may meet all
          cleaning needs, a company may find that a
          more benign cleaner would work for 75% of
          cleaning needs. In this case, there is a trade-
          off to be made between universality (one
          cleaner for all purposes) and reducing the
          environmental - and potential health -
          impacts of the products selected.
       •  Ordering appropriate sizes of materials
          to avoid off-cut waste. During construction
          projects, significant quantities of waste
          (in the form of off-cuts) can be avoided by
          ordering materials pre-cut to the required
          dimensions. Similarly, materials purchased
          for use in any cutting operations, such as
          foam, textiles and metal, should be of a size
          that minimizes cutting waste. Also, small
          reductions in packaging material size or
          weight can yield significant savings. Once
          suppliers are aware of your specific
          requirements, they are often able to
          accommodate them, allowing the purchaser
          to save money through waste reduction.
       •  Bulk purchasing. Bulk purchasing can
          result in  direct savings through economies
          of scale. It can also reduce packaging waste
          and  increase the efficiency of delivery, since
          fewer trips are required to deliver the
          material. Organizations considering this
          option should consider the shelf life and  the
          anticipated demand for the product to avoid
          generating additional waste in the form  of
          expired or unused product. Only purchase
          appropriate quantities for projected use.  If
   H-2
   considering bulk purchase of chemicals, be
   aware that large-quantity chemical storage
   on-site can increase the risk and the
   potential impact of a spill.

Green Specifications
Increasingly, corporate and institutional
consumers are incorporating environmental
specifications  into their product and packaging
specifications. These specifications can relate to
a wide range of attributes, including product or
packaging content, labelling, design features,
reusability of the product and take-back of off-
spec or spent product.

Many  organizations begin efforts in this area by
focusing on one environmental attribute. The
attribute may be chosen for a number of reasons,
such as:
•  Regulatory pressures. In the face of an
   impending ban on the manufacture and
   import of CFCs, many organizations required
   their suppliers to provide CFC-free
   refrigerants and degreasers in the mid-1990s.
•  Market pressures. In 1999, a number of
   companies, including Home Depot and IKEA,
   announced they would phase out purchases
   of  old-growth wood. These decisions
   responded  in part to intensive advocacy
   campaigns.
•  Heightened awareness of employees and
   consumers. Throughout the 1980s and 1990s,
   consumer demand for reduced and recyclable
   packaging  induced many companies to
   reduce the  amount of packaging they used
   and to set minimum recycled content
   percentages for their packaging.

Various companies, governments and other
institutions have developed more comprehensive
environmental specifications to address multiple
environmental attributes of the products they
purchase. The  principal challenge faced in such
an approach is the difficulty of obtaining
verifiable information on environmental impacts
across the full  life cycle of certain products; for
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POLLUTION PREVENTION PLANNING HANDBOOK
               many products, this information is not available.
               Companies have addressed this limitation in
               different ways:
               1.  They may rely on environmental labelling
                  programs to assess independently the
                  environmental performance of a product
                  across its life cycle and authorize companies
                  whose products meet a product-specific
                  standard to display an environmental label.
                  In Canada, the "EcoLogo" symbol is used
                  to indicate that a product has met the
                  guidelines of the Environmental Choice
                  Program, Canada's environmental labelling
                  program.
               2.  Some companies require their purchasers
                  to maximize one or more of several
                  environmental attributes. This type of
                  guidance provides employees with direction
                  on what attributes to consider, and provides
                  them with flexibility when applying these
                  criteria to different products.
               3.  Other companies have developed their
                  own systems for evaluating the potential
                  environmental impacts of the product and,
                  in some cases, the product's manufacturing
                  process. Canon has developed and published
                  Green Procurement Standards and the Green
                  Procurement Standards Guidebook. These
                  publications present an index for rating a
                  large number of product-specific parameters
                  as well as the corporate environmental
                  structure of suppliers.

