Zbo for business book 11may2016 lowrescopy

ZERO BASURA OLYMPICS FOR BUSINESS 2nd Edition

Z B O FO R B US I NES S

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Editorial Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

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ZBO FOR BUSINESS 2nd Edition

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Table of Contents

LOREM IPSUM

01 LOREM IPSUM DO 02 CONSECTETUR A 03 EIUSMOD TEMPOR INCIDDULLAMCO 04 LABORIS NISI UT 05 DOLOR IN REPREHENDERITE LOREM IPSUM

LOREM IPSUM

LOREM IPSUM DO,........................... 01 LOREM IPSUM DO,........................... 01

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CONSECTETUR A...................... ............02

CONSECTETUR A...................... ............02

EIUSMOD TEMPOR INCIDD .............03

EIUSMOD TEMPOR INCIDD .............03

ULLAMCO LABORIS NISI UT ............04

ULLAMCO LABORIS NISI UT ............04

DOLOR IN REPREHENDERITE .........05

DOLOR IN REPREHENDERITE .........05

ZB O FOR BUSINESS

LOREM IPSUM LOREM IPSUM DO,........................... 01 CONSECTETUR A...................... ............02 EIUSMOD TEMPOR INCIDD .............03 ULLAMCO LABORIS NISI UT ............04 DOLOR IN REPREHENDERITE .........05

LOREM IPSUM LOREM IPSUM DO,........................... 01 CONSECTETUR A...................... ............02 EIUSMOD TEMPOR INCIDD .............03 ULLAMCO LABORIS NISI UT ............04 DOLOR IN REPREHENDERITE .........05

LOREM IPSUM LOREM IPSUM DO,........................... 01 CONSECTETUR A...................... ............02 EIUSMOD TEMPOR INCIDD .............03 ULLAMCO LABORIS NISI UT ............04 DOLOR IN REPREHENDERITE .........05

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Message from the Executive Director Rafael C. Lopa Executive Director Philippine Business for Socia Progress

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Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

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Message from the DENR Director Republic of the Philippines Department of Environment and Natural Resources ENVIRONMENTAL MANAGEMENT BUREAU DENR Compound, Visayas Avenue, Diliman, Quezon City 1116 Telephone Nos.: 927-15-17, 928-37-42 Email: emb@emb.gov.ph Visit us at http://www.emb.gov.ph

MESSAGE On behalf of the Department of Environment and Natural Resources – Environmental Management Bureau (DENR-EMB), I would like to express my gratitude to the business corporations that constitute the Philippine Business for Social Progress (PBSP) in promoting solid waste management through the Zero Basura Olympics (ZBO) for Business.

Environmental programs such as the ZBO for Business is very vital in our campaign to heighten awareness and intensify the implementation of solid waste management in the country as mandated in the Ecological Solid Waste Management Act or Republic Act 9003.

The increased involvement of the business sector in implementing various solid waste management programs is deemed as a sustainable strategy in addressing the fundamental issues of solid waste management.

With your vigor and commitment in sustaining an innovative, cost-effective and efficient implementation of solid waste management program, we look forward to more businesses in the country to be engaged in our goal to achieve Zero Waste through best practices in solid waste management, in order to secure a clean and green environment for our current and future generations.

ATTY. JUAN MIGUEL T. CUNA DENR Assistant Secretary

and Concurrent EMB Director

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Message from the NSWC Director Office of the President NATIONAL SOLID WASTE MANAGEMENT COMMISSION Department of Environment and Natural Resources 2nd Flr. HRDS Bldg., DENR compound, Visayas Avenue Diliman, Quezon City, 1100 Tel Nos. (632) 920-2252, 925-4796 / 925-4797 loc. 3

RA 9003 or the Ecological Solid Waste Management Act of 2000 is already 15 years old but its implementation has been very challenging our part, as well as on the part of local government units. Of the 1,715 provinces, cities and municipalities, 1,078 or 62.85% have submitted their ten-year old solid waste management plans. We still have 405 open dumpsites and 184 controlled disposal facilities that would need to be closed and 8,656 Materials Recovery Facilities serving 10,327 barangays or 24.5% of barangays served.

The private sector has always played a crucial part in the implementation of the law. Business establishments, from retail, manufacturing, information technology, restaurants, healthcare and many more, generate huge amounts of waste, just like households. However, because of its organizational structure and resources, it can also contribute positively or negatively to our current solid waste management situation.

With the growing trend of corporate social responsibility, this contribution is seen more as positive lately.

Business establishments have taken lead roles in the segregation, recovery, recycling and composting of solid waste they themselves have generated through various programs such as the Zero Basura Olympics for Business of the Earth Day Network Philippines. With its partners, the Philippine Business for Social Progress, Philippine Business for the Environment, Unilever Heritage Center and the Pollution Control Association of the Philippines, Inc. the Network has taken its advocacy nationwide to further encourage more business to adopt waste reduction, segregation, recovery, recycling and composting on their own establishments and adopted communities. Notable efforts of this sector is worth mentioning are waste reduction through manufacturing process re- design, packaging material reduction, establishment of their own material recovery facilities in their sites, efficient procurement methods to avoid waste, among others.

My thrust as Executive Director of the NSWMC Secretariat has always been to be inclusive and to network with all stakeholders in the implementation of RA 9003. Working with the Earth Day Network Philippines and other partners on this project has been extremely helpful to and hopefully to all organizations working on this, from government, private sector and non- government organizations.

With two (2) cycles of the ZBO for Business already concluded, we hope the publication of this Resource Book will further propagate our advocacy and efforts towards a waste-free nation.

Mabuhay po kayo!

ELIGIO T. ILDEFONSO OIC Executive Director

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Message from the PCAPI Vice President

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ur warmest congratulations to all the awardees for the ZBO for Business 2nd Cycle.

Your efforts have shown that solid waste management can be sustainable and beneficial to companies. Your efforts truly inspire others to follow your lead.

The Pollution Control Association of the Philippines, Inc. (PCAPI) is proud to be part of the ZBO for Business for two (2) cycles. Through ZBO, we were able to share our knowledge on proper solid waste management not only to the organizers but also to companies. We have likewise benefitted from being exposed to new practices and technologies in solid waste management by being part of the technical working group and as part of the validation team.

In all these, companies have never failed to amaze us with new and innovative ideas.

PCAPI would also like to commend the organizers of the Zero Basura Olympics (ZBO) for Business for the successful implementation of the program. ZBO for Business gets bigger each cycle and is now also launching the 3rd Cycle which will include new categories and will engage more sectors.

Again, congratulations to all winners and more power to the Philippine Business for Social Progress and partners.

Jeremiah Dwight C. Sebastian VP-External, Pollution Control Association of the Philippines - National

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Message from EDNPI ABCDE F GHIJ Executive Director Philippine Business for Socia Progress

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Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

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About ZBO

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Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

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Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.

Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat.

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History of Zero Basura Olypics March 2010 Deliberation and Judging of the Companies’ Entries for the 1st Cycle SITE VALIDATION Site Validation of Companies for the 1st Cycle

2010 2008

LAUNCHING OF ZBO

April 22, 2010

2008 – Launching of the Zero Basura Olympics at the Rizal Capitol Grounds, Bgy. Kapitolyo, Pasig

Awarding of Winners for the ZBO for Business 1st Cycle during the 10th Anniversary of Earth Day Celebration held at the SM Mall of Asia, Pasay City June 16, 2010 Debriefing of the ZBO for Business 1st Cycle by the ZBO for Business Secretariat held at the Philippine Business for Social Progress office in Intramuros, Manila

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February 2012 Development of the ZBO for Business Conceptual Framework April 25, 2012 Launching of the ZBO for Business 2nd Cycle held at the Bayview Park Hotel, Roxas Boulevard, Manila

February 2013 March 21, 2013 Site Validation of Participating Companies of the ZBO for Business 2nd Cycle

2014 2012

November 7, 2012 1st ZBO for Business Information, Education, and Communication (IEC) Campaign with Primer Group of Companies

March 2013 April 2013 Deliberation and Judging of Companies’ Entries for the 2nd Cycle

November 22, 2012

June 26, 2013

ZBO for Business Promotional Activity during the Greener Business Forum organized by the International Labour Organization held in Asian Institute of Management, Makati City

Awarding of Winners for the ZBO for Business 2nd Cycle held at the The Bayleaf Hotel, Intramuros, Manila

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Atlantic Coatings, Inc. | Master

Paving a GreenCoated Path 14

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Atlantic Coatings, Inc. | Master

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tlantic Coatings, Inc. (ACI) – the manufacturing arm of Pacific Paint (Boysen) Philippines, Inc. – is a trailblazer in environmental management in paint manufacturing. It is considered the biggest and most modern paint manufacturing facility in South East Asia.

ACI is committed to make BOYSEN® the best value paint in the market, and make sure it is made in the safest and most environmentally responsible way.

ACI has been certified for an Integrated Management System (IMS) - ISO 9001:2000, ISO 14001:2004 and OHSAS 18001: 2007, signifying its compliance with international standards.

Together with Pacific Paint, ACI was also the first Filipino paint company to be awarded Responsible Care®, the global chemical industry’s environment, health and safety initiative to drive continuous improvement in performance in these areas. It was the first paint manufacturing facility in the Philippines to implement a Zero Generated Waste Water Program and also the first to have a completely closed production system to minimize the spread of the dust.

ACI recognizes that paint manufacturing generate large quantities of both hazardous and non-hazardous wastes.

Reducing the generation of these wastes at the source or recycling wastes will benefit the company by reducing raw material needs, reducing disposal costs, and lowering the liabilities associated with hazardous waste disposal. Thus, ACI has taken on innovative and effective ways to manage its paint wastes. Scrap and other discarded materials are sold to DENR-accredited buyers. Reusable items are sorted and stored for future use. Off-specification products are recycled

and worked on to turn it to good and viable batches. The use of plastics, PET bottles, and styrofoams in ACI’s operations was eliminated with the provision of lunch and water containers to the employees.

ACI reduced wastes by switching from oil-based to waterbased paints, and using jumbo tote bags instead of nonbiodegradable plastic bags. It forged agreements with its suppliers on the preferred packaging of raw materials, and engaged suppliers, partners and stakeholders in discussions about conservation and sustainability with the goal of eventually increasing the chance of having a holistic green manufacturing process from sourcing of materials to packaging. The company entered into partnerships with private and non-governmental organizations including: ABSCBN and Genetron International Marketing for the recovery of used oil; PBSP and Motolite for Balik Baterya Program; ABSCBN and PRI for Bantay Baterya; and Cleanway Environmental Management Services for busted fluorescent lights.

As a result, there was a 100% reduction of waste generated

by ACI. The waste characterization enabled ACI to properly classify and segregate their wastes. Records showed that only 1% of the residual waste generated by the plant goes to landfill disposal.

ACI and Boysen are proud that their employees are aware that this is possible even when they are handling paint and chemicals. The pioneering work they are doing as a paint manufacturer proves that making world-class paint products and keeping processes green can mix.

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Coca-Cola FEMSA Philippines, Inc. Ilagan Waste Management Program

Solid Waste as a Valuable Resource

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Coca-Cola FEMSA Philippines, Inc. Ilagan Waste Management Program

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he Coca-Cola FEMSA Philippines, Inc. plant in Ilagan City, Isabela is a responsible business, recognizing its role in responding to existing environmental challenges. It implements a Waste Management Program, which is included in a broader Environmental Management System. The organization perceives solid waste as a valuable resource. Particularly, CCFPI Ilagan values the essential tenets of Reducing, Reusing and Recycling.

At CCFPI Ilagan, there are facilities to aid in efficient waste management. To encourage segregation at the source, trash bins coded according to the company’s waste classification guidelines are found throughout the premises. A bodega has been designated specifically for the storage of hazardous waste while a materials recovery facility (MRF) provides space to further segregate and retrieve reusable or recyclable materials. A garbage storage area is also found within the plant.

The success of the plant’s environmental programs is hinged on the committed participation of its employees and associates. Trainings, regular refresher courses, and other communication products have built and reinforced awareness across the ranks. All employees, led by their respective department heads and supervisors, make sure generated waste in their work areas are classified and handled correctly. This and other green practices have been incorporated in their daily routines. A Peak Performance Plan (P3) serves as a means for management to monitor each employee’s achievement of individual goals and targets.

CCFPI Ilagan has switched from T12 to T5 lighting.

The latter is more energy efficient and has an increased lifespan, its use allowing minimal consumption of fresh bulbs. Spent light bulbs are stored in the hazardous waste bodega and later treated at an accredited facility. The plant has also initiated the Cleanable and Reusable Only Container System or CROCS, which ensures that only clean and reusable empty containers are recovered from partner businesses.

Used activated carbon from the water treatment process is reused in the removal of impurities from water that will, in turn, be recycled for use in the plant’s other facilities. Scrap bond paper is reused for internal communications, forms, and other

company documents. Empty drums or containers are included in spill kits. Discarded wooden pallets are fabricated into stands also for spill kits, as well as racks for CO2 cylinders. Rejected bottles and broken glass (or cullets) are sold to trusted third-party companies for proper recycling. Plastics, metals, and other recyclable wastes are stored at the MRF for eventual trade with scrap buyers. In 2012, proceeds from the sale of recovered recyclables amounted to PHP16.6 million.

CCFPI Ilagan has embarked on the path towards conservation and sustainable development. Benefits from the company’s current actions may serve as its inspiration to develop and enhance more green innovations like being a zero emission plant that will be adopted by the rest of the CCFPI Plants.

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Coca-Cola FEMSA Philippines, Inc. Ilocos Waste Management Program

Meeting the Green Standard

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Coca-Cola FEMSA Philippines, Inc. Ilocos Waste Management Program

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oca Cola FEMSA Philippines, Inc. (CCFPI) – Ilocos demonstrates Coca Cola’s commitment “to protect and preserve the environment, and to protect worker and public safety.” An Environmental Program supporting this policy documents the practices and procedures to regulate and reduce the company’s environmental impact. It also documents guidelines ensuring that the company is observing national, as well as internal, systems and standards. All employees, guided by the Plant Operations Manager and a Safety and Environment Team Lead, are engaged in environmental protection.

