MAKING BUSINESS SENSE OF THE MAYOR’S BUSINESS WASTE STRATEGY FOR LONDON NOVEMBER 2011 The Mayor’s Business Waste Strategy for London

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Greater London Authority GLA Group: November 2011 Andrew Richmond, Bert Glover, Doug Simpson, Emma Burton, Emma Lewis, Gill Lawton, Helen Published by Woolston, Isabel Dedring, Jonathan Pauling, Greater London Authority Kulveer Ranger, Larissa Bulla, Marian Kelly, City Hall, The Queen’s Walk Martin Powell, Matt Boyayanlar, Nicole Fletcher, London SE1 2AA Peter Heath, Sarah Foster, Stephen Tate, Saritha Visvalingam, Sumeet Manchanda. www.london.gov.uk enquiries 020 7983 4100 Other contributing organisations: minicom 020 7983 4458 Better Buildings Partnership, Biossence, British Land, Closed Loop , Coca Cola ISBN 978-1-84781-461-6 Great Britain & Coca Cola Enterprises Ltd., Confederation of British Industry, Department Cover image © 2011 BURNS & NICE Ltd, London for the Environment, Food and Rural Affairs, Environment Agency, Environmental Services Association, Fareshare, Federation of Small Businesses, First Mile, Food and Drink Federation, London Assembly, London Boroughs, London Business Improvement Districts Network, London Community Resource Network, London Councils, London Waste, London’s Waste Authorities, London First, London Remade, London Reuse Limited, London Waste and Recycling Board, Olympic Delivery Authority, Smart Green Business, Sterecycle, Team London Bridge, Viridor, WRAP.

Copy-editing and design: Helen Johnstone, John Wilson, Liana Bakar, Tom Lancaster. 3 Making Business Sense of Waste The Mayor’s Business Waste Strategy for London NOVEMber 2011 The Mayor’s Business Waste Strategy for London

Contents

Foreword 5

PREFACE 6

Executive summary 11

Introduction 15

Chapter ONE – London’s waste picture and legislative context 23

Chapter TWO – Business waste policies and proposals for London 33 Policy 1: Promoting the commercial value of a resource-efficient business 34 Policy 2: Boosting reuse, recycling and composting participation 46 in the commercial and industrial sector Policy 3: Supporting the waste infrastructure market in London 65 to grow and to deliver for business waste producers Policy 4: Driving improvements in resource efficiency in the construction 86 and demolition sector while continuing to maintain the good levels of reuse and recycling performance already being achieved

Chapter THREE – Leading by example: The GLA Group 97

Glossary of terms and abbreviations 105

Appendices 117 Appendix One: Legislative framework for managing London’s business waste 117 Appendix Two: Implementation plan 121 5

Foreword

As the old saying goes, where there is muck there It is the Mayor’s role to outline, facilitate and is brass and there is indeed a massive economic accelerate these opportunities. opportunity inherent in London’s waste which we There remains much more that can be achieved, must realise to its full potential. particularly with regard to the prevention of There is also of course a real environmental rubbish in the first place and making sure we imperative to stop sending rubbish to or reuse items that are still in working order. There discarding items that can be used again or recycled, is money to be made by recycling and processing but we can also reap huge monetary benefits and more of London’s waste in London itself, and I create jobs if we make better use of our waste am taking steps to see that the facilities we need material. get built. I also want to see ordinary businesses benefit from new ways of dealing with waste, and My ambition is to put ‘the village’ back into the I will make sure they have the information they city. What I mean by this is that we can improve the need to take advantage of reuse and recycling quality of life for Londoners by ensuring that we services in a way that saves them money in the focus our efforts on delivering a cleaner and greener long run. city, with stronger and safer communities through our work to make London more sustainable and In this strategy, we have outlined how businesses prosperous for decades more to come. can support my plans for making London a city. It complements work, detailed in a An exciting new generation of innovative separate document, to tackle household waste. techniques and technologies is now available Together, these two strategies offer a detailed making it possible to fuel homes, businesses and view of all waste produced in the city – the first vehicles from that in the past, we have just chucked time this has ever been done for a city in the UK. away. My vision is for London to lead on developing this greener infrastructure and implementing I look forward to working with all organisations in innovative approaches that generate a raft of new London to make sure we produce less waste, and job opportunities and enterprises and serve our that what waste there is, finds new life through changing needs in . reuse, recycling, or composting, or is converted into energy generation to power our dynamic city. Business organisations have a large part to play in making this vision a reality, not least by dealing with their waste in an efficient and responsible way. Many organisations have taken impressive strides forward in dealing with waste in recent years. Recycling facilities are now commonplace in offices and companies have seen that there are real cash savings to be made by doing so, as well as knowing they are Boris Johnson contributing to a cleaner, more pleasant city. Mayor of London THE MAYOR’S BUSINESS WASTE STRATEGY FOR LONDON

© 2011 BURNS & NICE Ltd, London PREFACE

A strategic framework for enhancing The Mayor’s environment strategies and quality of life in London and protecting programmes are built on three policy pillars. the environment These are retrofitting London, greening London, and cleaner air for London. These The Climate Change Adaptation Strategy is part pillars aim to improve the quality of life of a series of strategies that together set out for Londoners and visitors, and to make actions and policies to make London the best the capital more attractive. The Mayor’s big city in the world. How? By improving the programmes that underpin these pillars are quality of life of Londoners and making the city delivering targeted improvements and benefits more sustainable. that Londoners can see and experience around them. They also aim to make public services The future of the planet lies in cities. In the more efficient and less of a burden on tax 1950s just 29 per cent of people lived in towns payers, whilst delivering wider environmental and cities. By the close of the 20th century benefits such as conserving water, saving that figure had increased to 47 per cent, and energy or reducing waste. by 2050 it will hit 70 per cent. There are clearly benefits to city living. People live longer, have The three ‘pillars’ and example access to better education, extensive public programmes: transport, greater healthcare provision, more social, cultural and economic opportunities Retrofitting London and a lower carbon footprint. The Mayor is Retrofitting London’s existing buildings is working to ensure that London not only retains not only crucial to tackling London’s CO2 its world city status but remains among the emissions, it also reduces energy and water best places on the planet to live, whatever your use, delivers new jobs and skills, as well as age or background. He also wants to ensure saving London businesses and homes money that the city is liveable and its development is on energy bills. Almost 80 per cent of the sustainable for future generations. 14,000 low carbon jobs that could be created

per year from delivering the Mayor’s CO2 The Mayor’s ambition is to put ‘the village’ target and two thirds of the £721 million of back into the city. What this means is annual low carbon economic activity would improving the quality of life for Londoners by come from retrofitting. ensuring that we focus our efforts on delivering a cleaner and greener city with stronger and Our homes and workplaces are responsible safer communities through our work to make for nearly 80 per cent of the city’s emissions. London more sustainable. Fundamentally 80 per cent of these buildings will still be in use by 2050. The RE:NEW programme which installs a range of energy The Mayor’s Business Waste Strategy for London

and water efficiency measures in homes, cycling revolution in London. Additional steps enables Londoners to save money on their are being taken to tackle levels at energy bills while making their homes more some of the busiest roads in central London. energy efficient. The RE:NEW demonstrations This includes utilising dust suppressant in 2010, have shown that households could technology that prevents PM10 from re- save over £150 annually through retrofitting circulating, installing green infrastructure actions. to trap pollutants and a no engine idling campaign to reduce engines running Greening London unnecessarily when stationary. Eco-marshalls The Victorians bestowed on us a city softened are also being deployed to help both monitor by trees and green spaces. Greening London and reduce the impact of taxis on air quality. builds on this legacy and aims to improve the look and feel of our city, making it more London continues to attract people and attractive whilst reducing the impact of noise businesses and therefore continues to and air pollution. Greening London also makes grow. The London Plan forecasts the city’s the city more resilient to flooding and extreme population could increase from 7.6 to 8.8 weather events, and can contribute to a million by 2031. These strategies show healthy mind and body. The Mayor through his that making London a sustainable city and RE:LEAF programme and the London Green protecting the environment does not mean we Grid has an ambition to increase tree cover by all have to be eco-warriors or make sacrifices five per cent by 2025, therefore achieving one to our standard of living. We can work to tree for every Londoner and creating a better lessen our impact on the city while at the network of interlinked, multi-functional and same time improving the environment and our high quality open and green spaces. quality of life.

Cleaner air for London In a post-Olympic London, we can also grasp Air pollution is a serious health issue and the the opportunity to make the capital a digital Mayor is determined to reduce its impact. leader, an intelligent city. By harnessing Actions being taken to improve air quality the power of data, we can run our city include introducing the first ever age limit more efficiently, understand environmental for black cabs, tougher standards for the trade-offs, and communicate better with Low Emission Zone, new cleaner hybrid Londoners, enabling them to make better and hydrogen buses and fitting older buses informed and sustainable choices in how with equipment including filters to curb they live and work. This is already happening pollution. The new bus for London, which through the explosion of social media and will be launched in 2012, will use the latest digital applications that encourage behaviour green technology making it 40 per cent more change based on the choices an individual efficient than a conventional double decker. makes. Data visualisation is also allowing us to The Mayor is working to introduce more understand complex data sets, telling us the electric vehicles onto London’s streets. In May results of the millions of decisions we make, this year, he launched Source London, the on us, on our neighbourhoods, on our city and UK’s first citywide electric vehicle charging beyond. network and membership scheme and we are also now investing record amounts to deliver a 9

Transitioning our city to a sustainable low carbon economy will also bring economic opportunities for London in terms of jobs and investment. Despite the economic downturn, the value of London’s low carbon and environment sector is now worth over £23 billion, growing by over four per cent a year. As London and the rest of the world continue to reduce their greenhouse gas emissions over the coming decades, the economic opportunities from that activity will be huge. London must make sure it grabs this opportunity and continues to be a world leader.

Kulveer S Ranger Mayor’s Director of Environment The Mayor’s Business Waste Strategy for London

Endnotes 1 Boris Johnson, Speech at Base London Conference, June 2011 2 Blueprint for a Green Economy, Quality of Life Policy Group, 2007 3 Blueprint for a Green Economy, Quality of Life Policy Group, 2007 4 ‘Mapping an urban ecosystem service: quantifying above-ground carbon storage at a city-wide scale’, Zoe G. Davies, Jill L. Edmondson, Andreas Heinemeyer, Jonathan R. Leake and Kevin J. Gaston, Journal of Applied Ecology, 2011, 5 INNOVAS, A Market Assessment of London’s Low Carbon and Environmental Goods and Services Sector (2011) 11 Executive summary The Mayor’s Business Waste Strategy for London

In the last few years, the way businesses deal waste) to provide a complete view of the waste with their waste has moved up the agenda. sector in London. There has been a growing recognition that businesses, in both the commercial The Mayor’s vision, objectives and and industrial sector and the construction, targets for business waste in London demolition and excavation industries, need to The Mayor’s vision for the management of be more aware of the resources they use and London’s business waste is set out in the the waste their processes leave behind. As well introductory text to this strategy, along with the as changes to government policy, that have put two key targets for business waste as outlined more emphasis on climate change impacts and in the London Plan. Ultimately, the Mayor focused in on capturing the economic benefits wants London to become a world leader in of waste, businesses themselves are paying waste management, making use of innovative more attention to the resources they use and techniques and technologies to minimise their carbon footprint. With such changes taking the impact of waste on our environment and place, there is a growing need for a revised to exploit its massive economic value. The strategy to tackle our business waste. overriding aims are to: • focus on waste reduction and the more The Mayor’s policy proposals, as detailed in this efficient management of resources to reduce strategy, aim to set the overall direction for the the financial and environmental impact of management of business waste in London for waste the period 2010 to 2031, with specific actions • manage as much of London’s waste within its to enable the move to sustainable resource and boundaries as practicable, by taking a strategic waste management within the next two to three approach to developing new capacity years. These policies are designed to address • boost recycling performance and energy the need for greater business resource efficiency generation to deliver environmental and and an improved waste infrastructure, which will economic benefits to London. be required to meet the objectives and targets of the Mayor’s spatial development strategy, the The Mayor’s key targets for the management of London Plan, in relation to business waste. business waste are as follows: • achieve 70 per cent reuse, recycling and The term ‘business waste’ in this strategy refers composting of C&I waste by 2020, maintaining primarily to two distinct waste streams – that these levels to 2031 from the commercial and industrial (C&I) • achieve 95 per cent reuse, recycling and sector and that from construction, demolition composting of CDE waste by 2020, maintaining and excavation (CDE) – that are collected and these levels to 2031. managed by the private sector. Opportunities for improving business Business waste accounts for 16 million tonnes, waste performance or around 80 per cent of solid waste generated Detailed information about the waste London in London. The Mayor’s Business Waste Strategy produces and how it is currently managed is is non-statutory but is designed to sit alongside set out in Chapter 1. Broadly half (48 per cent) the statutory Mayor’s Municipal Waste Strategy of the waste generated in London comes from (which relates to the remaining 20 per cent of CDE, the largest source of waste arisings in London, but 82 per cent of it is reused, recycled 13

or composted. C&I waste accounts for a further waste for reuse, recycling and composting, and 32 per cent of London’s waste but only 52 per so encourage greater participation by businesses cent is reused, recycled or composted. in achieving 70 per cent reuse, recycling and composting of C&I waste by 2020 and beyond. The Mayor’s approach to business waste is to The Mayor’s actions are, therefore, focused help provide the resources necessary to help around helping businesses, especially small and drive resource efficiency in businesses, boost medium-sized enterprises (SMEs), to access reuse, recycling and composting performance for reuse, recycling and composting collections, or both C&I and CDE waste and improve London’s entering into collective contracting for these waste infrastructure provision for these two services. waste streams. The four key policy areas that will help deliver these objectives, summarised The Mayor also proposes to use the planning below, are set out in detail in Chapter 2. system to ensure that the design of new and refurbished buildings provides suitable waste The Mayor’s policies for business storage and access for collections. Other waste in London proposals will target London’s food waste producers and those occupying multi-tenanted Policy 1 buildings or large business estates. The Mayor wishes to change the way businesses and their employees feel about the resources Policy 3 they use and the waste they create, by The development of new waste infrastructure promoting the commercial value of being in London is not coming forward at the rate resource-efficient. Greater resource-efficiency required to reduce London’s reliance on in business would help shift London towards landfill or to capitalise fully on the income a low-carbon society, with benefits for the and employment opportunities from the wider economy, for the environment and for reuse, recycling and reprocessing of the city’s Londoners. Such an economy would use fewer waste. This development is being hampered resources more efficiently, produce less waste by finance and planning issues and a need for and use recovered resources in the form of both greater collaboration between different players materials and energy. in the waste management business, including feedstock providers, technology suppliers, off- Policy 1, therefore, sets out the actions that the take users (for heat, power, recyclate or fuel) Mayor will take to help businesses to identify and potential investors. and implement waste prevention measures within their organisation; minimise resource use The Mayor plans to address the development and increase the uptake of reused, recycled and of new waste infrastructure which will help to reclaimed products and materials; and realise manage London’s business waste within the the financial and wider commercial benefits of capital, so that there is less reliance on landfill engaging in these activities. and the financial, economic and environmental benefits are felt within London. The aim is to Policy 2 stimulate growth in the market by sharing the Policy 2 sets out the actions that the Mayor will risk associated with these new projects, illustrate take to help businesses overcome the practical their commercial viability and then attract issues that make it difficult for them to separate The Mayor’s Business Waste Strategy for London

greater levels of private sector investment to Leading by example fund the large-scale roll-out. Finally, the Mayor is keen to show leadership on this issue and Chapter 3 illustrates how members Policy 4 of the Greater London Authority (GLA) Group, The CDE waste stream in London is already as business waste producers themselves, are achieving high levels of reuse and recycling. helping to take a lead on sustainable resource However some projects are beginning to show and waste management in the capital. This that these levels can be increased even further. includes Transport for London (TfL), the Greater emphasis is required in specific areas, Metropolitan Police Authority (MPA), the such as in reducing the overall quantity of London Fire and Emergency Planning Authority waste generated in the first place; reducing (LFEPA) and the Greater London Authority ‘’ of construction such (GLA). as converting unused bricks and blocks into aggregates; and increasing reuse within the Appendices industry. The Mayor’s policy proposals for the The following supplementary information is CDE waste stream aim to drive improvements provided within the appendices to this strategy: in resource efficiency by designing out waste at • Appendix 1: Legislative framework for source, and by promoting best practice in reuse managing London’s business waste and recycling of all materials. • Appendix 2: High-level implementation plan for the actions contained in this strategy. The Mayor will use the planning regime in London and supporting planning guidance to engage developers, architects and designers in looking for ways to design out waste at source and improve the overall resource efficiency of buildings and infrastructure projects. The planning regime will also be used to ensure that developers and their contractors make plans that maximise the opportunities for reuse and recycling of waste, such that London’s strong reuse and recycling performance of CDE waste can be maintained. To support this, the Mayor will work with private sector partners to help fund delivery of the necessary infrastructure for CDE waste reuse and recycling.

In addition, the Mayor will encourage more CDE waste producers to sign up to a ‘London 2012 standard’ where they attempt to match and exceed the high reuse and recycling performance of the construction and demolition projects London 2012. 15 Introduction The Mayor’s Business Waste Strategy for London

As the issue of business waste has moved up Landfill has traditionally been cheaper than the agenda in recent years, and government recycling (and energy generation) but the policy has changed to reflect the growing landfill tax, at £56 per tonne in 2011 and rising concern about the climate change impacts of (on top of the gate fees charged by sites for the way we deal with waste, the need for a new taking landfill waste), means that recycling is, strategy for waste management in London has on the whole, becoming cheaper than disposal grown. Many businesses in both the commercial and energy generation. The real savings however and industrial sector and the construction and are in waste reduction and reuse. For every 1 per demolition industry, have been putting a greater cent reduction in waste, approximately £20m focus on the way they manage their resources, is shaved off the bill. Similar savings can be and the way they deal with waste. A strategy achieved for waste that is reused. This strategy for business waste now needs to take these will focus heavily on what the Mayor and changing circumstances into account. businesses can do to move in this direction.

Managing waste in the current Considering the climate change economic climate impacts of waste Resource efficiency is an increasingly important Climate change is also a key consideration in business consideration in the current economic what we do and managing our waste differently, climate1. Traditionally, waste has always as close as possible to the point of production, been perceived as a burden to deal with – an can bring numerous environmental benefits, unnecessary cost that negatively impacts on the particularly in terms of reduced greenhouse gas bottom line for businesses. The past 20 years, emissions. however, has seen a dramatic change in the way that we think about and manage our waste, Landfill sites contribute 40 per cent of the UK’s to a point where there is much to be gained, methane emissions, a powerful greenhouse financially, economically and socially, from gas, and overall, landfill accounts for 3 per cent realising the value contained within our waste. of the UK’s total greenhouse gas emissions. This provides an opportunity to: London has the opportunity not only to • improve business practices, profitability and reduce greenhouse gas emissions from waste competitiveness management by reducing landfill gas, but also • capitalise on new market opportunities to reduce the consumption of fossil fuels by • meet the legislative requirements in specific recycling (and offsetting the additional energy sectors with regard to waste management required to produce products from virgin • meet customer demands for more sustainable materials) or by directly offsetting fossil fuel use business practices through energy generation. • enhance environmental and corporate social responsibility profiles. A government Energy White Paper published in 2003 referred to energy and waste as the It is estimated that London’s total waste two key policy elements required as part of management bill is in the region of £2 billion the sustainable consumption and production per year and if we don’t change the way we deal agenda and many cities around the world with London’s waste, this will increase year on are now beginning to interlink policies on year as the landfill tax increases. waste, energy and climate change mitigation. The City of Copenhagen, for example, has a 17

strategic waste management plan that focuses, – has not been in a position to realise the full for the first time, on climate as a key area in economic value that can come from waste. waste management2. Similarly, the City of San As the market for recycled goods develops, Francisco has linked its own strategic waste recyclable materials take on a value. The residual management decision-making to its Climate waste also has a value when used to generate Action Plan3. energy. This potential value should be at the forefront of all decisions made around managing London is seeking to stay at the cutting edge waste. of waste and climate policy and practice, with the Mayor’s Municipal Waste Strategy, which Underlying all that the Mayor is aiming to focuses on carbon dioxide-equivalent (CO2eq) do on waste is the principle that the greatest outcomes through the world-first Emissions environmental benefits should be sought at all Performance Standard for municipal waste times, with particular emphasis on reducing the management at city level. These priorities are climate change impact of waste. also reflected in the business environment, with climate change and resource use being The Mayor’s objectives for waste identified as the two of the key issues for most Planning policies, objectives and targets for businesses4. management of London’s waste are set out in the Mayor’s spatial development plan for The Mayor’s vision for waste as a London, the London Plan. Key policies and resource in London proposals for waste management outlined in the The Mayor’s vision is that London becomes London Plan are as follows: a global leader in and • work towards zero waste to landfill by 2031 management, as part of achieving the highest • manage as much of London’s waste within its environmental standards and quality of life boundaries as practicable by taking a strategic for its people. The Mayor wants London’s approach to developing new capacity waste and recycling industries to be central • focus on waste reduction and the more to the city’s transition to a low-carbon efficient management of resources to reduce economy, using innovative techniques and the financial and environmental impact of technologies to minimise the impact of waste waste on our environment and to exploit its massive • boost recycling performance and energy economic value. The overriding aim is to reduce generation to deliver environmental and the amount of waste generated by the capital, economic benefits to London significantly increase recycling and composting • promote waste management methods that performance, and to generate energy in the achieve the greatest possible environmental most environmentally friendly way possible benefits in terms of climate change, converting from rubbish that cannot be reused, recycled or London’s waste management from a carbon- composted. emitting to a carbon-saving activity.

A fresh approach to waste is needed to take The Mayor’s targets for business waste London into a new era in waste management. The London Plan contains two key targets For too long, waste has been seen as a burden – with respect to the management of London’s a cost to be minimised. But that has meant that business waste: London – its businesses and its waste authorities The Mayor’s Business Waste Strategy for London

• achieve 70 per cent reuse, recycling and origins other than households where the composting of commercial and industrial (C&I) waste streams are similar to the composition waste by 2020, maintaining these levels to of household waste 2031 • 70 per cent reuse, recycling and other • achieve 95 per cent reuse, recycling and material recovery of construction and composting of construction, demolition, and (excluding naturally excavation (CDE) waste by 2020, maintaining occurring material)5. these levels to 2031. They also compare favourably to targets set Based on current estimates and future for the devolved regions of the UK. Wales has projections of business waste in London, Table set reuse and recycling targets for C&I waste 1 illustrates the quantities of business waste of 67 per cent by 2019/20 and 70 per cent by that would need to be recycled in order to 2024/25, plus a reuse, recycling and recovery achieve these targets in 2020 and 2031. These target of 90 per cent for construction and figures take into account the projected growth demolition waste by 2019/206. Scotland aims in business waste and are discussed in further to achieve a minimum level of 70 per cent detail in Chapter 1 on London’s Waste Picture reuse and recycling for C&I waste by 2025 and and Legislative Context. Estimated recycling 70 per cent reuse, recycling and recovery of performance for 2010 is based on a current, construction and demolition waste by 20207. estimated recycling performance of 52 per cent for C&I waste and 82 per cent for CDE waste. The Mayor’s policies and proposals for business waste The Mayor’s targets, while ultimately voluntary The Mayor has a statutory duty to provide for individual businesses, are set for London as a strategic direction for the management of whole and therefore, the business sector needs London’s Local Authority Collected Waste to play its part in contributing to improving the (LACW). However, this accounts for just one capital’s reuse and recycling performance. These fifth of London’s waste and the Mayor realises targets exceed those set out by the European that, in order to fully realise the economic and Waste Framework Directive, which requires environmental value of waste as a resource, Member States to achieve: London requires a truly holistic approach to • 50 per cent reuse and recycling of materials managing all of the waste that it generates - including paper, metal, plastic and glass from not just that from LACW sources.

Table 1 Quantities of business waste projected, and the quantities that would need to be recycled to meet the Mayor’s targets in 2020 and 2031 (tonnes) 2010 2020 2031

Estimated Existing Projected Target Projected Target Arisings Recycling Arisings Recycling Arisings Recycling Performance Performance Performance

C&I Waste 6,496,000 3,377,920 6,450,000 4,515,000 6,596,000 4,617,200

CDE Waste 9,753,000 7,997,460 10,512,000 9,986,400 11,093,000 10,538,350

TOTAL 16,249,000 10,725,780 16,962,000 14,501,400 17,689,000 15,155,550 19

The policies and proposals in this strategy access new sources of business waste, aim to set the high-level direction for the develop new waste infrastructure, find management of business waste in London for suitable sites for development, overcome the period 2010 to 2031, with specific actions planning and investment issues, and to enable the move to sustainable resource maximise opportunities for carbon reduction and waste management within the next two and energy generation. to three years. These policies are designed • Policy 4: Driving improvements in resource to address the need for greater business efficiency in the construction and demolition resource efficiency and an improved waste sector while continuing to maintain the good infrastructure, which will be required to meet levels of reuse and recycling performance the objectives and targets of the London Plan already being achieved – focusing on driving in relation to business waste. environmental performance for the largest source of waste arisings in London. In this strategy, the term ‘business waste’ refers to commercial and industrial (C&I) waste While privately-collected business waste and construction, demolition and excavation accounts for 80 per cent of the waste (CDE) waste that is collected and managed by generated in London, some policy proposals the private sector. Together, these two waste (such as those addressing design processes streams account for 16 million tonnes, or or resource-efficiency measures), will be around 80 per cent of solid waste generated in applicable to all businesses regardless of London8. whether the waste is presented for collection by a local authority or by a private contractor. The Mayor has set out his direction on business waste within four broad policy areas. There are no specific policy proposals in These are: this document aimed at the management of • Policy 1: Promoting the commercial value of , since both C&I and CDE a resource-efficient business – supporting waste streams will consist of waste that may businesses to realise the hidden savings and be classified as hazardous, non-hazardous revenue opportunities from waste prevention or inert. The classification of the waste, in and more effective management of the waste this instance, is considered to be of less they generate. relevance than the overarching principles that • Policy 2: Boosting reuse, recycling and support the Mayor’s vision for sustainable composting participation in the commercial resource and waste management in London. and industrial sector – dealing with the For example, waste reduction principles practical issues that require intervention to would be just as applicable to hazardous CDE help businesses prevent waste at source, waste management as to non-hazardous access cost-effective recycling services, CDE waste management. However, as set and to separate and store their waste in out in Policy 5.19 of the London Plan, the a way that does not cause harm to the Mayor will work in partnership with London environment, health or local area. boroughs, the Environment Agency, industry • Policy 3: Supporting the waste infrastructure and neighbouring authorities to identify the market in London to grow and to deliver capacity gap for dealing with hazardous waste for businesses – providing assistance to the and to provide and maintain direction on the waste sector to broker new partnerships, need to increase capacity. The Mayor’s Business Waste Strategy for London

Delivering the strategy The specific actions in this strategy will be delivered by: • working in partnership with all of the GLA Group – the GLA, TfL, the MPA and the LFEPA – and the London Waste and Recycling Board (LWARB). These regional public sector organisations are putting significant efforts and funding towards business waste and resource- efficiency programmes • working in partnership with local authorities, business groups and sector bodies, third sector organisations, the waste industry and business organisations in London. These groups are familiar with the issues affecting local businesses and the potential solutions for overcoming the barriers to better waste management and resource efficiency • engaging, enabling and empowering individual employees and businesses to realise the value of, and thus make more sustainable choices with respect to green procurement, resource efficiency and waste management. The strategy is intended to be applicable to all types and sizes of business in London but the Mayor will seek to deliver a sector-focused approach to target areas where action and assistance are most needed. The strategy assumes business compliance with legislative requirements and will complement the Mayor’s policies and proposals being developed and implemented in other areas, such as for local authority collected waste9, climate change mitigation10, transport11, air quality12, economic development13 and employment and skills14. Complementary links between the Mayor’s strategies are highlighted in this document. A summary of legislative requirements considered in developing this strategy can be found in Appendix 1.