               Prohibiting or Limiting Certain Substances
               Increasingly, it is common to see organizations
               prohibit the use of specific substances in
               materials they purchase. Some of these
               prohibitions are enacted to ensure regulatory
               compliance. For example, when Germany passed
               a law in 1995 forbidding the use of certain azo-
               dyestuffs (colouring agents)  in consumer
               products that come into contact with the skin,
               clothing manufacturers responded by requiring
  The City of Santa Monica, California,
  transformed its purchasing practices to
  promote environmentally friendly
  products without compromising
  performance standards or budgetary
  requirements. As a result, Santa Monica
  has reduced its annual use of chemicals
  considered to be hazardous or toxic by
  3,200 pounds (1,440 kg). Environmental
  purchasing techniques led to reductions in
  the use of toxic cleaning products, pesticides
  and virgin motor oil, as well as an increase
  in the use of less-polluting alternative fuels
  and recycled products. Economically, the City
  of Santa Monica saved 25% in motor oil costs
  and an additional 30% in pest management
  costs, while simultaneously creating a more
  clean and healthy environment.
                                   idf
Source: www.epa.gov/opptintr/epp/pdfs/santa.pdf
their suppliers to certify the materials they
supplied were "azo-free." A number of companies
have taken this concept one step further, and
have screened the chemical substances they use
against a wide range of criteria. Based on this
screening, they often identify a black list and a
grey list of substances. The black list identifies
substances that employees are prohibited from
purchasing and which cannot be contained in
materials purchased by the company. The grey
list identifies substances the company plans on
phasing out once it identifies more
environmentally benign substitutes. While
decisions regarding which chemicals to prohibit
or phase out usually involve many departments,
including R&D, product managers, industrial
engineering, and environment, health and safety
professionals, it is usually the purchasing
department's responsibility to implement the
policy and communicate the information to
suppliers.
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POLLUTION PREVENTION PLANNING HANDBOOK
       List of Approved Products
       Some companies have created a list of "approved"
       products with particular environmental attributes.
       Although somewhat inflexible, this technique can
       simplify the purchasing process, since it does not
       require individual employees to make judgments
       on the environmental preferability of different
       products.

       Qualifying Suppliers
       Some companies require potential suppliers to
       "pre-qualify." For example, they may require
       suppliers to have a corporate environmental policy
       in place, or to abide by specific industry codes of
       conduct (such as Responsible Careฎ in the
       chemical sector), or be certified according to
       national or international environmental standards
       (such as ISO 14001). These requirements are often
       a component of the corporate environmental risk
       management program.

       Working Collaboratively with Suppliers
       In recent years, there has been a trend toward
       more collaborative efforts between companies and
       their suppliers. This trend is particularly evident in
       the move toward just-in-time delivery. Increasingly,
       companies are working closely with their suppliers
       on environmental issues. This type of collaboration
       can take many forms, such as:
       •  developing a program to return off-spec
          products and/or scrap materials to the supplier
          for reuse or recycling;
       •  using reusable transport packaging for delivery
          of components;
       •  involving the suppliers in joint R&D programs;
       •  creating partnerships related to disassembly;
       •  enhancing the service component of the
          relationship, where the supplier retains
          ownership and responsibility for certain pieces
          of equipment (e.g., parts washers); and
       •  provision of training and information to
          suppliers to help enhance their environmental
          management capacities.
  A number of companies have changed
  the nature of their relationship with their
  chemical suppliers to a more service-focused
  relationship. The chemical suppliers work on-
  site, and become responsible for such tasks as
  chemical purchasing, tracking the on-site
  inventory to ensure proper inventory levels are
  maintained, operating the material safety data
  sheets (MSDS) program, and collecting data
  required for environmental reports. Under
  some arrangements, the suppliers are offered
  financial incentives, such as sharing in the
  cost savings from reduced chemical purchases,
  to decrease the amount of chemicals sold.
  In this type of model, suppliers are paid for
  providing and managing chemicals, so their
  profit is based on providing a high-quality
  service, not on selling more chemicals.
  Benefits of this approach  include a reduction
  in purchase of unneeded chemicals, decreased
  costs to dispose of outdated overstock, and
  reduction of the risk associated with a larger,
  more diverse chemical inventory. More
  information on such arrangements is available
  through the Chemical Strategies Partnership:
  www.chemicalstrategies.org
Environmentally  Responsible
Inventory Management

All organizations have some form of inventory
management system in place. Incorporating
environmental considerations into existing
inventory management procedures can reduce
the amount of waste generated from expired,
unused and damaged product. In many instances,
environmental considerations also reinforce sound
health and safety practices, including the use of
current Material Safety data sheets' and Workplace
Hazardous Materials Information System labelling.
         MSDSs provide detailed information about the physical properties, toxicity, personnel protection requirements, and
         other safety precautions and waste disposal needs for specific materials. Contact the manufacturer of the material to
         obtain an MSDSs.
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POLLUTION PREVENTION  PLANNING HANDBOOK
               Several inventory management techniques are
               described below.