Waste management is among the company’s chief environmental strategies. There are guidelines on waste characterization, storage and disposal, with specific requirements for managing biosolids, inorganic solids, electronic waste, and biohazard waste, among others. There are also protocols in place for housekeeping such as waste storage area maintenance and routine monthly inspection.

Certain qualifications are bases for the careful selection of waste vendors and contractors. Trainings on these practices are conducted for regular, contractual, and even third-party personnel known to handle waste.

Waste is segregated by special/ hazardous waste and nonhazardous waste. Special and hazardous waste are spent fluorescent lamps, used batteries, wastewater sludge, used lime and carbon, medical dressings, contaminated petri dishes, and expired lab chemicals and medicines. On the other hand, non-hazardous waste includes biodegradables such as food and garden litter, and used or soiled paper. It also covers uncontaminated non-biodegradable waste such as metals, aluminum caps, plastic containers, cullets (or glass fragments), Styrofoam, straws, rubber bits, and other scrap materials. Defective refrigerators, computers, and coolers are classified as bulky waste. A waste classification matrix, which is incorporated in the waste management system, provides greater detail to these groups. All employees and visitors are tasked with making sure that waste is correctly thrown in the assigned bins, which are clearly labeled and found in every storage area. In turn, these storage areas, which are inspected monthly for safety, are maintained by yard janitors.

Upon collection, the waste is brought to a materials recovery facility (MRF) for proper disposal and handling.

A qualified contractor directs collection, and checks that all involved personnel are in protective gear. Hazardous waste is temporarily contained in a secure, secluded area prior to collection by an authorized vendor. On the other hand, recyclables are gathered and subjected to a bidding process. Cullets are brought to a culletizing area where they are made available to contractors for recycling and reprocessing.

From 2010 to 2012, the proportion of solid waste recycled grew steadily from 73.99% to 86.14%. Over the same period,

the sale of recyclables was increasingly lucrative, generating as much as PHP6M in 2012. With such heartening returns, the company is looking forward to expanding its environmental initiatives, looking at such ventures as vermiculture.

CCFPI Ilocos guarantees effectiveness through regular internal and external audits. For example, the Environmental Program itself is evaluated using key measures such as water use ratio, energy use ratio, number of spills, and solid waste ratio.

The company’s implementation of zero-waste strategies is driven by close attention to detail and determined compliance with standards and regulations. Its Environmental Program also continues to grow, building on other successful green practices. In sustaining such actions, CCFPI Ilocos is poised to realize its role as an eco-champion.

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Coca-Cola FEMSA Philippines, Inc. Misamis Oriental Plant

Investing in Green Processes 20

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Coca-Cola FEMSA Philippines, Inc. Misamis Oriental Plant

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n adherence with the Solid Waste Management Regulation under Republic Act 9003, KOF-Misamis Oriental Plant (MOP) personnel are responsible for ensuring the disposal of their generated solid wastes. They ensure proper management of solid wastes by classification and separation of recyclable solid waste. This initiative includes direct and indirect employees, and ultimately aims to contribute to the company’s return of investment.

KOF-MOP recognized that in its operation, the amount of solid waste produced should be reduced. KOFMOP increased awareness of all employees and contractors involved in segregation of waste at source.

Solid waste reduction also required the support of all Plant Leadership Team inside the plant, and the plant encouraged cooperation and coordination among all the process owners at different functions.

It was observed that the amount of solid waste generated from day-to-day operations of the plant is increasing due to additional lines and expansion of facilities. However, the plant records an average of 99.96% of recyclable solid wastes generated amounting to 1.2M average per month (only 0.04% is non-recyclable).

Within this framework, the plant implements management controls to reduce potential environmental impacts or hazards to individuals exposed to the waste materials, both on- and of-site.

The following are the existing controls of the plant: • Waste containers used are ensured to be compatible with the contents, and are labelled properly with appropriate warnings to identify all hazards associated with the contents.

• Drainage of solid or liquid waste storage areas is designed to directly connect to process wastewater treatment to prevent storm water contamination. Secondary containment for liquid waste storage areas is in place.

• Waste storage areas are kept tidy and free of insects, vermin, foul odors or litter through daily housekeeping and inspection.

• Waste trademarked materials are managed according to Control of Non-Conforming and Potentially Unsafe Materials and Products Program of the Plant.

• On-site burying and incineration of waste are strictly not allowed.

• Hazardous wastes are segregated properly ---separated from non-hazardous wastes and from other types of hazardous wastes, in consideration to compatibility of materials.

• On-site land application of sanitary biosolids is not permitted, and workers exposed to these biosolidsare given vaccinations to prevent contracting diseases associated with sewage.

• Biohazard waste is placed in plastic bags or

•

containers designed to prevent leakage of fluids during handling, storage and transport. Needles, lances, blades or other sharps are placed in a specialized receptacle to prevent laceration. Waste bins containing biohazard waste are clearly and prominently labelled with the word “BIOHAZARD”, and its symbol.

Biohazard wastes are autoclaved to kill infectious agents before disposal with regular trash. Records are kept in a logbook of autoclave records of biohazard wastes.

KOF-MOP is now at the peak of its implementation of its solid waste management program. The plant believes that investing in education of all employees about proper waste segregation, storage and disposal will have a good return on investment – not only for the company, but for the environment.

“By accepting responsibility, we take effective steps toward our goal: an inclusive human society on a habitable planet, a society that works for all humans and for all nonhumans. By accepting responsibility, we move closer to creating a world that works for all.”

Sharif M. Abdullah

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Coca-Cola FEMSA Philippines, Inc. Naga Solid Waste Management

Zero Waste as a Guiding Philosophy 22

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Coca-Cola FEMSA Philippines, Inc. Naga Solid Waste Management

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s “A Responsible Citizen of the World”, Coca Cola has established a management system attentive to the safety and well-being of its employees, consumers, and the environment. Guidelines are in place to prevent harm and promote safe behavior in the workplace. Green practices to minimize waste and the company’s carbon footprint in general have been mainstreamed across Coca Cola plants in the country. The Coca Cola FEMSA Philippines, Inc. (CCFPI) plant in Naga is a prime example of how these practices are realized.

At CCFPI Naga, the waste management procedure includes proper waste classification, collection, transport, and final disposal. The different types of waste are segregated in properly labeled containers in assigned waste storage areas.

Hazardous waste is kept in a separate facility then disposed of as per procedures outlined in the company’s Hazardous Waste Disposal Matrix. Non-hazardous and non-recyclable wastes are collected only by waste vendors that have passed an evaluation process. After transparent bidding and post-bidding processes, recyclables and scrap materials are finally sold then shipped out. The company is meticulous, with most, if not all, their protocols accompanied by regular inspection and documentation. To further ensure that standards are met, all personnel that generate and handle waste are trained on waste management. Chief topics are local regulatory requirements, good company practices, and safety and emergency response procedures.

The company applies “mottainai”, the Japanese philosophy of “waste not, want not.” Printed paper is recovered to be reused; carton boxes are refashioned into file organizers.

Other recyclables such as plastic containers and packaging,

paper and paper packaging, and metals are sold to authorized waste vendors. Broken bottles or cullets are collected and transported by trusted contractors. Spent lime, a by-product of the water treatment process, is conveyed to a partner factory to be utilized as raw material in cement production. At the wastewater treatment facility, dried wastewater sludge, which is a non-hazardous biosolid, is used as soil for flowering plants grown in PET bottles.

CCFPI Naga implements its waste management program in partnership with the employees, community, and other stakeholders. It builds awareness on solid waste management through its trainings, as well as orientations for visitors and contractors. Effective communication, which is considered a high priority, includes posters and similar materials that provide further information. The company engages the community through small yet inclusive actions. For instance, a recycling bin has been placed outside the plant so community members can hand over their empty PET bottles for recycling. Within company grounds, labeled and colorcoded recycling bins are located in frequently visited areas.

Further, an area to store scrap materials is found behind the plant.

The company carefully monitors its waste management performance. In 2012, 95.44% of total generated solid waste was recovered or recycled. This resulted in massive savings in garbage hauling costs, at the same time generating more than half a million pesos in revenue.

CCFPI Naga lives up to the company standard: its rigorous and efficient operations ensure customer satisfaction while safeguarding the environment.

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Coca-Cola FEMSA Philippines, Inc. San Fernando, Pampanga Waste Management Program

Living Positively for the Environment

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Coca-Cola FEMSA Philippines, Inc. San Fernando, Pampanga Waste Management Program

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s an immense global business and presence, Coca Cola plays a crucial role in building a sustainable future. It shows its commitment to this vision through Live Positively, a transformative campaign that ingrains sustainability in all aspects of the company’s operations. Coca Cola FEMSA Philippines, Inc. (CCFPI) in San Fernando, Pampanga embraces this outlook, making a positive difference by reducing waste, efficiently managing resources, and engaging with the community.

Coca Cola, the world’s leader in beverages, produces tons and tons of packaging that may potentially translate to a great amount of waste. However, the company perceives packaging as a valuable future resource that can regenerate all of its previous value.

The solid waste management program of CCFPI San Fernando holds to this philosophy.

At CCFPI San Fernando, solid waste management is implemented through four core actions: Plan, Do, Check, and Act (PDCA). “Plan” involves identifying sources of waste by process owners and assessing immediate controls for more efficient use. This is followed by “Do,” which is the implementation stage.

“Check”, on the other hand, refers to performance measurements relating to Quality, Safety, Productivity, Environment, Cost and Service (QSPECS). Finally, “Act” is management evaluation of performance against set goals, as well as the development of improved measures.

Cullets or broken glass constitute the majority of waste in the company’s operations. They are either segregated manually or conveyed mechanically to assigned bins. These are stored within company premises then eventually sold to trusted traders. On the other hand, plastic crates and pallets that do not meet productivity and safety standards are inverted and stacked to be crushed. Then, these are packed to be transported out by a partner recycling company.

Other recyclable materials, including containers of beverage concentrates, sweeteners and other process substances, assorted cartons, defective dispensers, aluminum caps, etc., are brought to the plant’s materials recovery facility (MRF). Empty containers are cleaned thoroughly to remove all contaminants. These are also sold to affiliated waste vendors.

CCFPI San Fernando values its partners in waste management. These waste vendors and recycling companies supportCCFPI’s solid waste management philosophies, and strive to consistently meet safety and environment regulations. Healthy communication exists between CCFPI and its partners who regularly apprise process owners and end users of their performance. Several partner recycling companies are responsible for handling the cullets, which they either process themselves or sell to glass molding

plants. One trader uses the crushed plastic crates and palettes in plastic moulding while another collects the other recyclables for sale to external buyers. Finally, a contractor disposes of residual waste in a DENR-accredited landfill site.

CCFPI San Fernando employs a systematic process to measure solid waste management results. Certain members of the staff are responsible for weighing recycled against generated waste, determining associated costs and savings, and evaluating current measurements with the previous. In 2012, the plant aimed to recycle 85% of waste generated, and achieved this and more at 85.8%. Cullets and the other various recyclables each yielded specific amounts in realized savings. In total, this amounted to more the PHP15 million.

A key aspect of Live Positively is advocacy and outreach. CCFPI San Fernando has prioritized this by initiating and participating in various extension programs with the community. In 2011, the plant, its Female Network, an affiliated waste disposal contractor, and nearby Barangay Saguin entered into a formal partnership to manage solid waste in the area and reduce pollution of Saguin Creek.

Through the Adopt-an-Estero Program, the plant adopted a 500-meter stretch of the creek.

Interactions with the community have provided opportunities for the plant to share their learnings on solid waste management. It has participated in a couple of town hall dialogues on segregation and other best practices. In 2012, the plant donated labeled waste bins to the Barangay Saguin council. CCFPI has collaborated with school administrators, teachers, and students for environmental projects to involve the youth. The plant provided support to the Lara Integrated School in 2011 for the Brigada Eskwela Program, then again in 2011 for tree-planting projects. In 2012, the principal of Northville Integrated School requested the CCFPI’s assistance in providing waste bins for segregation. In response, the plant reused and refashioned used liquid beverage containers into such and presented these to the school. In another occasion, CCFPI San Fernando again with Northville Integrated School, together with the Philippine Army and DENR Region 3, joined forces for a tree-planting activity.

CCFPI San Fernando shows how living positively through a well-rounded environmental program can spark change within the workplace and the surrounding community. The company’s strong commitment to sustainability and a healthy environment, coupled with genuine concern for its workers and consumers, are the qualities of a true eco-champion.

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Coca-Cola FEMSA Philippines, Inc. Sta. Rosa, Laguna (Plant 1)

Bottling Up Excellent Green Solutions 26

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Coca-Cola FEMSA Philippines, Inc. Sta. Rosa, Laguna (Plant 1)

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eing the largest bottling facility for Coca Cola FEMSA Philippines and operating 20 hours and six days week, CCFPI Sta. Rosa, Laguna Plant 1 constantly faces the challenge of dealing with the bulk of solid wastes it generates on a daily basis. Despite this, the plant is an Environmental Management System ISO 14001:2004 certified bottling facility and has been an ISO 14001 certified, consistently for five years without major non-conformances.

The ISO certification and its business operations (guided by the established Environmental Management System and the second paragraph of The Coca Cola Management System Policy Statement) result in the plant ably managing all its wastes generated from emissions, wastewater discharges and solid wastes, as well as its compliance to legal/regulatory requirements of Clean Air Act RA 8749, Clean Water Act RA 9275, Hazardous Waste Management Act RA 6969, Solid Waste Management RA9003 and the Coca Cola Operating Requirements (KORE).

HOW CCFPI DOES IT For every activity within the plant’s premises, an environmental aspect-impact assessment is conducted as a proactive way to eliminate or reduce environmental risks. This is reviewed annually and updated whenever there are significant changes in the processes, equipment and renovations. If significant risks arise from the review or update of aspect-impact and the identified control is not yet in place, the matter is raised to the plant’s management team to be acted upon with a specified time frame.

The plant’s solid wastes are managed in accordance to the plant established documented guideline, which is the Solid Waste Management Guideline. They are properly segregated and annually characterized. This is to ensure hazardous wastes are properly identified and disposed in accordance with local regulations.

