This is Technical Paper put together for International Society of Beverage Technologist that goes a step further than Reuse and provides the Beverage Industry to Contain and Collect all other sources of waste in plants to be prepared for Ethanol and agricultural markets or converted on site to Biogas. Thus providing a new source of Revenue vs a cost center

1. THE BEVERAGE INDUSTRY
OPPORTUNITY
FOR
BOD SOURCE REDUCTION
Author; Alan Sheppard, Recovery Systems, September, 2009

2. 1. Rising Costs of Treating B.O.D. Waste in Beverage Plants
A. Municipal Plants face maximum Capacity
Municipal waste treatment facilities are faced with the same budgetary
problems as all other government agencies. Therefore, they must look
for waste (BOD) reduction in other areas in order to cut costs and still
provide an essential service to the public.
In the past, beverage production facilities were charged a nominal
fee in order to deal with the sugar discharged into the sewage system.
However, the waste treatment facilities have opportunity to deal with
the waste generated by these production facilities. These discharge
limits have skyrocketed over the last 10 to 15 years due to old
technology that allows the treatment facilities to burden the amount of
sugar being discharged into the sewage system. These limits will
continue to grow as do the costs to treat the waste. Therefore, the
beverage production facilities will be faced with assisting the waste
treatment facilities, or look for alternative solutions in order to deal
with the problem.
EPA's Multi-Sector General Permit (MSGP)
The 2008 MSGP regulates discharges of stormwater from industrial
activities. The MSGP includes requirements affecting 29 different
industrial sectors (PDF) (7 pp, 255K). The 2008 MSGP specifies steps
that facility operators must take prior to becoming eligible for permit
coverage, including submitting a Notice of Intent (NOI), installing
stormwater control measures to minimize pollutants in stormwater
runoff, and developing a stormwater pollution prevention plan
(SWPPP). The MSGP also includes effluent limits, monitoring,
inspection, and reporting requirements, and corrective action
requirements. View the general two-page fact sheet (PDF) (2 pp, 72K)
summarizing the final 2008 MSGP

3. SECTOR U: FOOD AND KINDRED PRODUCTS
U1 2041-2048 Grain Mill Products
U2 2074-2079 Fats and Oils Products
U3
2011-2015 Meat Products
2021-2026 Dairy Products
2032-2038 Canned, Frozen, and Preserved Fruits, Vegetables, and Food
Specialties
2051-2053 Bakery Products
2061-2068 Sugar and Confectionery Products
2082-2087 Beverages
2091-2099 Miscellaneous Food Preparations and Kindred Products
2111-2141 Tobacco
http://www.epa.gov/npdes/pubs/sector_u_food.pdf
Details of Sector U

4. B. Nations Infrastructure Gap
C. Full Cost Pricing
Full cost pricing is a pricing structure for drinking water and
wastewater service which fully recovers the cost of providing that
service in an economically efficient, environmentally sound, and socially
acceptable manner, and which promotes efficient water use by
customers.
D. Costs of Plant Facility Treatment
Many production facilities have been forced to build their own
waste treatment facilities on site in order to deal with the waste before
it is discharged to the sewage system. These on-site facilities, while
effective; require a large amount of monetary funds to build power and
maintain.

5. Another answer may be to find the causes of the waste and find
solutions to deal with the problem at the source. This can be done, and
by dealing with the problem instead of the “after the fact solution”, can
be profitable to the facility.
2. Sources of B.O.D. Waste
The first items that must be addressed are the sources of the waste.
There are many areas that production facilities share as the cause for
most of the sugar being sent to the sewage system. We will identify
these areas and follow with solutions to prevent or collect the waste,
and find alterative methods to deal with the waste as a by-product
rather than an end of pipe problem of maximum limits being sent to
Municipalities.
A. Start-Up of a Flavor (Dump Filler)
The first issue is starting a new flavor of beverage at the blending and
filling equipment. Anytime a new flavor of beverage is started, the
blender and filler will retain water in the equipment from the previous
rinse. The new flavor will then be produced in the blender and sent to
the filler and will come up weak due to the collection of water. This is
commonly delt with by flushing the filler with approximately two bowls
of product to ensure that all of the residual water has been removed
from the blending and filling equipment. This product is sent to the
waste treatment facility. The blender and filler are then filled with
product and QA personnel can now take samples to the lab for testing.
B. Out of Spec Product
If the samples are determined to be within specification, the production
run can now begin. However, if the product is found to be out of
specification, (brix, assay or CO2 content), the product in the carbo-
cooler or product holding tank and filler will have to be dumped and all
of this product will be sent to the waste treatment facility. This issue can