               Managing Materials Demand
               The first step in applying a preventive approach
               to inventory management is that of managing
               materials demand, a process that provides a
               holistic understanding of a company's materials
               requirements.

               Managing materials demand involves six steps:
               1.  Forecast production and other activities
                  based upon operational schedules and well-
                  grounded assumptions.
               2.  Divide each activity into identifiable tasks.
               3.  Evaluate each task with a view to
                  determining the materials requirements,
                  use levels and rates of consumption.
               4.  Combine  materials requirements from
                  individual tasks and activities in an effort to
                  determine overall operational requirements.
               5.  Determine the required restocking rates for
                  the operations at hand, based upon
                  manufacture and transportation rates.
               6.  And, finally, identify the central supply
                  required in order to meet the operational
                  demand.
                 In addition to purchasing costs, the costs
                 of managing chemical products include those
                 associated with inventory carrying, compliance
                 (including record keeping and reporting),
                 training, health and safety, emergency
                 preparedness, and disposal of unused or
                 expired chemicals. Based on discussions with
                 several companies, the Chemical Strategies
                 Partnership has seen chemical management
                 costs range from US$1  to $10 for every dollar
                 of chemical purchased. In other words, for a
                 facility that purchases US$5 million in
                 chemicals, additional costs of using these
                 chemicals could be between US$5 million and
                 US$50 million.
                 Source: www.chemicalstrategies.org/Service_Model.html
Inspection of Goods
Raw materials and other goods should be
inspected carefully upon receipt so that damaged
goods can be immediately returned to the
supplier. Damaged goods unknowingly accepted
into the inventory can cause a wide range of
problems, including poor product quality and/or
performance, loss of material through leaks and,
in the case  of certain chemical substances,
potential risk to worker health and safety.

Identify Storage Requirements
Different materials have different storage
requirements for such parameters  as
temperature, light, moisture and length of
storage. Determining and respecting these
requirements can reduce unnecessary
waste and maintain input quality. Storage
requirements should be identified and assessed
for all materials, and procedures should be
in place to ensure these storage conditions
are met. Employee training on these
requirements is another important practice.

Stock Rotation
Good stock rotation procedures can ensure that
material is used on a first-in, first-out basis.
This technique helps to prevent waste associated
with expired materials. The inventory
management system can be used to monitor the
effectiveness of these procedures by tracking the
expiry dates of the materials in storage.

Minimize Inventory and Implement
Just-in-Time Delivery
A number of organizations have established
minimum and maximum acceptable storage
quantities for each chemical substance kept on-
site. By keeping on-site inventory of hazardous
materials to the minimum level required to
prevent disruption to production, companies are
able to reduce the environmental risk associated
with bulk chemical storage. Just-in-time delivery
can also provide  environmental benefits by
reducing damage to materials during storage
and movement around the site.
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POLLUTION PREVENTION PLANNING HANDBOOK
       Key Steps to  Implementing
       Purchasing  Techniques and
       Inventory  Management

       Establish Responsibility
       Making these changes requires a "champion."
       Be sure to clearly assign overall responsibility for
       identifying and implementing environmental
       purchasing and inventory management
       techniques.

       In addition, a team is essential for sharing
       information related to the use and handling of
       different products at each stage of the production
       process, and  to involve all affected parties. The
       team should  include a representative from each
       of the following areas: purchasing; research,
       design and development; shipping and receiving;
       industrial engineering; production; marketing;
       maintenance; and environment, health and
       safety. In some cases, it may also be appropriate
       to involve specific suppliers.

