Posted 3 March 2014 | | 0 Comments
Nowadays all companies need to demonstrate their green credentials to stay ahead of the game. One of the most high profile UK based companies who have taken sustainability to the heart of their business is Marks & Spencer plc. I have written this blog to consider the success of their 'Plan A' sustainability strategy and how it has been boosted profits as well as helped the environment.
Plan A came to fruition in 2007 as M&S struggled to built their profits after a decade of tough trading. The then CEO, Stuart Rose, had been inspired by Al Gore's ground breaking film, "An Inconvenient Truth" and Plan A was established to make M&S the world's most sustainable retailer. Extensive customer research showed that M&S customers felt that going green was important to them.
Plan A set 100 targets were drawn up, built around five key pillars in dealing with customer and suppliers - climate change, waste, natural resource, fair partnership, health and wellbeing. Initiatives to set up to significantly reduce packaging by 26%, landfill waste was cut by 28% and refridgerator emissions dropped by 60%. And food bags were reduced by an amazing two billion!
Other projects included reducing energy consumption in store and the "shwopping" scheme to encourage shoppers to donate clothing to charity. Clothes hangers and bin bags were recycled and staff were trained to become more energy efficient.
The return of investment shows how important it is for a company to keep the long term view; M&S invested £200 Million in the 5 year initiative. It took two years before the investment broke even. But by end of the third year it had made a net profit of £50 million, rising to £70 million in year 4 and £105 million in year 5.
A further 80 projects were added in 2010 and the net profit of the initiative has reached £135 million in the last financial year. M&S can now claim to be UK's first carbon neutral major retailer and has cut its greenhouse gas emissions by 22% since 2007 thanks to reducing its electricity consumption, gas leaks from refridgerators and improved fuel efficiencies. And this is over the same period of time when sales went up by 18%. M&S sends no waste to landfill and all its fish and most of its paper, packing and wood being responsibly sourced.
by M Roper | 3 March 2014
Posted 12 February 2014 | | 0 Comments
We have just experienced the wettest January in England since 1766. And February seems to be equally atrocious. I think the depressing reality is that we will be experiencing a lot more of this freak weather over the coming years and decades (and beyond!) What have we done to deserve this?
The most respected climate scientists must all be thinking 'we told you so'. All the previous talk of likely climate change is now being physically shown to be real. And things are likely to get worse even if we stop acting in such a harmful way to our planet - which is difficult to see happening.
The problem is that there has yet to be a concerted global political effort to challenge the status quo i.e. the perceived wisdom that states that economic growth, never mind the resources needed, is vital. As the world population continues to grow there will inevitably be a need for economies to develop and grow. But we think that we have to start using our collective brain power to examine how to slow down the crazy global system that is eating up the Earth's finite resources. Something has to give.
But we cannot assume that our governments will lead the way. Its down to the individual citizen and organisations to take a stance and force the politicians to wake up. GreenBuying.co.uk in its tiny way is about shifting peoples perceptions away from thinking that buying recycled products or products with a smaller carbon footprint have to be more expensive or be of an inferior quality. That is not true if you consider the whole life cost of procurement, including disposal cost and resale values. And the cost to the planet must surely be factored into this! Purely thinking unit price is not going to help anyone in the long term.
To be clear, we don't pretend that buying eco friendly products is in itself going to stop all the floods and freak weather events. Nor do we believe that buying anything is perfectly eco friendly. But if everyone changed their purchasing habits and took many other steps besides to consider their environmental impact then something fundamentally positive would happen, for the good of all. Small steps sadly won't stop the trends but GreenBuying.co.uk will continue to consider ways to support organisations to improve their green credentials. We really cannot see an alternative.
by M Roper | 12 February 2014
Posted 6 February 2014 | | 0 Comments
"A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty” (Sir Winston Churchill)
Against an ongoing background discussion on the role of public sector spending in a recovering post-recession economy, many governments around the world have committed themselves to spending reviews.
The UK has adopted ambitious public sector spending cuts, now in their fourth year of implementation. With few exceptions all Government departments still face cuts, the scale of which goes well beyond the reach of mere efficiency measures.