An implementation plan for delivering the Mayor’s actions on business waste is set out in Appendix 2. 21

Endnotes www.london.gov.uk/sites/default/files/Air%20 1. Putting the Economy Back on Track: Transport, Quality%20Strategy%20v3.pdf. Environment and ICT, Federation of Small Businesses 13. The Mayor’s Economic Development Strategy (2008), available at www.fsb.org.uk/policy/ for London, Greater London Authority (2010), Publications (accessed 07 June 2010). available at www.lda.gov.uk/Documents/Economic_ 2. Waste Management Plan 2012: The Short Version, Development_Strategy_(2010)_6543.pdf (accessed City of Copenhagen (Undated), available at www. 30 September 2010). kk.dk/~/media/30EC1D727EBE4A909908CCA9EBBF 14. From Recession to Recovery: The Skills and 3D97.ashx (accessed 30 September 2010). Employment Strategy for London (2009 to 2014), 3. Climate Action Plan for San Francisco: Local Actions Greater London Authority (2009), available at to reduce Greenhouse Gas Emissions, San Francisco www.london.gov.uk/lseb/docs/strategy-2009.pdf Department of the Environment (2004), available (accessed 30 September 2010). at www.sfenvironment.org/downloads/library/ climateactionplan.pdf (accessed 30 September 2010). 4. Environment Index 2006 Report, Business in the Community (2006),[Online], available at www.iema.net/readingroom/articles?filter=171 (accessed 07 June 2010). The Business in the Community Environment Index 2006 surveyed 154 companies (134 reported publicly and 20 confidentially). Fifty-one of these companies were in the FTSE100, 39 in the FTSE250 and 5 were Dow Jones Sustainability Index Sector Leaders. Of these, most companies identified climate change and resource use as key issues for their business. 5. Directive 2008/98/EC of the European Parliament and of the Council of 19 November 2008 on Waste and Repealing Certain Directives, Official Journal of the European Union (2008). 6. Towards Zero Waste: One World, One Planet – The Overarching Waste Strategy Document for Wales, Welsh Assembly Government (2010), available at http://wales.gov.uk/docs/desh/publications/10062 1wastetowardszeroen.pdf (accessed 22 July 2010). 7. Scotland’s Zero Waste Plan, The Scottish Government (2010), available at www.scotland.gov.uk/Resource/ Doc/314168/0099749.pdf (accessed 22 July 2010). 8. Future Waste Arisings in London 2010-2031: Summary Note, Greater London Authority (2010), available at http://legacy.london.gov.uk/shaping- london/london-plan/docs/waste-arisings-note.pdf (accessed 15 July 2010). 9. The Mayor’s Municipal Waste Management Strategy: London’s Wasted Resource, Greater London Authority (2011), available at www.london.gov.uk. 10. Delivering London’s Energy Future: The Mayor’s Climate Change Mitigation and Energy Strategy,, Greater London Authority (2011), available at www.london.gov.uk. 11. The Mayor’s Transport Strategy, Greater London Authority (2010), available at www.london.gov.uk/ publication/mayors-transport-strategy (accessed 30 September 2010). 12. Clearing the Air: The Mayor’s Air Quality Strategy, Greater London Authority (2010), available at The Mayor’s Business Waste Strategy for London 23

Chapter One

London’s waste picture and legislative context The Mayor’s Business Waste Strategy for London

This chapter provides the context and of C&I waste2 and 9.5 million tonnes of CDE evidence base for this strategy, setting out waste3. Figure 1 shows the proportion of each a picture of London’s waste arisings and of these three waste streams in London. projections. It also seeks to highlight where the opportunities lie in relation to the Mayor’s LACW waste, which accounts for around priorities and targets on: 20 per cent of London’s waste, is collected • reducing London’s waste going to landfill by local authorities (or • improving London’s self-sufficiency in Authorities) from homes, some small managing its own waste businesses and from municipal premises, parks • boosting reuse, recycling and composting and gardens. The remaining 80 per cent of targets. London’s waste comes from businesses and is collected and managed privately by waste London’s waste arisings contractors. Almost half (48 per cent) of the For the purposes of this strategy, waste arisings waste generated in London is CDE waste, are categorised into one of three streams while C&I waste accounts for just over a third dependent on the nature of the waste and how (32 per cent). it is collected. These three streams are: • Local Authority Collected Waste (LACW) London’s waste management methods (previously known as municipal waste). • Commercial and industrial (C&I) waste. Reuse, recycling and composting • Construction, demolition and excavation performance (CDE) waste. Figure 2 shows the waste management methods used in London for each of the All three waste streams may consist of waste LACW, C&I and CDE waste streams4. Overall, that is classified as hazardous, non-hazardous 61 per cent of London’s waste is reused, or inert and so no reference is made to recycled or composted but this figure is hazardous waste as a distinct waste stream in skewed by the very large proportion of the proposals of this strategy. CDE waste (82 per cent) that is managed in this way. Reuse, recycling and composting The quantities and management methods accounts for 52 per cent of C&I waste in of LACW, C&I and CDE waste outlined in London, and only 27 per cent of LACW, this chapter are based on data for 2008, although this waste makes up the lowest which is used as the baseline year by a waste proportion of waste arisings overall. arisings study undertaken for the GLA by SLR Consulting Ltd1. This forms part of the updated ‘Other’ refers to material that is sent for evidence base for London’s future waste mechanical biological treatment, is disposed of arisings for the three primary waste streams for using other treatment processes or is delivered the period 2010-2031. The methodology for to an unknown destination. It should be calculating CDE and C&I waste arisings can be noted that the 24 per cent of C&I waste sent viewed in the SLR Consulting study. to ‘other’ destinations shown above includes 17 per cent of all C&I waste sent to unknown In 2008, London generated a total of 20 million destinations. tonnes of waste, comprising approximately 4 million tonnes of LACW, 6.5 million tonnes 25

Figure 1 Proportion of waste streams Figure 2 Breakdown of London’s waste by origin in London, 2008 management methods 3% Municipal (MSW) 100 20% 8% 18% 24% 80 24% 49% 17% 6% 60 6%

Construction, 40 Commercial and Demolition and 21% Industrial (C&I) Excavation (CDE) 32% 48% 20 82% 52% 27% 61%

0 CDE C&I LACW Total ■ Recycling ■ ■ Landfill ■ Other

Figure 3 London’s total waste to landfill by material, 2008 (‘000 tonnes) (indicative)

60% of all landfilled waste 1600

1400 ■ LACW ■ Commercial and Industrial 1200 ■ Construction, Demolition and Excavation 1000

800

600

400

200

0 e d al es Soil ast Glass gani c Other od Wo Boar W Mixed Plastic egat Metals xtiles Te Miner Or aper and Chemicals P Aggr London’s reliance on landfill amount of London’s waste sent to landfill, The Environment Agency estimates that, of the around 48 per cent is unsegregated, mixed 6.6 million tonnes of London’s waste that went waste7. to landfill in 2008, approximately 85 per cent (5.6 million tonnes) was transported outside of According to Environment Agency data for the region5. Of this amount, 3.1 million tonnes London in 2008, only 25 per cent of C&I waste was landfilled in the South East and 2.2 million that went to landfill and 16 per cent of CDE tonnes in the East of England6. Of the total waste was sent within the Greater London The Mayor’s Business Waste Strategy for London

regional area8. The figure for CDE waste sent Resource Action Programme) study showed to landfill a year previously, in 2007, was 28 that nationally, the market for recycled per cent (no data available for C&I waste), aggregate is likely to be largely saturated by which indicates an increasing reliance upon 2016, so that increases in the recycling of CDE regions outside of London for dealing with this waste as aggregate are likely to be short-term business waste9. Most of the waste exported only13. for landfill outside of London in 2008 (75 per cent of C&I waste and 84 per cent of CDE Composition of London’s business waste) was managed mainly within the South waste and projected waste arisings East of England and East of England, with a The composition of LACW generated in London small percentage going to other parts of the is given in the Mayor’s Municipal Waste country10. Management Strategy for London, London’s Wasted Resource. The composition of C&I and In terms of the potential opportunities for CDE waste is discussed further below. diverting waste from landfill, Figure 3 illustrates the specific material streams going to landfill Commercial and from each of the three primary waste sources. C&I waste arisings data presented in this For C&I waste, Figure 3 shows that the top strategy is based upon a waste per employee categories of landfilled waste are paper and generation rate for different commercial board, plastic and glass, and therefore, the best and industrial sectors. Waste per employee opportunities for diverting waste from landfill generation rates are greater in the industrial are in these waste materials. sector than in the commercial sector but the dominance of the service sector in London For the CDE waste stream, the biggest means that this is likely to have a greater opportunities are in aggregates, wood and influence on the composition of C&I waste mixed waste. Looking at LACW and C&I generated overall in London, now and in the waste together, the top three opportunities future. for the development of a infrastructure that can benefit both sectors It is estimated that in 2010, London generated are in the management of paper and board, 6,496,000 tonnes of C&I waste. Figure 4 shows organic materials and plastics. an indicative breakdown of the origin of this waste in London by sector. Manufacturing as The Environment Agency estimates that around a whole, combined with the power and utilities 90 per cent of CDE waste to permitted landfill sector, together account for just a quarter of is soil and stones, with other research also London’s waste arisings14. The service sector indicating that very little ‘hard’ construction accounts for the remainder, of which a third and demolition material is landfilled11. For comes from the retail and wholesale sector. example, a 2005 DCLG survey of CDE waste arisings in England reports that very little The manufacturing sector in London is evidence was found of materials such as projected to continue to decline from 224,000 concrete, bricks, tiles, ceramics, track ballast jobs in 2007 to 90,000 by 2031. At the same and bituminous or coal tar products (‘hard’ time, business and financial services could grow construction and demolition waste) going by 420,000 jobs from 1.56 million jobs in 2007 to landfill12. However, a WRAP (Waste and to 1.98 million in 2031, while jobs in the hotel 27

Figure 4 Indicative sector analysis of Figure 5 Indicative C&I waste arisings in London composition for London

Power and Chemical Utilities Inert and Other 1.0% 4% Paper and 15% Mineral Wastes Card Manufacturing and Residues 14% Other Services 24% 1% 42% Contaminated General 6% Food 6% Metals and 5% Other General and Biodegradable Retail and Waste Wholesale 13% Public Sector 26% General Waste 7% 37% and restaurant trade are set to grow by 235,000, Figure 6 Indicative industrial waste accounting for a fifth of new jobs, and retail composition■ Inert ■ Paper for and London Card ■ Food ■ General Waste ■ Other General and ■ Metals and Scrap 15 is predicted to grow by 36,000 jobs . Thus, ■ ■ ■ Contaminated General MinerChemicalal Wastes and and Residues Other Chemical & Other the composition of London’s business sectors 1% Contaminated General 3% will influence the types of waste generated in Paper and Card the capital and the opportunities for resource Metals and Scrap 2% 10% management and recovery. Food 1% Other General and Biodegradable Waste The individual composition of each of the 7% C&I sub-waste streams is shown in Figures 5 and 6 respectively. In both cases, general waste accounts for the majority of both the commercial (36 per cent) and industrial (75 General Waste per cent) sub-waste streams. Together with 74% other general and biodegradable waste, which makes up 13 per cent of commercial waste and seven per cent of industrial waste, mixed wastes account for a significant proportion Table 2 (overleaf) shows the projected C&I of the overall C&I waste stream. This is also waste arisings at five-year intervals throughout substantiated by data from other surveys. For ■the Paper period and Car d2010 ■ Food to ■2031 Gene raasl Wa projectedste on the example, a 2009 C&I waste arisings survey for ■basis Other ofGener theal and 2008 Biodegr baselineadable Wast edata ■ Metals year. and Scrap ■ ■ the Environment Agency in Wales suggested Contaminated General Chemical & Other that around 50 per cent of the C&I waste stream comprised non-differentiated mixed wastes16. It is likely that a proportion of this waste could be segregated for reuse, recycling, composting or other recovery. The Mayor’s Business Waste Strategy for London

Table 2 Projected C&I and CDE waste arisings (‘000 tonnes) for London, 2010 to 2031 Waste Stream 2010 2015 2020 2025 2031

C&I Waste 6,496 6,450 6,450 6,498 6,596

CDE Waste 9,753 10,204 10,513 10,736 11,092

Total Business Waste Arisings 16,249 16,654 16,963 17,234 17,688

There has traditionally been less national management companies, local authorities, policy action on C&I waste, than for the regulators, delivery bodies and other parties LACW and CDE waste streams. The Waste with an interest in business waste and resource Strategy for England 2007, for example, efficiency18. This was followed in March 2010 by stopped short of setting any specific targets Less is More: Business Opportunities in Waste for the management of C&I waste, although & Resource Management that sets out the it did identify priority materials, products and policy direction of the Department for Business sectors for action. Consequently, most of the Innovation and Skills (BIS) and the Department actions for C&I waste have been delivered for the Environment, Food and Rural Affairs through voluntary commitments on a sector- (Defra) in relation to the opportunities for by-sector basis. A large part of this work British businesses to make use of material has been co-ordinated, or co-delivered, by resources and waste across the supply chain19. WRAP, most notably through the Courtauld Commitment which is a retail industry The government has completed a further review voluntary commitment to halt of waste policy and management in England, growth, deliver reductions in packaging waste published in June 2011. In relation to business and target waste in the retail supply chain17. waste, the main proposals include: More detail on this is included under Policy 2 • developing a comprehensive waste prevention in this document. programme and in the meantime working with businesses and other organisations in Most regulatory requirements for priority the supply chain to drive waste reduction and materials, products and sectors have been reuse in the form of legislation that addresses • supporting businesses to reduce food waste producer responsibility, and is required to be both within their operations and in supply implemented by European Union Member chains States. Since 1997, producer responsibility • developing new voluntary responsibility legislation has been introduced covering the deals with businesses in a range of sectors – design, manufacture, labelling, marketing including hospitality, retail, direct mail, waste and end-of-life management of packaging, industry – focussed on reducing and recycling end-of life vehicles, electrical and equipment and batteries. • supporting councils and the waste industry in improving the collection of waste from smaller In 2009, the government set out its approach businesses. This includes ending the Landfill to the management of C&I waste in England Allowance Trading Scheme to remove an as part of a broad-based campaign on important perceived barrier to local authority resource efficiency, aimed at businesses, waste service collection from businesses20. 29

Construction, demolition and Figure 7 Indicative CDE waste composition for excavation waste a new build construction project The CDE sector is the largest source of waste Ceramic arisings in London (48 per cent of total waste), 2% reflecting the national picture throughout the Concrete 2% Inert 1% UK21. The composition of waste generated varies Plastic 4% on a project-by-project basis according to the Metal 6% stage of development (for example, demolition, Timber construction, refurbishment or maintenance) 8% Packaging and the type of development being constructed 47% Insulation (for example, whether it is a building or civil 9% engineering project). Civil engineering projects typically generate more waste than demolition Plaster and and buildings projects, mainly in the form of Cement 22 10% excavated soil and aggregate . Waste from Miscellaneous buildings projects is much more variable. Figure 11% 7 shows the indicative composition of CDE waste generated by a new build construction project23. industry-led initiative produced the Strategy ■ Paper and Card ■ Food ■ General Waste Projected growth of CDE waste in London is ■for Other Sustainable General and Biodegr Constructionadable Waste ■ in Metals June and 2008. Scrap shown in Table 2 and will be driven partly by ■The Contaminat strategyed Gener aimsal ■ to Chemical promote & Other the concept of waste generated by major infrastructure projects sustainability in the construction industry by in the capital, including Crossrail and the specifying a series of actions and targets across proposed Thames Tideway Tunnel. It is estimated, a range of issues, including procurement, design, for example, that the Crossrail project in London innovation, people, regulation, climate change will give rise to around 7.3 million cubic metres mitigation and adaptation and water. Its key of CDE waste, equivalent to around 8.76 million target with respect to waste is to halve waste tonnes, across the anticipated lifetime of the to landfill by 2012 relative to a 2008 baseline. project from 2009 to 201724. Generally, CDE It also promotes use of procurement targets, waste will be influenced by factors such as the sector resource-efficiency plans, packaging waste state of the economy and associated construction reduction, supplier take-back schemes, use of output, and construction methods. life-cycle assessment tools for components and use of recycled content in construction. Despite being the largest source of waste in London, the recycling performance of the CDE The Site Waste Management Plan Regulations sector has been much stronger than that of the 2008 came into force in April 2008 and require LACW and C&I sectors. The relatively high reuse that a site waste management plan (SWMP) and recycling rates have been achieved largely be prepared for all construction projects over through a mixture of joint government and the value of £300,000 (excluding VAT)25. The industry initiatives and regulation. purpose of the SWMP is to record the amount and type of waste produced during all phases of Following the identification of construction as a construction and consider how that waste should priority sector for action in the Waste Strategy be managed in terms of reuse, recycling and for England 2007, a cross-government and disposal. It is designed to increase the diversion The Mayor’s Business Waste Strategy for London

of from landfill and improve Hazardous waste resource efficiency in civil engineering and built London produced 498,000 tonnes of hazardous environment projects. At the planning stage, waste in 2008. Based on data returns from waste an SWMP can be used to steer the detailed management site operators, the Environment design of the development towards finding Agency estimates that most of this waste came opportunities for waste minimisation, reuse and from the Olympic Park development site at recycling. Stratford in East London . This waste would have been managed as hazardous CDE waste. The Site Waste Management Plan Regulations 2008 are part of an increased focus at the The Environment Agency further estimates that planning stage on identifying options for waste 68 per cent of this waste was deposited outside reduction and increased use of recycled and of the region, compared to 84 per cent in secondary aggregates in new developments. 200728. However, the increase in the percentage References to SWMPs are now made in planning of waste dealt with within London is skewed policy, supplementary planning guidance and by the way the Olympic site in Stratford dealt developer guidance notes. Requirements for with its waste, obscuring the fact that the actual best practice CDE waste management have tonnage of London’s hazardous waste deposited also been incorporated into environmental outside the region has increased since 200729. assessment methods, such as the Building Research Establishment Environmental Assessment Method (BREEAM) and the government’s Code for Sustainable Homes and are therefore increasingly important for new developments.

WRAP has also worked with industry to develop a series of quality protocols for the production of aggregates from inert waste that are designed to broaden the market for the use of recycled aggregate26. Recycled aggregate makes an important contribution to the overall supply of aggregates, the need for which is reflected also in minerals planning policy. The government’s Minerals Policy Statement 1 (MPS1), for example, promotes use of recycled and secondary aggregates in place of primary materials and seeks to set a specified level for the contribution of recycled and secondary materials in overall supply (contained within National and Regional Guidelines for Aggregates Provision)27. 31

Endnotes based on Environment Agency Survey of Commercial 1. Future Waste Arisings in London 2010-2031: and Industrial Waste Arisings 2002/03. Summary Note, Greater London Authority (2010), 16. GLA Economics: Working Paper 38, GLA (2009). available at http://legacy.london.gov.uk/shaping- 17. Survey of Industrial and Commercial Waste Arisings, london/london-plan/docs/waste-arisings-note.pdf May 2009, Environment Agency Wales (2009). (accessed 15 July 2010). 18. Greater London Authority Best Practice Guidance: 2. A national C&I waste survey was conducted by Defra Trade Waste Recycling, Enviros Consulting Limited in 2010, which estimated a significantly lower level (2005), available at www.london.gov.uk/sites/ of C&I waste arising nationally including in London. default/files/BPG%20Trade%20Waste%20Recycling. While any reductions are to be welcomed, the survey pdf (accessed 21 June 2010). was conducted in a deep recession and the figures 19. Ibid. arising may not fall within long-term trends. This 20. Future Waste Arisings in London 2010-2031: Strategy uses the figures from the London Plan. The Summary Note, SLR Consulting (2010), available Defra survey results will be kept under review to at http://legacy.london.gov.uk/shaping-london/ inform future work. london-plan/docs/waste-arisings-note.pdf (accessed 3. Waste generated within the Greater London regional 06 June 2010). boundary. 21. For further details about the Courtauld Commitment, 4. Adapted from Appendix 2, 2009/10 Business Plan, visit www.wrap.org.uk/retail/courtauld_ LWARB, 2009. See also reference 14. commitment/. 5. Adapted from Municipal waste statistics, Defra 22. Commercial and Industrial Waste in England: (2010), available at www.defra.gov.uk, and Statement of Aims and Actions 2009, Defra (2009), Commercial and Industrial Waste Survey, Defra available at www.defra.gov.uk/environment/waste/ (2010), available at www.defra.gov.uk/statistics/ topics/documents/comemrcial-industrial-waste- files/ci-final-report-101216.pdf (accessed 27 April aims-actions-091013.pdf (accessed 30 September 2011) 2010). 6. Landfill Data for London: Indicator One, Environment 23. Less is More: Business Opportunities in Waste & Agency (2010), available at www.environment- Resource Management, Defra (2010), available at agency.gov.uk/research/library/publications/41039. www.defra.gov.uk/environment/waste/documents/ aspx (accessed 06 July 2010). opportunities-waste-manage.pdf (accessed 06 June 7. Ibid. 2010). 8. Ibid. 24. Government Review of Waste Policy In England, 9. Ibid. Defra (2011), available at www.defra.gov.uk/ 10. Ibid. publications/files/pb13540-waste-policy- 11. Ibid. review110614.pdf (accessed on 18 July 2011). 12. State of the Environment in London, Environment 25. Waste Strategy Annual Progress Report, Defra Agency (2010), available at http://publications. (2008), available at: www.defra.gov.uk/environment/ environment-agency.gov.uk/pdf/GETH0210BRXE- waste/strategy/index.htm?lang=_e (accessed 17 e-e.pdf (accessed 06 July 2010). July 2009). Construction, demolition and excavation 13. Survey of Arisings and Use of Alternatives to waste accounts for around 32 per cent of waste Primary Aggregates in England, 2005: Construction, arisings nationally. Inert construction, demolition Demolition and Excavation Waste (Final Report), and excavation waste generated in England is DCLG (2007). Provides estimates of the quantities approximately 90 million tonnes per annum. Other of recycled aggregate and the amount of soil, non-inert construction, demolition and excavation construction, demolition and excavation waste used wastes and wasted construction materials account for and disposed of at permitted landfill sites and spread a further 15-20 million tonnes and 13 million tonnes on registered exempt sites. respectively, i.e. a total of around 120 million tonnes 14. The Sustainable Use of Resources for the Production per annum from the construction industry, a third of of Aggregates in England, WRAP (2006), available all waste generated in England. at:www.wrap.org.uk/downloads/WRAP_AGG0059_ 26. Building the Future 2005-06: A Summary on the project_report_final_20.10.06.dd5dbb18.3337.pdf. Arising and Management of Construction and Looks at how the use of recycled and secondary Demolition Waste in Wales, Environment Agency aggregates will increase and the potential impact on Wales (2006), available at http://publications. primary aggregate production and sales. environment-agency.gov.uk/pdf/GEWA0308BNRR- 15. Ratio of commercial to industrial waste from waste e-e.pdf?lang=_e (accessed 30 September 2010). arisings by consolidated sector and London region, 27. SmartWaste Case Studies: Reducing Construction The Mayor’s Business Waste Strategy for London

Waste - Overall Waste Construction Waste Composition for Chiswick Park, July to November 2000, Building Research Establishment (Undated), available at www.smartwaste.co.uk/smartaudit/ downloads/chiswick.pdf (accessed 30 September 2010). 28. Excavation and Waste Management, Crossrail (2010), available at www.crossrail.co.uk/the- railway/environment/excavated-material-and-waste (accessed 30 September 2010). 29. Site Waste Management Plan Regulations 2008, SI 2008 No. 314. 30. Quality Protocol for the Production of Aggregates from Inert Waste, Waste & Resources Action Programme, Quarry Products Association and Highways Agency (2005), available at: www.aggregain.org.uk/quality/quality_protocols/ (accessed 17 July 2009). Guidance document for producers and purchasers of aggregates produced from inert waste, to help identify the point at which inert waste used to produce recycled aggregate has been fully recovered, ceases to be defined as a waste and becomes a product. 31. Minerals Policy Statement 1, Department for Communities and Local Government (DCLG) (2006), available at www.communities.gov.uk/publications/ planningandbuilding/mineralspolicystatement5 (accessed July 2009). Overarching minerals planning document in England; sets out the policies and considerations that the government expects Mineral Planning Authorities to follow in preparing minerals and waste development schemes as part of local development frameworks and in considering applications for minerals development. 32. Other Useful Data on Waste in London, Environment Agency (2010), available at www. environment-agency.gov.uk/research/library/ publications/116013.aspx (accessed 20 August 2010). 33. Ibid. 34. Ibid. 33

Chapter Two

Business waste policies and proposals for London The Mayor’s Business Waste Strategy for London