As part of its corporate social responsibility, the plant assesses bids of third party solid waste haulers and hazardous waste transporters and treaters before a contract is awarded. These waste management vendors are audited based on their capacity and capability of equipment, training and competency of personnel, and compliance to regulatory requirements.

This is to ensure that the plant is partnering with an equally compliant vendor. The assessment is done by the Plant’s Pollution Control Officer / Alternate Pollution Control Officer and Materials Resource Supervisor.

Storage and staging areas are also managed and maintained by the plant through housekeeping and periodic inspections.

Any potential issues noted are reported to plant management team for immediate corrections or corrective actions.

The plant features two major Key Performance Indicators (KPI) to monitor and evaluate the effectiveness of its Solid Waste Management System Program: 1. Solid Waste Ration (SWR) – Total weight of solid wastes in grams over the total volume of beverage in liters.

2. % Solid Waste Recycled (%SWR) – Weight of solid wastes generated in grams over the total volume of beverage produced in liters.

In order to properly manage solid wastes in the plant, they are segregated accordingly.

The program also considers the safety of personnel (both regular and contractor employees) handling wastes, PPEs, proper labeling of containers, and maintenance of storage areas are in place and conducted annually.

Refresher training is also conducted among the plant’s personnel to ensure shared understanding of the Solid Waste Management Program. For newly hired personnel, waste management is also included in the on-boarding program.

Storage areas are inspected periodically to ensure that the storage area is well maintained and free of any spilled hazardous waste that can potentially harm personnel and its immediate environment.

AVOIDANCE/REDUCTION/ ELIMINATION The plant management acknowledges that aside from environmental preservation, waste reduction is also cost reduction; hence, improvement projects are made in partnership with Operational Excellence Team to reduce or eliminate waste and improve productivity and cost avoidance. The plant aims to reduce wastages (line rejects) and maximize raw materials usage and in effect reduce solid waste.

REUSE/RECYCLING Recyclable solid wastes are what make up the majority of solid wastes in the plant. It is composed of up to 90% (by weight) of the total solid waste generated. From 2010 to 2012, an increase in 2.86% recovery of recyclable waste is noted despite the increase in solid waste generation.

Moreover, the plant was able to gain additional income by selling the recovered recyclable wastes to the accredited waste vendors.

The plant shifted to the use of premium sugar blended with High Fructose Corn Syrup (HFCS) Sweetener, resulting in reduction in generation of emptied sugar sacks and reduction of usage of activated carbon in syrup filtration. For 2012, the plant has zero quantity spent activated carbon from syrup filtration processes.

The plant also implemented the ban on using Styrofoam cups and Styrofoam food packs and plastic bags (as secondary container) in both the Admin and Production canteens. The canteen concessionaires are now using paper cups and paper food packs. This is also in support to the “Ayoko ng Plastic” Environmental campaign by the city of Sta. Rosa.

In the plant documentation system, re-use of one side printed bond paper was encouraged, reducing the quantity of new bond paper to be used. Papers that are no longer usable are shredded and sold to accredited waste vendors as well for recycling.

Residual Waste Management The plant’s residual wastes are managed by the plant’s Z B O FO R B US I NES S

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Coca-Cola FEMSA Philippines, Inc. Sta. Rosa, Laguna (Plant 1)

Coupling Operational Excellence & Zero Waste 28

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Coca-Cola FEMSA Philippines, Inc. Sta. Rosa, Laguna (Plant 1)

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or a factory that employs a myriad of processes, reducing waste can seem challenging. But the Coca Cola FEMSA Philippines, Inc. (CCFPI) plant in Santa Rosa, Laguna, which is responsible for the manufacture of various products, has proven that it can be done.

designated containers for biodegradable, recyclable, and non-recyclable wastes. In operations, waste is segregated along the manufacturing line, rejected PET bottles and discarded packaging materials are set aside for pick-up and transport to the plant’s materials recovery facility (MRF).

CCFPI Santa Rosa drafted their Solid Waste Management Program with the Solid Waste Management Act of 2009 and Coca Cola’s own Operating Requirements as key references. To facilitate successful implementation, CCFPI Santa Rosa has faithfully documented all its procedures related to waste management, including routine inspection and housekeeping of waste collection and storage facilities.

For waste transport and disposal, the plant coordinates only with accredited and company-approved contractors.

Employee safety is a priority consideration, the program explicitly aiming to prevent potential risk among individuals handling waste materials. Upon employment, personnel are trained in waste management, with topics including relevant laws and company regulations, details on the waste management program itself, physical and health hazards of hazardous waste, proper use and maintenance of personal protective equipment, and emergency and spillresponse protocols for hazardous waste.

An Operational Excellence program pointedly targets the reduction of line rejects to minimize waste during packaging and other plant operations. In addition, segregation enables recovery of recyclables from packaging waste, which is 80% of all solid waste in operations. From 2010 to 2012, a 35% reduction in solid waste ratio indicated a general decrease in the plant’s solid waste generation. Over the same period, the proportion of recycled waste increased from 72% to nearly 90%. Revenue from trading recyclables has also seen equivalent growth. Reusing paper in office printing and similar needs can result in savings, also contributing to monetary benefits.

Regular environmental Aspect and Impact Assessments inform the enhancement of actions to manage waste that may be a hazard to both the environment and the staff. An annual waste characterization updates the classification of hazardous and non-hazardous wastes. Certain types are even subjected to detailed analysis to confirm composition, hazards, and characteristics. A waste classification matrix lists biosolids, substances as described by Republic Act 6969 (or the Toxic Substances and Hazardous and Nuclear Wastes Control Act of 1990), and other special waste as hazardous waste. On the other hand, non-hazardous waste may be non-biodegradable, including recyclables, or biodegradable such as compost items.

At CCFPI Santa Rosa, segregation, as the heart of any good solid waste management program, is done at the source.

Waste bins, which are easily accessible, are color-coded green for cans and metals and blue for PET and glass bottles. In the canteen’s kitchen and dining area, there are

Biodegradable waste, which is about 17% of the plant’s total generated waste, includes left-over food items from the canteen and spent tea leaves from production.

All these are converted to compost that may be used as fertilizer for the plant’s tree-planting projects. On the other hand, residual waste is managed with the assistance of an accredited contractor that transports and disposes of the waste in a certified landfill. The proportion of residual waste from total generated waste decreased from 27.8% in 2010 to 10% in 2012. The change is attributed to the other waste management actions in place, including more thorough segregation and recovery in the MRF. Final clearance of recyclable and residual waste is the responsibility of trusted waste vendors.

A systematic approach, including careful planning and efficient implementation, has enabled CCFPI Santa Rosa to incorporate zero-waste practices into various stages of their operations. Such efforts have even yielded multiple benefits. In aligning environmental objectives with the company goals of operational excellence and worker safety, CCFPI Santa Rosa has become a worthy example among its peers.

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APO Cement Plant, CEMEX Philippines Waste Management Program

Building a Sustainable Earth 30

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APO Cement Plant, CEMEX Philippines Waste Management Program

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sound waste management program is built on the strong foundations of reduction, segregation, recycling, and education.

And it is indeed these initiatives that drive APO Cement Plant of CEMEX Philippines towards strengthening environmental sustainability and employee collaboration. The program is grounded in CEMEX’s broader sustainability programs. For instance, its global sustainability framework, which integrates environmental responsibility, health and safety, and community involvement, steers the Plant’s own Environment, Health and Safety (EHS) Model.

The exemplary Corporate Social Responsibility of CEMEX Philippines under its umbrella program, Build the Nation Together, provides even more focus with key areas on the environment, health and safety, sustainable partnerships and, community development and empowerment, among others.

At the Plant, every office uses color-coded trashcans and trash bins to segregate at the source.

Biodegradable waste is shredded and processed into compost to be used as fertilizer internally and/ or in the surrounding community. On the other hand, non-biodegradables are stocked in a Materials Recovery Facility where they are further sorted, like plastic wrappers are used as alternative fuel.

Since the program was implemented, an average of 95,000 kg of waste per month have been collected and recycled, including bottles, tins, cartons, paper, and organics.. Monetary benefits have also been generated from the sale of recyclable materials and cost savings for fertilizers used for the tree nursery and tree plantations The war cry “Zero Basura for Zero Problema!” echoes across the entire company workforce, with everyone doing their part. Their EHS unit institutionalizes the program objectives and actions, as well as communicates these to all internal and external stakeholders. Interactions are often by community gatherings and pocket engagement sessions.

Information dissemination and communication are also facilitated by prepared communication materials such as signs and posters. Environmental seminars and other learning opportunities are also avenues for communication. Finally, support from plant leadership and management further strengthens the advocacy.

With all these, CEMEX continues to move even closer to achieving its greater goals of building the nation together, building the environment, and building sustainable partnerships.

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EPSON Precision Philippines, Inc. Environmental Management System

Zero Waste in the Fine Print 32

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EPSON Precision Philippines, Inc. Environmental Management System

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pson is a respected brand, their high-quality products ever-present in many homes, school and business offices. Even more admirable is the company’s commitment to environment friendly solutions and environmental protection. Epson Precision Philippines, Inc. (EPPI) seeks to minimize the environmental impacts of their products and help conserve the country’s natural resources. These objectives are grounded in their main corporation’s (Seiko Epson Group) own philosophy of harmonious balance between its business activities and the global environment.

EPPI primarily targets reduced CO2 emission by energy-saving, zero emission by resource efficiency, and water conservation. They are always mindful of legal and environmental standards, even establishing their own more stringent guidelines for resource use and reporting. The company has also established a monitoring system to review the impact and effectiveness of their green actions.

The company’s solid waste management practices reflect their commitment to zero waste. Clearly labelled waste bins enable immediate segregation, which is by paper, plastic, metal, carton, rubber, wood, hazardous, and general/residual waste. Each area has an Environmental Coordinator to ensure that everyone does their part. A monthly target is set for generated waste, the actual volume of which is logged into a Waste Management System Database.

In 2004, when the Waste Management System was first implemented, the responsibility of waste disposal was transferred from the janitorial services to each work section. The practice has raised awareness among employees who are instrumental players in the company’s green programs. The Waste Management System Database, which was also initiated in 2004, enhanced segregation and helped eliminate mixed waste completely. It also provided an effective monitoring system that could either spur on or sustain efforts among the different work sections.

In the beginning, simple adjustments in old habits already yielded impressive returns. In 2005, the company initiated a policy to wash and reuse cotton

gloves, rather than throwing these out after a single use. This small act, practiced by numerous employees, reduced generated waste by 10 tons. The following year, paper used in test prints were recovered then reused in the company offices, slashing paper waste volume by half.

Over the years, EPPI’s waste management system has gradually grown in scope. Much of the plastic utilized in various aspects of production has been replaced with more sustainable materials. Paperless practices such as the use of electronic databases in operations have also been initiated. In incorporating green practices in their operations, EPPI has improved its waste efficiency and stayed true to its promise of reducing its environmental impact.

EPPI values relationships, partnering with the community and various government and nongovernment groups for some of its environmental strategies. Cafeteria recyclables such as tin or aluminum cans, doypacks, PET bottles, and plastic caps are segregated and donated for reuse and recycling.

EPPI collaborates with the welfare organization Tahanang Walang Hagdanan (TWH) on a recycling project that is aligned with livelihood programs for persons with disabilities. Tin and aluminum cans are re-fashioned into thin sheets and tubes, which are used as parts in manufacturing wheelchairs. From 2004 to 2007, the company donated 2,619 kg of these cans, which is the equivalent to about 10 wheelchairs.

Doypacks are turned over to the KILUS Foundation to use as raw materials for handbags, slippers, hats, aprons, and other crafts. On the other hand, PET bottles and plastic cups are hauled to a recycling company for further processing. Over four years, the volume of recyclable waste recovered is equivalent to significant financial returns.

The ratio of generated waste volume to actual production quantity has decreased significantly from 0.6 in 2008 to 0.5 in 2011. However, this achievement will not decrease EPPI’s commitment to eco-friendly business solutions and clean practices. The company shall continue to strive towards conserving the environment for future generations.

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The Art of Green Healing Howard Hubbard Memorial Hospital Soslid Waste Management Program

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he Howard Hubbard Memorial Hospital (HHMH), an accredited PhilHealth Center of Quality, performs beyond the duties of a typical health care service. This industrial hospital in Polomolok, South Cotabato has gone green, maintaining a solid waste management program that considers the safety and well-being of its staff, the community, and the environment. A Waste Management Committee led by the Hospital Administrator implements and monitors the program’s strategies.

Several of such strategies aim to reduce generated waste. For example, the hospital prioritizes the purchase of equipment and supplies that produce minimal waste and/or are reusable. It regularly monitors medicine inventory, following a “first in, first out” policy to avoid unnecessary loss in expired supplies. The amount of expired medicine and its equivalent cost were significantly reduced in 2012 compared to 2011.

At HHMH, segregation is at the source, ensuring that hazardous waste is immediately sorted from nonhazardous waste. Hazardous wastes are sharps, expired medicine, contaminated containers, and infectious and pathologic materials, while non-hazardous wastes are non-infectious biodegradable and non-biodegradable items. Waste receptacles are color-coded as per Department of Health specifications, clearly labeled with illustrations, and strategically positioned for efficient access. Upon collection, the waste is transported to a Materials Recovery Facility where it will be weighed and further processed.

In all hospitals, the disposal of hazardous, biomedical waste must be strictly regulated and accomplished with the greatest care. At HHMH, pathologic waste is first disinfected then buried in a designated thigh-height burial area. Sharps such as used blades and syringes are also sanitized then disposed of in the hospital septic vault. On the other hand, infectious waste is also sterilized then dispatched to a municipal septic vault. The use of designated and secure disposal areas guarantees that the hospital is clean and safe at all times.

Conversely, non-hazardous waste, depending on whether it is biodegradable or non-biodegradable, may be used in composting or recycling respectively. The hospital maintains an 18-square meter above-ground

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compost heap that can accommodate a large volume of biodegradable waste. Pre-decomposed material is then utilized in an in-house vermiculture project; the produced vermicast is applied in the hospital vegetable and flower gardens or sold to the community. Over a four-year period, biodegradable waste volume was reduced by over 67%. The sale of vermicast and vermiworms has also yielded monetary gain, which has been invested in the hospital’s gardening and landscaping projects. The hospital has since expanded its vermiculture project to address the growing demand for vermicast and vermiworms. It is even assisting another hospital to initiate its own vermiculture project (e.g. Landero Clinic and Hospital).