6. also happen during the middle of the run. Due to mechanical failure, or
operator error, the product can go out of specification and the operator
will have no other choice but to dump the blender and filler, fix the
issue, and restart the production process.
C. End of Flavor Run (Matching Containers to Beverage)
Another issue that must be addressed in the filler room is the container
cut-off (matching the correct number of containers to the volume of
syrup and beverage). There are many factors that must be taken into
account when performing a successful container cut-off. The first of
which is the distance of the bulk syrup tank from the blender. Each bulk
syrup tank is a different distance from the blender in the filler room.
This distance is reflected by the length of piping between the bulk syrup
tank and the blender. The farther the distance, the longer the piping.
Most cut-offs are performed by (a) looking at a sight glass on the bulk
syrup tank, or (b) opening the bulk syrup tank door and having the
operator make an educated estimate as to how many gallons remain in
the tank. Once the operator estimates that the correct amount of gallons
are left in the tank, the syrup room operator will call the depal operator
and tell him/her not put on any more containers. This estimate of
gallons is further complicated by the distance of the piping to the
blender. If the supply piping from the bulk syrup tank is 3” in diameter,
the piping will hold approximately 1 gallon of syrup to every 4’ of
piping. The distance between the closest tank to the farthest tank may
differ by up to 200’ with all of the other tanks located somewhere in
between. This calculates to the number of gallons of syrup in the tank
needed in order to perform the cutoff, differing from the closest to the
farthest tank by 50 gallons. This means that the syrup room personnel
must include this calculation in every cut-off from every tank in the
syrup room.
Example: The closest tank will need 70 gallons of syrup to perform the
cut-off when syrup room personnel notify the depal operator to stop
putting on containers. The farthest tank will need 20 gallons of syrup in

7. the tank when syrup room personnel notify the depal operator to stop
putting on containers. All other tanks that are located between these
tanks will also have a different number of gallons needed in each tank in
accordance to the length of piping or volume of syrup held in the piping
between the tank and the blender.
The next factor that must be added into the cut-off equation is the ratio
of the syrup being blended at the blender. This ratio is the amount of
water that will be added to the syrup at the blending equipment.
Different syrups are blended at different ratios dependent upon blend
specifications set forth by the production facility. These blend ratios can
differ from a 4 to 1 ratio to a 6 to 1 ratio. This means that 100 gallons of
syrup in the bulk syrup tank, at a 4 to 1 ratio will produce 500 gallons of
finished product. This same 100 gallons at a 6 to 1 ratio will produce
700 gallons of finished product. There are many different ratios that
different syrups are blended at and this calculation must also be added
into the equation before notifying the depal operator to stop loading the
containers at the depal.
The size of the container being run must also be figured into the
equation. Most production lines run more than one size container. Many
run as many as 5 different size packages. The size of the container being
run must also be figured in, in order to perform a successful cut-off and
eliminate waste.
D. Packaged Out of Spec Product
The final major source of B.O.D. comes from product that is considered
out of specification, yet has already been put into the container. These
include lowfills, hold product or out of spec product, out of date product,
and closure failure. These containers must have the beverage extracted
and the container will then be recycled. This beverage will be extracted
and be sent directly to the waste treatment facility. This product can be
Collected, Contained, and Removed in a controlled manner.