Policy 1 • Proposal 1.3: Deliver communications Promoting the commercial campaigns and initiatives to promote the value of a resource-efficient financial, commercial and environmental business benefits of resource efficiency to businesses and their employees. Vision The Mayor wishes to change the way The value of a resource-efficient businesses and their employees feel about business the resources they use and the waste Work undertaken by the Defra and BIS has they create, by promoting the commercial identified that the best opportunities for value of being resource-efficient. Greater businesses to improve their resource efficiency resource-efficiency in business would help are in reducing or eliminating waste at source, shift London towards a low-carbon society, when materials have the most value and incur with benefits for the wider economy, for none of the costs of disposal or treatment. the environment and for Londoners. Such These opportunities exist across the supply an economy would use fewer resources chain for all businesses and all stages of the more efficiently, produce less waste and product life-cycle1. use recovered resources in the form of both materials and energy. Transforming perceptions about waste prevention and resource efficiency Vision to policy A study undertaken on behalf of the GLA in The Mayor will provide businesses with the 2004 found that businesses perceive there resources necessary to help: to be a number of barriers to implementing • identify and implement waste prevention resource efficiency and waste minimisation measures within their organisation. measures. The key barriers2 were: • minimise resource use and increase the • the financial costs involved in implementing uptake of reused, recycled and reclaimed waste minimisation and recycling schemes products and materials. (the potential payback of such schemes was • realise the financial and wider commercial not well recognised) benefits of being actively engaged in these • a reluctance by the private sector to invest resource-efficiency and waste-prevention in waste infrastructure, due to perceived activities across the whole supply chain, financial risks, lack of markets for recovered from resource extraction to product design, materials and energy, potential volatility in production, distribution, consumption, commodity markets and uncertainties in the reuse, waste prevention, recycling, planning regime treatment and disposal. • a perception of recycled products as of poor quality, by both businesses and consumers Policy to action • the limited influence businesses had to • Proposal 1.1: Support businesses to prevent waste, which needed to be dealt identify and implement waste prevention with further up the supply chain. Businesses opportunities across the supply chain. felt that more should be done on waste • Proposal 1.2: Support businesses to close prevention at the manufacturing stage. the loop in London and drive the market for use of recovered resources. 35

Surveys have shown that financial costs are Figure 8 The product life-cycle considered to be the most significant issue Raw Material in improving resource efficiency among Extraction businesses. A C&I waste survey, commissioned for the Environment Agency in Wales, found that financial costs were considered to be the biggest barrier to improving resource Recover Produce efficiency and that this was the case in all sizes of business3. Disposal Collect Purchase Despite the perceived financial barriers, 90 per cent of the businesses surveyed still considered that they undertook some kind of waste minimisation, reuse or recycling activity, Discard Consume with only a small number (mainly small businesses) reporting that they did nothing at all to engage with resource efficiency3. This highlights the need to consider resource Small businesses may be less likely to reduce, and waste management on a whole life-cycle reuse and recycle because they feel they are basis, dealing with the impact on operations too small to benefit from implementing such and products, and looking both upstream in resource efficiency measures5. the supply chain and downstream at the point of use and end-of-life stages. With a better Perceptions about cost of waste understanding of supply chain issues and the minimisation product life-cycle (see Figure 8), it is easier to Most businesses are still focused on managing identify where potential savings can be made. waste outputs rather than looking at Whereas, by not taking into account these waste reduction and material inputs6. The additional ‘hidden’ costs, businesses could be perception that it costs more to implement hugely underestimating the potential benefits waste minimisation and recycling schemes is of implementing waste minimisation and other often based only on the visible costs of waste resource-efficiency measures within their collection and disposal, with businesses not organisations. realising the wider benefits that could result from improved resource efficiency. Notwithstanding these hidden costs, the direct costs of waste disposal to landfill will rise as the To see the real value to businesses, there landfill tax continues to increase. Landfill tax, needs to be a better understanding of the which stands at £56 per tonne for the financial true cost of waste, which is far greater than year 2011/2012, will increase by £8 per year the direct costs of collection and disposal. The until 2014/15 to £80 per tonne (this is on top bulk of waste costs are hidden (for example, in of landfill gate fees and other handling costs, terms of raw material costs, energy and water such as haulage). Industry can assume landfill consumption) and so the additional value that taxes will not fall below this level after 2015, could be achieved from resource-efficient giving a baseline against which to consider practices is often difficult to identify and investment in new methods of waste processing measure. and treatment. So, even without identifying the The Mayor’s Business Waste Strategy for London

hidden costs of waste management, businesses construction value, this can equate to a large will find their disposal costs will rise if they fail saving in absolute monetary terms. to engage in resource efficiency. WRAP’s assessment showed that good Avoiding the costs of resource practice waste management in construction inefficiency should at least be cost neutral, with the WRAP estimates that the true cost of waste ‘worst performing’ case study still achieving can be between five and 20 times the visible a net benefit of 0.03 per cent. Using waste costs of disposal, depending on the quantity forecasting tools, such as WRAP’s Net and nature of the waste produced7. On the Waste Tool10 and the ICE (Institution of Civil other hand, Envirowise (now part of WRAP) Engineers) Demolition Protocol11, can help to estimates that simple and no-cost or low- realise cost-saving opportunities that exist in cost waste minimisation measures could save this area12. the equivalent of one per cent of turnover, dependent on sector8. The Environment The Mayor’s proposals for improving resource Agency also estimates that low-cost or no- efficiency and waste prevention measures for cost resource-efficiency measures have the CDE waste are discussed further in Policy 4 of potential to save UK business about £6.4 this strategy. billion each year. Manufacturing Furthermore, by improving the way the waste A study commissioned by the Environment that is created is managed, savings can be Agency found that manufacturers investing in made on disposal costs by avoiding landfill tax best-practice waste minimisation techniques and new revenue opportunities can be found could achieve savings of around £2-2.9 billion for businesses through the more efficient per year in operating costs, equivalent to handling of large quantities of recyclable five to seven per cent of UK manufacturing materials. The level of savings that can be profits in 200013. For London, the total net achieved vary by sector but are potentially saving in manufacturing costs would be greatest in resource-intensive industries like around £195 million; a significant saving given construction and manufacturing and in retail that manufacturing accounts for around a and wholesale. quarter of the capital’s C&I waste14. The study also found that the typical average payback Construction period from waste minimisation process In the construction sector, which accounts for improvements could be 12 months or less – a almost half of London’s waste arisings, WRAP quick-win improvement, both financially and has assessed that the potential net cost saving environmentally. to developers and contractors of implementing resource-efficiency measures could be 0.4 per Cost-savings for other commercial and industrial cent of total construction value9. These savings sectors are discussed in a report quantifying are based on an analysis to identify costs and the business resource-efficiency opportunities benefits achievable when introducing waste in the UK economy15. The report identifies reduction and recovery plans into the design that ‘low-cost or no-cost’ resource-efficiency stage on a construction project. While the savings across all sectors within the London net benefit is typically a small proportion of business economy could be worth as much 37

Table 3 Top 10 sectors identified for waste cost-saving opportunities17 Rank Sector Estimated waste cost-saving opportunity

1 Food Products, Beverages and Tobacco £71 million

2 Retail £65 million

3 Travel Agents and Leisure, Other Business, Finance and Real £49 million Estate, Computer-Related Activities

4 Construction £22 million

5 Manufacture of Machinery and Equipment £17 million

6 Chemicals, Chemical Products, Synthetic Products, Rubber £15 million and Plastic Products

7 Hotels and Catering £10 million

8 Education £5 million

9 Paper, Publishing and Printing £5 million

10 Energy Supply £3 million

TOTAL £262 million (96 per cent of total waste cost-saving opportunity for London) as £272 million, 8.6 per cent of the total reprocessing sector, which will help to ensure potential waste savings across England and that collections and processing remain Wales16. Table 3 shows the top ten sectors, economically viable for London accounting for 96 per cent of this potential • market development opportunities for outputs waste-saving opportunity, with the food, drink from materials reprocessing and energy and tobacco industry and the retail sector generation appearing to offer the greatest opportunities • market development of commodity trading in this area. schemes • investment opportunities in waste Wider benefits to London’s infrastructure and technologies businesses, economy and environment • employment creation and skills development. The wider economic opportunities from resource efficiency and improved waste Some of these benefits that are particularly management are recognised nationally in applicable to waste prevention and resource Defra’s position statement, Less is More: efficiency are explored further below. Business Opportunities in Waste & Resource Management18. These include: Business benefits • the development of repair and maintenance As well as the financial costs that can be sectors that help to extend product life- avoided, businesses can benefit from waste- cycles prevention and resource-efficiency measures • sales growth as a result of more market by being better able to manage regulatory opportunities in the recycling and and reputational risks, meeting stakeholder The Mayor’s Business Waste Strategy for London

demands for sustainable business practices through to maintenance and operation of and enhancing their environmental and social the facilities needed19. In New York City, responsibility profiles. there are already more than 32,000 jobs in recycling, and the number is to grow Economic benefits substantially through the implementation The Mayor sets out in policies 2 and 3 of this of the city’s Solid Waste Management Plan, strategy how he intends to boost levels of Beyond Waste: A Sustainable Materials reuse, recycling and composting by London’s Management Strategy for New York, which businesses. The Mayor is also keen to see focuses on waste prevention, materials that the material that is collected for reuse, management, education and producer recycling and composting is of a high quality responsibility for products and packaging, so that it can be reprocessed into higher value and moving the city away from end-of-pipe products. This should help overcome the waste management solutions20. perception of recycled materials as poor quality and should, in turn, drive the market for further Environmental benefits recovery of materials. Waste prevention offers the greatest potential to divert waste from landfill and

Stimulating demand for material resources, make carbon dioxide equivalent (CO2eq) and waste minimisation and management savings. Avoiding unnecessary waste services should lead to wider benefits for reduces the demand for raw materials and London’s economy as a whole. As the market the extraction and processing of those raw for recovered materials develops, it boosts the materials, which uses energy and creates economic viability of collection and processing waste. Waste prevention and minimisation operations and maintains the size and diversity also reduce the need for transport and its of the waste service sector. There are also associated impacts, such as fuel consumption, opportunities for third sector organisations, congestion, noise and air pollution. including voluntary groups, charities and social enterprises, to develop their role in the waste The effects of reducing waste can have an sector and the London economy generally. impact on the whole of a product’s lifecycle, The market for re-usable items is often more preventing greenhouse gas emissions and localised than for recyclable materials, thus reducing economic costs back to the point at keeping many of the opportunities for new which raw materials are extracted. The key to enterprise development in London. effective waste prevention and minimisation lies in the front-end procurement strategy The contribution of the resource and waste of a business – both in terms of actively market to the development of the green minimising material requirements, preventing industries sector should lead to new training waste and procuring materials that are being and employment opportunities for Londoners. reused or have been recycled. It is estimated that the number of jobs likely to be created to prepare London to manage The Mayor’s proposals for action on business its waste in the most carbon-efficient and resource efficiency and waste prevention are economically beneficial way will be 1,260, outlined below in this policy chapter. End- ranging from research and development, of-life management of waste is discussed in project management and manufacturing Policies 2, 3 and 4 of this strategy. 39

Proposal 1.1 Support businesses private sources. Some projects have a sector to identify and implement waste focus, such as for the print, creative and prevention opportunities across the media sectors, whereas others are open to all supply chain businesses, particularly SMEs.

Action 1.1.1: For further information, case studies and to The Mayor will support the continued provision access support, visit www.lda.gov.uk/our- of business resource-efficiency support work/european-funds/ERDF/index.aspx. programmes to help businesses to manage their resources and waste more effectively. The Mayor will continue to manage the The Mayor of London’s Green funding provided by the European Regional Procurement Code Development Fund (ERDF) and use it to The Mayor of London’s Green Procurement support a variety of business support projects Code is a support service offering businesses in London. He will also continue to promote a range of tools and guidance to reduce their the Mayor’s Green Procurement Code, which environmental impact through responsible successfully helped businesses reduce waste purchasing practices. The code aims to raise over the past few years. awareness of the benefits of responsible purchasing practices and to help businesses ERDF Business Resource Efficiency realise the value of these, including cost and support projects in London efficiency savings, an improved corporate The ERDF for London is managed by the profile, reduced reputational risk, gaining a GLA Group. One of the ERDF’s four main competitive advantage and improved staff priorities is ‘Business innovation and research morale. On a wider, economic level, the Green and promoting eco-efficiency’. The objective Procurement Code aims to help drive demand of this priority is to improve the capacity of for sustainable products and services that: London’s businesses, particularly its small • use fewer natural resources and medium-sized enterprises (SMEs), and to • contain fewer hazardous materials innovate through developing new products, • have a longer life-span processes and services, leading to increased • consume less energy or water in production growth, competitiveness and improved or use environmental performance. The programme • generate less waste in production or use also provides assistance for London’s • are reused or contain recycled material extensive knowledge base to help create new • can be reused or recycled at end-of-life. commercial opportunities and effectively exploit new ideas. Businesses that sign up to the code can access a range of guidance on: As of February 2011, nine projects providing • training staff in responsible purchasing resource efficiency advice (along with other practices environmental practice advice) to London • securing management approval for businesses have been committed to, with a responsible purchasing initiatives total planned spend of over £13.5 million – • putting in place responsible purchasing half of which comes from ERDF funding and policies, frameworks and stakeholder the other half from a variety of public and communication programmes The Mayor’s Business Waste Strategy for London

• engaging suppliers labelling method designed to rate and compare • identifying and measuring the environmental the environmental performance of fit-out and financial impacts of responsible projects, initially for office buildings in the UK. purchasing practices. Supported by the Royal Institute for Chartered In 2010, the code successfully moved from Surveyors, Ska Rating is designed to encourage being a free service to a paid-for service, good practice in fit-out work and has been demonstrating that businesses saw enough developed collaboratively by consultants, value in the service to want to pay for it. The contractors and occupiers. More detail on the code will continue to be offered as a paid-for Better Buildings Partnership is available under service in future, supported by the Mayor and Policy 2. the GLA Group in various ways, such as by licensing the intellectual property developed Action 1.1.3 over the years, supporting annual awards, The Mayor will work with business liaison groups continuing its association with the Mayor such as the Federation of Small Businesses, the and maintaining access to the GLA Group’s Food and Drink Federation, the Confederation procurement expertise. of British Industries, and London First to help translate the resource-management agenda For more information about the Mayor of into the language of economic growth and London’s Green Procurement Code, visit competitiveness, making it appropriate to a www.greenprocurementcode.co.uk/. business audience. Through their expertise, the Mayor hopes to identify issues and actions Action 1.1.2 specific to businesses of different sizes and in The Mayor will explore the potential to work different sectors. The Mayor will also seek to with London’s industry sector organisations to work with these groups to raise awareness of help direct businesses towards sector-specific best practice and introduce voluntary codes to guidance on waste prevention and resource improve waste management practices, such as efficiency, or to help to develop this where for source separation of glass by colour. none exists. The Mayor envisages that this will include working with organisations in London Action 1.1.4 that are already taking a lead in this area and The Mayor will launch, in conjunction with have developed expertise in such practices as: partners, a designing-out-waste competition • the measurement, assessment and disclosure with the retail and wholesale sector in London to of waste performance in supply chains publicise the financial and commercial benefits • the procurement of reused and recycled of waste prevention and resource efficiency to content businesses, employees and consumers. • supporting suppliers to reduce waste so as to lessen the impacts of product-related Proposal 1.2 Support businesses to packaging, for example, further down the close the loop in London and drive the supply chain. market for use of recovered resources.

An example of this work is the Ska Rating tool Action 1.2.1 for building interior fit-out, being promoted The Mayor will lend his support to organisations by the Better Buildings Partnership to its and initiatives that stimulate demand for members. The Ska Rating is an environmental reused and recycled materials, and promote the 41

market opportunities this creates for London’s back into the retail market. The London reprocessing and manufacturing sectors. This Reuse Network also works closely with local includes supporting initiatives such as the new authorities to ensure as much as possible and ambitious London Reuse Network. of the bulky waste collected is reused, either in partnership with authorities and London Reuse Network existing contractors, or under contract to the The London Reuse Network is an attempt authorities themselves. to build a new operational network model, across London, to significantly increase The ideal physical infrastructure is being the reuse of items that would otherwise be developed to facilitate the work of the discarded to go to landfill. The development Network, comprising ‘depots’, which serve of this network is being led by a new multiple ‘hubs’, which in turn support organisation called London Reuse Limited multiple ‘outlets’. Depots accommodate (LRL), which is the partner delivering bulk collections and hold stock to balance this initiative for the London Community the throughput, enhancing the sorting and Resource Network (LCRN). Over the years, storing facilities and increasing capacity for LCRN has developed a network of member recycling. Hubs are Approved Reuse Centres organisations, which collect and sell or supporting a mix of activities including redistribute reusable items to Londoners. storage, sorting, training, volunteering, Working closely with these organisations, repair, distribution and retailing – where LRL seeks to develop working partnerships the proportionate emphasis of each activity that create a step change in the thinking varies with local conditions and priorities. towards reuse, and develop a coordinated Outlets focus on distribution, retail and casual and large operational network to increase the collection with low levels of storage in some collection, repair and retail opportunities for locations. the thousands of tonnes of reusable items that would otherwise be destined for landfill. London Reuse Network’s delivery partners have well-established relationships with The London Reuse Network’s projects cover social services, housing associations, the following product streams: domestic homeless, refugee and other organisations furniture, office furniture, hotel fittings, serving vulnerable Londoners and people in carpets, textiles, paint, large and small WEEE need, and these are currently the primary (ie fridges and appliances), small household recipients of reused goods. London Reuse items, books, bicycles, children’s toys and Network works in partnership with national equipment, and wood. The projects provide and international networks through which an approved, quality-assured collection significant volumes of goods for reuse are service to households and businesses across requested. London. The outlets, including many of London’s As a charitable initiative, the London Reuse charity shops, retail reused goods to the Network promotes its service directly to public, targeting thrifty-, green- and London’s residents and to businesses, fashion- conscious consumers. Working enabling donations of items which can be with established peer-to-peer systems (eg used for charitable purposes or circulated Freecycle, Give & Take, Freegle, Eastex), The Mayor’s Business Waste Strategy for London

London Reuse Network enables virtual access Proposal 1.3 Engage with, and to, and distribution of, reused goods to a inform, businesses and their wider public. employees about the financial, commercial and environmental London Reuse Network is possibly the largest value of waste minimisation and and most ambitious reuse intervention of its resource efficiency kind anywhere in the world. It has received funding via a combination of grant and loan While the potential cost savings of waste funding from LWARB. The intention is that minimisation and resource efficiency may the Network becomes self-sufficient from be attractive to the bottom line, these will a funding perspective over the long term, only be achieved with the buy-in of an and the developed model becomes one to organisation’s employees. In some cases, a replicate worldwide. complete cultural change may be required to make waste minimisation and recycling For more information about the London schemes work. A survey of Londoners Reuse Network, visit www.lcrn.org.uk/ found that while 83 per cent said that their projects/london-reuse-network/ workplace provided adequate recycling facilities, nearly half did not use those facilities21.

Providing good information is crucial in changing people’s perceptions of waste from being a business cost to a business opportunity. A study looking at the application of waste minimisation measures to businesses in the food and drink sector in the east of England, for example, found that the benefits were greatest where organisations and their employees were provided with good access to information to help overcome any lack of awareness or training22.

Action 1.3.1 The Mayor, in partnership with WRAP, will continue to deliver the Recycle for London programme between 2010 and 2013. Funding for this Londonwide reduction, reuse and recycling engagement programme has been secured from the LWARB, with funding and in-kind support also provided by WRAP and the GLA. 43

Recycle for London real value. It will also aim to drive a permanent Recycle for London aims to deliver behavioural change in London’s workforce. communications that will drive waste With full details to be developed and delivered reduction, reuse and recycling behaviour in 2012-13, the initial thinking is that the change in London and, ultimately, divert Recycle for London engagement plan for London’s waste from landfill. The LWARB businesses will target certain waste streams or has approved grant funding of £3.5 million business sectors where there is most potential, over three years to the programme, which is as identified elsewhere in this strategy. Some delivered by the GLA working in partnership of the ideas being considered include: with WRAP. The GLA and WRAP also • partnering with existing national and regional provide funding and in-kind support to the programmes to influence the reduction, reuse programme. and recycling of a range of business waste materials. The programme’s aims are to: • activities to capture unwanted furniture • improve reuse and recycling rates and reduce and IT equipment for reuse, which could household and business waste in London boost third-sector involvement in the waste • support the LWARB’s aim to boost London’s sector and reduce the costs to businesses of green economy and transform how London disposal. manages its waste • partnering with businesses on a producer- • support the Mayor’s municipal and business responsibility basis to tackle waste that waste strategies. ends up in the household waste stream, thus widening the sphere of influence Its objectives are to reduce waste (with an of businesses with respect to their waste emphasis on food), improve London’s LACW impacts. For example, packaging waste makes recycling performance, provide information to up 15-25 per cent of the weight of household the public to support new infrastructure (such waste, which could be reduced through better as promoting the use of on-the-go recycling, design by businesses upstream in the supply and improving awareness of business waste, chain23. food waste collections, and reuse services), • developing and promoting best practice reduce the amount of certain materials in business sectors where there are going into landfill, such as textiles, batteries, high potential gains from better waste electrical items and furniture, promote the management. The food sector, including creation of higher value items from recycled restaurants, catering businesses, hospitality content, and maximise the social value of reuse is one such area. Here, there may be and recycling. opportunity to work with the Mayor’s London Food Board and its Waste Working Group to More information about Recycle for London promote a new food . This is see www.recycleforlondon.com/. discussed further in Policy 2 of this strategy. • raising awareness of the rising landfill tax and Part of the Recycle for London programme will how it affects waste disposal costs, to act be specifically targeted at London’s business as a disincentive to create waste – and help sector and Recycle for London will seek to work to bring this into the mainstream financial with commercial partners to deliver elements of considerations for business. the programme, where those partners can add The Mayor’s Business Waste Strategy for London

Endnotes 11. ICE Demolition Protocol http://aggregain.wrap.org. 1. Less is More: Business Opportunities in Waste & uk/demolition/the_ice_demolition_protocol/index. Resource Management, Defra (2010), available at html. www.defra.gov.uk/environment/waste/documents/ 12. For new-build projects, the savings can be found opportunities-waste-manage.pdf (accessed 07 June mostly by reducing the waste that occurs as a result 2010). of over-purchasing in order to build in an allowance 2. London Wider Waste Strategy Background Study: for damages that may occur. The allowances made for Technical Report to the Greater London Authority, wasted materials add to the total cost of the project. prepared by Land Use Consultants and SLR Using new planning and design tools can reduce Consulting, Greater London Authority (2004), June these allowances. Where refurbishment projects are 2004. concerned, there can be significant savings in the 3. Survey of Industrial & Commercial Waste Arisings cost of waste disposal by taking the opportunity to in Wales for Environment Agency Wales, Urban segregate or reuse ‘strip-out’ waste. These savings Mines (2009), available at www.environment- would normally be retained by the main contractor, as agency.gov.uk/static/documents/Research/ the party usually responsible for the management and Survey_of_Industrial_and_Commercial_Waste_ payment of waste disposal on a project. However, Arisings_in_Wales_2007.pdf (accessed 7 July 2010). savings could be shared throughout the supply chain, Financial costs were found to be biggest barrier to if procurement contracts included clauses to this improving resource efficiency in 22 per cent of 1,084 effect. small businesses surveyed, 26 per cent of medium- 13. The Benefits of Greener Business: The Cost size businesses surveyed and 24 per cent of large of Unproductive Use of Resources – A Draft businesses surveyed. Final Report, Cambridge Econometrics and AEA 4. Reasons given included: lack of time (5.3 per cent); Technology (2003), submitted to the Environment not thought about it (3.4 per cent); or did not want Agency. to participate (0.6 per cent). 14. Waste Arisings Study, SLR Consulting, based on 5. Ponnprasit M, Phillips PS, Smith A, Wirojanagud Environment Agency Survey of Commercial and W and Naseby D (2005) The Application of Waste Industrial Waste Arisings 2002/03. Minimisation to Business Management to Improve 15. Quantification of the Business Benefits of Resource Environmental Performance in the Food and Drink Efficiency: A Research Report, by Oakdene Hollins Industry. and Grant Thornton, Defra (2007), available at 6. Environment Index 2006 Report, Business in the www.oakdenehollins.co.uk/pdf/Defra_Business_ Community (2006), available at www.iema.net/ Benefits_of_Resource_Efficiency.pdf (accessed 08 readingroom/articles?filter=171 (accessed 07 June July 2010). 2010). 16. Data for 2003, based on a ‘savings opportunity per 7. Rethink Waste Initiative: The True Cost of Waste, employee’ that is uniform across all enterprises and Waste & Resources Action Programme (2010), regions in the study. available at www.wrap.org.uk/rethink_waste/more_ 17. Quantification of the Business Benefits of Resource about_rethink_waste/index.html (accessed 12 July Efficiency: A Research Report, by Oakdene Hollins 2010). and Grant Thornton, Defra (2007),available at 8. Reducing Waste and Utility Use in Managed www.oakdenehollins.co.uk/pdf/Defra_Business_ Shopping Centres, EN336, Envirowise (2004), Benefits_of_Resource_Efficiency.pdf (accessed 08 available at www.envirowise.gov.uk/uk/Our- July 2010). Services/Publications/EN336-Reducing-Waste-and- 18. Less is More: Business Opportunities in Waste & Utility-Use-in-Managed-Shopping-Centres.html Resource Management, Defra (2010), available at (accessed 07 June 2010). www.defra.gov.uk/environment/waste/documents/ 9. Assessing the Costs and Benefits of Reducing opportunities-waste-manage.pdf (accessed 07 June Waste in Construction: Cross-Sector Comparison, 2010). WRAP (Undated), available at www.wrap.org.uk/ 19. Prospectus for London, the Low Carbon Capital downloads/CBA_Summary_Report1.d2f5ad25.7073. (Detailed Report), Ernst & Young (2009), available pdf (accessed 12 July 2010). Based on a series at www.lda.gov.uk/Documents/Prospectus_for_ of 15 case studies (including housing, public and London,_the_Low_Carbon_Capital_5608.pdf commercial construction projects). (accessed 09 August 2010). 10. WRAP Net Waste Tool www.wrap.org.uk/ construction/tools_and_guidance/net_waste_tool/ index.html. 45

20. Beyond Waste: A Sustainable Materials Management Strategy for New York, New York State Department of Environmental Conservation (2010), available at www.dec.ny.gov/chemical/41831.html (accessed 30 September 2010). 21. Waste: Capital staff find all this recycling is hard work, Surveyor Online (2007), available at www. surveyormagazine.com (accessed 07 June 2010). 22. Ponnprasit M, Phillips PS, Smith A, Wirojanagud W and Naseby D (2005) The Application of Waste Minimisation to Business Management to Improve Environmental Performance in the Food and Drink Industry. 23. Waste Management: The Facts http://incpen.org/ pages/userdata/incp/wastemanFS.pdf. The Mayor’s Business Waste Strategy for London

Policy 2 The challenges for commercial and Boosting reuse, recycling and industrial waste producers composting participation in Evidence shows that businesses of all types and the commercial and industrial sizes, ranging from SMEs to large corporations, sector want to become more actively engaged in the effective management of their resources Vision and waste. A confidential piece of research The Mayor wants to help all types and sizes commissioned by one of the London Business of businesses to overcome the practical issues Improvement Districts (BIDs), to assess the that prevent greater separation of waste feasibility of on-site recycling within BID areas for reuse and recycling, so as to encourage and the appetite for collective contracting and businesses to participate in achieving rates of public place recycling, found that more than 70 per cent reuse, recycling and composting half of businesses had an environmental policy of C&I waste by 2020 and beyond. in place and even more were keen to obtain support to help implement environmental Vision to policy measures1. The research found that many The Mayor will target his policy proposals businesses were keen to have access to services on those sectors and waste streams that are enabling: most likely to yield significant improvements • recycling of food waste in waste reduction and in reuse, recycling • recycling of from privately and composting performance, to be most managed parks and public areas effective in diverting London’s C&I waste • collection and recycling of waste electrical and from landfill. These policy proposals and electronic equipment (WEEE), batteries and actions are focused on helping businesses to furniture overcome the practical issues that prevent • collective recycling contracts2 greater participation in active resource and waste management. It was found that there was high demand for collection of dry recyclables (especially for Policy to action paper, cardboard and plastics for office and • Proposal 2.1: Increase access to reuse, retail-based businesses) and for separate food recycling and composting services, and and glass waste collections from food retail and collective contracting arrangements, hospitality businesses. These are considered to particularly for small and medium-size be some of the key opportunities for recycling businesses. in London, enabling the capital’s businesses to • Proposal 2.2: Target London’s food waste meet reuse, recycling and composting targets producers. for C&I waste. This is supported by the findings • Proposal 2.3: Boost reuse, recycling and of a study commissioned by Westminster Council composting performance in multi-tenanted in 2005 to assess the quantity and composition buildings and on large estates. of commercial waste generated over a 12-month • Proposal 2.4: Improve storage capacity and period from the retail, office and hospitality collection access arrangements to business sectors, which make up most of the businesses premises. within the City of Westminster area3. The top five waste streams by weight from each of the three sectors are shown in Table 4. 47

Table 4 Top five waste streams for the retail, office and hospitality sectors4 Retail Office Hospitality

Cardboard 40 per cent Paper 65 per cent Glass 41 per cent

Paper 27 per cent Food 10 per cent Food 20 per cent

Plastic 13 per cent Plastic 8 per cent Cardboard 12 per cent

Food 9 per cent Cardboard 7 per cent Paper 11 per cent

Glass 3 per cent Glass 5 per cent Plastic 7 per cent

In excess of 70 per cent of the waste from each of office-based businesses within London and of the retail, hospitality and office premises the quantity of waste paper and cardboard was potentially recyclable5. The study’s findings likely to be generated, this indicates that are likely to be reflected in many parts of many businesses are still either not engaged central London, particularly where a similar mix in sustainable waste management initiatives or of retail, office and hospitality prevails. feel unable to participate for other reasons.