At HHMH, the Waste Management Committee works with the Infection Control and Safety Committees to implement reuse and recycling projects. For example, empty plastic containers of disinfectants and cleaning agents are tough so it can be reused to store sharps.

The hospital acquired a vial crusher to shred medicine vials for raw material in in-house flooring projects.

Other vials are cleaned and disinfected to be reused as vessels for patients’ samples. Furthermore, the hospital practices a “zero paper waste” policy, with all kinds of used paper items sold to various buyers. From 2011 to 2012, proceeds were collected for nearly 12,000 kg of paper waste. Scrap metal and iron, non-infectious plastic bottles, and tin cans are also sold. In 2012, almost half of the total generated solid waste volume was either reused or recycled.

Finally, the hospital coordinates with the local government to dispose of its residual waste. The municipality of Polomolok itself enforces a “no segregation, no collection” policy and maintains a landfill each for biodegradable and non-biodegradable wastes.

The hospital has engaged an accredited transporter to haul all of its residual wastes to these landfills.

At HHMH, environmental advocacy begins within its own ranks. Hospital employees are trained in company waste management measures and encouraged to practice the 3Rs in their own homes. The hospital has also shared its green practices and technologies with other hospitals and the community. Truly, HHMH is an environmental steward with a vision to affect change even beyond its walls.

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KEPCO Ilijan Corporation Solid Waste Management Program

Powering Up Solid Waste Management 36

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KEPCO Ilijan Corporation Solid Waste Management Program

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n the never-ending quest for clean energy solutions, the KEPCO Ilijan Corporation (KEILCO) in Ilijan, Batangas City soldiers on. The company operates a 1,200-megawatt Combined Cycle Power Plant, aiming to supply reliable and eco-friendly energy at best value to its consumers.

KEILCO looks to a sustainable future, investing in programs that target environmental protection, among others. Its overarching Environmental Policy includes several focus areas, including waste minimization and environmental awareness. To stay on course, the company implements a Solid Waste Management Program aligned with national standards (i.e., the Solid Waste Management Act) and its own mission. Its primary strategies are proper waste segregation and collection, application of the 4Rs (Reduce, Reuse, Recycle, and Recover), and information and education.

utilized in construction or as alternative fuel. Rubber tires are used by a nearby military camp as fencing while plastic drums are reused by the community as waste bins, water receptacles, or plant pots. Notably, the proceeds from 42 tons of used lead-acid batteries (ULAB) enabled KEILCO, in collaboration with the Motolite-PBSP (Philippine Business for Social Progress) “Balik Baterya” Program, to build a computer laboratory for Ilijan High School. The batteries themselves were recycled by Philippine Recyclers Inc.

At KEILCO, waste is segregated at the source. Trash bins, which are color-coded by waste type, are positioned in various work areas for easy access. Reusable items like paper may be recovered for further internal use.

Recyclables such as plastic, tin and other metals are stored in an in-house material recovery facility (MRF) for additional handling. Hazardous waste is transported, treated, and disposed of through the assistance of accredited contractors. Electronic waste (or e-waste), including defective cellphone chargers and worn batteries, are also segregated. In fact, the company has donated bins to Barangay Ilijan to collect its own e-waste and exhausted fluorescent lamps.

KEILCO recognizes the value of an active Information, Education, and Communication campaign in environmental protection. Posters on waste management practices are displayed on company premises, and also shared with the barangay. Waste management trainings are conducted onsite to orient employees and members of the community.

To build awareness on the environment and conservation among the youth, a komiks-making contest and workshop is conducted for high school students. The company, in partnership with the Multipartite Monitoring Team (MMT), publishes the contest winners and entries in an annual solid waste management newsletter that is distributed to students and the rest of the community.

KEILCO is addressing its waste reduction targets by using reusable containers to pack food for their employees along with observing Batangas City’s “No Plastic, No Styro” rule.

The company, through its Environment and Chemical Department, distributed reusable bags to the staff to inspire minimal plastic use. Emptied plastic drums are returned to their original vendors to be reused. These actions and the operation of the MRF have reduced total nonbiodegradable and residual waste volume from 680 m3 in 2007 to less than a third at 190 m3 in 2011. In addition, more than half a million pesos has been saved in waste disposal expenses.

Collected recyclables such as metal scraps, used paper and cartons, and plastic and glass bottles are donated to Brgy.

Ilijan. The sale of these materials can substantially augment the community’s annual income. Scraps of wood are

Biodegradables such as food waste and even soiled paper napkins and tissues are gathered and shredded for compost. The resulting fertilizer is used in a miniforest, the company nursery, and other tree-planting sites.

In 2009, KEILCO received the Gold Award for the 2009 Asian Power Environmental Company of the Year. The following year, it was First Runner-up for the Mother Nature Award of the Pollution Control Association of the Philippines, Inc. (PCAPI). Then, in 2011, it was presented the DENR Seal of Approval under the Track 1 Category of the Philippine Environment Partnership Program. Even now, KEILCO dares itself to do better.

The challenge of addressing the growing demand for energy while seeking balance with nature can be an especially tough break for an energy company. But KEILCO rises to the occasion. In its genuine efforts to push beyond simply complying with standards, it has emerged as a true champion for the environment.

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A Holistic Approach to Health and Wellness Manila Doctors Hospital MDH Green: Zero Waste Project (MDH-G:ZWAP

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n seeking to achieve its role as a provider of health care, the Manila Doctors Hospital has pursued a zero-waste policy that has yielded benefits for both the hospital and the community. The Hospital’s environmental program “MDH Green: Zero Waste Project” or MDH-G: ZWAP adopts a holistic approach to waste management, implementing various strategies to reduce, re-use and recycle. These strategies have been successful, thanks to the full and active participation of the hospital’s medical and non-medical staff.

The Environment and Waste Management Committee (ENVICOM) is primarily responsible for implementing hospital-wide plans and programs to reduce carbon emissions and generated waste; and to ensure all hospital units and departments adopt best environmental practices and comply with the institution’s environmental initiatives.

The MDH has managed to reduce waste generation by almost 78% in 2011. Their best practices include segregating waste by “hazardous waste,” “nonhazardous waste,” and “recyclable waste”; eliminating Styrofoam packaging in the Dietary Department; promoting a paperless work environment; composting food waste; re-using empty containers; and campaigning for the regular use of paper and recyclable bags. Such an enhanced waste management system resulted in significant reduction of waste volume, from 34 tons in 2009 to only 9 tons in 2011. There has been an 80% decline of waste disposed of in the landfill, 3% of which is being converted to organic fertilizer by composting.

Another benefit is an increase in annual cost savings.

The Hospital has a well-developed recyclables program.

It has engaged the facilities of an accredited recycler that specializes in recycling plastic, paper, and metal, among others. A 60-40 incentive scheme has augmented funds for hospital operations, as well as for community service and environment programs. Income from recyclables has significantly increased per year, with generated funds in 2008-2010 more than thrice that in 20052007. At least 40% of the revenue is used in community projects. The MDH recyclables program has been recognized for its exemplary conduct. It has received 38 ZB O FOR BUSINESS

two prestigious awards: the Candidate Master Award during the 1st Zero Basura Olympics (2010), and an Anvil Award of Excellence by the Public Relations Society of the Philippines (2011).

The Hospital has mainstreamed its environmental programs and strategies through an intensive information and education campaign. Informational posters, coordination meetings, and Inter-Office Letters are some of the materials used to regularly communicate about the Hospital’s environmental programs and activities. The MDH also builds awareness among its staff and the community by participating in environmental celebrations. For example, it organized a Waste Market and Wellness Camp during Earth Day, reaching out to a broad audience of schools, companies, associations, and government agencies. During the Waste Market, the staff brought in various items for recycling such as used ink cartridges and old computer parts, paper products, plastics, glass objects, and other worn household materials. The Hospital has initiated other environmental events, including observance of the Global Warming and Consciousness Week and an “Aksyon Para sa Kalikasan” Parade.

The MDH seeks to uphold environmental standards by the incorporation of a monitoring and feedback system. There is regular monitoring of and reporting on generated waste (biodegradable and nonbiodegradable), infectious waste, recyclable waste, and recyclables income. Reports are available to both management and the rest of the staff. An incentive system is also in place to recognize and award deserving units or departments actively engaged in the recyclables program. In addition, positive feedback from beneficiaries from different communities has motivated even more of the staff to engage in environmental activities.

The Hospital’s environmental programs and activities have yielded multiple benefits for its facilities and staff, as well as for the community. Indeed, it has committed to a total view of well-being, expanding its efforts beyond human health into environmental health.

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NEstle Phillippines, Inc. - Cagayan de Oro Plant Grandmaster/Champion for Composting

Good Food does not go to Waste 40

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NEstle Phillippines, Inc. - Cagayan de Oro Plant Grandmaster/Champion for Composting

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estle Philippines, Inc. is committed to adopting environmentally sound business practices in its operations. Proof of this commitment is the implementation of an internally developed environmental management system since 1996 even before the advent of the ISObased management certification system. When the management system was set in place, Nestle undertook steps to have all its factories formally certified with the ISO systems in Safety, Health and Environment. The Nestle CDO factory successfully passed the certification audit in 2008 and have since then been maintaining its Environmental System.

Solid waste remains as one of the most significant challenges for manufacturing companies. In compliance to RA 9003, Nestle developed programs to ensure that the volume and generation of solid waste will not have adverse impacts on the environment.

The following are the programs that were designed to address the company’s solid waste generation and disposal issues: FROM BAG-IN BOX FORM TO PRINTED POUCH In 2011, Nestle turned to a lower grade Bearbrand shipping case paper/board from ECT 6.2 to ECT 5.6 corrugated case with a reduced length of 10mm to Bearbrand 300g, 680g and 150g Stock Keeping Unit (SKU) packaging materials. This initiative saved around 522 MT of solid waste during the year.

In 2012, Nestle converted one of the SKU bag-in box form to printed pouch. This initiative reduced packaging weight amounting to 953 MT. The length of the laminates was also cut \, contributing to a 79 MT reduction of volume that year.

In 2011 and 2012, the tonnage in packaging materials used in the CDO factory was dramatically reduced by a total of 1,500 MT which translates to cost-savings of over P100 million.

Saved on landfill space and decreased reliance on non-renewable fuel The coffee making process generates an average amount of 1,000 MT/month of spent coffee grounds. In the mid-1990’s, Nestle invested P150 million on a Spent Coffee Grounds Boiler or the “Lurgi Boiler” that utilizes the spent coffee grounds, chaffs and coffee liquor as boiler feed. The boiler is equipped with Wet Scrubber to ensure clean emission. Steam from the boiler is used for coffee processing.

In 2005, Nestle installed the Atmospheric Fluidized Bed Boiler (AFBB) to augment the capacity of the Lurgi Boiler. The AFBB is designed to produce 24,000 kg/hr steam using 3,200 kg/hr spent coffee grounds. It is equipped with an electrostatic precipitator,

a pollution control device that can remove as much as 99% of particulate matter, resulting in clean air emission. Investment cost for the AFBB is around P350 million.

These 2 pieces of equipment addressed the issue of solid waste disposal, preventing an estimated 70,000 tons of waste from going to landfills annually. The factory also experienced a decrease in reliance on non-renewable fuel, saved 4,000 tons of oil equivalent on an annual basis, and prevented the release of nearly 300 tons of SOx to the atmosphere yearly.

GETTING MORE FROM WASTE Nestle CDO segregates solid wastes and operates a Materials Recovery Facility (MRF) that sorts wastes into reusable and recyclable, cleans and prepares these for the next destination (other areas for reuse or 3rd party recycling operators). In 2012, Nestle CDO was able to collect a total of 101 MT from the MRF operations.

Nestle CDO also generates an average quantity of 20 MT of sludge per week from the Waste Water Treatment Plant, and an average quantity of 28 MT per week of ash generated from AFBB. The factory utilizes a contractor to take out the sludge and ash, who in turn uses these in his own plantation.

In 2011, the factory worked with the CDO Agriculture Office to identify a process for converting sludge and ash to fertilizer/soil conditioner. The City Agriculturist added Effective Micro-organisms Microbial Inoculants to facilitate the decomposition and conversion of the mixture into becoming a soil conditioner. The resulting soil conditioner was used in their nursery, distributed for free to farmers living near the farm, and given to schools for their gardening activities. A total of 28 tons were hauled and converted into soil conditioner from August 2011 to April 2012.

As there is still a significant volume of sludge and ash that are not converted as soil conditioner, the Nestle Agricultural Services counted in as a partner and arranged a bigger processing area in Bukidnon – in a property managed by Northern Mindanao Integrated Agricultural and Research Center (NOMIARC). More than 780 tons have already been converted to compost through this partnership starting June 2012. By September 2012, 100% of the sludge and ash generated by the CDO factory is processed and converted into compost. The compost produced was given to Nestle Coffee Growers in Mindanao.

This is an excellent Creating Shared Value initiative on environmental protection. While the factory is able to address a potential solid waste issue and convert waste into a resource material, Nestle’s coffee farmers get a free supply of fertilizers.

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Fired up for Environmental Stewardship Quezon Power (Philippines) Limited Company

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ndependent power producer Quezon Power Limited (QPL) is a 460 MW net pulverized coal-fired power plant that began commercial operations in May 2000 providing stable, reliable and competitively-priced electricity to the Luzon grid under a 25-year Power Purchase Agreement with the Manila Electric Company.

and word hunt challenge; housekeeping program; plant outage snapshots and recognition of contractors, among others.

IN MOTHER NATURE’S SLIPSTREAM QPL recognizes waste as a resource. Since 2002 over Php24M has been realized as savings or additional earnings out of wastes.

QPL is deeply committed to be a truly responsible steward of the environment as reflected in its application of a combination of technological approaches, management strategies and environmental stewardship programs. It strives for leadership in environmental management and partners with the community to protect the environment.