8. 3. Prevention
A. Accountability,
Without it, Sustainability is just a good idea.
An exercise comparing water use efficiency and waste water
discharge with production volumes, over time and against industry
standards is a fitting tool used for the prevention of B.O.D. waste. An in
depth survey of ALL water use and recommendations for savings
along with a performance confirmation program will bring you to the
implementation of the issues identified in the survey.
The use of a log in the syrup room as well as the filler room to track
B.O.D. waste would directly connect you to one of the main sources..
Anytime syrup is discharged to the floor of the syrup room or syrup or
beverage is lost in the filler room, a log should be kept to help the QA,
Maintenance and Production departments recognize potential problems
and solutions to keep the issue from reoccurring. This log can also be
used to better track syrup yields, recognize potential mechanical issues
and recognize potential personnel training issues.
Example 1: The carbo-cooler and filler are normally dumped on average
1 to 2 times per week, due to out of spec product. This week they were
dumped 5 times, again due to out of spec product. With the use of this
log this will give management the records needed to determine whether
there is a potential problem with the machinery, or if 4 out of the 5
dumps were all on one shift and the same operator was running the
machinery, there may need to be more training focused on the
particular operator.
Example 2: Syrup room personnel notice that a few gallons of syrup are
remaining in the bulk syrup tank or the pipe between the tank and the
syrup pump at the end of the run. This has been consistently reported
from the same tank. Maintenance personnel may want to check the

9. check valve above the syrup pump to make sure the Nitrogen or CO2
blow is not blowing syrup back into the tank or syrup supply line to the
pump. Maintenance personnel may also want to check the slope on the
piping between the bulk syrup tank and the syrup supply pump. If for
example a hanger has come loose and the slope of the pipe has been
corrupted, this will affect the drainage of the tank and therefore leave
gallons of syrup in the supply line. In either case the syrup that is left
behind will end up as B.O.D. waste when the CIP cycle is performed on
the tank. By logging the problem with the tank this will notify
management of a potential problem, and therefore calling attention to a
potential B.O.D. source.
Example 3: Filler room personnel are reporting that approximately 30
gallons of product are being dumped at the filler at the end of a flavor
run. This will alert management that there is a potential yield issue as
well as a potential B.O.D. issue. This issue could be a measurement issue
from the syrup room or possibly a depal issue. In either case the issue
will now be addressed and both yields and B.O.D. surcharges will be
reflected.
B. Product Recovery System (PRS) Reuse!!!
In the past, during the start-up phase of the flavor run, the blender
and filler would have to be rinsed with product to get rid of the residual
water left in the blender and filler from the previous rinse of the
previous flavor. This would result in approximately two to three bowls
of product being transferred to the filler and dumped to the floor. With
the addition of the Product Recovery System (PRS) to the production
line, this product can now be saved and reintroduced back into the

10. system with virtually 0 losses to the production facility. This is achieved
by collecting the weak product in the PRS, starting the production run
and micro metering the weak product back into the production stream.
This micro-metering of the product in the PRS is done by metering
such a small amount back into a large amount (the production stream)
that the weak product is brought back to within specification and barely
seen on the in line monitoring systems.
Another issue that must be addressed when looking at B.O.D.
waste and syrup yields is product that goes out of spec due to
mechanical or operator error (brix, assay or CO2 content) during
the production run. This previously meant dumping the carbo-cooler or
product holding tank and filler to the floor, rectifying the problem
and restarting the equipment. This would result in 200 to 300
gallons of product being sent to the floor and to the waste treatment
facility. With the PRS on the production line this product can now be
saved by putting the product into the PRS and again metering the
product back into the production stream once the production stream
has been restarted.
Example: If the blender produces 125 gallons of finished product per
minute with a brix of 10.50 and the PRS is holding product that is
at 80% strength or a brix of 8.4, and micro-metering 3 gallons per
minute back into the production stream, the in line monitoring system
will show a difference of. producing a brix of . This is well
within specifications and with a 0 loss to yields and a 100% gain
to B.O.D. recovery.
C. Syrup Recovery System (SRS) Reuse!!!
Earlier in topic 2 section d we discussed the different factors that
must be calculated into the equation in order to perform a successful
cut-off of containers to product. They consisted of the volume of syrup