The Westminster study found that: It has been reported, both anecdotally • For the retail sector, the three largest fractions and through published research, that – paper, cardboard and plastic – came mostly there are a number of barriers preventing from product-related packaging waste. The greater participation in reuse, recycling and two other significant waste streams – glass composting activities. These issues are: and food waste - were attributed to staffroom • gaining access to reuse, recycling and waste6. composting services, especially for SMEs • Within the hospitality sector, (which includes • recycling in multi-tenanted buildings and on cafes, restaurants and bars), 71 per cent of large estates waste was potentially recyclable. A significant • prohibitive costs of collection, particularly for proportion – 41 per cent by weight – of food waste and glass the waste generated was glass. Clear glass • insufficient availability of storage space for made up 18 per cent of the overall waste recycling containers and access to premises by composition, 17 per cent was green glass and refuse collection vehicles. seven per cent brown glass7. • For offices, 75 per cent of waste was This is supported by research commissioned by potentially recyclable. Paper represented the a London BID, which found that the top three main fraction of waste but food (10 per cent) improvements required by businesses in terms was also a significant waste stream. of waste management were: Unpublished research undertaken by the GLA • to reduce collection contract costs also shows that there is inadequate capture • to improve the public realm of paper and cardboard from the C&I waste • to have access to a local recycling centre9 stream, with large volumes going to landfill, despite there being existing collection systems and reprocessing infrastructure in place for these two materials8. Given the high proportion The Mayor’s Business Waste Strategy for London

Proposal 2.1 Increase access to reuse, businesses (more than 250 employees)11. In recycling and composting services terms of employee numbers, small and medium- and supporting collaborative working size businesses account for 38.5 per cent and to develop collective contracts and 9.5 per cent of London’s workforce respectively collection and, together, almost half of the turnover generated in the capital. Despite the appetite for becoming involved in reuse, recycling and composting activities, many The Federation of Small Businesses reports, businesses struggle to find and access suitable however, that while there is an appetite among collection services. This may be because: smaller business for waste minimisation and • they do not know where to go for the services recycling activities12, the amounts recycled are that they need often small in relation to total waste output • the quantities they have available are and recycling activity can be sporadic13. The considered too small for collection two key reasons for the lack of recycling • the costs are considered prohibitive, especially activity appear to be cost and gaining access for food waste and glass collections from SMEs to recycling services, with small businesses and the hospitality sector10. often unable to take advantage of economies of scale in waste contracts, making collection The issues for SMEs and the hospitality sector for recycling and recovery expensive14. This is are particularly well documented. supported by a number of surveys including those commissioned by the Federation of Small Small and medium-size enterprises Businesses15 and by the London Assembly16. According to data from BIS, 99.3 per cent of The London Assembly research concluded that enterprises within London are small businesses around one-fifth of SMEs were not actively with less than 50 employees. A further 0.5 per engaged in recycling. Figure 9 illustrates the cent are medium-size businesses with (50- reasons given for this17. 249 employees) and just 0.2 per cent are large Defra conducted a Call for Evidence for the Figure 9 Reasons given by SMEs Government Review of Waste Policy in England for not recycling 2011, which identified several barriers faced by Small small businesses regarding waste and recycling Don't company/not know why collections. The barriers identified included: enough waste 10% • a lack of facilities for businesses to take their Never thought 4% about it before waste and recycling (as opposed to having it 2% No services collected from their premises) No time to provided • a lack of recycling services in some areas and look into this by local 8% in relation to some materials (particularly food authority No time to 42% waste) separate waste • high cost of service to the business user and 4% lack of convenience No space to store waste • a lack of awareness amongst SMEs of their 10% legal obligations • a lack of awareness amongst SMEs of services Will cost money 20% available in their area.

■ Paper and Card ■ Food ■ General Waste ■ Other General and Biodegradable Waste ■ Metals and Scrap ■ Contaminated General ■ Chemical & Other 49

Table 5 Non-household LACW in London, 2000/01 to 2008/09 (‘000 tonnes) Non-Household 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 LACW

Residual Waste 1,008 996 1,024 962 1,011 810 761 734 750

Recycling 40 33 43 49 62 76 67 74 83

TOTAL 1,048 1,029 1,067 1,011 1,073 886 828 808 833

Businesses have the ability to choose whether recycle due to lack of service provision by their they have their waste collected by a local local authority22. authority or private waste contractor although small businesses, particularly, often look to Waste collection authorities have a duty their local authority as the first point of call in to collect household waste and recyclables managing their waste. It has been reported that, in accordance with Section 45(1)(a) of the in London in 2009, around 88 per cent (29 out Environmental Protection Act 1990 and the of 33) of waste collection authorities were able Household Waste Recycling Act 2003. However, to provide a trade waste collection service (for they only have a duty to arrange for the residual, or ‘black bag’, waste). Furthermore, collection of commercial waste under Section 23 waste collection authorities (70 per cent) 45(1)(b) of the same Act if requested to do so were able to provide trade waste recycling by a business within their jurisdiction. collections18. Some local authorities, such as the Corporation of London’s Clean City Awards Charges are levied by local authorities for Scheme for Businesses, have also established their trade waste recycling services but these their own business waste recycling programmes may not be considered cost-effective by the to reward businesses, and thus provide an waste producer, especially if there is a lack of incentive, to recycle more of their waste19. knowledge about collection charges generally, which puts many businesses off from making Despite the number of waste collection changes in their waste management practices. authorities offering these services, the actual Where there is support to develop new services, amount of waste and recyclables collected it is often directed towards household recycling from businesses by local authorities has been collections rather than developing cost-effective declining. This trend is detailed in Table 5, trade waste services23. which shows that just 833,000 tonnes of non- household LACW was collected by London’s The 2011 Government Review of Waste Policy in local authorities in 2008/09, down from over England recognises that local authorities can do one million tonnes in 2005/0620. more to provide waste collection and recycling services to small businesses, and commits Given that C&I waste arisings have not declined government to working with local authorities overall during this period21, the implication is and private waste collection companies to that fewer businesses are taking up the waste make it easier for small businesses to recycle. In services that may be offered by their local addition, Government is developing a Business authority. In the London Assembly survey, 42 Waste and Recycling Collection Commitment for per cent of businesses claimed that they did not local authorities to sign up to – this will set out The Mayor’s Business Waste Strategy for London

the principles of how they help local businesses area. Improving recycling performance is one meet their waste management responsibilities of the main environmental concerns of smaller and recycle more24. businesses26 and so the challenge is to find ways to help them boost their actual reuse Another issue is that not enough waste may and recycling participation. This is considered be generated by a single commercial property as a priority area in Defra’s current position to warrant a commercial refuse contract. The statement on deriving economic opportunities Federation of Small Businesses, for example, from waste, which recommends improving reports that local authorities are either unwilling access to collection and sorting of waste from or unable to collect the small amounts of waste small and medium-size businesses27. generated by smaller commercial properties25. A small quantity of waste requiring collection While the Federation of Small Businesses from a single property is likely to be an issue has called for local authorities to provide regardless of whether collected by a local cheaper, more efficient waste and recycling authority or by the private sector. Small collections and provide help to become greener businesses are likely to be a less attractive businesses28, the Mayor believes that he can contract to a private waste management assist by encouraging businesses to work in contractor and so find themselves pushed back partnership. This should help to generate to relying on their local authority collections. economies of scale for collection and processing, particularly in parts of London that have a high The end result is that businesses either do not proportion of small businesses. This should help separate waste for recycling or end up dealing to increase the variety and quality of materials with it in a way that is not in compliance with sent to recycling by small businesses. legislation governing the management of waste. A YouGov survey, for example, reports Hospitality sector that about a third of small businesses take A study in urban licensed premises in London their waste home or to a household reuse and identified a range of perceived barriers to glass recycling centre for recycling. recycling. These include perceptions that costs of glass waste recycling are higher than general Given the increasing similarities in composition trade waste collection; and that glass waste of LACW and C&I waste arisings, local recycling services may not be as frequent, authorities should be able to provide reliable or effective as general trade waste economically and environmentally viable services collection services. The study concluded that to collect and reprocess materials, in a way that very large companies and very small businesses delivers good quality, high-value material as an have a high awareness of the importance of end-product. This is particularly true in densely glass waste recycling. While cost is an issue populated areas, where collections can be for both large and small businesses, it is not frequent and yields more economically viable. an overriding one. Large businesses also value reliability and efficiency, while small business The economic importance of small and medium- owners are often motivated to recycle due size businesses to London, coupled with the to their personal commitment to recycling29. resource and waste management challenges Other characteristics that help businesses they face, mean that greater recognition is to choose glass recycling services include required to help address their needs in this regularity of collections, compliance with 51

health and safety legislation and easy handling BIDs and assist with the setting up of resource- for staff. For small and medium-size hospitality efficiency clubs within these forums. businesses, the frequency of collection and size of containers used for storage were the most Over the past few years, some London BIDs important factors when deciding whether or have successfully helped set up collective waste not to recycle glass30. collection and management contracts for the businesses in their areas. Collective contracting Where glass is collected for recycling this is can reduce costs significantly, particularly where often as colour-mixed glass. Yet mixed glass, large businesses, estate owners and managing even where it is separated via a materials agents of multi-tenanted buildings are involved, recycling facility, is often of too low a quality to and there are commercially attractive quantities be used in container manufacture31. Alternative of material for recycling. The other benefits of uses for recycling of mixed glass exist in the collective contracting are: aggregate industry but this is less favourable in • reduced waste traffic within the BID area, with carbon terms than closed-loop recycling. knock-on benefits in terms of less congestion, better air quality, and more time freed up for Action 2.1.1 other collection and delivery vehicles The Mayor will support development of tools • improved possibilities for expanding collections that help businesses to find and to access to other materials, such as glass and plastic business waste reuse and recycling services32. that might otherwise be more difficult to This will also help organisations, such as the collect (plastics because of the many types of third sector, to increase their work with the plastic available, and glass because of the need business sector. to separate to maintain quality) • the waste contractor is able to collect a higher The LWARB, for example, will support the volume of materials in a small geographical development of more online information about area from a high density of customer premises. ways for both consumers and SMEs to access reuse services. This will follow the development In promoting collective contracting, a BID may of the London Reuse Network in the years not necessarily need to have any contractual ahead, with more shared collection, storage and responsibilities itself but instead takes on the distribution facilities coming on stream, to be following roles: accessed by all types of reuse projects across • using levies to provide a free or reduced-cost London. recycling service • engage with a waste contractor to provide Action 2.1.2 a collective recycling approach in the area, The Mayor will continue to support the London helping to promote to, and recruit, businesses BIDs network as a way to provide access to, and • promote the scheme to individual businesses achieve economies of scale for, waste reuse and to help them establish individual contracts with recycling services32. In addition, he will work the waste contractor with BIDs to offer best-practice advice on the • act to co-ordinate data from the waste delivery of waste management projects. He will contractor to communicate levels of business also help to promote opportunities to find waste participation and recycling performance. management efficiencies between neighbouring The Mayor’s Business Waste Strategy for London

London Business Improvement and guiding the management and renewal of Districts (BIDs) Network existing BIDs across London. The London BIDs A Business Improvement District (BID) Network provides a strategic advisory board is a business-led and business-funded made up of representative organisations that organisation set up to improve a defined disseminate best practice and policy guidance commercial area. Varying in shape and size, via a series of events, training, publications BIDs operate for a maximum term of five and online information. The Mayor has years, beyond which they are subject to a supported the BIDs network over the past renewal process to secure additional five year few years by providing funding for a common terms. website and for events where best practice can be shared. The Mayor will continue to support BIDs offer services in return for a financial the network by sharing GLA expertise and contribution from businesses and a say in helping to create new business opportunities, the decision-making process about how especially in waste and recycling. those funds should be spent. Consequently, businesses are able to define the priorities for Involvement in a BID programme provides the improvements to their local area that should following benefits to businesses: help to retain existing, and attract new, • businesses are able to decide what additional businesses and to make areas an attractive services should be provided and BID levy place to work and visit. money is ring-fenced specifically for these services A levy on business rates (typically between • businesses benefit from increased promotion 1-2.5 per cent in London) is charged, in of the area by the BID management team addition to existing business rates. Collection • partnership working and joint service of the levy is administered by the local provision and procurement provides authority governing a specific BID area. A economies of scale and subsequent cost governing board is established made up of reductions for businesses representatives of the business community • opportunities for networking with who are responsible for consulting on, and neighbouring businesses are improved implementing, priority programmes for the • dealing with public bodies, including local BID area. authorities and the police, is made easier.

A BID is responsible for developing a business As of February 2011, there were 25 formal plan that sets out priorities for making area BIDs and eight developing BIDs within the and service improvements. It also details how Greater London area. Information and contact the BID will be managed and operated. This details for each BID can be found at www. includes establishing an operating agreement londonbids.co.uk/bid-locations.html. with the local authority governing the BID area to administer collection of BID levies More information about BIDs, their from participating businesses. governance and methods of funding is available from www.londonbids.co.uk/ and UK The London BIDs Programme has been BIDs, the National BIDs Advisory Service, at running since 2003 and is aimed at www.ukbids.org/index.php. supporting the development of new BIDs 53

Case Study 2.1 points are needed and the amount of Team London Bridge Business refuse collection vehicle traffic in the area is Improvement District minimised. The Team London Bridge Business Improvement District represents 270 While, ultimately, businesses still pay for the businesses operating in the London Bridge service through their BID levy, the economies area bordered by the River Thames, of scale achieved in service provision mean London Bridge, Tower Bridge and along that costs are lower than otherwise for Tooley Street. collections from individual premises. The scheme is also administered by Team London In 2009/10, Team London Bridge managed Bridge on behalf of its members so that a budget of just over £1 million from smaller businesses, particularly, do not have business levies, funding carry-over from to worry about dedicating time and resources previous financial years and from project to finding services. partners. The majority of this funding (38 per cent, or £655,220) was spent on As part of its service to Team London Bridge, environment and street scene projects with First Mile is also able to offer a food waste the remainder distributed across other areas collection service; quarterly collections of such as business promotion, corporate social waste electrical and electronic equipment responsibility, security and safety, advocacy (WEEE), batteries and furniture; and a and networking and core operating costs. confidential waste collection service. These funding priorities and investments are set by the BID businesses and their Action 2.1.3 representatives, which shows that there The Mayor will encourage waste authorities is a strong appetite for improvement of to expand their business waste collection and environmental performance and public disposal services. There is demand for this realm. Funds in this area were directed as businesses, especially smaller businesses, to capital investment and providing new see this as one of their links with their local services in areas such as cleaning and authorities. As business waste becomes more maintenance, new energy-efficient lighting, similar to household waste, providing these the provision of recycling services, and services should become easier and perhaps clearing graffiti and . cheaper for local authorities. This should also ensure the waste authorities are able to make The BID has partnered with First Mile to best use of their facilities and infrastructure. offer a subsidised, mixed collection recycling service that improves recycling performance Action 2.1.4 levels of its business community and reduces The Mayor will work with companies affected costs. First Mile provides mixed recycling by the ‘producer responsibility’ regime and sacks for collection of paper, card, plastic, those working with them to comply with the metal and glass. This service has been taken regulations, to promote a joined up approach up primarily by SMEs within the area, with to reuse and recycling from both businesses many larger businesses and organisations and households. The Mayor will seek to find already providing their own service. By optimal solutions to the management of WEEE using one main contractor, fewer collection and other waste streams by doing this. The Mayor’s Business Waste Strategy for London

Proposal 2.2 Target London’s food The Mayor believes, however, that there is still waste producers much to be gained from tackling London’s Too much food waste is going to landfill, instead food waste, particularly with regard to energy of being captured for composting or reprocessing, generation and linking to his wider objectives due to the limited collection systems and on sustainable food and social poverty in reprocessing infrastructure in place33. It is London. These priorities extend to all of estimated that around 41 per cent of the total London’s food waste producers, including amount of waste generated by the food and drink food and drink manufacturers, the retail and manufacturing sector in London is food waste, wholesale sector, hotels and catering and the equivalent to 23,153 tonnes (3.8 per cent of the hospitality sector. UK’s total food waste)34. In the hospitality sector, the 2005 study for Westminster City Council Action 2.2.1 estimated that around 20 per cent of the waste The Mayor will work with the London Food was food waste, the second largest fraction, after Board Waste Working Group and food- glass (41 per cent)35 producing business sectors to help raise awareness and understanding of the waste Packaging, food waste and influencing chain – from producer through to point of consumer behaviour (for example, through treatment and disposal – and identify the issues marketing and consumer communications, and around separation, collection and treatment store-based recycling) are considered to be the of food waste. This should, in turn, increase three key issues in the food industry36. awareness of the demand for food waste collections and infrastructure, and help those A lot of work has already been done, or is investing in food waste treatment infrastructure underway, on packaging, to reduce and to understand and minimise the risks involved improve packaging with respect to household in building, maintaining and operating a waste. Much of this work has been undertaken treatment infrastructure for food waste. Further by WRAP, primarily through the Courtauld information about the Mayor’s proposals for Commitment programme, which is a voluntary supporting the business waste infrastructure resource-efficiency programme for the UK retail market in London can be found in Policy 3 of sector. The current phase of this programme, this strategy. being carried out over 2011 – 2015, has three targets: The key issues in managing food waste in • to reduce the weight of packaging, increase London are stimulating demand for collection recycling rates of packaging and increase the services and developing the necessary waste recycled content of all grocery packaging. treatment infrastructure. The Waste Working Through these measures the aim is to reduce Group has highlighted the following points: the carbon impact of grocery packaging by • There is a need for food waste producers to 10 per cent. understand how waste is managed at the • to reduce UK household food and drink waste point of treatment and disposal and how this by four per cent influences the methods of separation and • to reduce traditional grocery product and collection that might be required as a result. packaging waste in the grocery supply chain by • There is a need for the waste industry to better five per cent - including both solid and liquid understand the issues faced by businesses with waste37. respect to separation and storage of waste, 55

and the issues around the availability and support collection of food for these schemes awareness of food waste collection services. to enable its distribution to a wide range of • There needs to be greater understanding recipient organisations, such as charities and among food waste producers of the factors other voluntary groups. affecting market prices for the collection of food waste, such as competition, haulage, In March 2010, the LWARB awarded a grant treatment capacity. of £362,000 to FareShare to help save edible • There needs to be an assessment of how food from landfill. The grant has been used to create push/pull demand for food waste to provide 90 per cent of funding for a new collections and infrastructure. food distribution depot in the Park Royal business area of north-west London, leading Separate food waste collection is ideal when to the creation of two new jobs (a depot the food waste is sent for carbon-efficient manager and shift co-ordinator) and around 50 disposal methods such as . volunteering opportunities. This is aiding the However there is currently no legislative demand distribution of the equivalent of 800,000 meals to encourage businesses to have their food to the homeless and other vulnerable groups waste collected separately. Separate food waste within London each year, saving an estimated collection services are not offered by many 300 tonnes of food waste from landfill in the waste collection companies either. The challenge process39. therefore is to create a market for these services. Food waste processing infrastructure FareShare Community is being developed in London (see Policy 3 for Food Network examples), and the hope is that gate fees at The FareShare Community Food Network these facilities will be competitive with other is a national UK charity that supports disposal methods – this would help create the communities to relieve food poverty. market for separate food waste collections38. FareShare provides a paid-for collection service to the food and drink industry Other work with the London Food Board may to distribute good quality food that no include the development of sector-specific longer has a commercial value but is fit for action plans for food waste producers in purpose to local community groups. Each London, such as food and drink manufacturers, year, across the UK, FareShare distributes the retail and wholesale sector, hotels and around 20,000 tonnes of food that would catering and the hospitality sector. otherwise have been wasted. In 2008/09, the redistribution of this food contributed to Action 2.2.2 providing more than 7.4 million meals and The Mayor will assist food waste producers helped business food waste producers to in London to prevent unwanted, edible food reduce CO2eq emissions by 13,950 tonnes (as going to waste by supporting the use of food a result of avoiding the methane emissions redistribution schemes such as the FareShare this food would have produced in landfill)40. Community Food Network charity. FareShare’s experience, skills and operations in this area mean that it is also able to provide The Mayor is already supporting FareShare a series of education, training, employment through the LWARB. He will also call on food and volunteering opportunities. producers, distributors and retailers to formally The Mayor’s Business Waste Strategy for London

FareShare is represented on the Mayor’s Proposal 2.3 Boost reuse, recycling London Food Board, which informs and and composting performance in multi- guides programmes to improve access to tenanted buildings and on large estates healthy food in the capital, boost economic Commercial landlords and managing agents for opportunities for the food sector and multi-tenanted buildings and large estates have reduce the food system’s impact on the an important role to play in helping to reduce environment, including by reducing food waste and providing recycling services to their waste and diverting it from landfill. More tenants. details about the FareShare Community Food Network are available from www.FareShare. A confidential piece of research, commissioned org.uk/. by one of the London BIDs to assess the feasibility of on-site recycling within the BID Action 2.2.3 area, as well as collective contracting and public The Mayor will work with the London Food place recycling,42 found that some large estate Board Waste Working Group to develop, launch owners and managing agents were disposing of and promote a food waste hierarchy to help all waste generated by tenants to landfill. This businesses follow best practice in food waste had the result of lowering the overall recycling reduction, redistribution and disposal. performance for the BID to just 5 per cent, even though some other individual businesses were The food waste hierarchy will give precedence achieving recycling rates as high as between to food waste reduction, for example by 60 per cent and 70 per cent. Based on the avoiding surpluses in the first place and Westminster waste analysis study, which looked by donating edible food for charitable at the retail, office and hospitality businesses redistribution; it will also promote the potential that are likely to occupy these types of premises, to divert unwanted food for livestock feed this indicates that a high proportion of paper, where practicable and legally permitted; finally cardboard, food and glass waste may be going it will indicate that when the above avenues to landfill as mixed waste (see Table 4)43. have been exhausted, best disposal methods (including composting and anaerobic digestion) Many occupiers of multi-tenanted buildings are should be considered. This will help businesses several steps removed from the waste collection understand best practice in this area, and help process (via cleaning contractors and buildings them make decisions about how to adopt this facilities management) and may not know who best practice, as appropriate to their specific is responsible for this even though, legally, operations. they have a Duty of Care to ensure correct management to the final point of disposal or to The hierarchy is scheduled to be launched in a point where the waste ceases to be a ‘waste’. autumn 2011 at a ‘Feeding the 5000’ event41 The payment of a service charge, while this may to promote food waste reduction, and the cover waste management costs, does not legally redistribution of edible food. The Mayor discharge tenants from their responsibilities as will continue to promote this hierarchy to waste producers. All waste producers should be businesses after the event, as the opportunities aware of how a service provider manages their arise. waste once it passes into their control. 57

Commercial landlords and managing agents Managing Agents Sustainability Toolkit should take the opportunity to improve storage provides various tools to help improve waste and access arrangements, where possible, management at building level. during refurbishment or maintenance work and provide a training or awareness raising role to The toolkits are most relevant to multi- support tenants and make them aware of their occupied buildings where landlords and obligations. tenants need to find ways to work together to improve their environmental performance, If the managing agent has no desire to offer including waste and recycling performance. reuse, recycling and composting services The toolkits will help the many landlords who (particularly as the managing agent is not the wish to improve the environmental impact direct producer of the waste) or lacks awareness of their building stock but are unable to find about the possibilities for doing so, tenants may ways to engage with the multitude of tenants feel restricted in becoming further engaged all with differing aspirations and differing in sustainability issues, despite their best lease terms and timescales. The toolkits intentions. Managing agents may also feel that will also help tenants with corporate social they have insufficient time or the correct level of responsibility policies that would like to do engagement to work with their tenants. Either more, with assistance from their landlord, way, both parties are likely to be affected by including measuring and managing their own rising landfill disposal costs as a result. environmental impacts.