For the private sector, such an approach to austerity in difficult times is nothing new. But from Whitehall to Town Halls, from board rooms to factory floors an austerity agenda presents an opportunity to reconsider the more profligate business models and process.
Food production, water scarcity, inequality, climate change, energy security, disease and natural resource shortages; these are the seemingly expensive challenges on a grand scale which we must continue to address whilst making the books balance once again.
The sustainability agenda is concerned not just about doing more with less, but finding better ways to do things. This paper applies lessons from sustainability to spending cuts, in search of doing better. It identifies four areas in which cost savings can help improve the long-term viability of an organisation. It is aimed at those who need to achieve cost savings, but believe there is a more intelligent approach than simply swinging the axe.
Austerity should drive intelligent efficiencies in the short term. But something more is required if long term aspirations for the organisations are to be met. Sustainability can drive innovation and entrepreneurialism whilst achieving efficiencies. This relates to necessity being the mother of invention and how you achieve more with less. Organisations need to do more than hope that adversity drives innovation; they must create the circumstances to facilitate it.
There is therefore a need to create a culture of ideas generation and discussion paralleling the Government’s “Spending Challenge”.
The process of identifying spending cuts is an excellent opportunity to reflect on the fundamental purpose of an organisation. Those looking for medium term growth in size, turnover or scale of delivery, need to consider what the purpose of that growth is? All organisations exist primarily to enhance quality of life in some way. Once that goal is recognised the mechanism by which it is achieved can be determined
Corporate sustainability encourages a complete understanding of operations now and into the future and seeks to adapt internal process providing an enduring, balanced approach to economic activity, environmental responsibility and social stewardship.
These points may be of philosophical interest in abstract, but are only of value when grounded in reality. This document therefore sets out the basis of a practical approach, seeking benefits from the austerity agenda in:
• Process efficiency
• Resource efficiency
There are four areas in which the drivers of sustainability and austerity can be easily aligned. These are mapped below and provide the structure for this document.
These four elements represent the greatest synergies between the objectives of spending cuts and sustainability. Each of these presents an area in which cost management may provide the catalyst for finding new and better ways of doing business or delivering services.
The order usually begins with a review of strategy as with current austerity measures; however, in some instances innovation can be a viable starting point. These elements are now considered in turn.
• Understanding the principles of sustainability and placing them at the heart of your corporate ethos enables changes and improvements which are necessary but otherwise unattainable.
• The question at a strategic level is not how to achieve a better ROI on sustainability programmes but how a better understanding of sustainability might deliver the short, medium and long term business goals. Hence the sustainability strategy must be founded on the goals of the business plan
• The goals of the business plan should be compatible with the goals of sustainability and changed to reflect the austerity drive
• There is a hierarchy of strategic approaches – Organisational, departmental, brand, project. Whilst each is subservient to its precedents any can become the de facto primary driver of change, depending on the economic model of the organisation.
• Sustainable procurement provides tools and tactics for enacting part of the strategy
• Every organisation has established mechanisms for reviewing what it does and how it does it. Sustainability provides a new mechanism which looks at different inputs and thus produces different outputs.
• Improvement is incremental whereas innovation is radical and transformational. Small cost savings can be achieved with incremental improvements, large-scale austerity cuts require radical approaches
• Philips send electrical engineers on sustainability masters level degree courses so they can design better future proof products
• Innovation is often the preserve of research and development or those in senior management. Organisations become truly transformational and adaptive when staff at all levels are enabled and encouraged to innovate
• Beauty in design often comes from constraint. Imposing new constraints presents new opportunities for beautiful solutions.
• Stakeholders should contribute to product, service and process innovation. This can be achieved during the procurement process by stipulating the problem and not the solution. This encourages supply chain innovation therefore placing the challenge with those that have the technical expertise.
• It is, in essence a shortening of the distance between the start of your activities and customer satisfaction.
• All organisations, systems and processes have multiple drivers. Cost is just one of these. If a process has already been cost optimised yet further savings are needed there are two options: A) Radically re-engineer the process B) Terminate the process.