11. in the syrup tank, location of the syrup tank in the syrup room or
volume of syrup held in the piping system from each tank, the ratio of
the syrup to water to be blended in the filler room and the size of the
container on the production line.
The SRS is a computer based system that networks the syrup room,
filler room and the depallitizer to achieve a successful cut-off within ¾
of a layer of containers. This computer based system eliminates the
need to know the volume of syrup in the syrup tank, location of the
syrup tank in the syrup room and the ratio of syrup to water to be
blended in the filler room.
The SRS acts as a syrup reservoir that consists of a 260 gallon tank
that sits next to the blender in the filler room. The reservoir is equipped
with a level transmitter that constantly monitors the amount of syrup in
the syrup system. The data base in the SRS computer system stores the
blend ratio and size of containers for all flavors that the production line
produces. At the end of the production run the bulk syrup tank is
allowed to run dry. The SRS will then notify syrup room personnel
that the tank is empty and syrup room personnel will initiate the
Nitrogen or CO2 blow from the syrup room. All of the syrup in the
piping system will then be blown into the SRS. The level in the SRS will
then fall to the designated amount of gallons of syrup for that particular
flavor and will automatically close the filler gate on the filler. The SRS
will then notify the depallitizer operator to load the empty container
conveyor until the conveyor is full. Once the conveyor is full, the
depallitizer operator will press an acknowledgement button that is
linked to the SRS computer system. The SRS will then open the filler
gate with an inventory of syrup, product and containers which will
result in a consistent cut-off and virtually no waste remaining in the
filler. This will eliminate most of the B.O.D. waste that is now being sent
to the waste treatment facility due to improper calculations and
resulting in missed cut-offs.

12. Another issue that the SRS will eliminate is air bubbles that are trapped
in the syrup during tank changes from one tank of syrup to another tank
of syrup of the same flavor. This is one of the leading causes for product
to go out of spec during the middle of the flavor run. When one tank of
syrup runs out in the syrup room and another tank is placed on line, air
bubbles are introduced into the piping system. These air bubbles will
eventually arrive at the blender as a light syrup and the brix ratio or
assay will drop. With the addition of the SRS on the production line this
is no longer a problem. As syrup enters the SRS the air bubbles rise to
the top of the syrup reservoir while good syrup is pulled from the
bottom of the reservoir. In essence, the SRS will purge the air from the
syrup and only pure undiluted syrup will be delivered to the blender.
B.O.D. waste is generated in some areas that cannot be prevented. In
these instances a collection system can be designed to capture this
waste and alternative sources are available in order to dispose of what
will now be referred to as a plant by-product. The first example of a
non-preventable B.O.D source is the rinsing of a bulk syrup tank after
sugar syrup has been run out of the tank. The first and second bursts of
rinse water from the CIP system can be sent directly to the collection
system. The remaining rinse can then be sent to drain with most of the
sugar residue being captured by the collection system.
The next 4 examples have to do with product that has been packaged
but is out of specification and must be destroyed. These examples
consist of low fills, hold product or out of spec product, out of date
product and closure failure packaging. All of these instances have one
thing in common; the beverage must be removed from the container
before the container can be compacted for recycling. This is commonly
done by sending the containers through a shredder or grinder. This will
remove the beverage from the container and allow the container to
continue to a compactor for recycling. The beverage will then fall to the
floor and be sent down the drain.