Segregation is recognized as the onset of solid waste management.

QPL implements a segregation scheme revolving on the following features: • Garbage Pick-up Stations (GPS) are solid waste trolley containers that have been strategically placed around the plant facilities. These GPS are properly labeled and color coded for solid waste segregation: o Yellow trolleys for biodegradable waste like food left-over, cut tree grasses, twigs, branches, etc. o Blue trolleys for non-biodegradable wastes and inert wastes like metals, glasses, bottles, tin cans, plastics, rubber, leathers, textiles, etc. o Gray trolleys for recyclables like paper, cartons and wood.

• QPL maintains a Central Waste Repository Area (CWRA) where wastes are further segregated and temporarily stored prior to disposal. It is manned by trained personnel and equipped with appropriate waste handling equipment and tools to manage operations in an easier, safe and efficient manner.

QPL promotes a corporate culture (called empowerment culture) where compliance with applicable environmental laws and regulations is the minimum level of acceptable performance. It has four major empowered committees namely: Health and Safety Committee, Environmental Committee, Wellness Committee, and Housekeeping Committee. Employees from different ranks and departments are represented in each committee. On top of their regular work, committee members voluntarily run various activities that improve employee morale and productivity.

The company systematically manages its environmental affairs through a sound Environmental Management Systems and Compliance Operating Procedures (EMSCOP) Manual, EMSCOP is a comprehensive document detailing QPL’s environmental commitment, compliance requirements and how environmental impacts are managed. The Environmental Committee helps in EMSCOP implementation, administers environmental awareness activities, and prepares regular plant monitoring reports. Members are trained and certified internal environmental auditors.

QPL’s Environmental Stewardship Program has several activities dedicated per thematic area: water programs include monitoring of marine and freshwater ecology; oceanography; and reusing of treated wastewater. For land programs, it includes terrestrial ecology and tree accounting. For air, activity includes maintaining certified visible emissions evaluators. When it comes to fauna biodiversity, programs are comprised of seeding and monitoring of giant clams; active participation in Pawikan Conservation; establishment of Bird Haven; and wildlife protection and recognition. For solid waste management, programs consist of fly ash recycling and sculpting and Christmas décor making contest using the plant’s recyclable wastes. Finally, to incorporate environmental awareness to the employees, QPL has activities like environmental crossword puzzle 42

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AVOIDANCE/REDUCTION/ELIMINATION Since 2006, QPL has achieved 60% reduction on generation of tarpaulin waste upon substitution of a more durable material.

Conveyor belts are reused as tarpaulin weights in covering the coal pile and as spill boom for tug boats. Moreover, instead of using Styrofoam as food tray during overtime works, washable/reusable food tiff-in boxes are substituted.

In compliance with its Green Light program, the LED replacement program was initiated and this resulted in reduction in hazardous waste generation; reduction in energy consumption; and improvement in the company’s CSR program.

COMPOSTING/ORGANIC WASTE CONVERSION • Food diversion – Hog Feed • QPL supports livestock producers of the area by directing food remains as hog feed. The business of raising pigs in Mauban, Quezon is a common economic activity done by each family to establish further sources of income. Sixty-one families are being supported by the program where some 100 hogs are being raised. Approximately 300-400 kgs of hog food are collected everyday.

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Sludge Diversion / Vegetation Fertilizer Sewage Treatment Plant’s decanted sludge is utilized as fertilizer for plant vegetation not part of the food chain.

Reuse/Recycling From 2002 to 2012, QPL through its partner, has recycled about 125,000 tons of fly ash as raw material for cement manufacture. This translated to approximately Php 12.5million pesos in earnings.

Residual Waste Management QPL supports developments in residual waste management specifically that of the Straight Vegetable Oil (SVO) technology that uses used cooking oil as diesel fuel alternative for motor engines. Utilization of SVO reduces Hydrocarbon (HC) and Nitrous Oxide (NOx) emissions and provides substantial savings on diesel fuel cost.

QPL began its partnership with AlterEnergy Systems Inc. in 2006 donating used cooking oil produced from plant canteen and village cafeteria. In July 2009, the first waste hauling truck was converted to run on SVO. This was then followed in April 2012.

Ash Storage area rehabilitation into a Bird Haven The major by-products of coal combustion are fly ash and bottom ash. Most of the fly ash generated is hauled by Pozzolanic Phils. and directly recycled as cement raw material or road-based fill. Fly ash not hauled and bottom ash generated is disposed at onsite Ash Storage Area (ASA). The ASA has a geomembrane liner and is provided with storm water run-off collection pond.

A Landscape Master Plan to convert the area into a Bird Haven is in place to rehabilitate the area by planting bird attractant plants beneficial for soil erosion control and overall area stability. The Bird Haven contributes to biodiversity conservation by serving as perching posts/habitat of wild fauna including insects promoting a symbiotic relationship with bird species. Rehabilitation started in December 2011.

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Rapu-Rapu Polymetallic Project

Extracting Value from Solid Waste

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Rapu-Rapu Polymetallic Project

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apu-Rapu Minerals, Inc. (RRMI) and Rapu-Rapu Processing, Inc. (RRPI), two companies operating under the Rapu-Rapu Polymetallic Project, face a serious dilemma: how to make its mining operations as responsible as it can in terms of its impact to the environment, and how to ensure the industry’s operations pose minimal risk to the people and the communities around it.

In 2007, both RRMI and RRPI established a solid waste management program. Since then, the companies have diligently implemented the program in all their operating areas. They prioritized proper disposal, collection and handling of solid wastes generated through the project.

They developed a solid waste management system to serve as the framework in implementing a program compliant with the regulations of Republic Act 9003 (The Ecological Solid Waste Management Act of 2000) and Condition No. 14.8 of the mining project’s Environmental Compliance Certificate. The Waste Management Program conforms as well to the Environmental Management Systems (EMS) standards. Both RRMI and RRPI were granted an ISO 14001:2004 certification in 2007 and 2008, respectively.

The project’s solid waste management program has the following specific goals and targets: 1. Reduce wastes disposed at the waste disposal pits 2. Maximize recovery of recyclable materials 3. Effective implementation of waste segregation at source 4. Implement waste reduction programs 5. Fully comply with RA 9003 6. Provide additional source of income for local residents through waste recycling Under the category of Avoidance/Reduction/Elimination of its solid waste management program, RRPI and RRMI undertook several steps like acquisition of materials in bulk; with recyclable and reusable content to avoid buying of new materials; buying refill; minimized packaging, and avoided bringing of non-recyclable and non-biodegradable materials on site.

Under the Reuse/Recycling category, the company ensured that the following practices are observed: recovery of recyclable materials and proper storing of reusable and recyclable materials at the Materials Recovery Facility (MRF) where local residents get these recyclables on schedule and then sold to scrap buyers. These materials make up about 60% of the total waste in the project.

Under the Residual Waste Management category, all residual wastes retrieved from waste stream are disposed in the following manner: a. Established storage areas at drop off points b. Biodegradable waste such as food waste – This is given to the local residents who used them as feeds for pigs. The company through its Community Relations Office (CARE) had a hog raising as a livelihood projects generated at the site. Around 300 kilograms of food waste is generated daily at the site. c. Non-biodegradable waste such as plastic bottles, tin cans and small pieces of metal scraps are stored at the MRF and given to the local residents as a source of alternative income. d. Recyclable hazardous waste such as lead acid batteries and busted fluorescent lamps are stored at the MRF and sold to DENR-accredited buyers for recycling. Storage and handling are done in accordance with RA 6969. e. Packaging of reagents classified as hazardous and toxic chemicals made of good wood which are used in making cabinets, molding materials for civil works, and makeshift houses for contractors. These materials are pre-washed with water at the events pond of the processing plant to remove any chemicals prior to use.

Use of scrap wood was limited only within the project area and not allowed to be given to the locals. f. On the first stage of segregation at source, the project’s service provider housekeeping personnel get the recyclables, mostly plastic bottles and aluminum cans. This generates an additional income for the workers at a total of around P1,500 per month. g. The service provider generates around PHP 1,500.00 liters worth of used cooking oil. When sold at PHP 3,000.00 per drum for conversion to bio-diesel, it generates an income of PHP 24,000.00 per month. Reusing cooking oil other than for conversion to bio-diesel is not allowed by the company. h. A dump truck is also dedicated to collect wastes in an effort to prevent accumulation of wastes that attract flies and vermin.

The wastes generated are recorded and reported quarterly in the Self-Monitoring Report.

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Glass: Green and Sustainable San Miguel Yamamura Asia Corporation (SMY) Solid Waste Management Program

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an Miguel Yamamura Asia Corporation (SMY) is a joint venture Company of San Miguel Corporation and Nihon Yamamura Glass Corporation (NYG) of Japan. SMY is a glass container manufacturing company which was inaugurated in July 1991. From an initial capacity of 180 MT/D, it has grown to 465 MT/D, the biggest glass container plant in the country today.

It was one of the first companies in the Philippines to be ISO-9000/1 certified by BPS in December 1992. SMY is a two-time Philippine Quality Award (PQA) Recipient on Commitment for Quality and Proficiency in Management System in 1998 and 2012 respectively. The company addresses many consumer needs, designing and producing glass bottles with different colors (flint, amber, and emerald green), shapes and sizes. Notably, SMY is the first glass company in the country to successfully manufacture Glasslite, lightweight bottles made with fewer raw materials without compromising strength.

SMY aims to promote sustainable development, having developed and implemented several longterm environmental programs in its manufacturing process. It has strategies in place for air, water, solid waste, and hazardous waste management, among others.

One of the plant’s major strategies is recycling cullets or broken glass, which is sourced either internally (“domestic” or “in-process”) or from the community (“city cullets” or “bubog”). Over a period of five years, total recycled volume was a massive 577,618 MT. During this time, recycled cullets make up more than 50% of the total raw material in glass production, translating to reduced usage of virgin raw materials and fuel. In 2012, a 6.2% increase in cullet ratio from the previous year resulted in saving 290,072 liters of bunker fuel, which is equivalent to over PHP8.6 million. There was also a decrease in the volume of waste gas, a by-product of certain stages in the manufacturing process. To sustain

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mutually beneficial relationships with cullet suppliers, SMY has initiated the “Prompt Payment Scheme” to facilitate a fast payment process, at the same time ensuring a continuous supply of clean city cullets.

Such an arrangement can also intensify collection and purchase of cullets from the community, hence providing the latter with a means to safely and properly dispose of their broken glass. In addition, the company has extended technical support for cullet processing among suppliers.

SMY conserves water by reducing waste and minimizing freshwater use. In 2006, eight waterless urinals, which can save 1.2 million liters of water annually, were installed. In 2012, intensified water recycling reduced use by an average of 277 cubic meters per day, and led to a dramatic decrease in generated wastewater. Recycled water is used in handling rejects from line processes, as well as in company landscaping activities. Minimal extraction of freshwater from a deepwell can even reduce electrical usage.

Organics such as tree leaves, grass trimmings and food refuse comprise almost 50% of generated solid waste.

These are converted into fertilizer to be used by the company and the rest of the community for various gardening and farming projects. On the other hand, recyclables are recovered through segregation then sold to waste traders. In 2012, such sales generated nearly PHP7.9 million. Packaging materials are reclaimed to be reused through a customer retrieval program. In 2012, total net savings from reusing these materials was PHP9 million. Used oil, the regulation of which is through a preventive maintenance program and monitoring system, was reduced by 73% from 2011 (25 drums/ month) to 2012 (6.8 drums/ month).

SMY also provides support for environmental programs in the community. Its extension activities, which engage both the provincial and local governments, include donating tree saplings, tree guards, and trash cans fashioned from recycled materials.

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SGV & Co.

Leading the Paperless Route 48

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SGV & Co. WHY GO PAPERLESS? SGV & Co., the country’s largest and most reputable professional services firm, houses almost 5,000 audit and business support professionals in multiple offices spread out among four buildings along Ayala Avenue in the Makati Central Business District and has seven branch offices around the country. These professionals attend to various responsibilities daily like managing letters, reports, proposals and publications that typically involve considerable amounts of paper, envelopes, boxes and other paper products.

MINIMIZING PAPER WASTE Since printed documents are the most prominent source of waste in the firm, SGV implemented a firm-wide paper waste management program that involves: • Segregation of paper and non-paper waste. Non-paper waste is placed in designated boxes strategically located in all staff rooms and offices, while paper waste is further segregated into reusable and non-reusable materials.

• Confidential documents are shredded and sold to a scrap buyer for melting at a paper mill site. The firm continues to conduct routine selling of shredded and scrap paper to junk shops, acquiring PhP 272,585 as of December 2014 for two years’ worth of shredded paper.

• The firm reuses paper for delivery receipts, forms, and other documents that need to be printed. Old envelopes and folders are used for routing documents; and boxes are turned over to facilities management for reuse.

• Technology has been a great enabler for the firm’s waste reduction program such as providing downloadable publications, and the use of electronic cards which are sent to clients and friends of the firm during birthdays, Christmas and other milestones. Gate passes for laptops have also been switched to electronic passes instead of hardcopies. An online phone directory was created to further reduce paper waste. The SGV Tax Bulletin, which was previously printed every month for distribution to clients, is now produced electronically and sent out via email as well as uploaded to the Firm’s website for convenient access.

• As a leader in its field, SGV professionals endeavor to stay aware and informed on business trends, news, industry updates and other relevant information in publications such as Businessweek, The Economist and so on. Publications from professional organizations where SGV is a member. The company switched to online subscriptions of all publications, which are then disseminated electronically to all staff. This has resulted in significant paper and cost savings for the company.

Understanding the importance of managing solid waste, SGV established a firm wide paper waste management program.

This involves segregation of paper and non-paper waste, recycling through the selling of shredded scrap paper, reusing paper and reduction of consumption by shifting to the electronic publications. Despite the growing number of employees and clients over the past years, the Firm has successfully improved on reducing its paper consumption.

GAINS FROM REDUCING AND REUSING Since the 2010 entry of SGV in the Zero Basura Olympics (ZBO), there have been significant gains for SGV. The firm continues to reduce its paper output, earning PhP 272,585 from selling scrap in the last two years.