• Delivering projects to budget is now even more crucial than ever. Generating project processes using sustainability principles will assist. For example; the Birmingham Construction Partnership delivered regenerative construction works. In supporting Birmingham City Council, the Office of Government Commerce and the Local Government Task Force enabled an innovative approach to the project that has harnessed sustainability within procurement. The benefits have seen a 52% improvement in projects delivered to time and a 29% improvement in projects delivered to budget.
• A sustainable approach may be to explore staff retention and redeployment over redundancy. However, it is acknowledged that to achieve organisational sustainability, strategic redundancy may be necessary on occasion.
• Ford Motor Company has always been a keen advocate of business sustainability. This has resulted in step changes to society and industry. Providing transport and independence to the masses required ingenuity. Ford pioneered the production line process but also and less well known were its experimentation with soy based materials and ethanol with the Model T. In another example of forward thinking the crates used to ship the Model A truck were dismantled at its destination and became the trucks floorboards.
• The UK Government’s Department for Work and Pensions (DWP) has undertaken a study relating to its grey fleet (business travel using employee owned vehicles) management. They discovered that DWP staff travelled approximately 45 million miles per year and this accounted for 57% total business mileage. The study’s objectives aimed to improve the health, safety and welfare of its staff, seek out business and financial efficiencies and discover environmental improvements. The DWP established a travel hierarchy and policy that provides employees with guidance and has subsequently benefited in the following ways:
o £3.6M direct savings;
o 3000 tonnes carbon prevented;
o An increase of utilised work hours (non-travel);
o Enhanced health, safety and welfare;
o Promotion of more sustainable modes of transport.
• Some of the benefits available to organisations adapting their processes are:
o Improvements to process that are proactive not reactive and therefore provide continual organisational advantage;
o More informed decision making at all organisational levels enabling reduced complexity;
o An ability to thrive not just survive;
o An aptitude for questioning process validity will achieve improvements in speed and process adoption;
o Process adaptation engenders a culture of sustainable thinking that enables efficiency of processes providing organisational longevity;
o Acknowledgement of sustainability considerations that impact or have the ability to impact the organisation now and into the future such as resource availability, water scarcity, work force migration trends, organisational opportunities and threats and so on;
o Streamlined operational functions;
o Supply chain resilience, important as no organisation is an island and indeed most organisations often have critical suppliers that could cause considerable disruption to operation should they fail.
• Every organisational system requires a flow of materials and energy that can be defined as inputs, outputs and by-products. Each input, output and by-product carries a variable quantity of economic, environmental and social consequence and opportunity.
• Eliminating, reducing and altering the flow of material and energy at each of these points provide considerable opportunities for efficiencies.
• Add to this the opportunities that can be realised with effective deployment and placement of knowledge, a powerfully efficient organisation is achievable.
• In essence organisational sustainability assists in achieving more for less. However, it does go a number of steps further. For example, many energy companies are moving ahead of their competitors by using more renewable sources and encouraging consumers to use less. Even though this may appear counterproductive these organisations have realised that to continue to thrive in the long term they need to maintain their resources. In the short term they understand that customers welcome environmental initiatives.
• Achieving efficiency at input provides greater reduction of economic, environmental and social consequences than efficiencies realised at output or by-product.
• Peterborough City Council have installed innovative energy saving software on 4,500 PC’s in order to minimise the energy resource that they use. This has resulted in a saving of £50,000 and a reduction of 250 tonnes carbon dioxide. The payback period of the software purchase is less than 6 months.
• Kent County Council have made significant resource efficiencies with LED traffic lights and important improvements to its social and economic performance. Replacing traditional traffic lights with LED’s provides £1.8M direct savings in the first five years, reduces energy consumption by 70% and as they last for 10 years compared with the 6 months of the tungsten-halogen lamps they replace will result in greater health, safety and welfare and re-deployable resources due to the significantly reduced need to carry out maintenance and replacement. The by-products and outputs are also far more efficient due to the reduction in the number of units to be disposed and associated packaging.
• Advancements in the field of sustainable procurement are seeking better outcomes with better cost management, both upstream and throughout the product lifecycle.
• No one organisation operates as an island and systems therefore go beyond the boundary of the organisation. This is where sustainable procurement is gaining momentum.