13. A modification can be made to the shredder or grinder by placing a
catch pan under this piece of machinery. The catch pan will also consist
of a pump, drain valve and a control switch which will be labeled sugar
and diet products. Sugar products will be destroyed separate from diet
products due to the fact that the diet products do not contain sugar.
During diet products the control switch will be switched to the diet
position. This will allow the diet product to go to the drain. During sugar
products the switch will be turned to sugar. This will turn off the drain
valve and the level in the catch pan will turn on the pump, which will
pump the sugar product to the collection system.
4. Alternative Disposal Options
A. Process Waste Containment & Collection System (PWCCS);
Controlled waste containment system for areas where all opportunity
for Reduce and Reuse will not apply, out of date product can be
Collected, Contained, and removed in a controlled manner.
Management Initiatives (i.e.: Waste Exchange …Remove and reduce
risk in one program. The risk of high surcharges and the risk of not
prepared to prove all product in production has a negative test
result for contamination under Food Defense Plan for unknown
pathogens.
B. Waste Treatment Facility… Reduce!!!
C. Pollution Prevention Waste Minimization Initiatives (i.e.:P2,
…Reuse!!!
D. EPA’s Sustainable Water Infrastructure Initiative, Fees
E. Status Quo

14. 5. Responsibility;
A. Sustainable Performance Tracking Team (SPTT)
An option to have controlled start ups, cut offs,, and accidental spills and
the actual facts surrounding them accessible via Ethernet and tied to the
production schedule times or through a specific operator to evaluate daily
and/or weekly shifts. This operator will be designated responsible for this
prior to implementing any or this entire program. As a liaison with company
coming into each facility this is Key to the success of this whole program.
Being such a key point person, designee must be selected in cooperation
with SPTT Leaders and given responsibility from regional or corporate
representative.
Benefit of tracking “What Gets Measured May Get Prevented:
B. Water Foot printing
Water footprint accounting ;
Blue water
Green water
Grey water
The grey water footprint is the volume of polluted water,
calculated as the volume of water that is required to dilute
pollutants to such an extent that the quality of the water
remains above agreed water quality standards.
it is possible to reduce a company’s water footprint through
pollution prevention and water reuse
**Conservation
6.Sustainability/ Responsibility;
A. Product Stewardship
An expression of the responsibility that designers, suppliers,
manufacturers, retailers, consumers/users, disposers are
undertaking on to help conserve resources, reduce waste, and

15. ensure that products are used properly in order to protect
human health and the environment.
B. Source Reduction and the Benefits of P2,Reduce&
Reuse
Products that enter the waste stream have energy impacts (and
associated GHG emissions) at each stage of their life cycle.
These life cycle stages include:
Acquisition of raw materials
Manufacture of raw materials into products
Product use by consumers
Product disposal
Waste reduction practices, such as reuse and recycling, reduce the
demand for raw material and energy inputs to the manufacturing stage
of the life cycle, thereby conserving energy and reducing GHG emissions.
The energy savings associated with recycling are driven largely by the
difference between manufacturing the material using virgin inputs and
manufacturing the material using recycled inputs.
Recycling of waste has a substantial potential for reducing overall
greenhouse gas emissions and conserving energy use. In 2003, the
United States recycled 30.6 percent of the municipal solid waste (MSW)
it produced. As part of its effort to encourage recycling, waste reduction,
and GHG reduction, the EPA has set national recycling goal of 35 percent
by 2008 and has proposed a goal of 40 percent by 2011.
Using EPA’s Waste Reduction Model (WARM)—a model that was
developed to help solid waste planners and organizations track and
voluntarily report greenhouse gas emissions reductions waste