Action 2.3.1 Better Buildings Partnership The Mayor aims to address these issues and its toolkits through the GLA Group’s funding and support The Better Buildings Partnership (BBP) is a of projects such as the Better Buildings collaboration of London’s leading commercial Partnership (BBP), a collaboration of London’s property owners and allied organisations, leading commercial property owners and allied which is supported by the Mayor of London organisations. The primary aim of the BBP and the GLA Group. Its primary aim is to is to develop solutions to help landlords and develop solutions to help landlords and managing agents to improve the sustainability managing agents to improve the sustainability of London’s existing commercial building stock. of London’s existing commercial building stock. The BBP has produced a series of toolkits to help owners and occupiers of commercial The BBP has produced a series of toolkits to buildings to work together to reduce the enable owners and occupiers of commercial environmental impact of their buildings. For buildings to work together to reduce the example, the BBP’s Green Lease Toolkit allows environmental impact of their buildings. More owners and occupiers to agree waste, water, specifically, the toolkits allow owners and carbon and energy reduction strategies that occupiers to agree waste, water, carbon and best fit with the circumstances of individual energy reduction strategies that best fit with properties. The Green Building Management the circumstances of individual properties. Toolkit develops this work further and provides practical guidance on how to set up and run The Green Lease Toolkit contains a a Green Building Management Group. The series of non-prescriptive, best practice The Mayor’s Business Waste Strategy for London

recommendations, a model Memorandum of The Managing Agents Sustainability Understanding which can be used in full or in Toolkit contains guidance on the waste part and which parties can enter into at any hierarchy; development of a building-wide stage of any lease, and a model Green Lease waste strategy; carrying out waste audits; Clauses form, which is designed to be used understanding Duty of Care responsibilities; as minimum best practice in new and renewal managing waste during refurbishment and fit- leases. out; identifying and disposing of hazardous waste; and identifying and disposing of The Green Lease Toolkit’s best practice electrical equipment. recommendations for waste include the adoption of sustainable procurement The Green Lease Toolkit was the BBP’s first schemes, including reuse and supplier publication and a BBP Working Group has take-back schemes; co-operation between been trialling its use for over a year. Members owners and occupiers on the joint setting of of this BBP Working Group have reported the recycling targets and shared waste facilities following successes and potential uses as a for occupiers (to reduce vehicle journeys and result of its implementation: overall collection charges); awareness-raising • It helps commercial landlords to engage with and training programmes for both employees lawyers, property management companies and cleaning contractors to encourage and tenants on lease negotiation. correct use of, and participation in, reuse • It provides a best-practice benchmark and recycling programmes; provisions for the for the commercial property sector, by storage and collection of hazardous wastes, illustrating good practice in terms of both including fluorescent bulbs, mobile phones environmental opportunities and potential and batteries, to reduce overall collection cost reductions. costs and the risk of not complying with the • It should become a selling point for legal requirements for handling hazardous landlords, helping to attract tenants into waste; consistent and frequent measurement buildings, and encouraging further uptake of of waste data; data sharing on waste to the Toolkit. landfill and recycling; regular waste audits; • As it helps occupiers make cost savings and application of the above principles to the through reduced service charges, it should management of both operational waste and in turn, benefit the owner through improved waste from refurbishment and maintenance. tenant retention rates. • It should lead to a more joined-up approach The Green Building Management Toolkit within occupier organisations, between provides guidance for setting up and running those with responsibility for negotiating a Green Building Management Group, which leases and those formulating corporate would consist of landlords and tenants. It policies on waste (this is a particular issue provides various useful templates to be used where retail tenants are concerned)44. by such groups, including a waste action plan template and a waste monitoring report The BBP toolkits are available to download template, with suggestions on indicators and online at www.betterbuildingspartnership. reporting methods. co.uk 59

Case Study 2.2 Broadgate in the City of London, where York House, owned by BBP member Capital Waste helped some buildings to win British Land Clean City awards. At York House, zero waste was sent to landfill in 2010/11, with 79 per cent recycled and the Focus on waste reduction remaining 21 per cent sent for incineration As well as increasing recycling, British Land with energy recovery. reduced the amount of waste generated by its staff at York House by 10 per cent per person Some 166 tonnes of waste were diverted in 2010/11, compared to 2009/10. from landfill, equivalent to almost £8,000 in landfill taxes. This was thanks to the efforts Waste reduction initiatives included: of property owner and occupier British Land, • encouraging people only to print when really building management team Broadgate Estates necessary, and always to print on both sides Ltd, and occupiers Bunzl, Government of • reducing deliveries of printed media and Singapore Investment Corporation (London encouraging people to view materials online Office) Pte Ltd, hurleypalmerflatt and Moor • installing new software that measures Park Capital LLP. printing, with monthly reports highlighting to Head of Department whether their team’s The introduction of a food composting consumption is reducing or increasing scheme in 2009/10 significantly improved • introducing a new project team to support recycling rates, with waste food now turned people in reducing their consumption, and into high quality which is used for Waste Reduction Champions to work within agriculture in Kent. Occupiers have also run individual teams. recycling awareness campaigns, putting up Source: British Land posters, improving labelling and sending out emails to staff. Ensuring staff make full use of recycling facilities and correctly segregate Waste management at York House waste, is particularly important as most of 2% the recycling is achieved through on-site 100 segregation. 21% 28% 80 A wide range of material streams are collected 60% for recycling, including cardboard, paper, 60 glass and batteries. Waste electrical and electronic equipment are separated so they 40 79% 70% can be broken down and components reused, toners are collected and sent for refilling, and 20 40% food waste is sent for composting. Waste is weighed on site, ensuring data accuracy. 0 2008/09 2009/10 2010/11 ■ Recycled The waste contractor Capital Waste was ■ Incinerated (with energy recovery) recommended to the York House building ■ Landfilled management team by colleagues at The Mayor’s Business Waste Strategy for London

Case Study 2.2: York House, owned by BBP member British Land. © British Land. 61

Action 2.3.2 waste storage areas also needs to be carefully The Mayor will seek to work with sector considered so that businesses can feel organisations such as the British Institute of confident in placing waste securely outside of Facilities Management, large estate owners and their premises without causing environmental managing agents and transport organisations harm or other problems, such as attracting such as the GLA Group and Network Rail, on vermin. the possibility of finding spaces on site to house small-scale waste treatment options such as In a survey of 1,538 businesses in Wales, balers, shredders and in-vessel composting units. for example, seven per cent said that lack A number of delivery partners may be required of storage space was a barrier to recycling45. in terms of providing landholdings, establishing Anecdotal evidence obtained from members of treatment processes, and maintaining ongoing London’s Smart Green Business, representing operations and maintenance. some of London’s BID organisations, also indicates that insufficient storage capacity is a Action 2.3.3 barrier to recycling, particularly in relation to The Mayor will seek to facilitate sponsorship increasing the range of materials collected46. opportunities for the provision of ‘trade waste’ bring bank hubs and ‘on-the-go’ Smart Green Business public place recycling within London’s Smart Green Business is a network set up to business parks and estates. Towards this end, provide access to professional advice and the Mayor will seek to develop existing and support to help businesses achieve economic new partnerships with London boroughs and advantage through environmental action. other organisations such as those operating It aims to support more than 1,300 SMEs recycling incentive schemes, local business in London, helping businesses to improve groups, retailers, manufacturers, the property environmental performance in seven key areas industry and the waste sector. including waste management and recycling, green procurement, business resource Proposal 2.4 Ensure that all new efficiency, environmental management and refurbished developments have systems, energy auditing, travel planning sufficient internal and external space and knowledge transfer partnership. By June available for storage of bulky waste, 2012, the Smart Green Business group aims residual waste and recycling. This is to to have helped businesses to: facilitate separation of waste that can • divert 1,300 tonnes of waste from landfill be reused and recycled and ultimately • save 7,000 cubic metres of water diverted from landfill. It will also help • avoid the use of two tonnes of materials to lessen the impact of business waste • save 300 tonnes of CO2eq. on the street-scene environment in London. Smart Green Business is funded by the Mayor via the ERDF Operational Programme 2007- Often space can be at a premium, and having 13. The initiative contributes towards the to house different types of waste and recycling Mayor’s Economic Development Strategy, containers can be a disincentive to separating which sets out a vision to create a sustainable waste for reuse and recycling, particularly world city with strong, long-term economic for small businesses. The design of external The Mayor’s Business Waste Strategy for London

growth, social inclusion and environmental Automated waste collection systems and improvement. underground storage areas are difficult to retrofit, due to the existing underground Project delivery of Smart Green Business is infrastructure of buildings, and high capital being managed and co-ordinated by the Cross expenditure costs. Therefore, these collection River Partnership, with input from its delivery technologies are best suited to proposals for partners, including eight of the London BIDs new development. (Angel Aim, Bayswater, Better Bankside, Camden Town Unlimited, Heart of London Action 2.4.1 Business Alliance, Team London Bridge, The Mayor will make use of the planning Victoria and Waterloo Quarter), Westminster process, through the London Plan and his Council, North Central Travel Plan Network supplementary planning guidance on sustainable and South East London Transport Strategy. design and construction, to ensure the Other strategic partners include the London provision of waste storage space in new and BIDs Network and the London boroughs of refurbished developments47. Local planning Camden, Islington, Lambeth and Southwark. authorities will be required to ensure that all planning applications for new and refurbished Mixed and contaminated waste materials developments have provided for sufficient are harder to convert into valuable new waste storage space. In addition, an operational materials and products. Therefore, the ability waste strategy for new developments should be to separate waste at source is important in submitted to show how the potential types and the case of many materials. A 2007 survey for quantities of waste that may be generated can the Environment Agency in Wales found that be managed on-site in such a way as to achieve a third of commercial and industrial waste 70 per cent recycling of C&I waste. generated was mixed waste, which could potentially have been diverted from landfill for recycling if it had been separated at source.

Access to premises by refuse collection vehicles is also a concern, especially where storage and loading bays are not at street level or are positioned away from thoroughfares that have sufficient room to accommodate collection vehicles. It is further complicated by the fact that storage and collection areas can be a range of different places, including footpaths, shared basement and loading bays, shared internal and storage areas, and private storage and bin collection areas. The need to transfer recycling, as well as residual waste, containers over long distances or up and down multiple building levels can be a deterrent to separating waste material streams for recycling. 63

Endnotes 18. Local Authority Trade Waste Recycling Survey – April 1. Confidential research undertaken and reported in 2009, BREW (2009), available at www.lga.gov.uk/ 2010. lga/aio/1822191 (accessed 14 July 2010). Survey of 2. These findings are based on survey responses from local authorities in England to monitor provision of a range of sectors and business sizes represented trade waste services. by London’s BIDs and are considered to be 19. Corporation of London Clean City Awards representative of a cross-sectoral response. Scheme: www.cityoflondon.gov.uk/Corporation/ 3. Waste Analysis Project: Final Report, SWAP (2005), LGNL_Services/Business/Commercial_waste_and_ available at www3.westminster.gov.uk/docstores/ recycling/clean_city.htm. publications_store/WCCWasteAnalysisFinalReport. 20. Data Source: Municipal Waste Statistics - Tables for pdf (accessed 18 June 2010). November 2009 Statistics Release (Table 1: Municipal 4., Ibid. Waste Arisings from 2000/01 to 2008/09), Defra 5., Ibid. (2009), available at www.defra.gov.uk/evidence/ 6., Ibid. statistics/environment/wastats/archive/mwb200809. 7., Ibid. xls (accessed 21 July 2010). 8. Defined as more than 50 per cent of total tonnage 21. Industrial and Commercial Waste Management, Defra to landfill. (2006), available at www.defra.gov.uk/evidence/ 9. Confidential research undertaken by London BID. statistics/environment/waste/kf/wrkf03.htm 10. Anecdotal evidence from Smart Green Business, 29 (accessed 09 August 2010). July 2010. 22. SMEs and Sustainable Waste Management in London 11. SME Statistics for the UK and Regions 2008: Table Research Findings: A Report Commissioned for the 17 – London, BIS (2008). London Assembly Environment Committee, GfK 12. Social and Environmental Responsibility and the Business (2007),available at http://legacy.london. Small Business Owner, Federation of Small Businesses gov.uk/assembly/reports/environment/business- (2007), available at www.fsb.org.uk/policy/ waste-strategy-response-app-a-gop-research.rtf Publications (accessed 07 June 2010). In a survey (accessed 16 July 2010). Research commissioned by conducted by the Federation of Small Businesses, 83 the London Assembly to assess drivers for current per cent of respondents actively engaged in waste approaches to waste management. minimisation and recycling. 23. Greater London Authority Best Practice Guidance: 13. The Local Elections in England 2008: A Small Trade Waste Recycling, Enviros Consulting Limited Business Manifesto, Federation of Small Businesses (2005), available at www.london.gov.uk/sites/ (2008), available at www.fsb.org.uk/policy/ default/files/BPG%20Trade%20Waste%20Recycling. Publications (accessed 07 June 2010). pdf (accessed 21 June 2010). 14. Ibid. 24. Government Review of Waste Policy in England, 15. Social and Environmental Responsibility and the Defra (2011), available at www.defra.gov.uk/ Small Business Owner, Federation of Small Businesses publications/files/pb13540-waste-policy- (2007), available at www.fsb.org.uk/policy/ review110614.pdf (accessed 12 July 2011). Publications (accessed 07 June 2010). The survey 25. Response to Policy 5.16 of the London Plan: found that the two biggest barriers to increasing Com4726744, Federation of Small Businesses (2010). recycling participation for businesses were cost (for 26. SME Environment Survey 2009: UK, NetRegs (2009), approximately 48 per cent of respondents) and available at www.netregs.gov.uk/static/documents/ access to services (for approximately 46 per cent of NetRegs/NetRegs_SME_Environment_2009_UK_ respondents). summary.pdf (accessed 07 June 2010). Cited by the 16. SMEs and Sustainable Waste Management in London majority of respondents to a NetRegs environment Research Findings: A Report Commissioned for the survey conducted in 2009. London Assembly Environment Committee, GfK 27. Less is More: Business Opportunities in Waste & Business (2007), available at http://legacy.london. Resource Management, Defra (2010), available at gov.uk/assembly/reports/environment/business- www.defra.gov.uk/environment/waste/documents/ waste-strategy-response-app-a-gop-research.rtf opportunities-waste-manage.pdf (accessed 06 June (accessed 16 July 2010). Research commissioned by 2010). the London Assembly to assess drivers for current approaches to waste management. 17. Ibid. The Mayor’s Business Waste Strategy for London

28. London Councils Elections 6th May 2010: What 38. Economic Modelling for the Mayor’s Municipal Waste Small Businesses Want from Your Borough, Management Strategy – Appendices, available from Federation of Small Businesses (2010), available the GLA, Eunomia (2010). at www.fsb.org.uk/policy/rpu/london/assets/ 39. Mayor’s Press Release (2010) [Online] available at localelection10commandments2010.pdf (accessed www.london.gov.uk/media/press_releases_mayoral/ 16 July 2010). The Federation of Small Businesses per centC2 per centA3362000-boost-charity-stop- compiled 32 local manifestos, one for each London surplus-food-being-dumped-landfill (accessed 11 borough (excluding the City of London) outlining April 2011). what local councils can do to give a better deal for 40. Supporting Communities to Relieve Food Poverty, small businesses. FareShare Community Food Network (2010), 29. Recycling Urban Glass: A Project to Identify the available at www.FareShare.org.uk/about-us.php Economic Viability of Glass Recycling from Licensed (accessed 12 August 2010). Premises in Urban Areas, WRAP (2004), available 41. More information is available at www.feeding5k.org at www.business.brookes.ac.uk/research/files/ 42. Confidential research undertaken and report RecyclingUrbanGlass.pdf (accessed 14 July 2011). produced July 2008. 30. SMEs and Sustainable Waste Management in London 43. Waste Analysis Project: Final Report, SWAP Research Findings: A Report Commissioned for the (2005), [Online], available at www3.westminster. London Assembly Environment Committee, GfK gov.uk/docstores/publications_store/ Business (2007), available at http://legacy.london. WCCWasteAnalysisFinalReport.pdf (accessed 18 June gov.uk/assembly/reports/environment/business- 2010). waste-strategy-response-app-a-gop-research.rtf 44. Practice and Law: Green Leases – A War of (accessed 16 July 2010). Research commissioned by Attrition, Estate Gazette (2010), available at the London Assembly to assess drivers for current www.betterbuildingspartnership.co.uk/download/ approaches to waste management. bbp-green-lease-round-table.pdf (accessed 10 31. Glass Collections: The Challenge Ahead, British Glass August 2010). (2008), available at www.britglass.org.uk/Files/ 45. Survey of Industrial & Commercial Waste Arisings in Recycling/the_Challenge_FINAL.pdf (accessed 05 Wales, for Environment Agency Wales, Urban Mines July 2010). (2009), [Online], available at www.environment- 32. The Mayor’s Economic Development Strategy for agency.gov.uk/static/documents/Research/Survey_ London, May 2010, GLA (2010). This strategy aims of_Industrial_and_Commercial_Waste_Arisings_in_ to encourage the continued designation of Business Wales_2007.pdf (accessed 7 July 2010). Improvement Districts as effective vehicles for 46. Anecdotal evidence from Smart Green Business, collaborative working. 29 July 2010. 33. Defined as more than 50 per cent of total tonnage to 47. The Mayor will revise the Supplementary Planning landfill. Guidance (SPG) on Sustainable Design and 34. Mapping Waste in the Food Industry, Oakdene Construction to contain up-to-date best practice Hollins (2008), for Defra and the Food and Drink requirements for achieving sustainable design Federation, [Online], available at www.fdf.org. and construction principles with respect to waste uk/publicgeneral/mapping_waste_in_the_food_ reduction and resource efficiency within buildings industry.pdf (accessed 05 July 2010). and infrastructure projects. This is discussed further 35. Waste Analysis Project: Final Report, SWAP (2005), in Policy 4. available at www3.westminster.gov.uk/docstores/ publications_store/WCCWasteAnalysisFinalReport. pdf (accessed 18 June 2010). 36. Mapping Waste in the Food Industry, Oakdene Hollins (2008), for Defra and the Food and Drink Federation, [Online], available at www.fdf.org. uk/publicgeneral/mapping_waste_in_the_food_ industry.pdf (accessed 05 July 2010). 37. Courtauld Commitment 2, WRAP (2011), [online], available at www.wrap.org.uk/retail_supply_chain/ voluntary_agreements/courtauld_commitment/ index.html (accessed 06 May 2011). 65

Policy 3 • Proposal 3.3: Improve the knowledge base Supporting the waste for waste sector investors. infrastructure market in • Proposal 3.4: Identify additional London to grow and to deliver opportunities for the development of the for businesses business waste infrastructure. • Proposal 3.5: Facilitate delivery of waste Vision infrastructure improvements through the The Mayor wants to assist the development strategic planning process. of new waste infrastructure which will help • Proposal 3.6: Integrate waste facilities into to manage London’s business waste within the urban environment. the capital, so that there is less reliance on landfill. This will also bring financial, Reducing London’s reliance on landfill economic and environmental benefits to London currently sends 17 per cent of its London. The aim is to stimulate market C&I waste and 18 per cent of its CDE waste development by sharing the risk associated to landfill (see Figure 2) and is largely reliant with these new projects, illustrating their on existing sites outside of the region, where commercial viability and then attracting capacity is reducing. Notwithstanding the greater levels of private sector investment to issue of diminishing landfill availability, both fund large-scale roll-out. within and outside of the Greater London region, a lack of processing alternatives means Vision to policy that London is not realising the economic • The Mayor will use the role of the LWARB and employment opportunities that new to support and accelerate the delivery of waste infrastructure would bring, nor the London’s waste infrastructure requirements environmental benefits, in terms of lower such that the opportunity for early landfill greenhouse gas emissions from the new diversion is not missed. treatment technologies and lower overall • The Mayor will use his influence over vehicle mileages. London’s planning regime to ensure that new waste treatment infrastructure is not London’s reliance on landfill can be most delayed in being brought to market. reduced by the provision of alternative • The Mayor will also encourage the treatment options for key waste streams such development of waste facilities in a way that as mixed plastics, food waste, wood, metals facilitates their integration into London’s (specifically from LACW), paper and board urban environment and helps to reduce (specifically from the C&I waste stream) and the operational impacts of the waste sector textiles. upon the environment. These materials have been identified as those Policy to action which have significant potential to displace • Proposal 3.1: Work to attract new virgin materials and fossil-fuel derived investment for waste infrastructure in energy, based on the total tonnage produced, London. the proportion currently landfilled and the

• Proposal 3.2: Facilitate business potential CO2eq that would be saved overall partnerships to help catalyse development as a result of diverting these materials from of waste infrastructure in London. landfill. The Mayor’s Business Waste Strategy for London

Investment opportunities and treatment infrastructure for non-LACW waste challenges in developing waste streams to date, and a key recommendation is infrastructure the integration of the strategy and planning Waste management and recycling services are aspects of LACW with C&I waste infrastructure. considered part of the UK Low Carbon and Environmental Goods and Services sector. In Ensuring that London has sufficient waste London, the existing market for low carbon and infrastructure to meet its landfill diversion environmental goods and services was worth priorities will provide a number of secondary around £21 billion in 2007/08, representing opportunities including inward investment into almost 10,000 companies and employing close London’s waste sector, the development of a to 156,000 people1. The environmental sector, low-carbon London and significant employment including the waste management and recycling opportunities. sub-sectors, was worth £3.8 billion in London2 and the renewable energy and emerging low Businesses operating in the waste sector in carbon sectors were worth £6.5 billion and £10.7 the UK have seen a fundamental change in billion respectively3. their market strategies as a result of the shift in thinking from waste to resource, driven by A report by Ernst & Young indicates that access social, commercial and legislative pressures. to capital and borrowing costs for developers in Previously, waste services comprised mainly the UK Low Carbon and Environmental Goods transport, logistics and landfill disposal. In the and Services Sector – including the waste LACW sector, major operators have changed sector – remain the key barrier to growth4. their service offering, in response to local Current planning procedures can also be difficult authorities’ current preference for longer-term, for infrastructure developers to negotiate integrated contracts for LACW management, and can act as a deterrent to attracting to cover collection, transportation, recycling, inward investment into the waste sector. landfill and other forms of waste treatment and The design, development and deployment energy generation solutions6. These long-term of new technologies also requires significant contracts provide commercial certainty that collaboration between partnership organisations. enables substantial levels of investment to build new infrastructure. The LWARB’s experience shows that traditional investment organisations can be very wary about However, there is still a market failure in the new energy generation technologies which development of infrastructure for C&I waste. have not yet been widely implemented and Unlike the LACW sector, there are no long-term proven in the UK, even when they have been contracts available for significant amounts of used elsewhere, such as in the case of some C&I waste to underpin the capital costs of new gasification technologies. waste management infrastructure development. Businesses contract with waste management A report by the Institution of Civil Engineers companies individually, unlike households also cites finance and planning issues as which contract collectively via their waste the barriers to be overcome in order to disposal authorities. Individual businesses do not improve infrastructure for resource and waste produce a lot of waste, so a waste management management5. The report highlights that there company would need to secure waste contracts has been insufficient focus on new waste from thousands, possibly tens of thousands of 67

businesses, to generate enough feedstock for a more expensive for London’s businesses. It is new waste treatment facility. therefore crucial that this infrastructure is built quickly. Another issue hindering waste infrastructure development for the C&I sector is the short The experience of the LWARB and other length of feedstock contracts available. organisations has shown that the recent Businesses understandably do not enter into banking crisis and the inherent risks associated waste management contracts of more than with merchant facilities has meant that many two or three years. It is very difficult therefore businesses have faced difficulties gaining access for waste infrastructure developers and their to new capital to develop the infrastructure investors to feel secure about having enough that London needs to treat its waste7. The long-term C&I waste contracts to back the Mayor’s response to this has been to provide development of a new treatment facility. minimum amounts of funding, via the LWARB, to projects so that they can then gain the Despite these difficulties, there are developers remaining majority of funding from the private who see the opportunity to build ‘merchant’ sector, getting them ‘over the line’ so to facilities to deal with C&I waste. These are speak. The LWARB is providing funding in as facilities built at risk, without the benefit of commercial a manner as possible, mostly in the long-term contracts and are dependent on short form of loans which, once repaid, can be re- and medium-term business contracts (typically invested into other projects, creating a much- from a few months to two-three years) and on needed recyclable flow of public capital into the additional waste secured in an ad-hoc way infrastructure projects. via the ‘spot market’. Due to the inherent risks involved, developers of merchant facilities face London needs to build on its strengths in major hurdles in securing financial investments. securing investment in new waste infrastructure The Mayor has provided funding to the LWARB developments. The Ernst & Young report to help accelerate the development of merchant illustrates the potential economic benefits of facilities in London for C&I waste management, securing private sector investment in new waste and this has produced a significant number of infrastructure as part of the Mayor’s overall projects, as described later in this section. programme on climate change mitigation. The report estimates that, by 2025, creating Another option would be that more facilities the optimal recycling and energy generation built by waste management companies on infrastructure will contribute a projected: the back of long-term local authority waste • Direct Gross Value Added (GVA) of £52 million management contracts could include some per year (7.2 per cent of the overall climate ‘merchant’ capacity to treat C&I waste. The change mitigation programme contribution of Mayor, through the LWARB, is also working to £720 million per year). encourage this and significant successes are • 1,260 jobs (gross) per year (8.8 per cent of the being achieved in this area as well. total of 14,357 jobs). • inward investment of £78 million per year Not having waste infrastructure for C&I waste (9.2 per cent of the overall climate change would mean that a substantial percentage of this mitigation programme contribution of £845 waste would continue to go to landfill. As the million per year)8. landfill tax is rising, this would prove more and The Mayor’s Business Waste Strategy for London

Figure 10 Estimated average annual jobs creation in emissions through more effective management the waste sector, 2009 to 20259 of waste and linking to opportunities in the decentralised energy sector. Research and Development Maintenance 100 The Mayor has already set out in his Municipal and Operations Finance 22 606 Waste Management Strategy, London’s Wasted Project Resource, that the management of London’s Management LACW should achieve significant climate and Legal change mitigation benefits, particularly for 228 waste that currently goes to landfill or energy generation. Instead of focusing on particular Manufacturing 75 waste services or technologies, the Mayor has looked at the outcomes of particular methods

(based on their lifecycle CO2eq emissions Installation performance) to develop a CO eq emissions 229 2 performance standard (EPS). This outcome- The majority of these jobs (roughly 600 per based approach establishes two key principles: year) are estimated to be in maintenance and • that the focus will be on recovering the operations. The breakdown of these jobs is materials and choosing the reprocessing shown in Figure 10. routes which deliver the greatest CO2eq savings Tackling climate change • that there will be support for decentralised The waste sector is considered to be one of energy generation from LACW in a way that four primary areas within the Mayor’s climate is no more polluting in carbon terms than the change mitigation programme, the others being baseload energy generation it replaces12. building efficiency, transport and decentralised energy. Tackling climate change by reducing Achieving the EPS will ensure the management greenhouse gas emissions is a global priority. of London’s LACW ceases to be a net There is now a strong scientific consensus that contributor to climate change and becomes greenhouse gas emissions, as a result of human one that plays a role in achieving significant activity, are causing the climate to change at an climate change mitigation benefits. London unprecedented scale and speed10. will be the first city in the world to develop an EPS for LACW management, sending a clear Traditional methods of waste management are message to London’s waste authorities and the a net contributor to climate change and the waste industry to focus on waste management

European Environment Agency estimates that activities that achieve the greatest CO2eq methane emissions from UK landfill sites are savings. among the highest of the EU Member States11.