       Baseline Review
       The  interdepartmental team should identify
       all inputs and outputs, including wastes. This
       review is similar to reviews required for other
       pollution prevention practices and, ideally, should
       be combined with them.2 The team should then
       identify alternative inputs (e.g., by collecting
       information on green product certification
       programs). Based on this information, the team
       can determine the potential for:
       •  reducing  the number of different products
         purchased in the same product category;
       •  substituting an environmentally benign or
         less harmful substance for an
         environmentally harmful product;
       •  reducing  the amount of material stored
         on-site; and
       •  improving storage practices to reduce stock
         expiration and waste generation.
Based on a careful review of inputs and
their potential environmental impacts,
the interdepartmental team may also make
recommendations on environmental criteria to
be used in both material selection and vendor
selection. These recommendations should be
based on sound science, and be compatible with
production and market requirements.

Establish Targets
Once the team understands the material flows
and potential alternatives, it can establish
specific, time-based, measurable performance
targets. Such targets should be consistent with
any broader objective or target established
within the organization's environmental
management system (EMS) or pollution
prevention plan. For example, if an objective
stated in the EMS is to reduce waste sent  off-site
for disposal  by 20% by 2003  (using 2000 as the
base year), then a specific target might be to
reduce waste caused by stock expiration by a
certain percentage within the same time period.
In this instance, the organization might commit
to a 20% reduction in expired stock as well or, if
the team believes specific actions could lead to a
larger reduction, it might exceed the overall
objective and aim for a 75% reduction  in expired
stock.

Provide Training
Purchasing staff must be trained in any new
requirements, including the rationale for the
changes, and their role in implementing them.
They should also have written materials
summarizing the changes for future reference.
Any changes to inventory management practices
must also be clearly communicated to employees
working in receiving and inventory management.

Communicate with Suppliers
Successful implementation  of new purchasing
and inventory management techniques requires
        For more information on conducting a baseline review to identify pollution prevention opportunities, please refer to
        Appendix B, "Key Elements of a Baseline Review."
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               co-operation from suppliers. Suppliers should be
               informed of overall environmental policies as
               well as any specific purchasing policies or
               programs. Communication with suppliers should
               be a two-way dialogue, since they may be able to
               offer a new perspective and draw on their
               expertise and experience with other customers
               to contribute to appropriate solutions.

               Establish Performance Indicators
               Specific performance indicators should be
               established to help monitor the implementation
               and success of purchasing and inventory
               management practices. While these indicators
               need to be tailored to the specific initiatives
               undertaken, they could include such measures
               as the volume of expired product discarded
               each month (to assess the impact improved
               inventory management practices are having), or
               the percentage of product  (expressed in absolute
               numbers or in a dollar value) that meets specific
               environmental criteria defined by the company.

               Review and Evaluate
               On a regular basis, the organization should
               monitor and evaluate progress toward
               implementing specific action items and meeting
               established targets. The team should examine
               the root cause of any deviations from the action
               plan or failure to achieve targets or specific
               milestones and determine what corrective action,
               if any, should be implemented.
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POLLUTION PREVENTION PLANNING HANDBOOK


      References and Resources

      For more information on pollution prevention
      and pollution prevention planning:

      Canadian Pollution Prevention Information
      Clearinghouse: www.ec.gc.ca/cppic

      Canadian Centre for Pollution Prevention:
      www.c2p2online.com

      Canadian Environmental Protection Act, 1999:
      www.ec.gc.ca/CEPARegistry

      Your Environment Canada Regional Office.

      For more information on environmentally
      preferable purchasing and inventory
      management tools and techniques, refer to:

      Environmental Choice Program, Canada's
         national ecolabelling program:
         www.environmentalchoice.com
      Note: TerraChoice Environmental Services,
           the administrators of the Environmental
           Choice Program, publish the EcoBuyer
           Catalogue of certified environmentally
           responsible products and services

      U.S. Environmental Protection Agency.
         Environmentally Preferable Purchasing
         website: www.epa.gov/opptintr/epp

      U.S. Environmental Protection Agency. June
         1999. "Private Sector Pioneers: How
         Companies Are Incorporating
         Environmentally Preferable Purchasing."
         EPA742-R-99-001. Washington, D.C.:
         www.epa.gov/opptintr/epp/pdfs/privsect.pdf

      Chemical Strategies Partnership: Phone: (415)
         421-3405; Fax: (415) 421-3304; website:
         www.chemicalstrategies.org
Lippman, Steve. 1999. "Supply Chain
   Environmental Management: Elements for
   Success." Corporate Environmental Strategy.
   Vol. 6, No. 2:175-182