16. management practices – EPA calculated the projected incremental
benefits of these goals. The current rate of 30.6 percent gave GHG
benefits in 2003 of 49 MMTCE (million metric tons of carbon
equivalents) and energy benefits of 1.5 quadrillion Btu saved can be
compared to a baseline of no recycling. These calculations assume land
filling 80 percent and combusting 20 percent of MSW not recycled (the
national average rates). Increasing the rate to 35 percent would give
GHG benefits in 2008 of 57 MMTCE and energy benefits of 1.7
quadrillion Btu saved. The benefits in 2011 of a 40 percent recycling
rate would be 65 MMTCE and 1.9 quadrillion Btu.
C. “Resource Conservation Challenge”
Purpose at the RCC,
This Strategy describes the RCC's direction, focus, vision and broad
goals. It is the key to establishing the path along which the RCC will
continue to grow. The RCC will grow from a collection of individual,
ambitious projects and achievements into a cohesive set of robust
programs. These programs aim to identify opportunities for, and
ways to achieve, pollution prevention, recycling, reuse, toxics
reduction, and energy and materials conservation. Build on current
partnerships and attract new partners; and Describe the measures used
to track success for future projects.
D. **Water Sector Coordinating Council (WSCC)
Cyber Security Roadmap
Developing and deploying control system security programs
Assessing Risk
Developing and implementing risk mitigation measures
Improving partnership and outreach
In support of attaining these goals, the Roadmap list Milestones.
Including; isolating control systems from public switched networks and
developing a cyber response protocol template for operator control

17. system security program and the adopting of best practices for cyber
security in the Water Sector/Wastewater
The Water sector utilities In collaboration with the
Water Environmental Research Foundation (WERF)
and AWWA Research Foundation (AWWARF) are
currently under way to integrate the national recommended Roadmap
implementation for resilience and response/recovery of industrial
control systems in order to maximize the impact among the water /
wastewater utilities
7. “Food Safety Enhancement Act of 2009”
** Denotes equipment and/or programs to meet
requirements for hazard analysis and risk-based
preventative controls.
A Deliberate Indifference to Foreseeable Risk.
Homeland Security Law #H.R.2749
Sustainable Performance Tracking Program
A successful Sustainability Program will have the responsibility on a
daily basis the following responsibilities with our over site and provide
detailed documentation and records to identify and correct problems
that result in lost efficiencies and syrup yields.
In the past, when we showed up at the plant, there was no one that
assumed the responsibility of getting to the bottom of the problems that
the plant was experiencing. Therefore we were left alone to find
problems and diagnose a remedy. This wasn’t successful and will not be
successful due to the fact that no records were available to point anyone
in a direction to solve the problems that were being seen. The QC
manager and maintenance managers were busy in meetings and the
everyday responsibilities of their positions.
In order to put together a successful Sustainability Program there must
be a individual ( our pick ) that will handle the responsibility on a daily

18. basis. This person will assume the following responsibilities with our
over site and provide detailed documentation and records to identify
and correct problems that result in lost efficiencies and syrup yields.
1. The candidate will have a good knowledge and understanding of
all aspects of the production process. This will include pump-up, cut-off
and a good understanding of how the QC lab operates and the syrup
room operates.
2. The candidate will (with our help) write and maintain SOP’s for all
bottling lines.
3. The candidate will monitor all training procedures (to insure that
the SOP’s are followed to the letter) for new employees as well as old
employees.
4. All employees (QC, filler operator, syrup room operator and depal
operator) will be monitored by shift to identify potential training
problems. This will allow the candidate to identify problems such as low
yields with a shift and then focus on individual employees for potential
training issues.
5. All passwords will be changed on the SRS and it will be the
candidate’s job to maintain and certify all cut numbers are correct.
6. The existing software that the QC lab uses, will be modified for the
following reasons. The QC operator/ Key Person will document all
pump-up, cut-offs and anytime there is product or syrup dumped. This
information will consist of a check of success or problem issue, and if
there is a problem issue, a short list of potential problems of what the
operator thinks happened. This will give the candidate in-site as to
mechanical as well as operator error. (example: The sight glass before
the filler did not blow at the end of the run. This would be checked as a
problem issue. The QC operator would then check one of the following,
not enough containers, SRS cut number is too high, conveyor was not
sufficiently packed with containers or the syrup was cut incorrectly in
the syrup room. All potential problems would be cataloged to allow the