Decomposition of biodegradable materials in London’s CO2 Emissions landfill, for example, generates around 40 per In 2008, London’s CO2 emissions were 44.7 cent of the UK’s methane emissions and 3 per million tonnes (MtCO2), equivalent to 8.4 cent of the country’s greenhouse gas emissions. per cent of the UK’s total CO2 emissions. The London’s waste sector has an opportunity supply and use of electricity and other fossil to become a net reducer of greenhouse gas fuels in buildings is the primary source of CO2 69

emissions in London. The Mayor intends to Proposal 3.1 Work to attract new tackle emissions by reducing energy demand investment for waste infrastructure in on a sector-by-sector basis while at the same London time ‘de-carbonising’ the supply of energy. As described above, the public sector needs to provide strategic investment to overcome the The Mayor has committed to an overall target market failures that are preventing new waste

of reducing London’s CO2 emissions by 60 infrastructure development in London, particularly per cent on 1990 levels by 2025 and at least in the treatment of London’s C&I waste. 80 per cent by 2050. These targets are on the basis that this is the contribution London Action 3.1.1 and the UK as a whole need to make to help The Mayor will invest in the development of waste

stabilise atmospheric concentrations of CO2 at infrastructure in London through two key routes: 450ppm. the LWARB Infrastructure Fund and the London Green Fund. Each of these two funds will help More information on the Mayor’s strategic to lever investment into large-scale, Londonwide objectives for climate change mitigation and programmes to help develop and attract private energy, and the benefits of moving London sector investment to new waste infrastructure to a low-carbon economy, can be found capacity in London. in Delivering London’s Energy Future: The Mayor’s Climate Change Mitigation and The LWARB Infrastructure Fund Energy Strategy)13 and Prospectus for London: From 2009 to 2011, the LWARB had a total The Low Carbon Capital14. investment fund of £58 million available from DEFRA and the GLA Group to help provide financial Developing the green skills sector support for waste infrastructure and campaigns, The Mayor’s policy proposals on helping brokerage support and to help to bridge the gap Londoners gain the skills and experience between the Mayor’s strategies for waste and their needed to participate in the low-carbon implementation. At least another £18 million is economy are dealt with in Delivering London’s available for the period 2011 to 2014. Energy Future: The Mayor’s Climate Change Mitigation and Energy Strategy15. The Mayor’s As part of its total investment fund of £58 main programme for delivering the skills and million, the LWARB allocated £21 million to help experience necessary in this area is the Low develop waste infrastructure from a preferred Carbon Employment and Skills Programme, pool of projects. This £21 million Infrastructure which is made up of a number of projects Fund supports a portfolio of projects that, by 31 that will ensure Londoners are able to secure March 2015, will: sustainable employment within the low-carbon • divert over 500,000 tonnes of waste from economy, including: landfill each year

• assessing the employment and skills required • save over 3m tonnes of CO2eq over the lifetime to support the low-carbon sector in London of the projects • creating jobs through the Mayor’s climate • create approximately 150 jobs within London16. change programmes • working in partnerships to identify the More information about the LWARB is contained requirements for low-carbon skills training in Box 3.2. and employment support. The Mayor’s Business Waste Strategy for London

The LWARB new materials, recycling, composting and The LWARB was established by the GLA in anaerobic digestion facilities and new and 2007 to promote and encourage a reduction emerging advanced thermal treatment or in the waste produced, an increase in reuse chemical conversion technologies and recycling and an increase in the use of • projects that contribute towards district methods of collection, treatment and disposal heating networks and connections to that are more beneficial to the environment in maximise combined heat and power London. The LWARB’s remit covers all waste opportunities streams (LACW, C&I waste and CDE waste) • awareness campaigns to target specific and it seeks to achieve its objectives through community sectors and convey broad the provision of three key services: messages about waste reduction, reuse and • A £76 million fund* to provide financial recycling, delivery of which will be via the support for waste infrastructure and Recycle for London campaign (as discussed communications campaigns. The fund is in Policy 1). administered by an eight-member board and three programme-specific committees (an For more information about the LWARB, investment committee, an audit committee visit www.lwarb.gov.uk. and a flats recycling programme committee). *£58m from 2008 – 2011 and £18m from 2011 – 2014 • A brokerage and project development service that aims to bring together waste producers, site owners, London boroughs The London Green Fund and energy users to provide new sites for The London Green Fund is the London waste infrastructure. It will provide expertise, component of the JESSICA (Joint European funds and contacts to help develop waste Support for Sustainable Investment in City projects to meet its priorities. Areas) initiative developed by the European • A role as a best-practice co-ordinator to Commission and the European Investment provide a knowledge and data management Bank in collaboration with the Council of centre helping interested parties to Europe Development Bank. JESSICA allows bridge the gap between strategy and member states of the EU to invest a proportion implementation. of their EU grant funding to make repayable investments in projects, thereby creating a For each year during the life of the fund, revolving investment fund for funding the the LWARB must prepare a business plan regeneration of urban areas. that sets out its priorities and methods for disbursing any funds at its disposal. Funds The London Green Fund is a separate funding will be distributed by way of grants, loans, stream from the LWARB Infrastructure Fund, guarantees, equity participation and other so potential project sponsors may apply for financing vehicles to the following types of funding from both streams. project: • waste infrastructure or technologies that The London Green Fund

significantly reduce CO2eq emissions The London Green Fund operates as and divert waste from landfill, including a revolving fund for making repayable reuse infrastructure, manufacturing investments in environmental infrastructure infrastructure for reprocessing recyclate into projects and programmes that contribute 71

to tackling climate change through the Foresight Group have been selected as the development of new waste infrastructure, fund manager for the Waste UDF. The UDF, decentralised energy and energy efficiency now called the Foresight Environmental schemes. It will provide equity, loans or Fund, was launched in March 2011 and is guarantees – not grants - to projects and any open for business. Foresight Group have return on investments will be reinvested in already committed to securing an additional environmental projects. £36m of private capital to increase the size of the Waste UDF to at least £72m. Relative to commercial markets, the London This demonstrates how public funds from Green Fund has the flexibility to take a London and Europe are not only being longer-term view of the scale and timing of invested in ways that ensure they can financial returns expected from investments, generate returns to be reinvested, but are particularly in the current economic climate. also being leveraged at UDF and at project Once projects have demonstrated a track level to bring private sector finance into the record and financial return the London waste sector in London. Green Fund will be able to realise its original investments, in part or in full, for re- investment in a similar activity. Case Study 3.1 Biossence Gasification Facility, The London Green Fund has been set up East London with an initial fund size of £100m. The Biossence Ltd was established in 2006 to Mayor has provided half of this, with £32 develop, build, own and operate energy million provided by the LDA and £18m generation facilities using the gasification provided by the LWARB. These contributions advanced thermal treatment technology. were matched by £50m funding from the European Regional Development Fund Biossence’s first plant, the East London (ERDF). The London Green Fund has Sustainable Energy Facility (ELSEF), will separate Urban Development Funds (UDF) process 98,000 tonnes per year of solid for its two initial priority areas – waste and recovered fuel (SRF) derived from local energy efficiency. Each UDF will be managed LACW sources. The SRF will be provided by an external fund manager to ensure under a long-term fuel supply contract from full project analysis from both a financial the nearby Frog Island mechanical biological and environmental perspective prior to treatment facility, which is operated by investment. The process allows the Mayor, Shanks East London under a 25-year the GLA Group and the LWARB to determine private-finance initiative (PFI) contract with the strategic objectives of the fund and its the East London Waste Authority. investment criteria while the independent fund manager ensures that the fund itself is The facility will generate 18-20 megawatts focused on investment and delivery. of electrical power and around 10 megawatts of thermal power. A small The £18m LWARB contribution has been amount of power will be used to meet matched by £18m funding from ERDF the facility’s own needs and the balance to form a distinct £36m Waste UDF to exported to the National Grid. be invested solely in the waste sector. The Mayor’s Business Waste Strategy for London

Case Study 3.1 Biossence Gasification Facility, East London – an artist’s impression. © Biossence East London Ltd. 73

The LWARB is providing around £9 million The Food Waste to Fuel Alliance is a brokerage in financial assistance on a commercial basis service that seeks to bring together technology that will facilitate construction of the £80 providers, energy companies and food waste million facility. The LWARB’s funding will be producers in cross-sector partnerships that used to underwrite technology development can deliver economies of scale, increase value for the facility to help attract private sector for money and share some of the risk involved investment into the project. in developing new food waste treatment infrastructure18. Working closely with the Biossence also has planning permission for LWARB, the alliance is creating partnerships a 400,000 tonne gasification plant near for the development of an infrastructure for Liverpool and is developing a pipeline of anaerobic digestion, used cooking oil processing other projects around the UK and abroad. For and other fuel or energy producing projects, more information visit www.biossence.com for which there is plenty of opportunity in London. The alliance is made up of a number of Proposal 3.2 Facilitate business representatives from the GLA Group, including partnerships to help catalyse the GLA, the LWARB, TfL and Capital Growth. development of waste infrastructure in Businesses involved in this programme to date London include British Airways, BAA, Sainsbury and Every tonne of food waste that goes to landfill Keystone Distribution. The alliance aims to results in a significant amount of CO2eq support food waste treatment infrastructure emissions: 297kg on average. Food waste projects with one or more of the following reduction is the ideal solution to eliminating objectives: such harmful emissions. Where this is not • contributing to decentralised energy possible, the next best solution can be to (heat and power) networks turn this waste into compost or energy using • providing renewable transport fuel appropriate industrial processes. This can (bio-fuel and hydrogen). achieve significant results: for example, every • providing compost for local use, linked to tonne of food waste treated via anaerobic the Mayor’s Capital Growth Programme that digestion to generate electricity can result in promotes community food schemes in London.

83 kg of CO2eq savings compared with current UK electricity generation (which is produced As of May 2011, several exciting projects are mostly using fossil fuels), and 380kg of CO2eq in the early stages of development by alliance savings when compared with sending the waste members. One is a food waste-to-biojet fuel to landfill17. Composting a tonne of food waste project by British Airways and their partners rather than sending it to landfill can result in Solena, where at the time of writing, site

344 kg CO2eq reduced. negotiations and technical evaluation work were underway. If this project is successful, over 16 Action 3.2.1 million gallons of fuel could be produced per The Mayor will use the Food Waste to Fuel year, enough twice over to fuel all of British Alliance Programme to take a sector-specific Airways’ flights from London City Airport. approach to the development of at least five exemplar food waste treatment infrastructure A second project, in the very early stages of projects in London. development, is a used cooking oil collection and processing service by Addison Lee, a The Mayor’s Business Waste Strategy for London

London-based courier and taxi company. A East London as part of the legacy of the 2012 recent study for the London Borough of Camden Games. concludes that biodiesel from used cooking oil provides a very high level of greenhouse gas A commitment was made in the London 2012 savings compared to other transport biofuels19, bid that, if successful, the 2012 Olympic and the Mayor is very supportive of this idea. and Paralympic Games would catalyse waste The company’s ambition is to be able to collect infrastructure in East London as part of the oil free of charge from London businesses, and legacy of the Games. This commitment is being use the oil produced within one or more of their honoured, with several facilities now having service fleets. been assisted, through Mayoral investment via LWARB, with their plans to locate in East Other potential projects under the Food Waste London. to Fuel initiative include various anaerobic digestion projects in collaboration with the The Olympic Park Legacy Company, in the LWARB and project developers. preparation of the Olympic Park Legacy Master Plan, has identified waste-derived syngas or Action 3.2.2 biogas as one of the most cost-effective means The LWARB will continue to offer a brokerage of providing energy to the Olympic Park in and project development service that aims to legacy to ensure it is a low-carbon development. bring together waste producers, site owners, Discussions are underway with Cofely, the London boroughs and energy users to provide Olympic Park energy centre operators, about new sites for waste treatment infrastructure. the technical potential for this to happen. Discussions are also underway with local The service is now open in the form of a web- authority partners to identify a site for the gas- based system where companies can register producing facility. their details and interest and look for potential project partners. As of May 2011, 15 companies Proposal 3.3 Improve the knowledge had registered their interest. base for waste sector investors Action 3.3.1: Research has been undertaken to The service will seek to become more proactive produce a catalogue of commercially operating over time and provide expertise, funds and waste infrastructure facilities across the contacts to help develop waste projects to world, to showcase the opportunities for their meet the Mayor’s priorities for improving development in London. The Mayor will publish waste treatment infrastructure in London. The this catalogue in 2011-12. The catalogue will LWARB will seek to develop project partnerships comprise a series of international case studies bringing together five principal components: a of existing commercial or demonstrator plants site operator, a feedstock provider, a technology using anaerobic digestion, gasification or supplier, off-take users (for heat, power, mechanical-biological treatment processes to recyclate or fuel) and finance provision20. treat waste.

Action 3.2.3 The facilities selected for inclusion in the Work with London boroughs, the GLA Group catalogue will have been designed and/or and the Olympic Park Legacy Company to operated by a range of different technology catalyse development of waste infrastructure in providers. The goal of the catalogue is not to 75

provide an exhaustive list of reference facilities, scale, biomass heat and power and wide- but rather to identify those technologies that scale deployment of small and medium-scale are configured in the most appropriate way renewable heat and power technologies (such as for London and to demonstrate that there are photovoltaic panels, solar thermal systems and a significant number of plants of this nature heat pumps). operating outside of London, in the UK, in other EU Member States and beyond. The Mayor is supporting the development of a market for heat, as well as regulatory reform Action 3.3.2 of the electricity market to support access for As part of its remit to act as a best practice decentralised energy generators. The Mayor is co-ordinator, the LWARB will steer potential doing this by: investors and other partners towards the • enabling the identification and development of relevant knowledge and data sources to help decentralised energy opportunities improve understanding of new waste treatment • delivering decentralised energy through the technologies and the level of risk associated planning system with such technologies, particularly advanced • enabling the commercialisation of the thermal treatment technologies, such as decentralised energy market. gasification and pyrolysis. The LWARB will also help to identify and bring together the parties The Mayor will progress with several with the existing strengths, skills, knowledge initiatives in this direction, including ensuring and experience necessary to bring new waste funding is available via the London Green infrastructure to market with the minimum level Fund, continuing to host the London Heat of risk. Map and helping project development via the Decentralised Energy Masterplanning Proposal 3.4 Identify additional Programme (DeMAP). opportunities for development of business waste infrastructure Decentralised Energy Through the work of the LWARB and the GLA Masterplanning Programme Group, the Mayor is developing a series of In 2008, decentralised energy contributed tools that will enable potential investors in the around 2.5 per cent of the overall supply of waste sector to identify opportunities with the energy in London. EU and national policies potential to increase the value, and lower the are geared towards moving to low- and zero- risk, of the investment to be made. These tools carbon sources for supplying electricity via should assist with site selection and assessment the national grid, and the Mayor has set a and help to identify co-location efficiencies and target to generate 25 per cent of London’s options for secondary and tertiary processing. energy from decentralised sources by 2025.

The Mayor, particularly, is targeting a significant Decentralised energy is defined as low- increase in the proportion of energy generated carbon electrical power or heat generated from renewable sources within London. Energy and delivered within London. The primary generation using advanced thermal conversion opportunity in London is for low- and zero- technologies is considered to be one of three carbon heat networks fed by combined heat main opportunities to increase renewable and power (CHP) systems at a range of energy generation in London, alongside large- scales. These systems can be fed by a mix of The Mayor’s Business Waste Strategy for London

Table 6 Projected commercial and industrial waste infrastructure capacity gap for London at 2015, 2020 and 2031 (‘000 tonnes) Facility Type 2015 2020 2031

Materials Reclamation Facility (MRF) 1,835 2,259 2,282

Composting and Anaerobic Digestion 648 819 880

Mechanical-Biological Treatment 542 505 1,904

New Energy Generation 338 238 1,175

Thermal Treatment 361 302 479

TOTAL 3,724 4,123 6,720 Notes: Anaerobic digestion (AD) element includes source-segregated AD capacity and back-end capacity required after mechanical-biological treatment (i.e. for non-source segregated organic waste). Mechanical-Biological Treatment: Based on all waste inputs to the mechanical-biological treatment process. New Energy Generation is back-end thermal treatment capacity required for refuse-derived fuel produced following mechanical-biological treatment of waste. Thermal treatment: Excludes thermal treatment capacity required for refuse- derived fuel produced following mechanical-biological treatment of waste.

energy sources, including waste derived fuels. for projects, to enable viable projects to gain from residual waste processing funding. As of May 2011, 24 boroughs have facilities can be distributed using a heat received DEMaP support. network infrastructure to provide low-carbon heat to neighbouring homes, public buildings More information about the DeMaP and businesses. This will enable new and programme is available from www.

existing developments to meet tighter CO2eq londonheatmap.org.uk/Content/home.aspx. reduction requirements and contribute to London’s climate change mitigation targets. Action 3.4.1 The GLA and the LWARB are working together The Decentralised Energy Masterplanning to identify the potential capacity gap between Programme (DEMaP) is a resource designed LACW and C&I waste infrastructure required in to facilitate and accelerate delivery of London and known projects under development. decentralised energy projects across It is estimated that there may be a shortfall in London and help London boroughs and the waste infrastructure capacity for C&I waste of commercial sector to produce local heat around 3.7 million tonnes in 2015 rising to 4.1 maps and energy masterplans. Decentralised million tonnes in 2020 and 6.7 million tonnes energy projects and district heating networks in 2031 if no new infrastructure is developed require extensive and complex infrastructure within this time period21. and long development timescales, but they can provide heat and power in a low-carbon Table 6 provides a breakdown of the estimated way, and can offer a return on investment. level of capacity required for different types Decentralised energy masterplans can identify of C&I waste infrastructure. This is based on opportunities, provide technical feasibility projected C&I waste arisings for each of the information and help make the business case 77

years 2015, 2020 and 2031, and projections for • Strategic Industrial Land identified in the the capacity of existing and planned facilities. London Plan The GLA and LWARB’s work in this area, to • existing and proposed heat and power be completed in 2012, will help to identify networks (the London Waste Map is waste infrastructure requirements in London complementary to the London Heat Map) in more detail, including the extent and • potential demand for off-takes, including geographic location of infrastructure required. heat, power, recyclate and fuel The outcomes will also be used to inform the • transport infrastructure networks decision-making process of the LWARB, in • planning boundaries and strategic planning considering which projects should be offered areas, including, for example, strategic assistance. The information is also being used industrial and employment locations, as part of a web-based Geographic Information Opportunity Area Planning Frameworks and System (GIS) tool developed by LWARB in the Green Enterprise District. conjunction with the GLA Group, further details Constraints mapped include: of which are provided in Action 3.4.2. • environmental and heritage interactions, such as Sites of Special Scientific Interest Action 3.4.2 (SSSI) and listed buildings LWARB has worked with the GLA Group to • human interactions, such as proximity to develop the London Waste Map which is a housing Londonwide web-based GIS map of London’s • physical interactions, such as ground waste infrastructure. The system maps the main conditions and the flood risk. opportunities and constraints for the future development of waste infrastructure in London The London Waste Map and will help to identify the best areas for this The London Waste Map provides a development. The Mayor will seek to increase Londonwide GIS of all of London’s waste awareness and use of this important resource management infrastructure and, by mapping and keep it updated, to help London’s waste the opportunities and constraints, helps industry operate as efficiently as possible in users to identify opportunities for waste establishing locations and finding partners. infrastructure development, industrial symbiosis and closed-loop waste solutions. The London Waste Map is now publicly available Some non-mapped information is also to registered users and uses work already provided as part of the GIS, relating to waste undertaken within the GLA Group on mapping collection and disposal contracts in London, London’s brownfield sites and heat and power contact information and links to specific networks. More information about London’s waste policies. heat networks is provided in Box 3.6. The London Waste Map helps the LWARB in The London Waste Map includes: its aspiration, set out in its 2010/11 Business • existing waste arisings for both LACW and Plan, to act as a ‘best practice coordinator – C&I waste working with aligned organisations to create • existing and proposed waste management a knowledge and data management centre facilities along with best practice positions (such as • brownfield sites project structuring and contracting)’. This map will contribute to the knowledge needed The Mayor’s Business Waste Strategy for London 78

Screenshot of London Waste Map showing waste sites, waste site applications and electricity network infrastructure. © London Waste & Recycling Board (data sources are listed on the London Waste Map). 79

for decision-making in the area of waste which act as a substantial constraint for the infrastructure development. development of ‘merchant’ waste infrastructure facilities (those that are able to deal with The London Waste Map is publicly accessible the ad-hoc waste from businesses that is not at www.londonwastemap.org. covered by long-term contracts). The Mayor proposes to assist the planning process and enable ease of co-location with industry that Case Study 3.2 can make use of off-takes, such as heat and Thames Gateway Heat Network power, recyclate and fuel. The idea of the Thames Gateway Heat Network is to create an area-wide (large- Action 3.5.1 scale) decentralised energy scheme, The Mayor will promote the clustering of demonstrating how multiple heat generators businesses involved in the waste and low- could supply low-carbon heat to multiple carbon sectors to create areas of sectoral consumers in the future. Located within strength and opportunities for innovation and the Thames Gateway, Europe’s largest partnership working. The capital now has a regeneration area, the Thames Gateway Heat range of emerging geographical clusters that Network would involve the construction of a are specialising in waste and other low-carbon 23km transmission network capturing low- industries, including the Green Enterprise carbon and renewable heat from a number District and Sustainable Industries Park. Not of heat generating facilities, including some only do these areas provide an opportunity to of the new waste treatment facilities planned support the development of waste infrastructure for development in East London. The concept in its own right but they are an ideal place for behind this approach is that heat could be the clustering of other facilities in this sector, delivered to a variety of buildings within leading to the development of integrated

the London Thames Gateway, giving CO2eq resource-recovery parks. savings of an estimated 100,000 tonnes of per year. The Mayor has also identified, in his London Plan, a series of 33 Opportunity Area Planning More information about the Thames Frameworks (OAPF), which he will use to Gateway Heat Network vision can be found identify and facilitate strategic, cross-borough in the Mayor’s report, Powering Ahead: opportunities for development, including those delivering Low-Carbon Energy for London, for waste management. OAPFs allow for a available at http://legacy.london.gov.uk/ greater degree of planning and co-ordination mayor/publications/2009/docs/powering- than would otherwise be realised if an area ahead141009.pdf, and at www.ltgheat.net/. was developed on a site-by-site basis. This provides an opportunity to integrate waste Proposal 3.5 Facilitate the delivery of and decentralised energy infrastructure with waste infrastructure through the complementary light industrial activities. strategic planning process Local planning authorities have a responsibility Complementary activities include those that to identify land for the purposes of waste require low- and high-grade heat for light management but there are still major industrial, commercial or recreational activities uncertainties around the planning process, and industrial and manufacturing industries The Mayor’s Business Waste Strategy for London

requiring raw materials. Plastics reprocessing is • stimulate demand for green infrastructure particularly suited to London due to the light and a de-carbonised energy supply industrial nature of the process and the need • position East London at the forefront of to reduce transportation (plastic is light and low-carbon innovation, by making use the transportation cost per tonne relatively of industrial symbiosis and sustainable high). Manufacturing industries that can utilise industries parks reprocessed plastics are, therefore, well suited • maximise the potential of green and open to development within integrated resource spaces and the District’s waterways. recovery parks. As of May 2011, a significant amount of The Mayor will ensure that waste treatment low-carbon activity has been generated in opportunities are fully considered for the Green Enterprise District. Siemens are these areas, with a view to establishing building their global sustainability pavilion green industry parks and district heating in the Royal Docks, which will showcase opportunities throughout London. cutting-edge environmental technologies to the public. A ‘temporary use’ competition The Green Enterprise District has been conducted for various sites, and Located in the heart of the Thames Gateway one of the winners is looking to develop a regeneration area, the Green Enterprise community-based waste reuse and recycling District is a flagship initiative that aims initiative. The Royal Docks area has been to attract organisations that are active in granted ‘enterprise zone’ status by central the Low Carbon and Environmental Goods government – 125 hectares of land in the and Services sector, particularly those in Royal Docks will benefit from the measure, waste management and low-carbon energy where reduced business rates and other generation. By doing so, the Green Enterprise regulatory concessions will be implemented District aims to capture some of the economic over five years to boost external investment benefits of this growing sector for London. in the area. The waste management sector, for example, has been identified as a key employment All of this activity is in addition to the new sector within the Green Enterprise District waste infrastructure being developed in the Framework, which aims to create up to 6,000 area, described elsewhere in this document, jobs overall. including in the Sustainable Industries Park (see box below). The Green Enterprise District covers the six East London boroughs of Hackney, Tower Hamlets, Newham, Waltham Forest, Barking Case Study 3.3 and Dagenham and Havering and contains Examples of waste facilities in the the largest concentration of protected Sustainable Industries Park industrial land use in London. These sites are typically located alongside the River Thames Closed Loop and inland canals and wharves. Closed Loop Recycling is the world’s first food grade PET and HDPE plastic bottle recycling The Green Enterprise District initiative aims to: plant, capable of taking 35,000 tonnes of • attract green enterprise to East London recovered plastic bottles, including milk and 81

soft drink bottles, and turning them back into 2013 and is expected to provide low-carbon recycled raw material for new food and drink heat, cooling and power to other businesses packaging. The plant diverts a significant occupying the Sustainable Industries Park. amount of waste from both landfill and export reprocessing. Using the recycled plastic to It is predicted that the £75 million investment make new bottles can reduce the carbon will generate 35 new jobs covering footprint of the bottles by up to 25 per cent. management, technical, engineering, administration and operations roles. It will