This checklist provides simple questions to help establish whether your organisation is likely to achieve the greatest benefits from necessary austerity.
1. Is there a proper strategic approach to corporate sustainability in your organisation?
2. Are sustainability goals directly linked to and driven by overarching corporate strategy?
3. Have strategic goals been reviewed in light of recent spending cuts?
4. Are the resources still going to be available to deliver the strategy?
1. Has there been a structured approach for engaging staff ideas for ways to reduce costs?
2. Are all staff aware of the sustainability strategy and their role in delivering it?
3. Are staff supported and rewarded for finding efficiencies and better ways of delivering organisational objectives?
1. Are all business functions that are currently undertaken necessary to achieving the fundamental purpose of the organisation?
2. Do all business functions enable effective and efficient progression towards the fundamental purpose of the organisation?
3. Do any business functions exist entirely to facilitate a link between business functions?
1. Is the relationship between the outputs of the organisation and that of its inputs acceptable?
2. Does an analysis of inputs and outputs present an imbalance? For example; unnecessarily high overheads, under-utilisation or significant raw material or energy wastage.
3. Can comparisons be sought of resource use models at similar scope organisations?
Conclusions / Summary
There is a true synergy between intelligent cost management and some elements of sustainable development. Reengineering systems, processes and organisations to meet sustainability targets can generate cost savings. Reengineering to reduce cost can give rise to more sustainable outcomes. But this won’t happen by accident.
An organisation can cut costs in a downward spiral of worsening performance or create a virtuous circle where sustainability and cost targets are driven concomitantly for the benefit of all.
• An understanding of sustainability can help identify new ways of managing costs
• The principles and practices of sustainability align well and naturally with those of austerity cuts
• Savings are required in the short term but opportunities for future development must still be nurtured
• To realise the greatest savings and benefits from cost cutting, the application of sustainability principles must be strategic and system/organisation wide.
There is benefit in recognising and nurturing the drivers of sustainable growth. These include:
• Cutting costs through designing better systems, not cutting costs by devaluing systems
• Using an understanding of current limitations to gain foresight on future trends and opportunities
• Aligning systems with stakeholders’ current and future needs
• Inbuilt sustainability in project delivery rather than a costly add on
• Use efficiencies as an opportunity to build relationships with key partners for future development
Further benefits of this approach include:
• Ongoing continual professional development
• Development of organisational stakeholder capital
• Social licence to operate
• Foresight and market intelligence
• Beyond cost unique selling points
• A culture of trench loyalty or even better optimism instead of disenfranchised staff
• New product/service innovation
The metaphor of weight loss is often invoked to describe spending cuts. Companies “become less flabby”, processes “more lean”. It is a well suited analogue which bears further consideration. Crash diets may lead to rapid unhealthy weight loss which cannot be sustained and are usually followed by rapid weight gain. This is because consideration is not given to the overall goals of the system, the focus instead being placed exclusively on just one part. This corresponds to the hatchet approach to spending cuts.
Alternatively, weight loss through a lifestyle transformation of better diet and more exercise addresses the holistic needs of the system and can therefore have lasting and positive benefits. This corresponds to a more thoughtful and strategic approach to cost management and efficiency, characterised by a desire to make fundamental and often difficult changes which put the system into balance.
• Co-operative ecoInsurance where premiums for car insurance are linked to emissions
• Zip cars innovation in car rental
• 30M bike rentals in the first year of the Parisian velib scheme by J C Decaux
• Technology convergence in mobile phones minimises production processes, material use and packaging whilst maximising customer value
• Coca Cola’s long-term water strategy in response to business pressure and climate change – WWF claim over 200L water are required in the lifecycle of a can of coke
• Unilever is using brands such as Ben & Jerrys to develop consumer consciousness about worklife balance and environmental scarcity and in doing so build long term customer loyalty
• Nike started with sustainability at the supply chain level then moved it to a systems based approach which adopted a more holistic view and became part of the overall business strategy
• Google is lobbying for more energy efficient technologies which will in turn reduce its own operating costs
• Time Warner exploring opportunities across all its media output to disseminate sustainability messages.