Over the past two fiscal years, the number of SGV’s clients has grown and likewise, the number of its employees has increased. Instead of an expected increase in the firm’s use of paper, however, there was instead a significant reduction in total paper consumption.

The firm also saved PhP 194,152 in costs per month and over 284 reams of paper after its Tax Bulletin switched from hard copy to soft copy.

The firm previously used an average of 58 reams per month, but this was reduced to only 42 reams per month from July 2013 to June 2014 since SGVs switched to a centralized Report Production Services group.

Periodical subscription copies over the past four fiscal years also showed a downward trend and SGV plans to continue to reduce more copies and switch to online and digital form. SGV currently subscribes to approximately 16 printed publications.

CONCLUSION Since the inception of the program, there has been a significant decline in the firm’s paper waste output.

SGV has successfully implemented a reduce and reuse program for the firm’s most substantial waste streams: paper and cardboard. SGV continues to work to reduce thei consumption and waste by leveraging on new technologies and developing more eco-friendly practices. Our people are also encouraged to be more responsible and to think of other ways to lessen the waste they produce. Eventually, the firm hopes to cultivate a greener organization with operations that benefit business and the environment.

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Beyond Compliance Towards a Triple Bottomline Shell Pandacan Terminal Triple B or “Bawas Basura sa Barangay” Program

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ntegral to Pilipinas Shell’s way of doing business is an avowed desire to contribute to sustainable development. As such, when Congress passed the Ecological Solid Waste Management Act (RA 9003) in 2000, the country’s petroleum industry giant immediately implemented its own solid waste management program inside its Shell Pandacan Terminal in Manila. Shell segregated its solid wastes coming from its operations, and set up a centralized materials recovery facility (MRF) to store segregated recyclable and residual wastes for pick up by a garbage collector. These initiatives brought positive benefits to the company. Shell also saw the value of the program to its adjacent barangay communities.

materials from MRF as soon as considerable number of kilos has been accumulated.

Crucial to ensuring the smooth flow of Triple B’s operations and realization of its objectives is the active participation and involvement of each individual in the community. Triple B also collects recyclable wastes from the Shell Terminal which Triple B buys at a minimum cost (not more than 50% of prevailing junk shop buying rates). Shell stores all its recyclable waste materials coming from the plant and offices in its own MRF inside the Terminal. Before the MRF becomes full, Triple B is advised to collect the materials.

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Shell Pandacan Terminal then commissioned the Pilipinas Shell Foundation, Inc. (PSFI) to design a program to manage solid waste in its worksites and surrounding communities through application of waste segregation schemes and the establishment of a local waste management system. Since its inception in 2001, “Bawas Basura sa Barangay” or Triple B as the program was called, was able to help reduce the waste generated by communities. Triple B has also established an MRF for the barangays and regularly conducts technical and capacity-building trainings as well as information and education campaigns. In the process, the program earned the distinction as among the most effective community solid waste management in Manila today.

HOW IT WORKS Triple B collects recyclable wastes from two main sources – the barangay households and Shell Pandacan Terminal. From the community, the process begins with household and establishments sorting their own waste materials. Biomen (persons from the barangays) are loaned a small capital which they use to buy the recyclable waste materials from the households. Some residents actually just donate it to the biomen. All the recyclable materials are sorted and stored at the MRF provided by PSFI. A contracted junk shop then picks up the recyclable 50

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Through the Triple B program, the company was able to achieve the following: Provision of an effective solution to the waste management problems in the area surrounding the Shell Pandacan Oil Terminal – The neighboring communities of the Shell Pandacan Oil Terminal had piles of uncollected garbage and its public drainage systems and waterways were littered with waste. Poor Waste Management also equated to potential health problems due to rodents, mosquitoes and other pest infestations.

Awareness and capacity-building through organizing and training barangay residents of Pandacan – There was a need for barangay residents to learn the need for waste segregation schemes that will contribute to the sustained cleanliness of the environment.

Provision of additional source of livelihood – To further encourage the residents and ensure the sustainability of the program, barangays must be given the opportunity to augment their income through the processing and selling of recyclable waste materials.

Shell’s Triple B program proved to be the perfect example of a business with a triple bottom line.

Everyone has the opportunity to earn from selling their trash. Barangay residents are able to support the waste reduction effort of the community and incur savings

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SM Food Retail Group Join the M.O.B. (MyOwnBag) Campaign

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SM Food Retail Group Join the M.O.B. (MyOwnBag) Campaign

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n 2009, the SM Food Retail Group, one of the largest food retailers in the country, launched the Join the M.O.B. (MyOwnBag) Campaign. It has since become one of the greatest movements to reduce the use of plastic bags in the country.

The Join the M.O.B. Campaign chiefly aims to change consumers’ “single-use, throw-away” attitude by encouraging the habit of bringing reusable bags while shopping. The Campaign is mainly carried out in select SM Supermarket, SM Hypermarket, and Savemore Market stores. Instead of settling for plastic bags to hold their groceries, customers are introduced to the SM Greenbag which is made of tough and washable non-woven material. It can hold the contents of two large plastic bags and last for over two years. There are three types: the original SM Greenbag, a smaller everyday variant, and the more recent chiller bag for frozen goods.

Other than the SM Greenbag, SM Food Retail stores also welcome other reusable bags. Customers who use their SM Greenbags are given two (2) SM Advantage points, which may be used in place of cash in any SM establishment. As of November 2014, over 50 million SM Advantage points have already been awarded to loyal SM Greenbag patrons.

Join the M.O.B. encourages customers to bring their own bag while also making plastic bags available for purchase. Funds raised from plastic bag sales have been used for Grow A Million Trees, a campaign of SM Food Retail Group in partnership with SM Foundation Inc., DENR, and DSWD, which aim to reforest the country. By the end of 2014, almost 400,000 trees were planted with the help of other SM Companies and Affiliates.

Complementary efforts to disseminate information and build awareness have greatly contributed to the success of the campaign. Prior to the project launch, all store personnel were first inspired to believe and support the cause. They attended an orientation that prepared them for implementation as well as managing customer resistance and complaints. A variety of information materials were made available to the greater public: banners, billboards, posters, and leaflets were distributed; signs were installed on easily visible areas in and around the stores.

Through a partnership with the pageant organizers, the SM Food Retail Group also engaged Miss Earth in advocating for the campaign. By the end of 2014, approximately 25 million customers have already “joined the M.O.B.” and regularly bring reusable bags when they shop.

The campaign has set an example for other businesses in the country. In 2010, the campaign was lauded as a model program by the Department of Environment and Natural Resources (DENR). Two years later, Join the M.O.B. won the Philippine Quill award for Economic, Social, and Environmental Development given by the International Association of Business Communicators. More and more cities are now regulating plastic bag use and are urging their residents to practice bringing reusable bags.

Because of the campaign, SM Food Retail Group stores did not have to give out millions of plastic bags to its customers, reducing the volume of their generated waste. Indeed, small actions have the potential for great change and many happy returns.

Join the M.O.B. today!

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Eco-friendly Shopping is “in” SM Supermall

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M Supermalls started its solid waste management campaign as early as 1997. SM recognized the problems and made contact with the appropriate government institutions in furthering the business’ support towards the common goal of addressing national garbage issues.

What started as a simple information campaign towards proper waste segregation among our stakeholders and partners has blossomed into a comprehensive strategy towards socially responsible and sustainable business operations.

The company started to orient its own employees on solid waste management by getting accurate information from the right sources, through the guidance of the Department of Environment and Natural Resources (DENR) and particularly, the National Solid Waste Management Commission (NSWMC).

SM then began taking steps to strongly deliver the message to their retail affiliates, tenants, and other front-liners of the mall, especially the housekeeping group. The educational campaign on proper solid waste management included recycling plant tours and training sessions for SM managers and other employees.

The participants of these activities shared the information and good practices to their subordinates and peers. These led to the observation of all environment-related measures and policies of the company.

SM issued guidelines in the form of special fora, memoranda, and visual aid such as posters. These were disseminated to the different mall branches.

SM did more than just educate its internal staff and partners – it implemented steps to reduce and recycle: 1. The company reduced the use of paper by Administration personnel by encouraging electronic communication and back-to-back printing. Posters are also being re-used as folders and envelopes.

2. SM tenants are required to segregate at source all of the garbage within their premises. This is being done before the collection of the mall’s janitorial staff, or upon delivery directly at the mall garbage collecting house.

3. Food waste is also segregated and in turn collected by a responsible hauler to be used as animal feeds in support of organic waste conversion.

4.

SM did not stop at managing its internal processes and supply chain. Its solid waste management program also reached out to the malls’ patrons. As a widely visited shopping center, and a major employer in the country, SM takes advantage of the guests’ foot

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traffic within its domain to spread and instill eco-friendly messages among the public: 1. Environmentally-oriented reminders in the form of striking multimedia advertisements, leaflets, and bills are placed at mall’s hotspots to catch attention of people passing by. SM also hosts and sponsors environmental campaigns and activities in its event centers.

2. SM deployed trash bins with proper labels, to encourage customers to practice segregation upon their disposal of their waste. This proper waste disposal practice resulted in reduction of solid wastes per month in mall garbage houses by approximately 20%.

3. In an effort to promote plastic re-use and reduction, SM fashioned the Green Bag Project in 2007. Through this project, SM is aiming to provide customers with more sustainable shopping options, and reduce the consumption of plastic sando bags. This likewise encourages the re-use of the green bag as customers shop. This advocacy at first was intensified with the use of biodegradable bags by the SM Department Store which was later adopted by other SM retail affiliates. The biodegradable eco-friendly bag is mainly from cornstarch and starts its degradation within six months from the moment it is exposed. The green shopping bags reduced wastes by 30%, and the shift to biodegradable bags lessened the volume of plastic wastes by 10%.

SM’s Supermarkets/Hypermarkets promoted the “My Own Bag” every Wednesdays and is still in practice. While in other location, full support was given to regulations on plastic bags.

In November of 2012, the fourth in the series of SM’s Ecobag was launched simultaneously in all SM malls, and this included the community in having the attractive designs on the bags.

SM does not only communicate its environment agenda to the consumers and communities nearby, it also engaged them through the income-generating “Trash-to-Cash” Recycling Market.

All SM malls simultaneously hold a waste market day every first Friday and Saturday of the month. Consumers and the rest of the community participate in this event by bringing their unwanted items in exchange for useful items and/or cash. On the other hand, aluminum and tin cans, PET bottles, and junk electrical appliance can be sold. This encourages the public to segregate their waste and give value to recyclable materials. The Recycling Market sales have already reached PhP 44,480,697.73 and have saved an equivalent to 36,120 seven-year old trees.

All these solid waste management initiatives result in an average of 2 tons of waste per mall diverted from sanitary landfills every week.

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Texas Instruments Philippins, Inc.

Keeping the Green Dream Alive 56

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Texas Instruments Philippins, Inc.

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nvironmental excellence is one of the core values of Texas Instruments Philippines, Inc. One of the first companies to receive an ISO 14001 certification, it continues to be a leader and model for green practices in the country.

The environmental programs at TI focus on several identified significant aspects, including water and waste water, air emission, energy consumption, hazardous waste, non-hazardous waste, and corporate social responsibility.

Indeed, one of the more notable strategies at TI is its clear management of hazardous waste. With the assistance of contractors, hazardous waste is either recycled or reused. Prior to recycling, waste is stored securely in a chemical storage room. Some substances are sent off to be used in other industries while others are further processed to recover metals such as copper, lead, silver, and tin. Reusable materials like chemical sludge, as well contaminated rags and tissue paper, are converted into an alternative fuel source in other companies.

In 2011, TI aimed for a 5% source reduction of hazardous raw materials. The company made good on its goal by pursuing concrete actions. For instance, a chemical solvent was replaced with a water-based alternative to clean work instruments. The latter has proven to be as effective as the previous, and is also non-hazardous and non-flammable. Its use has also led to substantial reduction of costs. In another case, the company looked to reduce treatment and transport costs of hazardous waste and instead translate these into a potential fund for other environmental initiatives.

Additional savings have also been generated through the sale of recyclable yet contaminated materials like

syringes and other lint-free items. These also end up as alternative fuel in other industrial processes.

As for non-hazardous waste, TI prioritized source reduction as per the Waste Management Hierarchy stipulated in RA 9003. The company also targeted 5% source reduction by the end of the year 2011.

Straightforward, doable actions proved once more to be the key to success. For instance, disposable tacky mats that are used to prevent contamination in cleanrooms were replaced with washable substitutes. This has made a sizeable dent on solid waste reduction by as much as 34%, a value that may yet increase when the action is mainstreamed in other areas. Batteries and staple wires are collected in designated bins to be shipped off to an appropriate metal facility for recycling and proper disposal. On Fridays, the cafeteria bans the use of plastic, serving food and drinks in washable containers. The use of supplies such as cotton rags and cleaning sheets are also being regulated without compromising performance and quality. Air filters that were once thrown out are now recycled when returned to their original suppliers, the practice of which has yielded significant savings.

Other non-hazardous waste may be sold to external groups to also be used as an alternative fuel source.

Finally, the company has sustained its earlier efforts such as reducing and/ or recycling Styrofoam and minimizing the use of plastic.

TI is a veteran in good environmental practice, strongly adhering to established standards. The company and its employees continue to be a shining example of committed environmental stewards.

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Texas Instruments Philippins, Inc. - Clark Waste Management System

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Texas Instruments Philippins, Inc. - Clark Waste Management System

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exas Instruments Philippines, Inc. – Clark has taken decisive steps to incorporate better waste management in their day-to-day operations.

Their actions include establishing waste management protocols aligned with corporate, as well as local and/or national standards; training both employees and contractors; providing physical waste management set-ups; developing performance metrics consistent with company goals and objectives; and implementing projects that will satisfy their own set metrics and are consistent with the RA 9003 waste management hierarchy.

At TI Clark, waste reduction has been accomplished through simple yet effective means. Every Friday, employees participate in “No Plastic & No Tin Can Day” where items such as tetra packs, cans and bottles, and plastic are not allowed in the cafeteria. To minimize consumption of shoe covers or footies, employees wear “street shoes” outside the work area, a simple habit making a noticeable impact on waste efficiency.