Lyons, Kevin. 2000. Buying for the Future:
   Contract Management and the Environmental
   Challenge. London, U.K.: Pluto Press
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POLLUTION PREVENTION PLANNING HANDBOOK
            Checklist for Purchasing Techniques and Inventory Management
Task
Assign overall responsibility for green purchasing and
inventory management to a management representative
Establish a cross-functional team
Complete an inventory of raw materials and inputs;
identify type of material or input, use, annual quantity,
cost and supplier(s)
Determine potential to reduce the number of different
raw materials and inputs serving the same function
Identify storage requirements for each category of
raw material and input
Identify current storage practices; determine need
for change
For each raw material and input, identify its
environmental impacts and attributes. Consider
such factors as:
• durability
• reusability
• recycled content
• energy or water efficiency
• hazardous properties
• contribution to hazardous by-products or waste
• minimal packaging and/or reusable packaging
• obtained from renewable resources
For raw materials and inputs with significant
environmental impacts, conduct research to identify
environmentally preferable alternatives; involve
suppliers in this research
Determine whether legislation restricts the types of
raw materials and inputs that can be used
Develop internal green purchasing policy and program;
this may include setting specific objectives and
targets, establishing input specifications, creating a
list of approved products, or requiring suppliers to
meet certain conditions
Train purchasing staff and other affected staff (such as
receiving, inventory management) on new requirements
Communicate new requirements to suppliers; maintain
regular communication on environmental issues
Develop performance indicators to measure the
success of specific initiatives, and monitor progress
toward targets
Establish a formal review mechanism to:
• evaluate the success of measures taken
• identify new measures
• provide feedback from the review to all employees
Responsibility















Completion
Date















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POLLUTION PREVENTION PLANNING HANDBOOK
              Appendix I:  On-Site  Reuse and  Recycling
               Introduction

               On-site reuse and recycling represent important
               and fairly well-understood pollution prevention
               practices. This information sheet introduces
               the key aspects of these practices and provides a
               checklist to help implement them.

               Pollution prevention is "the use of processes,
               practices, materials, products, substances or
               energy that avoid or minimize the creation of
               pollutants and waste, and reduce the overall
               risk to the environment and human health"
               (Canadian Environmental Protection Act, 1999}.
               Pollution prevention is at the top of a hierarchy
               of environmental protection methods that also
               include off-site reuse and recycling, pollution
               control or treatment, disposal/destruction,
               remediation and clean-up. While all
               environmental protection methods provide some
               benefits, pollution prevention can provide the
               most cost-effective opportunities for reducing
               environmental and health risks while improving
               a business's bottom line.

               On-site reuse and recycling cover the processes
               of reusing and recycling at the same place where
               an activity has been conducted (as opposed to
               off-site). Reuse is the re-employment of products
               or materials, in their original form or in new
               applications, with refurbishing to original or
               new specifications as required. Recycling is the
               extension of the effective life span of renewable
               and non-renewable  resources through changes
               to processes or practices and the addition of
               energy inputs. When it is conducted in an
               environmentally sound manner, recycling is
               preferable to end-of-pipe treatment. In some
               cases, on-site reuse and recycling is referred to
               as "by-product recovery."
  Non-product outputs should be viewed as a
  loss of valuable process materials that, when
  reused or recycled, could have significant
  environmental or economic benefits.
icant
Identifying Reuse and  Recycling
Opportunities

On-site reuse and recycling for pollution
prevention are generally applicable in both
small and large industries. Manufacturing and
processing industries with significant waste
production and water use, or with waste that is
a valuable by-product (such as silver from photo
processing), may achieve greater pollution
prevention and economic benefits. The  practice
may be less applicable to small companies with
small amounts of waste, where on-site recovery
is not as cost-effective or where recovered
material cannot be reused in the production
process.