The first customers to purchase recycled food save an estimated 46,400 tonnes of CO2eq grade plastic from the plant include Britvic, emissions per year, by diverting waste from Marks & Spencer and Solo Cup Europe. Using landfill and avoiding fossil-fuel use. cutting-edge technologies, Closed Loop Recycling turns the waste that may have been For further details about Thames Gateway previously exported to developing countries Power, see www.thamesgatewaypower.co.uk/. at low value, or discarded into landfill, into Source: Let’s Recycle22 and Thames Gateway Power23 new material suitable for food and drink packaging. This creates a circle of constantly TEG Environmental recycled plastic and fits the ‘Closed Loop’ TEG, an established green technology philosophy. company, will use £1.9m loan funding from the LWARB along with other funding to Closed Loop Recycling, which is also part of develop a 30,000 tonne anaerobic digestion the 25-hectare Thames Gateway Sustainable (AD) plant, the first of its kind in London. Industries Park, has already announced its The facility will also incorporate in-vessel expansion within the UK demonstrating its composting (IVC) technologies capable of position as a leader in high-grade plastics processing 20,000 tonnes of organic waste. recycling. More information about the This technology mix means that the plant will Sustainable Industries Park can be found divert up to 50,000 tonnes of food and garden at www.closedlooprecycling.co.uk/ and waste from landfill each year. www.londonsip.com. The facility will turn food and garden waste Thames Gateway Power from London households, businesses and In July 2010, Thames Gateway Power, industrial catering companies into organic a subsidiary of Cyclamax, was granted fertiliser to be used on farms and agricultural planning permission for the development land. The plant will also be capable of of a gasification facility at the Sustainable generating 1 MW of renewable energy Industries Park by the London Thames for export to the National Grid and TEG is Gateway Sustainable Development also exploring the potential to export the Corporation. This will be used to treat additional heat produced by the process into 120,000 tonnes per year of, primarily, local heat networks. non-recyclable C&I waste, serving a main catchment area of seven miles. The facility It is expected that the plant will displace over will generate an estimated 15 megawatts of 185,000 tonnes of CO2eq over the 20- year electricity - enough to power 31,500 homes life of the project, generate power sufficient locally. The plant is due to be operational in The Mayor’s Business Waste Strategy for London 82

Case Study 3.3 The interior from Closed Loop. © Closed Loop Recycling Ltd. 83

to light 2,000 homes, create eight permanent working with the DfT, Network Rail, train jobs, and be up and running in 201224. operating companies, London boroughs and other stakeholders, will seek to improve people’s Proposal 3.6 Integrate waste facilities access to jobs, business’ access to employment into the urban environment markets, business to business access, and London needs to make better use of its rivers freight access by seeking to ensure appropriate and canals, particularly for waterborne freight, transport capacity and connectivity is provided including waste. This can also provide an on radial corridors into central London. The opportunity for the waste sector to reduce its Mayor will also explore opportunities to own transport-related environmental impacts. make greater use of the Thames for eastwest Water transport is particularly suited to bulk passenger and freight transport across the city.’ movements of relatively low value cargoes, including waste and recyclates, and waste and There has already been some good work done materials associated with construction and towards transporting waste by rail or water. For demolition activities. In the Olympic Park at example, Transport for London has undertaken Stratford, waterways have been upgraded so research on opportunities on multi-modal refuse that construction material can be transported collection vehicles (MMRCVs). These vehicles by water rather than road. There may also be are effective as part of a waste collection and opportunities for CDE waste generated by the transportation system combining road, water proposed Thames Tideway Tunnel project to be and rail transport modes25. Also, businesses are transported by water. already making use of London’s water network for transporting waste e.g. Cantillon, a specialist The majority of waste transported via water demolition company, have reduced greenhouse in London is LACW but as new infrastructure gas emissions from a demolition project in is developed, particularly for business waste, Chamber’s Wharf by transporting waste by barge there is an opportunity for the waste sector down the Thames26. to integrate sustainable modes of transport into their operations at the planning and Action 3.6.2 development stage. Through Policy 5.17 of the London Plan, the Mayor will continue to require that wharves Action 3.6.1 with an existing or future potential for The Mayor will examine opportunities for waste management should be identified and transporting waste by rail or water. Transport for safeguarded specifically for that use. London will, as appropriate, support businesses to explore opportunities to open up the rail and Proposal 38 from the Mayor’s Transport navigable water network for the transportation Strategy builds upon this safeguarding: ‘The of waste, to allow the waste sector to reduce its Mayor, through TfL, and working with the vehicle mileage and the associated environmental Port of London Authority, London boroughs and social impacts, including emissions, air and operators, will seek to ensure that existing quality, health impacts, noise and dust. safeguarded wharves are fully utilised for waterborne freight (including waste), and will This action supports various elements of the examine the potential to increase the use of Mayor’s Transport Strategy, such as Policy the Thames and London’s canal network for 4 which says ‘The Mayor, through TfL, and waterborne freight transport.’ The Mayor’s Business Waste Strategy for London

Endnotes 10. The Intergovernmental Panel on Climate Change 1. Low Carbon and Environmental Goods and Services: (IPCC) is a body of scientists from over 130 An Industry Analysis, INNOVAS (2009), BIS, © countries including over 2,500 scientific expert Crown Copyright 2009. reviewers, 800 contributing authors and 450 lead 2. Ibid. Waste management includes construction and authors. In November 2007, the IPCC published operation of waste treatment facilities, equipment its Fourth Assessment Report that concluded that for waste treatment, technologies, research and warming of the climate system is unequivocal development, consultancy, training and education. and that most of the observed increase in global Recovery and recycling includes waste collection, average temperatures since the mid-20th century engineering and equipment, consultancy training is very likely due to the increase in man-made and education, technologies, research and greenhouse gas concentrations. development, feedstock processing and recycling. 11. UK Landfill Methane Emissions Among Highest in 3. Ibid. Europe, Reynolds R (2010), available at 4. Prospectus for London: The Low Carbon www.mrw.co.uk/news/uk-landfill-methane- Capital (Detailed Report), Ernst & Young emissions-among-the-highest-in-europe/8601196. (2009), [Online] available at www.lda.gov.uk/ article (accessed 17 June 2010). Documents/Prospectus_for_London,_the_Low_ 12. In aligning his strategies on municipal waste Carbon_Capital_5608.pdf (accessed 09 August management and climate change mitigation and 2010). Study to understand the wider economic energy, the Mayor proposes that all of London’s opportunity arising from a low-carbon economy for municipal waste used for energy generation should London. have a carbon intensity less than, or equal to, the 5. The State of the Nation Report: Infrastructure source of energy generation it displaces (otherwise 2010 (London), Institution of Civil known as the ‘marginal source’ of generation), Engineers (2010), available www.ice.org. regardless of the location of the facility. Based uk/getattachment/0ca75ad4-f824-48aa- on Defra guidance for studies of this nature, a4b6-601def484ac6/State-of-the-Nation-- and in line with the approach taken in the Waste Infrastructure-2010-brief-(2).aspx (accessed 12 Strategy for England 2007, the ‘marginal’ source August 2010). of generation which is considered to be displaced 6. Waste Management Sector Report 2008, Catalyst for the purposes of this study is the combined Corporate Finance (2008), available at cycle gas turbine (CCGT) plant. Such facilities www.catalystcf.co.uk/uploads/document_assets/ are assumed to generate electricity at a carbon

bf54c124fa1fd1bf6d7b5039aaff4a1e.pdf (accessed intensity of 387kgCO2 per kilowatt hour (kgCO2/ 16 June 2010). The appetite for integrated waste kWh), and therefore facilities generating energy management contracts is illustrated by the volume from London’s municipal waste must perform at of transaction deals undertaken by the waste a level equal to or below this ‘floor’. Performance sector across a three-year period from 2004/05 against the ‘floor’ must therefore be expressed in

to 2006/07. Integrated waste management deals terms of kgCO2/kWh (of electricity generated). increased from 9 per cent in 2004/05 to 18 per 13. Delivering London’s Energy Future: The Mayor’s cent in 2005/06 and 20 per cent in 2006/07. Climate Change Mitigation and Energy Strategy, Traditional storage, collection and transportation GLA (2011), available at www.london.gov.uk. deals fell from 49 per cent to 29 per cent and 27 14. Prospectus for London: The Low Carbon Capital per cent across the same time period. (Detailed Report), Ernst & Young (2009), available 7. Waste Management Sector Report 2008, Catalyst at www.lda.gov.uk/Documents/Prospectus_for_ Corporate Finance (2008), available at London,_the_Low_Carbon_Capital_5608.pdf www.catalystcf.co.uk/uploads/document_assets/ (accessed 09 August 2010). bf54c124fa1fd1bf6d7b5039aaff4a1e.pdf (accessed 15. Delivering London’s Energy Future: The Mayor’s 16 June 2010). Climate Change Mitigation and Energy Strategy, 8. Prospectus for London: The Low Carbon Capital GLA (2011), available at www.london.gov.uk. (Detailed Report), Ernst & Young (2009), available 16. Aggregate of LACW and C&I waste. at www.lda.gov.uk/Documents/Prospectus_for_ 17. WRATE 2 emission factors, Environment Agency, London,_the_Low_Carbon_Capital_5608.pdf 2010. (accessed 09 August 2010). 9. Ibid. 85

18. The Food Waste to Fuel Alliance does not deliver any funding to potential projects; it is merely a brokerage service. Projects may submit applications to LWARB for funding through its Infrastructure Fund. 19. Life Cycle Analysis of Road Transport Biofuels, Sustainable Transport Limited (2008), available at http://camden.gov.uk/ccm/content/ environment/air-quality-and-pollution/air-quality/ research.en?page=5 (accessed 12 May 2011). 20. Consultancy and professional service providers are not permitted to register on the system. 21. Based on GLA unpublished figures. 22. Approval Granted for East London Gasification Plant, Let’s Recycle (2010), available at www.letsrecycle.com/do/ecco.py/view_item?listid =37&listcatid=5581&listitemid=55817§ion=was te_management (accessed 12 August 2010). 23. Thames Gateway Power (2010) available at www.thamesgatewaypower.co.uk/ (accessed 12 August 2010). 24. London Waste and Recycling Board (2011) available at www.lwarb.gov.uk/releases/item. php?id=40 (accessed 07 April 2011). 25. Transport for London (2008), Developing a Multi- Modal Refuse Collection System for London available at www.tfl.gov.uk/microsites/freight/ documents/publications/multi-modal-refuse- system-london-nov-2008.pdf (accessed 02 August 2011). 26. Cantillon, available at www.cantillon.co.uk/ New%20PDFs/Demolition/Chambers%20Wharf. pdf (accessed 02 August 2011). The Mayor’s Business Waste Strategy for London

Policy 4 waste can be maintained. To support this, Drive improvements in the Mayor will work with partners, such as resource efficiency in the the LWARB, to help fund delivery of the construction and demolition necessary infrastructure for CDE waste reuse sector while continuing to and recycling, if possible. The Mayor will also maintain the good levels encourage the adoption of exemplar materials of reuse and recycling and waste management practices adopted performance already being for major development projects such as the achieved Olympic Park.

Vision Policy to action Building and infrastructure projects • Proposal 4.1: Use policy and regulatory within London will consider, at all stages requirements to encourage designing of development from design through out waste at source and drive resource- construction and maintenance, how to: efficiency improvements. • Proposal 4.2: Engage developers, architects • design out waste at source: design out waste and designers in taking a leading role to that might otherwise be generated during design out waste at source. excavation, demolition and construction • Proposal 4.3: Support London’s • drive improvements in resource efficiency: construction and demolition sector in maximise use of reclaimed materials or raising existing levels of reuse, recycling and components with recycled content composting. • maintain existing reuse and recycling performance of CDE waste in London: The CDE waste stream in London is already design with end-of-life impacts in mind, so achieving high levels of reuse and recycling. that opportunities for reuse, refurbishment While there is a need to help maintain and and recycling of structures or components increase this level of waste management are maximised in the future. performance, greater emphasis is required in specific areas, such as reducing the overall Vision to policy quantity of CDE waste generated in the first The Mayor will use the planning regime in place; reducing ‘downcycling’ of construction London and supporting planning guidance wastes such as converting unused bricks and to engage developers, architects and blocks into aggregates; and increasing reuse designers in looking for the opportunities to within the industry. The Mayor’s policy proposals design out waste at source and improve the for the CDE waste stream are focused on driving overall resource efficiency of buildings and improvements in resource efficiency by designing infrastructure projects. out waste at source, and by promoting best practice in reuse and recycling of all materials. The planning regime will also be used to ensure that developers and their contractors The construction industry is both the UK’s make plans to maximise the opportunities largest user of natural resources and the largest for reuse and recycling of waste that producer of waste. WRAP estimates that, each might be created, so that London’s good year, around 400 million tonnes of material reuse and recycling performance in CDE is used and 120 million tonnes of waste is 87 generated, equivalent to one third of the UK’s Designing out waste at source and waste arisings1. WRAP has also identified within driving improvements in resource its 2008-2012 business plan that there is a need efficiency to tackle high levels of resource consumption Designing out waste at source and driving and wastage within the sector. improvements in resource efficiency reduces the environmental impacts associated with In London, CDE waste arisings are estimated to production of new materials, including waste be 9.7 million tonnes per year, with reuse and and carbon emissions generated during the recycling levels of 82 per cent being achieved2. extraction and manufacturing processes. WRAP’s This level of reuse and recycling performance has Reclaimed Building Products Guide, for example, been driven by flagship projects leading the way details the carbon and overall environmental such as the Olympic Park, and by developments impact savings that can be achieved for a range in waste policy and regulation affecting the of construction materials when substituted with construction sector within the last few years. reclaimed materials or products, often at little or In particular, the Strategy for Sustainable no additional expense4. Construction3, which contains a voluntary target to halve waste to landfill, and the Site Waste Financially, WRAP estimates that £1.5 billion is Management Plan Regulations 2008 have had an wasted in unused materials, as a result of over- impact on this sector. ordering, poor storage or damage to materials while in transit or on-site5. Much of this waste While these measures have been successful in could be avoided with better procurement driving more effective management of CDE and materials management practices. These waste, the Mayor considers that there is still opportunities need to be taken into consideration room for improvement for London’s CDE sector, at the design and planning stage of development which could make a valuable contribution where they can be most effectively addressed. to London’s economic and environmental To this end, WRAP has developed a range of sustainability. Ultimately, the Mayor aims for tools and guidance documents to help clients London’s construction sector to reduce its work with design teams, contractors and the resource consumption and use of virgin building supply chain to ensure that resource efficiency materials by: is considered as early on in the design and • using resource-efficiency tools to enable procurement process as possible6. designers and architects to reduce waste at source and optimise use of reclaimed and The Mayor’s policy approach to CDE waste recycled materials, making use of materials management is consistent with WRAP’s renewed found on-site and sourcing new components focus on working with designers and architects containing a specified level of recycled content to design out waste at source. WRAP also • using procurement processes to drive resource plans more work to target the role of smaller efficiency in the supply chain and set targets for businesses, particularly sub-contractors and on-site waste management trades, in improving resource efficiency and • limiting product damage and lowering material halving waste to landfill. Two of WRAP’s specific wastage rates through use of construction project areas for construction in 2010/11, for consolidation centres, just-in-time deliveries, example, include developing resource-efficiency improved ordering procedures and better plans for manufacturers and raising the profile component and materials storage. of resource efficiency in the construction supply The Mayor’s Business Waste Strategy for London

chain7. The Royal Town Planning Institute, in The design process its response to the consultation on the London Designing out waste has been a fundamental Plan8, has also called for more to be done aspect of the ODA’s approach to venue on waste reduction in the sector, with clear development, for both the temporary and guidance provided for developers. permanent venues. Project design teams used WRAP’s Designing out Waste: A Design Team Maintaining existing reuse and Guide for Buildings and the Design-Out Waste recycling performance of CDE waste Quantification Methodology Toolkit to identify Despite the already high levels of reuse and quick-win solutions. This produced a number recycling of CDE waste in London, recent of notable achievements, including: case studies have shown that it is possible to • use of a new blockwork technique, which achieve higher levels still of up to 95 per cent, incorporated a Y-beam system of windposts, particularly for larger construction projects reduced the amount of steel support such as the Olympic Park and Heathrow required, saving £40,000 Terminal 5. With major infrastructure projects • bridges and structural frames were such as Crossrail underway and proposed prefabricated off site to reduce construction Thames Tideway Tunnel on the horizon, waste London needs to ensure that city-wide levels of • toilet facilities for the International Broadcast reuse and recycling are improved even further Centre were manufactured off-site and and that high-profile projects continue to set simply lifted into place, which reduced the highest possible standards. wastage by an estimated 70-90 per cent.

Case Study 4.1 Given the temporary nature of some venues, Olympic Park CDE reuse and recycling design for deconstruction has been integrated The Olympic Delivery Authority (ODA) is into the design process to enable a high rate responsible for building the venues and of recovery of materials during disassembly in infrastructure for the London 2012 Olympic the post-Games period. Designers have also and Paralympic Games. With a commitment been encouraged to consider waste-efficient to using sustainable design and construction procurement with supply chain contractors. principles, key targets for materials and waste management were developed. These To date, 38 per cent by value of construction targets were set out in the ODA’s Sustainable materials have come from a reused or recycled Development Strategy (SDS) published in source and 51 per cent (by mass) of recycled January 2007: and/or secondary aggregate has been used • 20 per cent by value of construction for construction of venues and infrastructure, materials from a reused or recycled source exceeding both targets set at the start. • 25 per cent by weight of recycled aggregate for permanent venues and associated Excavation and demolition Olympic Park wide infrastructure Over 1 million cubic metres of excavated soil • 90 per cent of waste, by weight, arising from was cleaned and processed by five on-site demolition works to be reused or recycled soil-washing and stabilisation plants, enabling • Diversion of 90 per cent of construction 86.7 per cent to be reused on site. The Olympic waste from landfill through reuse, recycling development also reused or recycled 98.5 per and recovery. cent of demolition materials, by weight, with 89

a total of eight buildings being dismantled for the Olympic Park are: reuse off site. In order to ensure that materials • the overall carbon footprint of the for reuse were identified prior to demolition, development has been significantly reduced contractors were required to complete a • the Olympic Park development can now Demolition and Site Clearance Materials provide a model for future developments; Management Plan based on recommendations • fly-tipping has been reduced through central from the ICE Demolition Protocol and WRAP’s control of waste on site Quality Protocol for the Production of • less waste has been sent to landfill. Aggregates from Inert Waste. Over 220 buildings were demolished and materials such as granite Targets for both recycled content and and concrete kerbs, sandstone paving, lampposts construction waste management are currently and manhole covers were stored centrally and being exceeded and the Olympic Park is now where possible, reused or recycled on site. recognised as an exemplar in the construction Material from the site has also been used as industry, setting a benchmark for materials engineering fill and in designs of the Greenway resource efficiency and waste management and gabions, diverting waste from landfill. performance.

Waste management Further information is available from the Approximately 98 per cent of construction Commission for a Sustainable London 2012’s waste, by weight, is currently being reused, report, No Time to Waste: A Review of Waste recycled or recovered. This has been achieved and Resource Management Across the by a number of means, including: London 2012 Programme9. • development of a reuse strategy with BioRegional Development Group, whereby Proposal 4.1 Use policy and regulatory excess or unused construction materials are requirements to design out waste at shared with other contractors or donated to source and drive resource-efficiency local community projects improvements. • on-site crushing of brick and concrete for use in construction Action 4.1.1 • encouraging contractors to segregate at The Mayor will revise the London Plan’s source and charging extra if mixed skips are Supplementary Planning Guidance (SPG) collected. on Sustainable Design and Construction to contain up-to-date best practice Over 95 per cent segregation rates are being requirements for achieving sustainable design achieved on a number of the London 2012 and construction with respect to waste projects, well above industry standards; and prevention and materials resource efficiency establishing a construction consolidation on buildings and infrastructure projects. centre with an on-site compactor has helped Using the London Plan to direct planning to save around 20,000 lorry movements requirements at borough level will ensure that taking waste off-site. sustainable design and construction principles are incorporated by developers into their Key benefits plans. Planning applications will then need to The key benefits of employing such rigorous demonstrate how these design principles will sustainability criteria to the development of be met. The Mayor’s Business Waste Strategy for London

The London Plan and SPG on The Mayor intends to update his SPG on Sustainable Design and Construction Sustainable Design and Construction by 2012 The London Plan is the Mayor’s Spatial to take account of new industry best practice. Development Strategy for London that His existing essential and preferred standards sets the strategic planning context for the on materials and waste, which should be capital. The local plans established by London considered for new developments, are boroughs should be in general conformity summarised below. These principles should be with the London Plan and its policies. Policies taken into account from the design process are designed to help guide decisions on onwards and throughout the remainder of the planning applications by boroughs and the development life-cycle. Mayor. Thus, it is important in establishing resource efficiency and waste management The Mayor considers that the best way to in new developments and in developing new influence the up-take of sustainable design and waste infrastructure in London. procurement principles is through the planning system and the provisions contained within his The SPG on Sustainable Design and spatial development strategy, the London Plan, Construction contains additional information and the associated SPG on Sustainable Design to support the implementation of the and Construction11. Mayor’s London Plan policies on resource efficiency and waste. It contains a list of The SPG on Sustainable Design and essential and preferred standards to be used Construction sets out the Mayor’s essential by the Mayor to assess planning applications and preferred standards that should be taken that are referred to him. These can also into consideration in the design of major new be taken into account by local planning development. These cover waste reduction, authorities, as further material consideration, reuse and recycling, use of materials, and when considering applications for new design of storage and access to facilitate developments10. waste handling operations. His existing essential and preferred standards that are The SPG was published in 2006, and some of relevance to materials and waste are industry standards that were then considered summarised in the box below. good, or best practice, might now be the industry norm. One example is the Mayor’s The Mayor’s essential and preferred materials standard, which states preferred standards that 10 per cent of the total value of materials used should be derived from reused Mayor’s essential standards12 and recycled content. Now, WRAP’s standard, • existing buildings reused where practicable good and best practice levels are set at 10 per • minimise use of new aggregates cent, 20 per cent and 30 per cent respectively • minimise, reuse and recycle demolition waste and WRAP has showcased a number of case on site where practical studies to illustrate what can be achieved (see • specify use of reused or recycled case study examples at www.wrap.org.uk/ construction materials construction/case_studies/index.html). • by 2010, design for the provision of facilities to recycle or compost at least 35 per cent of household waste by means of separated, 91

dedicated storage space (in applicable The Site Waste Management Plan Regulations developments) 2008 came into force in April 2008 and require • reduce waste during construction and that a site waste management plan (SWMP) be demolition phases and sort waste stream on- prepared for all construction projects over the site where practical. value of £300,000 (excluding VAT). However, there is a disparity between the requirement Mayor’s preferred standards13 to prepare a statutory SWMP and levels of • before demolition, appraisal of maximising checking and enforcement of this requirement recycling of materials by use of ICE’s by the Environment Agency and local Demolition Protocol authorities. Research commissioned by WRAP • 10 per cent of the total value of materials found that 84 per cent of planning permissions used to be derived from reused and recycled for new developments did not require a SWMP content in products and materials selected to be submitted and only six per cent of those • use prefabricated and standardised submitted were inspected by local planning modulation components to minimise waste authorities as part of a planning application14. or, where this is not feasible, use low-waste fabrication techniques The requirement to prepare and submit a • by 2015, design for the provision of facilities SWMP alongside planning applications for to recycle or compost at least 60 per cent building and infrastructure projects is not, in of household waste by means of separated, itself, a legal requirement. There are, however, dedicated storage space (in applicable economic and environmental benefits to be developments) gained in ensuring that resource efficiency and • by 2020, design for the provision of facilities waste management measures are considered as to recycle or compost at least 70 per cent of early on as possible in the design and planning C&I waste by means of separated, dedicated process. A requirement to do this through the storage space (in applicable developments) planning regime presents an ideal opportunity • incorporate or provide access to new waste to achieve this. More information on Site Waste recovery facilities to provide a renewable Management Plans is available in Box 4.3. source of energy to new developments. Studies undertaken by WRAP, consulting firm Action 4.1.2 AEA, BRE, the Chartered Institute of Building, Through the London Plan and SPG on South East Centre for the Built Environment, Sustainable Design and Construction, the Constructing Excellence and Envirowise have Mayor will set out the level of information identified that cost savings, better on-site that should be submitted at the planning management of waste and improved legal stage so as to encourage resource efficiency compliance are the key benefits to be gained and waste management measures to be from the use of an SWMP15. However, to considered as early on in the design process make sure these benefits are realised, all as possible. This may be as an initial Site stakeholders in a project need to be aware of Waste Management Plan Statement in their responsibilities and have had the training the first instance, to highlight where the required to implement the actions in an SWMP. opportunities for sustainable resource and Further awareness by clients, would also help to waste management are likely to arise within a ensure that SWMPs are prepared earlier in the development. development project life-cycle so that potential The Mayor’s Business Waste Strategy for London

Figure 11 Site Waste Management Plan steps

Project Stage SWMP Section Enter Basic Details Policy and setup 1 q

Preparation Record Waste Prevention Actions 2 and concept design q

Forecast Waste q Detailed design 3 Record Waste Reduction Actions q

Specify Waste Carriers q Plan Waste Destinations Pre-construction 4 q Record Waste Management and Recovery Actions q

Enter Actual Waste Movements Construction 5 q

KPIs Post completion 6 Reporting and use Sign Declaration

Source: WRAP www.wrap.org.uk/construction/tools_and_guidance/site_waste_management_planning/site waste.html (accessed 09-05-11) savings from design decisions can be identified • more than half of respondents reported and implemented. reduced costs as a result of SWMP implementation, with 19 per cent of More than two-thirds of respondents to the respondents reporting a cost saving in excess WRAP survey16 said that designing out waste of £10,000 generated the most cost savings, but WRAP • apart from cost-savings, other benefits found that only one third of SWMPs reviewed identified included improvements in site contained actions to design out waste. This management, data handling, procurement, suggests that SWMPs are still only being project planning and compliance, as well prepared shortly before the construction as reduced storage requirements and an process begins when most of the opportunity increased awareness among staff regarding to reduce waste and improve resource resource efficiency and waste management efficiency has been lost. Some of the other • three-quarters stated that benefits findings of the WRAP survey were: outweighed costs of implementation17. • 20 per cent reported that an SWMP was • useful in highlighting further resource Site Waste Management Plans efficiencies The requirement to prepare an SWMP for • 53 per cent reported an increase in the use of all construction projects over the value of recycled materials £300,000 (excluding VAT) was introduced by the Site Waste Management Plan Regulations 93

2008. The purpose of the SWMP is to record Proposal 4.2 Engage developers, the amount and type of waste produced architects and designers in taking a during all phases of construction and how leading role to design out waste at that waste should be managed in terms of source. reuse, recycling and disposal. At the planning stage, an SWMP can be used as a tool to Action 4.2.1 steer the detailed design of the development The Mayor will work with partners including in a way that minimises waste and identifies WRAP and construction sector bodies, such as opportunities for waste minimisation, reuse CIRIA (The Construction Industry Research and and recycling. Information Association), BRE and Constructing Excellence, to raise awareness of the benefits Various tools and non-statutory guidance and methods of designing out waste in London’s notes are available to assist in the production new developments. of an SWMP, including SWMP templates produced by WRAP and the Environment The concept of designing out waste at source Agency, the BRE SmartWaste Toolkit and has become pivotal in the construction the WRAP Net Waste Tool18. SWMPs must process20. WRAP, for example, has launched two be updated throughout the duration of the sets of guidance for development design teams project to record actual types and quantities on designing out waste in buildings21 and in of waste generated, the management infrastructure22 projects. The first of these two methods employed and any deviations guides, A Design Team Guide for Buildings, was between forecast and actual data. launched in conjunction with an international open ideas competition to promote the five key principles that design teams should consider in Case Study 4.2 the design process to reduce waste. The Mayor Site Waste Management Plans in is keen to capitalise on the success of this Brighton and Hove initiative for London to ensure that developers, Brighton & Hove City Council has begun architects and designers are incorporating best tighter regulation of construction sites to practice into their projects. The Mayor will ensure that statutory SWMPs are being promote best practice by presenting the Olympic prepared and implemented on construction Park achievements and the SPG requirements sites. The enforcement plans, which came at key events targeted at the design and into force on 22 June 2010, involve visits construction sector. from the council in conjunction with the South East Centre for the Built Environment Case Study 4.3 to local development sites to ensure that WRAP Designing out Waste they are complying with the SWMP. These competition enforcement plans are additional to the In 2009, WRAP developed a series of new existing requirements for contractors to file design tools and guidance to help design SWMPs along with planning applications19. out waste in buildings and civil engineering projects. These were produced on the basis of five key principles that design teams can use during the design process to reduce waste: • design for reuse and recovery The Mayor’s Business Waste Strategy for London

• design for off-site construction and guidance for use in buildings and civil • design for materials optimisation engineering projects, can be found at www. • design for waste efficient procurement wrap.org.uk/construction/tools_and_ • design for deconstruction and flexibility. guidance/designing_out_waste/.