Assigned and labelled trash bins in the cafeteria and offices allow for immediate segregation at the source.

In clean room areas, there are separate waste bins for acid-contaminated waste, solvent-contaminated waste, and general trash. In 2012, TI Clark went a step further by streamlining their protocols to aim for 3% chemical reduction.

On the other hand, recyclable waste is prepared and utilized either on- or off-site. Recyclables generated at various stages of factory operations are cleaned through enhanced de-contamination, the practice of which has contributed to visible improvement in both waste reduction and cost efficiency. Waste in the form of plastic, paper, and wood are collected and stored, then bought or hauled away for recycling elsewhere. In the actual company buildings, offices may be fitted with

architecture or furniture built from internally recycled materials. In other cases, recyclables are even turned into useful items for the community. Scrap wood and metal were reworked into desks and tables for San Vicente Elementary School in San Vicente, Bamban, Tarlac. Empty plastic drums were also cleaned and donated as garbage bins. In 2012, TI Clark recycled nearly 95% of its total generated non-hazardous waste.

TI Clark had initially focused on reducing and recycling but has recently set its sights on improving residual waste management. Worn items from their manufacturing process are turned over to contractors for use as alternative fuel or for further processing. Organic waste is segregated and collected to be used as either livestock feed off-site or in composting on-site. Precious metals like silver and tin are also recovered. Finally, other residuals such as tissue paper and general trash are disposed of in a sanitary landfill by a respected service provider.

Indeed, the capacity of TI Clark to build linkages with other companies has been instrumental in sustaining its waste management system. Other than the contractors assisting with waste management, the suppliers have also gotten in on the action. For example, in 2012, TI Clark began returning empty plastic drums and wooden pallets to their original vendor.

With all these actions in place, TI Clark has managed to reach, and even surpass, its goal of 95% waste efficiency. However, it continues to find ways of improvement and pushes its own boundaries towards even greater heights of environmental performance.

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The Cravings Group

Craving for the Green Life

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he crusade of The Cravings Group (TCG) on environmental transformation in the hospitality industry and the world has taken one step at a time.

closely with the Office of Environmental Ombudsman (OEO) for the strict compliance to Republic Act (RA) 9003, The Ecological Solid Waste Management Act of 2000.

Dubbed as a culinary environmentalist, TCG Founder and President Susana “Annie” Pascual-Guerrero, has shown deep compassion as she cuts across all ages, walks of life and educational background to deliver her message: “We should start caring for the environment and sustainability in all aspects of thinking.

We have to fill the Earth with love so that it will be renewed and restored. In turn, it will nurture us and revitalize future generations of humanity.”

As one of the pillars of TCG, Ma’am Annie is also personally involved with the Group’s corporate social responsibility programs through the Culinary Education Foundation (CEF), whose main advocacies include sustainable and eco-friendly practices and providing livelihood programs and culinary education scholarships. To date, there are approximately 4,000 beneficiaries under the CEF Program since its founding in 2001.

As the author of two groundbreaking green books, An A-Z Guide for a Green Pinoy and An A-Z Guide for a Green Chef, Ma’am Annie’s green advocacies are also emboldened in the practices of all companies under The Cravings Group. She takes pride in being requested to send the two environmental books as gift to the Holy Father by the implementor of the Bokashi Project of Culinary Education Foundation (CEF), Inc. in partnership with Farm to Table Connections (FTC) in Brgy. Magay, Tanauan, Tacloban, Leyte.

With her efforts, TCG formed strong partnerships with credible organizations to ensure that environmental citizenship is always incorporated as part of TCG’s annual strategic plans. These organizations include the Zero Waste Philippines (ZWPH), wherein Ma’am Annie served as President for four years, and FTC, an environmental group with an advocacy of spreading the best technology in composting nationwide, the Bokashi Technology.

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With passion in her eyes and fervor in her heart, Ma’am Annie expressed her eco-advocacies by saying: “The pressing challenge of business today is how to sustainably manage waste. The journey towards this endeavor may be an uphill battle against resistance and apathy.

But we are determined, relentless and consistent in pursuit of this goal.”

ZERO WASTE AND SUSTAINABLE FARMING She reveals that one of her most important sustainability initiatives is promoting zero waste lifestyle, which simply puts fundamental ethical values into action.

“It all begins with proper segregation at source. The country wouldn’t be facing such garbage issues had the law on Ecological Solid Waste Management (ESWM) been seriously complied with at the crucial local grassroots levels, like the home and community.”

Dry waste, such as bottles, paper and plastic, are segregated and are given a new lease in life as artisan products and upcycled crafts. The Super Manang Program of TCG, a livelihood project,

involves a group of underprivileged women who were trained to transform recyclable paper into woven handbags, packaging materials, accessories, and other household items and souvenirs that are then sold or given as giveaways to guests on many occasions.

At all TCG establishments, nothing goes to waste, she proudly declares. Waste from the kitchens and offices do not go to the dump. Instead, they are given a new lease in life in different forms and functions. For instance, kitchen waste culled from the restaurants and the schools are gathered for composting and vermiculture. The bokashi compost completes the loop of recycling – from Farm to Fork to Farm concept.

The Bokashi fertilizer mainly sustains Anî Farm in Antipolo, which provides some of the vegetable and herb requirements of the Cravings restaurants; and Annie’s Haven, a green space found in the heart of Cravings Katipunan and CCA’s main campus, which showcases a vertical herb garden. Anî is the new demo farm of TCG, a new hub of learning in culinary urban gardening and eco-preneurship. It is a powerful tool in ecological and social change.

“Urban organic gardening can be done successfully even on cramped backyard spaces by using plastic discard and containers,” she adds. “By creating your own ‘edible garden,’ you encourage self-reliance and sustainability, address the root problems of poverty and lessen dependence on relief work for survival.”

Converting Offices into ‘Green’ Spaces Environmental stewardship and love of God’s creation are the driving force that inspires Ma’am Annie to elevate TCG into a company with a high consciousness of ecological and social responsibility. In 2010, TCG actively worked towards being

a certified ISO 14001 company, the highest global environmental standard – thus, the Environmental Management System (EMS) was revitalized.

Through this framework, TCG seriously complied with the guidelines set by the certifying body, TUV Rheinland. It did not take long when in May 2013, TCG was granted the most awaited ISO certification “We believe that the more information and technologies are shared and exchanged, the faster we move towards becoming both an environmentally and economically sound company,” she says.

TCG’s comprehensive approach to managing environmental footprint through a combination of internal projects and programs aim to form a following and influence others to be pro-active in pursuing zero-waste. It also includes a Super Green Me Rewards System, an inhouse competition among Cravings and CCA employees and students. One has to accumulate points (green handprints) by joining the monthly activities and contests, sharing topics for EMS online bulletin, submitting EMS suggestions, and observing best EMS practices.

waste. In addition, proper preparation and cooking, correct portioning of food that is served translates to least wastage. But waste should not be rendered useless, as it can be given to hog raisers for feed. By rigorously segregating recyclable bottles and tins and significantly cutting down the use of plastic packaging, residual waste is greatly reduced.”

Also, efforts to turn TCG’s headquarters in Katipunan Avenue (also the main campus of the country’s pioneer culinary school, CCA Manila) into a Green Building have started with the “ozonation” of the whole building.

“Ozone has many amazing benefits. It is 2.5 times stronger, 3,000 times faster than chlorine in producing the safest, purest alkaline (at 8 pH) and dissolved oxygen at 9 mg/L drinking water and it is an all-around sanitizing agent,” she explains. All these aim to make TCG a hallmark in customized environmental technology.

GREEN CHEFMANSHIP Ma’am Annie also initiated the “Green Chefmanship” program to CCA Manila students and all restaurants and production employees mentored by the late Odette Alcantara, a well-respected environmentalist. The course aims to instill the tenets of a “green” kitchen and teach students to be actively involved in the conservation of life resources.

DESERVING RECOGNITION Ma’am Annie’s team efforts at putting into place TCG’s environmentally sound programs have surpassed expectations, earning its share of awards and recognition locally and internationally from prestigious organizations and institutions. The company has been declared Super Grandmaster Awardee twice in the Zero Basura Olympics. TCG was also conferred the Excellence in Ecology in Economy Award from the Philippine Chamber of Commerce and Industry (PCCI), the Cutting Edge Award from the International Association of Culinary Professionals (IACP), among others.

“Green chefmanship is 80 percent attitude,” she says. “Simple things such as making sure you are using blue flame in cooking, or making the effort to peel and slice carefully helps in reducing the volume of

After a decade of longing for an ISO certification, TCG was finally granted the elusive “Oscar” of Environmental Excellence from SGS of Germany, a global provider of technical, safety, and

certification services, making it the only Philippine company to be accorded such honor, proof that it is now officially the greenest in the food service and hospitality industry.

“This is truly a milestone for our Group.

We are proud and thankful that we have touched the lives of so many employees, students, families and even customers. We have also influenced many organizations and reached out to other communities to go Zero Waste,” says Ma’am Annie.

“With the certification, we are now more confident to lead by example and promote a lifestyle that protects human health and the environment.”

TCG’s most recent international accolade is the Sustainability Business Award (SBA) specifically, its Leadership for Corporate Social Responsibility (CSR) in the Community, making TCG the only recipient among top corporations here and abroad.

“The goal of sustainability is simply maximizing and properly using, and maintaining life’s resources to remain viable for future generations. It is simple enough to understand that if one puts back what he takes from the environment, then it is replenished and is again available for use,’’ stresses Ma’am Annie.

Despite TCG’s roster of awards and recognition, there is no room to rest on laurels. “Although recognition and awards encourage and inspire us, it’s more of the feeling of joy and fulfillment from our achievements that we have contributed to renewing this country and loving this earth – the only earth that God our Father entrusted to us.”

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n 2006, Toyota conducted a study to find out how much waste is produced and disposed at the dumpsites. The study was instrumental in raising the effort to ensure responsible waste management, from waste collection, segregation, dumping and recycling.

Because of this, Toyota endeavoured to identify generated wastes per section and began a company-wide campaign on proper waste segregation.

Currently, Toyota Auto Parts Philippines (TAP), Inc. is in full swing in implementing their waste reduction, reuse and recycling activities. To date, 104 types of wastes have been identified, and the company has found ways to recycle 101 of them.

TAP aims to achieve zero waste disposal at the dumpsite through proper waste segregation and recycling.

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Toyota Autoparts Philippinrd (TAP), Inc.

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In 2008, TAP institutionalized its Waste Disposal System and documented proper disposal of all identified wastes. The system was put in place to ensure proper waste segregation from sectional areas to central disposal and was extended to the contractors’ area for end-process of each waste. A company-wide orientation was held, reinforced by regular workshop, and compliance was strictly enforced.

TAP’s initiatives created a ripple effect, as their contractors were also involved in coming up with solutions to the problems earlier identified, and encouraged to benchmark with other environmental organizations. Their compliance to TAP’s requirements on proper handling/ disposal of wastes based on government rules and regulations, were also monitored. TAP initially required the contractors to use flat-bed type trucks

when hauling their wastes; but now further improved to wing-type trucks, to keep segregated wastes from getting mixed up, as well as to ensure proper handling of hazardous wastes.

Meanwhile, the analysis of wastes generated monthly indicated that soft plastics, ground waste and cotton account for about 3,700 kg. TAP invested in a shredder system reducing the volume of wastes generated. It was decided that some of the recycling can be done at TAP. In the Eco-Facility that was constructed, bricks and blocks which were used as walkways were made from these recycled wastes.

COMPOSTING In 2006, TAP tried to reduce the maintenance cost incurred for the cutting of grass in its 2-hectare vacant lot. The cost went as high as PhP180,000 annually.

To reduce maintenance costs and maximize the vacant lot, TAP converted the lot into an organic-techno farm where lucrative crops from cold temperature upland areas like lettuce from Baguio City were grown using state-of-the-art technology, treated water, and pesticidefree processes.

The need for huge volume of fertilizer paved the way for TAP to produce its own organic composts. The company tried several ways to hasten the composting process, including vermicomposting and bio-sludge composting.

TAP produces a total of 3,670 kilos of organic waste monthly, which are converted into vermicomposts and used as fertilizer in their organic farm. On the other

hand, the biological wastes are treated by the ISO Group at the Waste Water Treatment Plant, and sanitized under the sun in an open area. The sludge produced are moulded into large blocks, then hammered and pulverized. This powdered and treated bio-sludge is rich in Potassium, Nitrogen and Phosphorous. The bio-sludge composts serve as an organic fertilizer for all the ornamental plants in the company premises, and in the Plant Nursery.

REUSE/RECYCLE Cotton gloves that are a part of the employees’ safety gear are normally washed and reused, but when contaminated with oil these are thrown into a separate waste bin. The discarded cotton gloves are recycled – shredded into bits, and mixed as binders in bricks and hollow blocks.

Waste oils are sold by TAP to the Department of Environment and Natural Resources (DENR) and Philippine Economic Zone Authority (PEZA)accredited recyclers. The waste oils are refined, filtered and converted into motorcycle oils, and may also be used as efficient binders in asphalting roads.

Used Lead Acid Batteries (ULABs) or car batteries are donated to Motolite for the LEAP Project of PBSP. TAP selected the Feeding Program for malnourished elementary pupils in all public schools of Santa Rosa, Laguna as beneficiaries for their corporate social responsibility program. A total of 1,600 kilograms of ULABs are donated annually.

Residual Waste Management TAP generates residual wastes such as cotton gloves, armbands, rags, busted flourescent lamps, metal halides, laboratory

analysis chemicals, grinding dusts, soft plastics, cigarette butts, toilet papers, sanitary napkins, medical waste, etc.

Hazardous cotton waste alone amount to 34,251 kilograms annually. These residual wastes are chemically treated and/or hauled and treated off-site by a DENR and PEZA-accredited hazardous waste haulers.

Avoidance/Reduction/Elimination Toyota banned the use of plastic bags, plastic cups and styropore. In addition, asbestos is no longer accepted as an antiheat material.