• Traditional economic models of nationhood reward those countries that consume greater resource with superior wealth. However, sustainable growth cannot be permanently dependent on the one-way transformation of finite natural resources to wealth
• Value-added economies create prosperity by managing the flow and circulation of materials and labour, permitting the possibility of sustainable economic development
• Sustainable growth combines the concept of objective wealth creation for the poorest and subjective wealth creation for the affluent.
• Economic growth where one nation or people succeed at the expense of another cannot be sustainable. However, competition and markets do have a role to play in sustainable economies
• Sustainable technologies and solutions have the potential to lift markets, employment etc
• How do you balance the time taken for careful planning against the need for urgent action?
• Value is created over time – although this may be harder in some markets e.g. FMCG
• Werner Sombart’s concept of Creative Destruction presents a necessary role for entrepreneurs in disrupting established commercial order
• Cost cutting is often introduced on a reductionist basis whereby each spending decision is made on an individual basis. Finding the best points for intervention requires system thinking to maximise outcomes
Author Contact : Mark Hedges (Cala Sustain)
Follow Cala Sustain for further resource, tools, discussion and useful links at:
by M Hedges and Del Redvers | 6 February 2014
Posted 29 January 2014 | | 0 Comments
A survey has found that 80% of Britons say a brand's green credentials at least influences their purchasing decisions.
The Post Office Shop reveals the UK high street could be missing out on millions of pounds as consumers report a perceived lack of effort by businesses to be more eco-friendly, with only 15% of Brits believe high street brands are doing enough to reduce their impact on the environment.
One in five shoppers say that a company’s eco-friendliness is their main priority when deciding where to shop, it appears many businesses could be compromising their market share. And a further 60% of Brits also admit to taking a business’ green efforts into consideration when shopping – though cost and quality are more important.
The survey was commissioned by the Post Office as part of its effort to get the British public buying more green-friendly goods for the home and office. Over twelve hundred responses were gathered relating to people’s perceptions of their own and businesses’ eco efforts.
It showed a clear gender difference in attitudes towards the environment, as 21% of men don’t consider environmental impact a priority at work, while this figure is just 12% for women.
The survey also suggests that the British public is sceptical of the government eco policies such as the Green Deal, with nearly a third believing that green legislation will either have no effect on the UK economy or that businesses will simply avoid it.
Other findings include:
• 57% of Brits contribute to eco-friendly efforts at work as well as at home
• 59% think their employer could do more to go green
• 14% of people don’t place any importance on green efforts
• Only one in five consider the UK as a leading force in world environmental responsibility
Professor William Young from the Sustainability Research Institute at the University of Leeds, said: “Consumers are doing their bit at home and expect high street brands to do it [as well] – but without compromising quality or value for money.
“The most successful retailing brands have environmental responsibility at the heart of their strategies, operations and products. Today, environmental responsibility is one of the key factors for a successful high street brand.”
Professor Young added: “Consumers now expect high street brands to offer ‘super green’ product ranges. However, they also expect them to have significantly reduced environmental impacts in all product ranges, in shops and within supply chains.
“Consumers are more likely to buy ‘super green’ product ranges from retailers and brands they trust. They also trust green behaviour messages from them rather than from government but are becoming more sophisticated at spotting weak or false green claims.”
by Clickgreen.org.uk | 29 January 2014
Posted 18 January 2014 | | 0 Comments
Our Eco Cleaning Supplies manufacturer, Delphis Eco, has been granted a Royal Warrant of Appointment to His Royal Highness The Prince of Wales, for the provision of Environmentally Friendly Cleaning Products.
2013, although tough economically, saw Delphis Eco not only win the Business 2 Business Category at the EU Ecolabel Communication Awards, just the second time a UK company has won this prestigious award, but has also ended the year with an incredible accolade from The Prince of Wales.
The decision to award a Royal Warrant is made by The Lord Chamberlain’s office and comes after a company has delivered consistently high-quality services to one or more of the Royal Households for a period of five years. Royal Warrants have always been regarded as demonstrating service, quality and excellence, and are highly prized - and now Delphis Eco has earned the honour of displaying the Royal Arms in recognition of its service.
