The output of the chartering step performed at the executive level can be viewed as a set of enablers designed to assist waste reduction at the process level. Enablers consist of both positive and negative inducements to reduce waste. They take a variety of forms, including the following:
• Policy statements and goals
• Capital for waste reduction projects
• People resources
A clear commitment by senior management through policy, communications, and resources to ongoing reductions at each of the company's facilities in releases to air, water, and land.
A quantitative inventory at each facility of wastes generated and released to the air, water, and land measured or estimated at the point of generation or release.
Evaluation, sufficient to assist in establishing reduction priorities, of the potential impact of releases on the environment and the health and safety of employees and the public.
Education of and dialog with employees and members of the public about the inventory, impact evaluation, and risks to the community.
Establishment of priorities, goals, and plans for waste and release reduction, taking into account both community concerns and the potential safety, health, and environmental impacts as determined under Codes 3 and 4.
Ongoing reduction of wastes and releases, giving preference first to source reduction, second to recycling and reuse, and third to treatment.
Measure progress at each facility in reducing the generation of wastes and in reducing releases to the air, water, and land by updating the quantitative inventory at least annually.
Ongoing dialog with employees and members of the public regarding waste and release information, progress in achieving reductions, and future plans. This dialog should be at a personal, face-to-face level, where possible, and should emphasize listening to others and discussing their concerns and ideas.
Inclusion of waste and release prevention objectives in research and in the design of new or modified facilities, processes, or products.
An ongoing program for promotion and support of waste and release reduction by others.
Periodic evaluation of waste management practices associated with operations and equipment at each member company facility, taking into account community concerns and health, safety, and environmental impacts, and implement ongoing improvements.
Implementation of a process for selecting, retaining, and reviewing contractors and toll manufacturers, that takes into account sound waste management practices that protect the environment and the health and safety of employees and the public.
Implementation of engineering and operating controls at each member company facility to improve prevention of and early detection of releases that may contaminate groundwater.
Implementation of an ongoing program for addressing past operating and waste management practices and for working with others to resolve identified problems at each active or inactive facility owned by a member company taking into account community concerns and health, safety, and environmental impacts.
FIG. 3.2.2 Responsible care codes for pollution prevention.
• Project accounting methods that favor waste reduction
• Awards and other forms of recognition
• Newsletters and other forms of communication
• Personnel evaluations based in part on progress in meeting waste reduction goals
• Requirements for incorporating waste reduction goals into business plans
Corporate managers can choose enablers to overcome barriers at the plant level.
Was this article helpful?