Separation/Segregation Techniques
In order for wastes to be usable for on-site
recycling or reuse, they must first be separated
from the process stream. There are several
groups of separation technologies. For ease of
discussion, these techniques can be divided into
solid-solid streams, solid-liquid streams, liquid-
gas streams,  and solid-gas streams:
•  To separate wastes in the solid phase,
   technologies such as screening, magnetic
   separation and air classification may be used.
•  To remove wastes in the liquid phase, pH
   adjustment and precipitations, ion exchange,
   reverse osmosis, diffusion  dialysis and
   electrodialysis, micro and ultra filtration,
   dewatering, extraction and electrolytic
   methods may be applied.
•  Finally, to separate wastes in the gaseous
   phase, adsorption, membranes, absorption,
   cryogenics and condensation may be used.
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POLLUTION PREVENTION PLANNING HANDBOOK
        A waste segregation technique commonly
        used by printers and metal fabricators is
        to collect and store wash water or solvents
        used to clean equipment (e.g., tanks, pipes,
        pumps, presses) for reuse in the production
        process. Some printing firms segregate and
        collect toluene used for press and roller
        cleaning. By segregating this toluene by
        colour and ink contaminant, companies can
        reuse it later for thinning. Recovery of 100%
        of the waste toluene totally eliminates a
        hazardous waste stream and reduces input
        costs.
       To further increase the recoverability of specific
       wastes, it is often necessary to separate toxic,
       hazardous or recoverable wastes from the total
       waste stream. Applicable techniques range from
       simple segregation to complex concentration
       technology. Concentration techniques usually
       remove a component of the waste such as water.
       Available methods include gravity and vacuum
       filtration, reverse osmosis, freeze vaporization,
       filter press, heat drying and compaction.

       At-source separation and the separate handling
       of hazardous and non-hazardous waste can
       reduce both waste volume and handling costs.
        At Colgate-Palmolive Canada in Edmonton,
        all excess plastic removed from bottles after
        moulding is reground and reused in making
        new bottles. The plant uses about 25% in-
        house reground plastic in new bottles.
        Product drainage and rinses from product
        changeover clean-outs are collected in tote
        tanks and reused as process water in
        manufacturing new product. These recycling
        and other pollution prevention actions have
        reduced waste by an estimated 75%, despite
        increased production, and have yielded
        savings of approximately $25,000 in raw
        materials and reduced treatment chemicals.
        Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=13

    1-2
One of the best and most efficient places to
recover process wastes is in the production
facility at the point of generation (e.g., where
granular material has spilled from a feed hopper,
or where flashing is trimmed from moulded
products). Here, the possibility of contamination
by other material is lower, and the risks and cost
of handling and transporting the recovered
materials should be minimal.

Purification
Following recovery, some waste may have to
be purified before it is reused or recycled.
Purification can be achieved using readily
available physical or chemical techniques
including simple filtration, ion exchange,
electrowinning, metal salt reclamation (chilling),
atmospheric evaporation, distillation, reverse
osmosis and freeze crystallization. Most on-site
recovery systems produce some type of residue -
the contaminants removed from the recovered
material. The residue can then be processed for
further recovery or properly disposed of.

Reuse and Recycling Methods
Table II illustrates potential sources and types
of waste from various industrial operations,
together with possible reuse and recycling
methods. The methods are  not limited to the
waste origins and waste  types they appear
beside.

Wastewater Recycling
When wastewater is recycled (as opposed to
reused), it is not treated but used directly in
another application. Opportunities for recycling
industrial wastewater are many, but depend on
the water quality requirements of the receiving
process.