Mark Jankovich, Chief Executive at Delphis Eco, welcomes the Royal Warrant:
“We are delighted that Delphis Eco and the teams’ hard work and dedication to providing quality environmentally-friendly products has been recognised in this way. We are honoured that the Prince of Wales would choose to bestow this award on us and hope that it will encourage other people to select more environmentally friendly products. We are also proud to join an elite group that is able to show the Royal Arms in recognition of their commitment to the highest standards of service, quality and excellence. It is truly a great start to the year!”
Delphis Eco manufactures award winning green cleaning chemicals, nothing else. It is the only company in its sector to exclusively manufacture its product range in the UK and was the first UK company to get EU Ecolabel accreditation for its cleaning products. In fact, Delphis Eco has the largest accredited product range available and it is ever growing.
With a vision to be the world’s leading innovator of ecological cleaning products, Delphis Eco ensures every aspect of their development and manufacture delivers the best possible solutions for the end user whilst maintaining our deep sustainability ethos.
Delphis Eco looks forward to another exciting year helping schools, universities and catering facilities switch to our more environmentally friendly range.
by M Roper | 18 January 2014
Posted 13 December 2013 | | 0 Comments
Do you fancy having a green Christmas this year? Here are some ideas to help you do just that...
- Buy a real Christmas tree - artificial trees are often made of non-recycled plastics and have travelled a long way to reach the UK. Who knows where they've come from and whether the labour used were treated well. Not just that, real trees remove carbon whilst growing and can even be used next year (if you've bought one with roots). Alternatively, many garden centres and councils offer a recycling service for old trees. Bear in mind that only 10% of the 6 million or so Christmas trees are recycled, with millions going into landfill which is a wasted biomass opportunity.
- Send an e-card or buy charity recycled cards - saves on the carbon, and helps a worthy cause if proceeds go to charity.
- Compost your food peelings - break down your vegetable waste into valuable nutrients for your garden plants.
- Donate all your old clothes locally - remember that someone less fortunate would value your old dress or jacket. Please don't throw them away.
- Purchase locally and organic turkeys are best!Support your local farmers and independent retailers, to help your local community and reducing carbon footprint. And try buying an organic turkey to ensure it was reared humanely. And try to avoid buying all the vegetables in plastic packaging - buy loose or if you have to buy packaging, make sure its recycled packaging.
- Turn off the Tree lights when not needed - tree lights left on for 10 hours a day throughout the Christmas period produce enough CO2 to inflate 12 balloons. So try to turn them off if not needed.
- Use less packaging - whether its shopping bags or gift packaging, there is far too much wasted plastic packaging around. Try to avoid gifts with excessive packaging and use cotton eco shopping bags.
- Buy British and local gifts - help British manufacturers and cut the carbon footprint (think of all that energy used to ship products from China!). And try to buy gifts which will last and that don't rely on disposable parts such as batteries. Or consider solar powered products. And what about buying an experience rather than a physical gift? Something like cinema tickets, animal sponsorship, gift tokens. Just not things which will be discarded on December 26th.
- Recycle all your discarded festive waste - remember to take all discarded bottles and card to your local recycling bank. You will be amazed how much waste you generate over the Christmas period.
- Buy a woolly Christmas jumper and turn the heating down - OK so if you do receive a completely untrendy jumper for Christmas, wear it and turn down the thermostat in your home by 1 degree Celsius. You will be saving heating costs and reducing your carbon footprint. If you leave the curtains closed this will also help to insulate the house.
- Wrap up presents using recycled paper - avoid spending lots of money on virgin Christmas wrapping paper. Why not use newspaper or last year's excess paper instead? Or recycled brown paper perhaps?
- Use the appropriate size saucepans - Don't heat more water than you need else you will be wasting energy. And only boil the kettle with the amount of water you need.
We hope these ideas are of help - Have a wonderful Christmas, and remember our Christmas offer of 5% off all eco friendly products for sale on GreenBuying.co.uk. Simply type "XMAS5" into the checkout discount field to enjoy the savings. Offer ends at 5pm on December 24th.
by Green Santa | 13 December 2013
Posted 4 December 2013 | | 0 Comments
We're thrilled to announce that one of our principle UK based bin manufacturer partners has won an international award for its 100% recycled plastics bin, the 70L uBin which you can buy on our website!
