Further Information

Rather than simply managing your waste, preventing the waste from occurring in the first place can result in real savings.

The 'Waste Hierarchy' is so called because the higher up the action is taken, the greater the cost savings.

A successful waste minimisation programme starts with measurement. By measuring use of resources you will be able to more effectively carry out a waste minimisation programme. This will involve:

measurement of material use/utility consumption/waste generation;
planning;
prioritising action;
target setting;
implementing waste minimisation measures;
monitoring;
and communicating results.

Do not attempt to address all problem areas at once but set priorities and target areas with greatest potential savings, start simply and build up.

Six steps to start minimising waste today:

Step 1. Identify main waste streams

Use the waste opportunity checklist found here (.pdf) to identify the main sources of waste in the shopping centre. Look to see if any retail units generate significantly more waste than others — this may merit priority attention.

Key areas to target to reduce waste and costs are packaging and solids, water, and energy.

Step 2. Establish waste costs

Now you understand how much waste is costing your centre, print out and complete the waste account form here (.pdf) to record the amount and cost of wastes produced at the shopping centre.

Concentrate on the main waste streams and estimate amounts/costs where necessary. This will indicate the extent of your waste problem; highlight priority areas and demonstrate the scope for your potential savings to senior management.

Step 3. Obtain management commitment

Successful waste minimisation requires support and commitment from senior management, within both the facilities management and tenants. This will make it easier to spend time implementing your waste minimisation programme.

To gain commitment for a waste minimisation programme, prepare a short presentation including information on the benefits of a programme; facts and figures acquired from the waste account; indication of potential cost savings; and suggestions for no-cost and low-cost measures.

For help with this click here to order Waste minimisation pays: five business reasons for reducing waste GG125. This includes a template PowerPoint presentation.

Step 4. Appoint a waste champion

Someone with authority needs to be given responsibility for co-ordinating and managing the waste minimisation programme. The operations manager or facilities manager is an ideal choice.

The champion will gain commitment from senior management; get all staff involved; set up a communications network with tenants; arrange any training required; and develop an action plan.

Step 5. Plan your waste minimisation programme

Once you have identified and prioritised waste streams …

Set realistic and time-bound targets, eg reduce packaging use by 10% in one calendar year.
Then identify and evaluate possible options for reducing these waste streams.
Begin by implementing no-cost and low-cost measures, eg good housekeeping and staff training.
Devise a monitoring programme to collect data, eg meter readings.

Click here for further literature on how to minimise waste in your centre.

Remember: if you don’t measure it, you can’t manage it.

Step 6. Review progress

Review progress after six months. Fill in columns C and D in the waste account form here (.pdf). Then work out the reduction in waste amounts and cost savings achieved.

Compare reductions and savings with the targets set at the beginning of the waste minimisation programme.

Assess progress against these targets and decide on actions needed to maintain progress, and make further improvements.

Report results and provide feedback on progress to all stakeholders.

Establish new priorities for action.

Continue to monitor and review progress.

Savings in action: department store builds on good practice — a case study

A waste review carried out at a department store employing 36 full-time and 24 part-time staff highlighted existing good practice and identified further opportunities for improvement. The store sells a variety of products including travel services, white goods, consumer electronics, fashion goods, houseware, furniture, soft furnishings, carpets and shoes. There is also a food hall, two restaurants and a post office.

Good practice already in place included:

returns forwarded to suppliers or, for houseware and clothing, sometimes sold at a discount;
segregation of food waste (red bags) and general waste (black bags);
minimisation of food waste from restaurants by adopting a sale or return policy for cakes, sandwiches, milk, etc;
separation of cardboard for recycling;
re-use of plastic wrappings from clothes and soft furnishings for packing holdalls;
re-use of spare shoe boxes by local playgroups;
replacement of used strip lighting with energy-efficient lighting;
air conditioning maintained every three months;
lifts/escalators maintained every three months;
lifts/escalators operated only during opening hours.

Opportunities for further improvements included:

recycling travel brochures (currently a general waste because too slippery for a cardboard baler and too glossy for paper recycling);
segregating plastic waste;
re-using waste carpet samples, shopfittings, etc;
checking waste disposal/recycling route for waste fats;
keeping windows closed while air conditioning system is operating;
making information about energy costs available at branch level to raise awareness.