Examples of potential industrial wastewater
recycling applications include:
•  Cooling tower blowdown  recycled for wash
   water, utility water, flare drum seal water,
   pump coolant, tank field waste or scrubber
   water makeup
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POLLUTION PREVENTION PLANNING HANDBOOK
               Table 11: Potential Reuse and Recycling Methods
                Waste Source       Waste Types
                                     Reuse/Recycling Methods
                Materials          Packaging materials, off-
                receiving          spec materials, damaged
                                  containers, spill residues,
                                  residues from transfer
                                  hose emptying
                           Develop running inventory of unused chemicals for other
                           departments' use
                           Conduct periodic materials tracking
                           Find uses for off-spec material that would otherwise be
                           disposed of
                           Change to reusable shipping containers
                           Use rinseable or recyclable drums
                Raw material and  Tank bottoms, off-spec
                product storage    and excess materials, spill
                                  residues, leaking pumps,
                                  valves, tanks and pipes,
                                  damaged containers,
                                  empty containers
                           Use vapour recovery system
                           Empty drums and containers thoroughly before cleaning
                           or disposal
                           Find uses for off-spec material that would otherwise be
                           disposed of
                           Use scrap paper for notepads; recycle paper
                Laboratories
Reagents, off-spec
chemicals, empty sample
and chemical containers
Find less critical uses for off-spec material that would
otherwise be disposed of
Reuse/recycle spent solvents
Recover metal from catalysts
                Operation and
                process changes
Production line drips,
leaks, spills, drainage and
rinses, solvents, cleaning
agents, degreasing
sludges, sandblasting
waste, caustic scrap metal,
oils, greases from
equipment cleaning,
sludge and spent acid
from heat exchanger
cleaning
Reuse uncontaminated collected materials
Recycle rinsewater for countercurrent rinsing
Recycle lube oils
Recycle waste ink
Clean and  reuse rags
Recover "drag-out" material
Recover reusable chemicals and valuable metals from
waste stream (e.g., silver from printing plants)
Collect drips with drain boards
Collect and reuse clean-up solvent
Reprocess clean-up solvent into useful products
Keep individual hazardous waste streams segregated;
segregate  hazardous waste from non-hazardous waste;
segregate  recyclable waste from non-recyclable waste;
segregate  recyclables by type
Use squeegees to recover residual fluid on  product prior
to rinsing
Provide sufficient drain time for liquids
                 Textron Automotive Company in Port Hope,
                 Ontario, saves about $77,000 a year in water
                 costs due to in-plant reuse and recycling of
                 cooling water from injection moulding
                 machines.

                 Source: www.ec.gc.ca/pp/en/storyoutput.cfm?storyID=63
                                   Boiler blowdown recycled for lower-pressure
                                   boiler makeup water
                                   Rinsewater recycled for countercurrent
                                   rinsing
                                   Once-through cooling water recycled
                                   for cooling pond, compressor cooling water,
                                   non-contact cooling water, or process water
                                   Condensate from tanks or processes
                                   recycled for boiler makeup water
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POLLUTION PREVENTION PLANNING HANDBOOK
       Opportunities for recycling sanitary wastewater
       are more limited. Grey wastewater from bathing,
       washing machines and dishwashers can be
       recycled for toilet flushing. Often, shower and
       laundry wastewaters can be used for irrigation.

       Reusing Treated Wastewater
       Wastewater can be treated and reused depending
       on such factors as the required quality of the
       reused wastewater and the existence of a cost-
       effective treatment technology to return the
       water to the required quality. Example treatment
       technologies are listed in Table 12.

       Opportunities to reuse treated wastewater on-
       site may include:
       • landscape irrigation for lawn areas;
       • industrial reuse as cooling tower makeup
         water, once-through cooling water, boiler feed
         water, process water;
       • groundwater recharge for groundwater
         replenishment, saltwater intrusion control,
         subsistence control;
       • recreational/environmental uses including
         lakes and ponds, marsh enhancement, stream
         flow augmentation, fisheries, snow making;
                             •  non-potable urban uses such as fire
                                protection, air-conditioning, toilet flushing;
                                and
                             •  potable uses such as blending in water
                                supply, reservoir, pipe-to-pipe water supply.
                             Key Steps
                             Establish Responsibility
                             Making these changes requires a "champion."
                             Be sure to clearly assign overall responsibility
                             for identifying and implementing reuse and
                             recycling opportunities. Particularly because
                             such opportunities may be identified at
                             numerous locations in a plant or points in a
                             process, a team approach will help to share
                             relevant information. The team should include a
                             representative from each of the following areas:
                             purchasing; research, design and development;
                             shipping and receiving; industrial engineering;
                             production; marketing; maintenance; and
                             environment, health and safety.

                             Baseline Review
                             The baseline review entails a careful review
                             of all inputs, outputs and non-product outputs
                             related to the current production processes. This
                             should include all aspects of the process from
                             raw materials delivery through each production
       Table 12: Example
         Technology
Treatment Technologies for Wastewater Reuse
                             Application
       Reverse osmosis
       Electrodialysis
       Ultrafiltration
       Ion exchange
       Activated carbon
       Sedimentation
       Filtration
       Evaporation

