Container Glass Recycling
The client, a UK Glass Container Manufacturer, in common with other manufacturers, had been involved in container glass recycling for many years, and only lately had legislation been effected with regard to producer responsibility for Packaging Waste. The combination of this and other legislation, including Climate Change Levy and Landfill Tax, had created a complex environment within which to plan and execute recycling strategies.

Since the introduction of the Packaging Waste regulations, the UK recycling statistics had improved slightly but not to any great incremental extent with respect to performance prior to the legislation. While markets had been identified and developed for all waste glass, some of which could not be effectively used in closed loop recycling, the major blockage to improved national recycling performance remained the capture of packaging at the point it becomes waste.

The client both needed and wished to be a significant player in container glass recycling in the UK. Packaging recycling is required at law and the reprocessing of cullet presents benefits in terms of maintaining output, energy savings, climate change, emissions trading and furnace life.

The packaging supply chain and ultimately the container producers are obligated to achieve the recycling targets and recycling waste glass achieves both the producer’s own obligations and those of the packer filler and retailer. Failure to achieve them reduces the competitiveness of glass and may ultimately threaten the viability of the glass container industry in the UK.



The project was structured in four phases:

  1. Project Definition involving the client and their strategic material
  2. Strategy Development
  3. Implementation Planning and Review
  4. Strategy Implementation

The strategic development model adopted is outlined below.

The role of the consultants was to; Provide Project Methodology, undertake research and analysis on behalf of client, coordinate and leverage client resources, liaise with outside parties as necessary (e.g. WRAP, BG, DEFRA, Local Authorities etc), expedite and manage the programme and risks, facilitate discussions and secure decisions and ownership and record details of the analysis and resultant decisions.

The assignment was for two years and involved two experienced consultants.

  1. The initial study programme was structured to:
    • Meet key players at the client, their recyclate supplier, British Glass and the compliance scheme
    • Assess the joint organisational resources
    • Review the subject matter (Legislation etc)
    • Define the Strategy Development Project
  2. The subsequent Strategy Development consisted of:
    • Use of an established Strategic Planning methodology
    • Establishing the joint client / supplier / consultant Project Team
    • Review of the Environment, Stakeholders & Supply Chain
    • Comprehensive information gathering and identification of key influences
    • Detailed strategic analysis (strategy audit)
    • Debate, definition and agreement on the strategic intent and the approach to be adopted to deliver the strategy, which was documented in a concise report
  3. Implementation Planning included:
    • Development of implementation approach
    • Establishment of draft implementation plans
    • Determination of resource requirements
    • Setting up the Packaging Recovery Note budgeting process
    • Review of resources against budget constraints
    • Finalisation of implementation plans
    • Setting up a process for reviewing progress and developing new Plans

As the map depicts, the issues arising from the review at that time, were complex and multi-faceted, requiring the engagement of a range of external stakeholders as well as the executive and managers of both the client and key supplier organisations.

A Collaborative Venture Management Group was set up to co-ordinate the working between the client and the key supplier and this was managed by the consultants. The Project resolved into four main areas each of which had its own strategy, goals and implementation programme:

  1. External Affairs
  2. Cullet Usage Potential (recovered & processed waste glass)
  3. Feedstock Acquisition (unprocessed waste glass)
  4. Process Optimisation

External Affairs encompassed the understanding of Legislation as it affected the industry and actual and potential suppliers:

  • working closely with British Glass to share information to advance the understanding of the effects of industry and government strategies;
  • examining the market of Compliance Schemes to help predict their actions and assess the value of entering such a market;
  • and establishing with the support of a marketing company, industry and local authority communication forums on multi-materials, to provide regular interaction with speakers and senior representatives from both the public and private sector, including for example: DEFRA; WRAP; APSWG; LARAC; London Remade various Trade Associations and numerous manufacturing and waste management companies.

The Cullet usage potential section covered:

  • Formulations and Specifications involving a comprehensive review of existing quality standards and monitoring processes
  • End Markets - taking the WRAP studies conducted by Enviros, each of the possible end markets was reviewed and sales proceeds and on-costs and transportation costs expected for each, were assessed
  • Economics - the predictive model developed in the strategy development phase was refined and enhanced. New data was input on a regular basis and decisions made about key contracts to pursue, both in terms of acquisition and also sales of PRNs and surplus material

Feedstock Acquisition was divided into:

  • Communications – once the collaborative venture was well established, the external work was integrated into the project being handled by a PR / marketing company
  • Marketing - an initial campaign was undertaken with key regional Local Authorities and County Councils. The meetings gave the opportunity to discuss market issues as well as promoting the communication and recycling efforts of the client, using the vehicle of a newly developed brand, supported by forums and an information website resource
  • Contracting – encompassed internal discussions about pricing and desirability of particular potential contracts, and participation in the external relationships.

Process Optimisation work built-in:

  • Existing Facilities - a project was established to review all areas of the cullet systems and apply engineering ‘hits’ to rectify areas of concern. Under the client ownership, a 5S project was established in the batch and furnace department to address continuing issues of appearance and performance
  • Facilities Planning – a review of in-line colour enhancement and contaminant removal; a review was undertaken about providing extended cullet processing at the internal cullet storage facilities

Outcome
External Affairs

  • Shared understanding of UK supply and demand and economics of glass recycling reached within British Glass membership.
  • Project developed to launch integrated recycling compliance scheme.
  • Brought together industry and public sector in the area of recycling

Cullet Usage Potential

  • Technology for colour separation and enhancement proven
  • Economic Model developed and refined
  • Material placed to export markets and alternative markets in the UK
  • Integrated reporting of supply, consumption, sales and inventory volumes

Feedstock Acquisition

  • Support to launch of branded web based Information resource, including website technical content
  • Marketing and promotion of brand, including developing relationships with key northern Local Authorities
  • Modelling of acquisition volumes by source and type including prediction of future volume profile

Process Optimisation

  • Installation of contaminant detection equipment on finished bottles on all lines on a single furnace, increasing usage potential by up to 20kT per annum
  • Study on retrofitting contaminant removal plant on cullet feed operations

:: Archive Case Studies