To reduce waste, the company also watched the consumption of paper. Toyota promoted the use of online forms and tracked the usage of paper per section. The sections with large paper consumption were given time at the Monthly Environmental Meeting to present a report regarding the root cause of the problem, as well as their activity plan to reduce their paper consumption.

As a result, TAP was able to: • Manage 380 tons of solid waste annually; • Generate a PhP 1.5 million income for selling scrap materials annually; • Eliminated cost for annual grasscutting amounting to PhP 180,000 (due to organic farming); • Facilitate an organic-techno farm; • Propagate 4,800 plants and 6,000 tree seedlings annually for community treeplanting activities; • Adopt 110 elementary and high schools in Santa Rosa, Laguna thereby educating more than 55,000 students on waste management annually; and • Enhance the image of the company as a good corporate citizen.

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United Pulp and Paper Company, Incorporated

United Towards Eco-friendly Manufactuuring

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he Philippines’ leading manufacturer of industrial packaging paper, United Pulp and Paper Company, Inc. (UPPC), conducts its business operations anchored on the guiding principles of fairness, excellence, belief in the value of individual employee and concern for social responsibility.

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losses going to the waste stream. The retention aid program resulted in savings amounting to PhP 1,185,855 per year from chemical use at Effluent Treatment Plant and fiber recovered at the paper machine less the retention aid chemicals. Fiber loss to the Effluent Treatment Plant was also reduced.

In its bid to become the most preferred paper supplier in the Philippines and to be internationally competitive, UPPC is complying with the letter and spirit of all applicable laws and regulations, as well as striving to secure fundamental reforms that will improve environmental and occupational health and safety effectiveness. UPPC continuously improves its quality environment, safety and occupational management systems to consistently meet customer and end user requirements through Total Productivity Management. The company’s commitment for sustainable development will be delivered through leading environmental, occupational health and safety performance thereby making UPPC an innovative workplace of choice and role model in corporate governance.

Before the installation of its Circulating Fluidized Bed Boiler, sludge from Effluent Treatment Plant is dumped in the secured landfill. This sludge is leveled and sprayed with chemicals to prevent emission of foul odor. UPPC’s new CFB boiler is capable of converting organic wastes into useful steam energy through safe and environmentallyfriendly combustion of biomass such as sludge, rice husks and waste paper rejects. Another issue addressed was the moisture content of the sludge to be more suitable to use as fuel. UPPC invested on the installation of screw press machine series with the existing belt press machines. This further lowered down the moisture content of the sludge and savings on coal was realized.

By using sludge as fuel, possible emission of foul odor in the landfill was eliminated. This saved UPPC PhP 6,236,235 per year.

In line with this, UPPC relentlessly pursues pollution prevention programs and promotes natural resource conservation by reduce, reuse and recycle.

To achieve the goal of not having non-production waste to landfill, segregation bins were installed in different areas of the plant.

Bins were identified as biodegradable, non-biodegradable and recyclable. A secured storage was also put in place for hazardous wastes. Collected waste from different areas are brought to the MRF where it is again separated in bulk: the usable (for plant operation and maintenance), non-usable (for selling like metal scrap, pallet), and biomass (cartons with containers, wood). UPPC’s MRF has a portable shredder for the biomass and can feed it in the boiler as fuel, which helps reduce coal consumption to run the plant. Installation of segregation bins and MRF resulted in savings amounting to PhP 73,070 per year, while eliminating nonproduction waste to landfill by using it as fuel for boiler. Employees also became more aware on segregation of waste. Zero food waste to UPPC’s landfill was attained and compost is used as fertilizers on a mini vegetable farm.

Using 100% recycled paper as raw material, UPPC recovers significant waste from its production, which includes plastics from old cartons and fiber/pulp carry-over going to its wastewater treatment plant. The operation of its coal-fired power plant also produces fly ash and bottom ash as by product. In addition, with a workforce of more than 400 and a similar number of casual hires, UPPC produces waste from its day to day activities and operation.

REDUCING, REUSING AND RECYCLING UPPC’s use of 100% recycled fiber makes it as one of the most environmentally sound paper manufacturing operations in the Philippines. By increasing the recovery of waste, the company helps more than a million people who depend on collecting waste paper for a living. These people earn money from selling cartons to junk shops or directly to UPPC baling station. Cost comparison producing both grades of paper showed using 100% recycled fiber is lower by 18% on total variable cost compared with using virgin fiber. At the same time, use of 100% recycled fiber helps the sustainability of the trees, which is the source of fiber for paper production.

UPPC’s Retention Aid program aims to improve fiber recovery, which results in minimizing fiber loss going to Effluent Treatment Plant. Retention aids are injected to different parts of the paper machine and functions as a bridging agent between fibers to increase fiber bonding. Improved fiber bonding means less fiber

Lastly, a clean-up drive and information campaign on proper solid waste management was initiated in the nearby Barangay of Palimbang where UPPC employees volunteered and worked hand in hand with the barangay residents. UPPC also hosted “Big Cleaning Day” on the irrigation canal to help address clogging of the canal due to waste and to make sure the water continuously flow to the rice fields near UPPC. Calumpit farmers, municipal and provincial officials of Bulacan, DENR-PENRO and DENR-EMB attended the event. A trash trap was also donated and installed at the irrigation canal. UPPC assisted waste collector (eco-boy) and school (eco-school) by directly buying their collected paper wastes.

This activity promotes awareness on the segregation of waste that can be sold for recycling.

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Unilever RFM Ice Cream Incorporated Candidate Master

The ‘Cold’ War Against Waste

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n 2012, Unilever set a new target for all its sites to achieve zero non-hazardous waste to landfill by 2015. True to this commitment, Unilever RFM Ice Cream Incorporated or Selecta came up with an innovative approach to solid waste management: the Go Green Project.

The project applies environment-friendly methods to dispose the company’s waste products which are organic in composition and are non-hazardous. It converts waste to something useful through the process of composting, conversion of organic waste and recovery/co-processing of non-biodegradable wastes. With this new approach, Selecta aims to remove the use of engineered sanitary landfills (ESLF) in the company’s waste disposal system, while at the same time contributing to decrease in soil contamination and other pollutants caused by landfill disposal.

WHY GO GREEN? In 2011, Selecta accumulated a total of 1150.08 tons of solid waste.

This meant P1.3 million spent for disposals and 144 trips to landfills (each trip dumps an average of 8 tons of solid waste). The company projected a P5.2 million increase in waste disposal cost after 6 years if no actions are taken (from P1.3 million in 2011 to P6.5 million in 2017).

Selecta implements selective segregation as one of its main waste disposal processes. However, only a fraction of waste can be processed and recycled. The company noticed that there was no significant improvement in the overall handling of waste – their solid waste generation was flat from 2008 to 2011. Since the parent company, Unilever, has a ‘zero landfill’ thrust, this was a cause for alarm for Selecta. There was an obvious need to reevaluate and reinvent their waste management program.

Through the Go Green Project, Selecta aims to reduce the use of landfills for about 95% for non-hazardous solid waste. The project’s proper execution lies within the 4 Ms: man (employees), materials (segregation and packaging), machine (handling and maintenance), and method (system, knowledge and skills applied to waste management).

HOW TO GO GREEN? 1. Total waste segregation, standardization and continuous innovation • This takes into account all possible types of waste items and maximizes the 3Rs in waste management. Total

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segregation starts from hauling from the factory until waste processing and conversion (recycling plants, cement factories, compost or fertilizer and livestock feeds).

Segregation bins should be available in all offices and production areas. All new hires (contractual or regular) should undergo an orientation on waste segregation.

There was a proposal to find new technology to wash-dryshred waste items, or enhance alternative waste recycling transporters and service providers. Other suggestions included doing a research on more effective and efficient ice cream sludge conversion, and establishing a Materials Recovery Facility (MRF) for the process of segregation and waste storage.

Proper handling of ice cream sludge • Selecta deploys authorized trucks to pick up units of sludge from the factory. These are transported to the compost processing site in Rizal. At the site, the amount of sludge is recorded and the right amount of composting elements are determined.

• With the help of specialized machines, all the materials are mixed until homogenous. To speed up the process of composting, nitrogen-fixing bacteria and enzymes are added. Adding lime and carbon adjustments are the key to ensure a compost product with high nutrient content.

The materials are bagged into individual 25 kilo-sacks. The sacks are stored for 45 to 60 days until soil consistency is reached.

• Finished products are distributed to organic vegetable farmers or sold commercially.

After 8 months of implementing the Go Green project, the volume of solid waste disposal to landfills significantly dropped by 90% (from 19.10kg/ton in 2011 to 1.6kg/ton by end of August 2012).

This ice cream company’s war against waste is something that should be taken seriously. With its passion for exceeding the expectations of consumers, unwavering dedication to quality, and unrelenting quest to improve itself through its innovations, Unilever RFM Ice Cream Incorporated is not only winning stomachs and hearts as the world’s preferred pleasure food – it also ensures a win for the planet by keeping its processes clean and green.

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Visayan Electric Company, Inc. – Cebu City

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he Visayan Electric Company, Inc. (VECO), the second largest electric utility company in the Philippines, serves the cities of Cebu, Mandaue, Talisay, Naga and four municipalities of the greater part of Metro Cebu, namely, Liloan, Consolacion, Minglanilla and San Fernando. Overall, its franchise service covers an area of about 674 square kilometers with an estimated population of 1.73 million These scale of operations result in the generation of a huge volume of waste products. But VECO is committed to fulfil its goal of contributing to a healthy community, and to improving the life of the workforce and their families. In line with this, VECO has recently initiated a reuse and recycle program to successfully convert its wastes to something useful. Part of VECO’s regular purchases for its operations are its transformers which are used extensively in the utility company’s 24 hours a day, seven days a week operations. When these transformers arrive, they are packaged and enclosed in wooden crates. While the company has not yet fully established a Solid Waste Management Program within the business and is yet to formulate policies and procedures in the proper handling and segregation of solid wastes, particularly regarding these wooden crates, the company has decided to start the reuse and recycling of its wooden crates in its bid to join the growing trend for businesses to become more environment-friendly.

The wooden crates that were part of the purchase of transformers by the company are initially stored in a vacant lot within the facilities of VECO. These solid wastes do not stay long and are immediately removed in the area for conversion to something productive and useful for the people of the community. Through it community relations group, VECO informs and arranges for the pick-up and pull-out of the available wooden crates from the storage area by furniture makers and carpenters. Local carpenters convert the wooden crates to furniture and other wooden fixtures such as arm chairs, set of long table and 10 chairs and playhouses. When completed, these furniture and fixtures made out of the wooden crates are then donated to different day care centers and schools within the community: the arm chairs are given to the high school and Grades 1 to 6 classrooms; the sets of 1 table and 10 chairs are given to Kindergarten classrooms; and the playhouses will be used in the playgrounds of the new project of the company called the VECO Park.

In the process, VECO not only turns waste into a highly useful product, it also provides additional livelihood to the community. VECO is well aware of the schools and other educational institutions’ continuing need for these furniture and fixtures and the company is very enthusiastic to donate these reused/recycled wooden crates as the company’s modest contribution in providing a convenient and comfortable learning

environment, thus, help enabling the students to perform well in school.

At the same time, VECO knows that the wooden crates are very good materials to create fixtures since these wooden crates have undergone treatments and the life of the furniture may reach an estimated length of 20 years.

VECO’s Corporate Social Responsibility (CSR) is the cornerstone of its non-energy community involvement and it believes its distinct and innovative reuse and recycle waste practice helps accomplish its mission to utilize its core competence in electricity distribution, in partnership and collaboration with affiliated foundations for the promotion of educational, environmental and community development within the company franchise area.

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Tribute to Ms. Narda Camacho NARDA CAMACHO ----- A Woman Who Brought New Meaning to Waste Management

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he name NARDA CAMACHO rings a bell particularly in the environment circle. She is recognized as one of the great mothers of Waste Management in the Philippines being among those who fought for the passage of three landmark bills (RA 8749 or The Philippine Clean Air Act of 1999; RA 9003 or The Solid Waste Management Act of 2000; and RA 9275 or The Philippine Clean Water Act of 2004) that gave Mother Earth a fighting chance for greater survival. She inspired environmental activism and elevated the consciousness of the business sector to do their share through environmentally-sound business practices.

Nards or Tita Nards, as she is fondly called, is as feisty as she is lovable. She is passionate about her causes and for this, she has earned high respect from many government and industry circles.

Her advocacy for environmental care and protection led her to form LINIS GANDA, a program that links households and their wastes to junkshops and ultimately to recyclers. The program worked on the basic premise of segregation at source, meaning, households properly segregate their wastes at home. These are bought by Eco-Aides who then sell them to junkshops. Eventually, these wastes are bought by factories which recycle these into other items. LINIS GANDA allowed all stakeholders to earn supplemental income which helped families upgrade their lives and dignity. It also paved the way for junkshops to be formed as cooperatives that allowed them to secure loans to expand their businesses.

Narda Camacho has no political affiliations. She works with anyone and everyone who believe in the same causes as she does. She tirelessly gives talks and seminars in support of her environmental advocacy. She walks her talk in every way – using cloth diapers over disposable diapers for her children and grandchildren, recycling gift wrappers and letters that she receives, washing cans of canned goods before segregating them among others. These are among the small things she does to inspire people on the seriousness of her beliefs.

At the closing of the 1993 Global Forum on Environment held in Manchester, United Kingdom, the Conference Chairman paid singular tribute to Narda by saying that “If it were possible to reduce her to an essence and pour it in the rivers and lakes thereby contaminate them with the woman’s enthusiasm, perseverance and ingenuity, then indeed there would be hope for the world!”

Truly, NARDA CAMACHO is an inspiration. She has laid down a strong foundation which the future generation can draw strength from.

Mabuhay ka, Tita Nards!

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ZB O FOR BUSINESS

For more information, please contact: Business and MDG Secretariat Philippine Business for Social Progress - PMO Environment PSDC Building, Magallanes corner Real Streets, Intramuros, Manila Tel: +632 527.7741 to 48 | Fax: +632 527.3747 Email: ____@pbsp.org.ph | Website:www.pbsp.org.ph Z B O FO R B US I NES S

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