       pH adjustment and
         precipitation
       Dewatering
  Removal of BOD1, COD2, IDS3, TSS4, NH35 and phosphorus
  Removal of IDS and recovery of metal salts
  Removal of IDS, turbidity and oil
  Removal of IDS and toxic metal ions; reduction of hardness
  Removal of many organic and inorganic compounds
  Removal of solids denser than water
  Dewatering sludges;  removal of suspended solids; pre-treatment
  Treatment of hazardous and solvent wastes; separation of suspended and
    dissolved solids
  Removal of metals in the form of metal salts from metal processing acid wastes;
    neutralization of waste acids and bases in various industries
  Reducing moisture content of sludges
         BOD: biological oxygen demand
         COD: chemical oxygen demand
         IDS: total dissolved solids
         TSS: total suspended solids
         NH3: ammonia
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POLLUTION PREVENTION PLANNING HANDBOOK

               step and each source of waste to final product
               storage. This review is similar to those done for
               other pollution prevention practices and, ideally,
               should be combined with them.' This review
               should identify current material flows and
               identify various opportunities for reuse or
               recycling.

               Select Options and Establish an
               Implementation Plan, Targets and Indicators
               Once the team selects measures to implement,
               it should develop an implementation  plan
               including specific performance targets and
               indicators. These should be consistent with any
               broader objective or target established within
               the organization's environmental management
               system (EMS) or pollution prevention plan.

               Provide Training
               Staff must be trained in any new requirements,
               including the rationale for the changes, and their
               role in implementing them. They should also
               have written materials summarizing  the changes
               for future reference.

               Review and Evaluate
               On a regular basis, the organization should
               monitor and evaluate progress toward
               implementing specific action items and meeting
               established targets. The team should examine
               the root cause of any deviations from the action
               plan or failure to achieve targets or specific
               milestones and determine what corrective action,
               if any, should be implemented.
Through on-site water reuse and recycling
and an on-site evaporation pond, Saskferco
Products in Saskatchewan significantly
reduced water use and eliminated
wastewater discharges to local waterways.
The reuse/recycling techniques adopted
include the reuse of steam turbine
condensate as boiler or cooling water,
purification and reuse of steam condensate
from the process gas and extensive recycling
of process and cooling water.
Source: www.pnr-rpn.ec.gc.ca/pollution/eOOs60.en.html
                 For more information on conducting a baseline review to identify pollution prevention opportunities, please refer to
                 Appendix B, "Key Elements of a Baseline Review."
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POLLUTION PREVENTION PLANNING HANDBOOK


      References and Resources

      For more information on pollution prevention
      and pollution prevention planning:

      Canadian Pollution Prevention Information
      Clearinghouse: www.ec.gc.ca/cppic

      Canadian Centre for Pollution Prevention:
      www.c2p2online.com

      Canadian Environmental Protection Act, 1999:
      www.ec.gc.ca/CEPARegistry

      Your Environment Canada Regional Office.

      For more information on on-site reuse and
      recycling:

      Freeman, Harry M. 1995. Industrial Pollution
        Prevention Handbook.  McGraw-Hill

      Higgins, Thomas E. 1995.  Pollution Prevention
        Handbook. CRC Press  Inc.

      U.S. Navy, Naval Facilities Engineering Service
        Center. "Joint Service  Pollution Prevention
        Opportunity Handbook":
        www.enviro.nfesc.navy.mil/p21ibrary/cgi-bin/
        index_opp.cfm

      Ohio Environmental Protection Agency, Office of
        Pollution Prevention, Fact Sheet Number 9:
        "On-Site Solvent Recycling Equipment":
        www.epa.state.oh.us/opp/solvents/fact9.html
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            Checklist for On-Site Reuse and Recycling
Task
Assign overall responsibility for on-site reuse and
recycling to management a representative
Establish a cross-functional team
Map out material flows and process steps
For each process step, identify:
• what happens, including cleaning and maintenance
• type, quantity and cost of inputs
• material and energy losses and waste generated
• how each non-product output is disposed of
and disposal costs
Overall, and for each process step, identify, evaluate
and, where appropriate, select measures to enable
further recycling or reuse of non-product outputs
Develop an implementation plan for selected measures
Establish performance targets
Provide staff training
Develop performance indicators to measure the
success of specific initiatives, and monitor progress
against targets
Establish a formal review mechanism to:
• evaluate the success of measures taken
• identify new measures
• provide feedback from the review to all employees
Responsibility











Completion
Date











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