19. QC operator to simply check his or her best guess. This will give the
candidate the information needed to develop a pattern. The candidate
will keep records to find problems that occur consistently when certain
operators are at a certain position on the production line. This will give
him a direction to focus training or mechanical issues.
7. The candidate will be willing to change shifts as needed to identify
and correct potential problems, day or night, and provide
documentation to how the problem was addressed.
In order to set up a successful sustainability program criteria must be
agreed to by the customer:
WHY HAVE ENVIRONMENTAL TEAMS AND SUSTAINABILITY
MANAGERS?
Most businesses benefit from appointing Sustainability Managers to co-
ordinate and facilitate their Sustainable Performance Tracking Program for
resource efficiency. To maximize the impact of the program, the
Sustainability Managers must have the support and commitment of senior
management. Secondary to this is the support required from the project
team(s) in delivering the program.
WHAT IS THE ROLE OF THE SUSTAINABILITY MANAGERS?
The key role of the Sustainability Managers is to co-ordinate and to facilitate
the Train the Trainer element of the SPTP - they are not required to
complete all the tasks by themselves. The Sustainability Managers should
act as the key focal point for communications, resources, action, programs
and training to create a program for success. They should also be able to
identify and appoint supporting team members as Certified Trainers.
It is likely that at the early stages of the program, the Sustainability
Managers will need to take the lead in collecting data on, for example, costs
and quantity reduction of raw materials, wastes and energy and use this to
identify the amount of recovered product as a new source of revenue along

20. with the constant monitoring in accuracy of container cut off on every run.
Data will lead team goals.
WHAT IS A TYPICAL SUSTAINABILITY MANAGERS’ PROFILE?
The size, nature and culture of a company all contribute to deciding who
should be the Sustainability Manager. Large companies typically appoint a
Sustainability Manager who is familiar with the staff, processes, and
technical, quality and environmental issues, for example, the Production
Manager, Site Engineer or Quality Manager. In smaller companies, the
Sustainability Manager is often the Line Supervisor or Quality Manager.
It is important to choose the right person to be the Sustainability Manager.
The key characteristics should be
enthusiasm for the role and willingness to learn
credibility at all levels of the company
Communication skills to maintain the Training the
Trainer resources and meetings to identify the need for retraining.
the ability to motivate staff, overcome barriers,
resolve problems and continue with progress in maintaining SOP’s and
system performance
The ability to communicate with staff and senior
management and provide feedback for retraining or to schedule for
complete Performance Training Program update.
WHAT IS THE VALUE OF TEAMS?
Only by ensuring that employees from all areas are involved, can a company
successfully integrate sustainable performance into its culture.
Ideally, teams should be cross-functional - people with different roles and
experiences will bring different skills and ideas, and will ensure a wider buy-
in to the program. Team work will also lead to the identification of ongoing
opportunities for cost savings.

21. WHY IS AWARENESS IMPORTANT?
Poor staff awareness on Sustainable Performance for resource efficiency is
common. It is important to raise awareness to stimulate staff participation
and encourage others to become involved. To raise awareness and get buy-
in, staff needs to be given the facts about the true cost of waste, how the
program applies to them as individuals, and the benefits of Recovery
Systems to the business as a new source of revenue and risk management in
avoiding waste stream full cost pricing associated with the national
infrastructure funding gap.
WHY IS MOTIVATION IMPORTANT?
Poor staff motivation is also a common barrier. A key role of the
Sustainability Manager is to motivate staff and ensure that people know the
reasons for changing the way they work. Ideas on the Sustainable
Performance Tracking as resource efficiency savings are often made through
employee feedback. Regular feedback to staff on progress will also aid
motivation. Incentive schemes can be extremely effective to improve and
drive motivation of all staff. The type of incentive is dependent on company
size and culture and could comprise a financial payment, small prize or
personal recognition
The difficulty lies not with
the new ideas, but in
escaping the old ones. . . .
John Maynard Keynes
Contact information; Alan Sheppard, Phone:843-224-9169,
www.beveragerecoverysystems.com Charleston SC, USA