Green Warehouse beat 150 European rivals that entered the annual recycled products award held by the European Plastics Recycling and Recovery Organisation (EPRO).
The uBin was voted the “best recycled plastic product of the year” by the majority of 200 delegates that attended IdentiPlast, Plastics Europe’s recycling and recovery conference, held in Paris.
The uBin is made entirely with post-consumer plastic polypropylene and can be completely recycled. It was launched in the UK in 2012 and GreenBuying.co.uk started selling it soon afterwards as we love it too!
Said the bin's designer, “Most of the bins that claim to have recycled content are made with post-processed waste, materials that have never left the factory. But uBin is made with 100% post-consumer plastics – pots, tubs and trays.”
So what are you waiting for? Click here to buy one today!
by Matt Roper | 4 December 2013
Posted 11 November 2013 | | 0 Comments
GreenBuying.co.uk brings you 4 top tips to help you reduce your waste management costs.
1. Increase your recycling
It may be an obvious thing to say but separating more materials for recycling is the quickest and easiest way to reduce your waste management costs. Sending waste for recycling doesn’t incur landfill tax whereas sending waste to landfill incurs a specific tax that currently stands at £72 per tonne and is rising annually.
Can you start recycling? Can your staff recycle more of the same? Can you introduce recycling of different materials? Have you considered a zero waste to landfill solution?
2. Carry out a waste audit
When was the last time you looked at your waste management system? Organisations often overlook the process of waste management, seeing it as a non-critical activity.
Are you handling your waste efficiently? Are you using your waste containers to their maximum capacity? Are they always full when your supplier comes to empty them? Have the wastes you generate or where you generate them changed? A waste audit might not only identify waste handling efficiencies but help you ensure you are complying with complex waste management legislation.
3. Ask for a rebate
The increasing scarcity of raw materials has created a significant worldwide market for recyclables. If you generate large quantities of high value materials and separate these for recycling, they can be traded as a commodity. If you are not making money from your high quality recyclables, somebody else is likely to be so ask for a rebate!
4. Use raw materials more effectively
The Department for the Environment, Food and Rural Affairs (DEFRA) estimates that UK organisations can save up to £23billion through improvements in the efficient use of resources. Using raw materials more effectively and generating less waste in the first place doesn’t necessarily require huge investment but can result in significant cost savings.
How can GreenBuying.co.uk help?
In two ways. First, we sell a broad range of recycling bins which can help your staff to separate out different waste streams.
Secondly, Buying Support Agency (BSA), parent company of GreenBuying.co.uk and a procurement consultancy, can offer your organisation a more cost effective waste management solution. BSA has handpicked a highly respected and capable recycling and waste management broker with national coverage to help find the right solution for you.
For more details visit BSA website or email firstname.lastname@example.org with your contact details and mention that you seek further information about waste recycling and we will arrange for someone from BSA to call you to discuss how we can deliver better value for money.
by M Roper | 11 November 2013
Posted 2 October 2013 | | 0 Comments
It was great seeing so many childcare professionals last week at Childcare Expo 2013. It was great fun and allowed us to showcase the best of British manufacturers of eco friendly school and business supplies. We've had a lot of demand for our green products from nurseries, pre-schools, childminders and primary schools, and sourcing supplies from our website can help you to acquire and maintain Green Flag status.
Remember that all schools and nurseries in both state and independent sectors can enjoy a 5% discount off all items for sale on our site. And for the month of October only, we offer free logo engraving on our award-winning Broadleaf One eco computer.
by M Roper | 2 October 2013
Posted 23 August 2013 | | 0 Comments
If you're a nursery or primary school manager and you're attending this year's Childcare Expo at the Ricoh Arena in Coventry on September 27th & 28th, please come and see us at stand A12. We'll be showcasing some of the Eco supplies, plus we'll give you the special 5% discount code to use whenever you buy products from GreenBuying.co.uk! And take part in our prize draw to win a box of Delphis Eco cleaning products. We look forward to seeing you there!
by M Roper | 23 August 2013