In order to highlight the important role of Proposal 4.3 Support London’s designers and architects in reducing waste in construction and demolition sector construction, WRAP launched a Designing out to increase existing levels of reuse, Waste International Open Ideas Competition. recycling and composting. Hosted in association with the Royal Institute of British Architects (RIBA), the purpose Action 4.3.1 of the competition was to explore, develop Help to maximise the reuse and recycling and showcase the ideas outlined in WRAP’s potential of CDE waste through supporting designing out waste guide for buildings. investment in CDE waste infrastructure and raising the profile of London’s existing Open to students and qualified professionals performance levels. A proportion of the funding of architecture, design and other available from the LWARB will be used to construction-related subjects, a prize fund support the development of facilities for CDE of £20,000 was made available to successful waste. This may also include an assessment of entrants, who were required to base their the feasibility of developing a trading hub for designs on one example taken from a choice reused and recycled materials within London, of three: mixed-use redevelopment, office thus providing strategic co-ordination between development or primary school. In addition to new sources of supply and reprocessing. demonstrating the five key design principles, competition entries were also required to Action 4.3.2 consider ‘buildability’ and the commercial Building on the achievements at the viability of the design. Olympic Park, where at the time of writing, approximately 98 per cent of construction and More information about WRAP’s demolition waste was being reused, recycled or Designing out Waste International Open recovered, the Mayor will develop a ‘London Ideas Competition can be found at www. 2012 Standard’ pledge for London’s developers designingoutwaste.org.uk/. and construction contractors, which will contain a commitment to meeting the London WRAP has also prepared a series of case Plan target of 95 per cent reuse and recycling studies and cost-benefit analyses to illustrate of CDE waste. This will form part of a wider how design decisions taken by architects sustainability commitment for the construction and designers during the development of sector that includes procurement of reclaimed a building or civil engineering project can materials and/or construction components be important in reducing the level of waste with recycled content. The Mayor will look at generated. extending the award categories of the Mayor’s Green Procurement Code and BBP specifically to An introduction to designing out waste reflect this. in construction, along with design tools 95

The BBP brings together 14 of the largest and most influential commercial landlords in London. They are focused on developing sustainability solutions for their own portfolios but also with the intention of rolling these out to the wider market. Given that the Mayor’s policies on new development can strongly influence the way in which London manages its resources and waste, he will look to organisations such as the BBP to continue their work on developing exemplar opportunities in resource and waste management through the estates of member organisations. The Mayor’s Business Waste Strategy for London

Endnotes 14. Site Waste Management Plans Impacts Survey, 1. Waste International Open Ideas Competition: WRAP (2009), available at www.wrap.org.uk/ Introduction & Invitation, WRAP (2009), available at downloads/SWMP_Impacts_Survey_Final_ www.designingoutwaste.org.uk/introduction.html Report.87c32d54.8165.pdf (accessed 12 August (accessed 12 August 2010). 2010). 2. Future Waste Arisings in London 2010-2031: 15. Ibid. Summary Note, SLR (2010) [Online] available at 16. Ibid. http://legacy.london.gov.uk/shaping-london/ 17. Ibid. london-plan/docs/waste-arisings-note.pdf (accessed 18. A summary of available tools and guidance is 06 June 2010). available from Defra at the following link: 3. Strategy for Sustainable Construction, HM www.defra.gov.uk/environment/waste/topics/ Government (2008). construction/pdf/swmp-toolkit.pdf. 4. Reclaimed Building Products Guide: A Guide to 19. Brighton and Hove to Enforce SWMP from June, Procuring Reclaimed Building Products and Materials MRW (2010), available at www.mrw.co.uk/news/ for use in Construction Products, WRAP (Undated), brighton-and-hove-to-enforce-swmp-from- available at www.wrap.org.uk/downloads/ june/5217132.article (accessed 25 May 2010). Reclaimed_building_products_guide.eaf28460.5259. 20. Designing Out Waste. Jul-Aug 2010. No54, p4, pdf (accessed 30 September 2010). Resource: A New Perspective on Waste (2010). 5. Designing out Waste International Open Ideas 21. Designing out Waste: A Design Team Guide for Competition: Introduction & Invitation, WRAP Buildings, WRAP (2009), available at www.wrap.org. (2009), available at www.designingoutwaste.org.uk/ uk/downloads/19279-02_Design_Guide_online_ introduction.html (accessed 12 August 2010). pdf_version.599d8874.7167.pdf (accessed 15 August 6. See WRAP Tools and Guidance pages for further 2010). details: www.wrap.org.uk/construction/tools_and_ 22. Designing out Waste: A Design Team Guide for Civil guidance/index.html. Engineering, WRAP (2010), available at www.wrap. 7. WRAP Construction Programme – FRA046 org.uk/construction/tools_and_guidance/designing_ Information Day, April 2010, WRAP (2010), out_waste/dow_civil_eng.html (accessed 15 August available at www.wrap.org.uk/downloads/ 2010). Framework_Contractor_Day_-_28th_ April_20101.5d10dc3d.9031.pdf (accessed 12 July 2010). 8. The London Plan: Spatial Development Strategy for Greater London, GLA (2011), available at www.london.gov.uk/thelondonplan/ (accessed 02 August 2011). 9. Thematic Review – No Time to Waste: A Review of Waste and Resource Management Across the London 2012 Programme, March 2012, Commission for a Sustainable London 2012 (2010), available at www.cslondon.org/wp-content/uploads/ downloads/2010/03/2010_Waste_Review.pdf (accessed 30 September 2010). 10. Sustainable Design and Construction: The London Plan Supplementary Planning Guidance, GLA (2006), available at http://static.london.gov.uk/mayor/ strategies/sds/docs/spg-sustainable-design.pdf (accessed 16 July 2010). 11. Ibid. 12. Minimum standards based on building regulations, Mayor’s strategies and good industry practice, as of 2006. 13. Approaches that were considered exemplary at the current time (2006) but which were not policy requirements. 97

Chapter Three

Leading by example, the GLA Group The Mayor’s Business Waste Strategy for London

In addition to its role as a strategic authority, The GLA delivering the Mayor’s policies and programmes for London, the GLA group has Reuse and recycling a responsibility as an employer, a consumer The GLA in partnership with its waste contractor, of goods and services, and a waste producer Bywaters, has developed an innovative waste itself to demonstrate good practice in and recycling programme in City Hall that has procurement, resource efficiency and waste resulted in an increase in its recycling rate from management. 45 per cent in 2006 to 80 per cent in 2010. During this time the GLA has reduced the This section sets out how the GLA Group amount of waste sent for landfill or incineration intends to lead by example with respect from approximately 115,000 tonnes per year to to the responsible procurement of goods 54,000 tonnes a year. and services, resource efficiency and waste management, illustrating some of the many The introduction of a new recycling system in initiatives currently being undertaken. 2007 has seen the removal of individual, under- desk bins and one central, residual waste bin All members of the GLA Group have provided instead on each floor. Each floor is also set targets for the reuse, recycling and provided with two recycling bins: one for mixed, composting of their waste, with many dry recyclables and one for glass. A separate, extending their recycling schemes to collection kitchen work-top caddy is provided for the of food waste. The GLA Group is also leading collection of food waste at each kitchen-point on reuse initiatives, including repair and and additional recycling bins are provided within refurbishment of existing office furniture and each photocopier room for the collection of chairs using local companies in London. clean, white waste paper.

Finally, the GLA Group’s procurement The success of the GLA’s office waste recycling expenditure amounts to more than £3 billion scheme is such that other organisations within per year and covers a diverse range of goods the More London Estate, to which City Hall and services1. Its spending power is such that belongs, have come to view the system with it is able to drive demand for environmentally a view to implementing a similar arrangement sustainable goods and services within its within their own premises. supply chain and its Responsible Procurement delivery plan contains targets relating to low- Chairs and tables that are still in good working carbon, resource-efficient and environmentally condition are reupholstered and refurbished responsible procurement. In 2010/11, all using two local companies in London: Hunters members of the GLA Group achieved the Contracts of Dagenham and Howe UK Limited gold standard in the Mayor of London’s of Wandsworth. Green Procurement Code assessment. The GLA Group has encouraged suppliers to Managing Food Waste become members of the programme and the The GLA has sought to influence best practice Mayor has now established his Responsible waste management at the procurement stage Procurement Awards, a competition that is by stipulating that food waste management open to suppliers of the GLA Group and should be part of the new recycling contract GLA staff. with Bywaters. The food waste collected as 99

part of the City Hall recycling scheme is sent While London Overground accounts for for composting by the East London Community only seven per cent of TfL’s C&I waste, the Recycling Partnership (ELCRP). Founded as a proportion it recycles is at 49 per cent for not-for-profit community organisation, ELCRP the second year, having risen there from six operates an in-vessel composting system per cent. This follows the introduction of operating in accordance with Animal By- newspapers and plastics recycling bins at almost Products Regulations and approved by Defra all stations, ongoing recycling efforts during that deals with food waste, including cooked train and station cleaning, and projects at meat and fish. Some of the compost generated the depots and operator’s head office. Mixed by this process is returned to City Hall and given recycling bins will also be installed at Victoria away to GLA staff for use in their gardens. Coach Station in the near future.

Engaging with Employees Last year, London Buses and Dial-a-Ride An active and highly visible Environmental recycled 100 per cent of their office waste. This Champions programme, led by volunteers and includes office waste from staffed bus stations. endorsed by the Mayor, has been established Regarding passenger waste from London buses, to promote behaviour change to reduce the the aim is to achieve recycling rates of at least environmental impact of the GLA’s operations. 80 per cent in the near future. This includes an inter-floor competition for the most environmentally friendly-floor, Construction Waste with prizes awarded as incentives. Monthly Crossrail will use material excavated during recycling performance for City Hall as a whole construction works to create a large wildlife is monitored and the results published on the reserve at Wallasea Island, eight miles north of staff intranet. Southend-on-Sea in Essex. Clay, chalk, sand and gravel will be transferred by ship to the TfL island. The RSPB will then use it to create 1,500 acres (nearly 2.5 square miles) of tidal wildlife Transport for London (TfL) has set targets to habitat. It will form one of the largest new recycle 70 per cent of C&I waste by 2017/18 wetland nature reserves in Europe for some 50 and to reuse or recycle at least 90 per cent years and is expected to support a wide range of CDE waste over the period to 2017/18. of waterfowl, saltwater fish and plant species. It has achieved very good performance in Development of Wallasea Island, expected to its procurement of materials as well as its start in 2011, will be the most important coastal management of station, operational, office and habitat creation scheme in the UK. construction waste. As London Underground progresses in delivery Recycling of its investment programme, opportunities are London Underground’s new waste management being taken to reuse and recycle significant process (introduced in May 2010) has seen 73 amounts of material. Almost all ballast taken per cent of waste collected from trains and litter from the railway is recycled, over 90 per cent bins in stations recycled. The waste is taken to of the Victoria line trains have been recycled as a Materials Recycling Facility in London, where part of the decommissioning programme and recyclable material is separated out from other over 96 per cent of construction and excavated waste before being sent for recycling. waste material was recycled and reused from the The Mayor’s Business Waste Strategy for London

project works at Tottenham Court Road in 2010- in a clear and obvious way. Additionally, TfL 11. In future, London Underground will look has created dedicated intranet pages that show to improve construction and demolition waste staff how to reduce, reuse and recycle at work. management and recycling on smaller projects and maintenance activities; where practical MPS and affordable, this will include identifying opportunities for purchase of recycled materials The Metropolitan Police Service (MPS) is for projects and maintenance activities. the UK’s largest police service, serving a population of 7.2 million and covering an Last year TfL recycled 98.5 per cent of area of 620 square miles. The MPS is a large, construction waste arising from maintenance diverse organisation covering a wide variety of works of the TfL Road Network. A review of activities, which are undertaken and managed waste recycling performance carried out by through approximately 52,000 staff, 900 WRAP found that existing recycling rates are at buildings and 5,750 vehicles. In 2010/11, the the leading edge of best practice. MPS generated 7,043 tonnes of office waste, of which 52 per cent was recycled – exceeding the Head Offices organisation’s target for 2011 of 50 per cent. During 2010-11, TfL Head Office staff recycled Overall, 64 per cent of this waste was diverted over 12,000 tonnes of commercial waste – from landfill. In 2009/10, the organisation’s representing some 71 per cent of its total recycling rate for all wastes generated across office waste. Additionally, the total amount of the MPS estate, including WEEE, batteries, waste generated was reduced by 13 per cent on mobile phones, cooking oil, vehicles, furniture 2009/10 levels. and other unusual waste streams, was 68 per cent. This recycling rate is expected to increase These achievements were made through a in future. combination of strategic improvements in the way waste is reused by TfL, better access to Waste reuse recycling facilities for Head Office staff and an In 2009/10, an online swap-shop resource was ongoing occupancy engagement campaign. formally launched across the MPS. Designed New buildings are built with recycling facilities originally for Resources Managers, the swap- in mind – the Palestra and Pier Walk sites both shop enables unwanted or surplus stock to be operate bin-sharing environments, where no redistributed to other MPS sites or departments individual has a personal waste bin and recycling for reuse. In the 2009/10 financial year, over facilities are located in accessible and clear 2,356 items were redeployed resulting in hubs. TfL has also been trialling the roll-out of estimated savings of over £11,000. In addition bin sharing environments in existing building to this, 22 tonnes of ICT equipment was stock with great success – one site has increased supplied to external organisations and almost its recycling rate from 67 per cent to 87 per 40 tonnes of clothing were exported to Africa cent. The organisation is also investigating the and Eastern Europe for reuse. In 2010/11, at feasibility of food recycling in office kitchens. least 95 per cent of construction wastes from new MPS developments have been diverted Occupants are kept informed of their building’s from landfill (reused off or on site), and the progress via the Head Office Waste and MPS have saved £320,000 by reusing fleet Recycling Leagues, which present information vehicle parts. 101

The MPS has arranged for delivery of its and 70 per cent diesel) which fuels vehicles redundant furniture to ‘Waste to Wonder’, an that deliver supplies to the MPS. Over 45,000 organisation that reallocates unwanted goods litres were collected from the organisation’s via schools, groups and charities. This has so catering services during 2010/11 resulting far resulted in the removal of 30 tonnes of in an income to the MPS of approximately redundant furniture across the MPS estate. £11,000 and a saving of 65 tonnes of carbon Benefiting organisations include a church in emissions in the supply chain. Moving Swindon and a project sending furniture (40 forward, the organisation’s new corporate print tables and 40 chairs from MPS) to Jamaica. A management strategy will focus on reducing school in Southampton has also expressed an the amount of printing and ICT materials interest in 80 desks. Further waste amnesties used, resulting in associated energy and waste are being conducted throughout the year due to savings. their success. Procurement Recycling Unusual Waste Streams With a procurement budget of £850 million, In addition to standard office wastes, a variety Responsible Procurement is a key element of of unusual materials are gathered and recycled. the MPS’s overall procurement strategy, in line In an innovative scheme, weapons have been with the GLA’s Responsible Procurement Policy melted down to construction-ready steel by an and Action Plan. The waste hierarchy principles organisation providing materials to a number ‘reduce, reuse, recycle’ have been integrated of construction projects, including the London within the MPS’s furniture contract to ensure 2012 Olympic Park. In 2010/11, around 28 items which can not be reused internally or tonnes of metals including guns, knives and keys externally are dismantled and sorted into were collected and melted down for new uses, categories for recycling. raising an income of £6,470. Further information regarding waste and The waste from the organisation’s mounted recycling performance will be included in the branch also continues to be recycled. In MPS’s Corporate Social Responsibility Report 2009/10, around four tonnes of horseshoes 2010/11, which will be published on the were fully recycled, as were around 2,000 tonnes organisation’s website at www.met.police.uk/ of horse manure and bedding, which were used about in September 2011. for soil improvement in arable farms and small- scale allotments in and around Greater London. LFB Fleeces, sweatshirts, metals from badges on police uniforms and body armour have been The London Fire Brigade (LFB) is run by the recycled and put to creative end uses, including London Fire and Emergency Planning Authority seat belts for new cars. In the near future, (LFEPA) and is one of the largest firefighting custody blanket recycling will be introduced, and rescue organisations in the world, serving ensuring that even less waste is sent to landfill. London’s 7.5million residents as well as those who work in, or visit the City. It has a spending Linking Waste Management and power of around £430 million every year and Climate Change employs some 7,200 people, of whom about Used cooking oils are collected and converted 6,000 are uniformed operational staff. The to a B30 bio-diesel mix (30 per cent bio-fuel LFB Sustainable Development Strategy and The Mayor’s Business Waste Strategy for London

Sustainable Development Framework were sales, and a further £3,000 is expected to be approved in November 2009. donated in the next year.

Recycling Procurement In 2010/11, LFB produced 2,236 tonnes of The LFB is a signatory to the Mayor of London’s waste and reached an all-time high recycling Green Procurement Code (MGPC), having rate of 57 per cent. This exceeded the attained MGPC Gold standard since its inception organisation’s target to recycle 55 per cent of and most recently being awarded Gold standard all waste generated from LFB sites by 2011. again through its 2011 external audit of the previous year’s expenditure. LFB has revised its The LFB has had an organisation-wide spend on sustainable goods reporting to include trade waste and recycling contract with areas identified by the MGPC criteria; this now Bywaters since July 2008. Waste is separated includes larger spend items such as BREEAM into three main streams: dry recyclables excellent construction and those that are not (paper, cardboard, cans, tins, plastic, recorded by its Purchase Order Management cartons/tetra packs), general waste and System (POMS) such as IT and energy glass. Presentations to cleaning staff and efficiency works. In 2010/11, LFB’s spend on fire-fighters were undertaken to improve green products was £7.05m, up from £399k understanding of what could be recycled to in 2008/09. It is also actively encouraging enhance recycling rates within the new waste suppliers to sign up to the MGPC. management system; the challenge now is to meet the target of 60 per cent recycling by Future Activity 2012. Future LFB activities include reviewing the feasibility of introducing a food waste collection More recently LFB has signed up to WRAP’s from LFB sites as part of the renewal of its waste campaign: Halving Waste to Landfill for contract. Early trials towards this have been construction waste and has set a target of conducted and have delivered positive results. reducing construction waste by 20 per cent by Work is ongoing to identify new opportunities 2013 from its 2010 baseline. for recycling through procurement and to reduce waste production. Managing Unusual Waste Streams Given the nature of its operations, the LFB is required to manage a number of more unusual waste items. For example, the LFB has donated 213 waste hoses, or approximately 3.8 tonnes, to a social enterprise that uses the material to produce handbags, luggage, corporate gifts and belts. The LFB also has a new textiles recycling scheme and in 2010/11, recycled 1.6 tonnes including shoes, boots, station work-wear, undress uniform and sleeping bags and other bedding items such as pillow slips. To date, £1,300 has been donated to the Fire Fighters Charity from profits of 103

Endnotes 1. Delivering Value for London: using Procurement to Make a Positive Difference, GLA (2009), available at www.london.gov.uk/rp/docs/value-for-london09. pdf (accessed 30 September 2010). The Mayor’s Business Waste Strategy for London 105 Glossary The Mayor’s Business Waste Strategy for London

Advanced conversion/thermal treatment Biomass waste: materials derived from plant technologies: defined by the Renewable or animal matter including wood, paper, card, Obligation Order 2002 as meaning anaerobic and organic waste (food and green garden digestion, gasification or pyrolysis technologies waste). used for the treatment of waste. Use of such technologies may require pre-treatment by Borough/London boroughs: there are 33 means such as mechanical biological treatment London boroughs, administered by borough (MBT) or autoclave to prepare the waste for use. councils, which are elected every four years. The boroughs are the principal local authorities Aggregates: granular material used in in London and are responsible for running most construction. Aggregates may be natural, local services in their areas, such as schools, artificial or recycled. social services, waste collection and roads. Local authorities is a more general term for the Anaerobic digestion: biological degradation local areas that run these services; boroughs is a of organic material in the absence of oxygen, term that generally refers to local authorities in producing biogas (typical composition of which metropolitan areas. is 65 per cent methane and 35 per cent CO2) and digestate (liquid and solid), suitable for use as a Bring site: a group of containers for the soil improver. collection of a variety of dry recyclable materials for recycling. Bring sites are located Autoclave: a steam sterilisation process to treat in public spaces, such as in supermarket and mixed waste and includes mechanical components station car parks, thereby providing continuous to separate out materials suitable for recycling. access to users. The heat in the autoclave (up to 150 degrees Celsius) changes the physical characteristics of Brownfield: any land or premises which has the waste. This can lead to greater recovery rates previously been used or developed and is of higher quality recyclable materials than with not currently fully in use, although it may be MBT technologies. Autoclave is also known as partially occupied or used. The land may also mechanical heat treatment (MHT). be vacant, derelict or contaminated. It excludes parks, recreation grounds, allotments and land Biodegradable waste: defined in Council where the remains of previous use have blended Directive 1999/31/EC on the landfill of waste as into the landscape, or have been overtaken by meaning any waste that is capable of undergoing nature conservation value or amenity use. anaerobic or aerobic decomposition, such as organic kitchen and green garden waste, and Business Improvement Districts: a business- paper and paperboard. led and business-funded organisation set- up to improve a defined commercial area. Biomass: defined in the Renewables Obligation BIDs provide services in return for a financial Order 2009 as fuel used in a generating station contribution and a say in the decision-making of which at least 90 per cent of its energy process about how these funds should be content is derived from relevant material (that spent. Financial contributions are collected as is to say, material which is, or is derived directly levies – in addition to the existing business or indirectly from, plant matter, animal matter, rates – by the local authority governing a fungi or algae). specific BID area. 107

Business waste: consists of waste from the Combined cycle gas turbine (CCGT) plant: commercial and industrial sector, and from a combined cycle gas turbine (CCGT) plan construction, demolition and excavation uses a gas turbine to generate electricity. The activities that is collected by private waste heat also produced is used to make contractor (that is, not by a local authority). steam to generate additional electricity via a steam turbine. This last step enhances the Capital Growth programme: a partnership efficiency of electricity generation. initiative between London Food Link, the Mayor of London, and the Big Lottery’s Local Combined heat and power: the combined Food Fund. It is championed by the Chair production of electricity and usable heat. of the London Food Board Rosie Boycott Steam or hot water, which would otherwise be and aims to create 2012 new community rejected when electricity alone is produced, is food growing spaces across London by used for space or process heating. the end of 2012. Capital Growth offers practical help, grants training and support Commercial and industrial (C&I) waste: to groups wanting to establish community refers to waste from premises which are food growing projects as well as advice to wholly or mainly for trade, business, sport, landowners. These new food growing spaces recreation or entertainment, as defined along with existing allotments, city farms in Schedule 4 of the Controlled Waste and community gardens could be the ideal Regulations 1992. location for the by-products of composting facilities. Composting: the biological degradation of organic materials, such as garden and kitchen

Carbon dioxide (CO2): a naturally occurring waste, in the presence of oxygen-producing gas comprising 0.04 per cent of the Earth’s gas, where the residue is suitable for use as a atmosphere. It is essential to photosynthesis soil improver. in plants and is also a prominent greenhouse gas. The burning of fossil fuels such as coal Construction, demolition and excavation or gas, and some waste materials including (CDE) waste: refers to waste from the plastics, releases carbon dioxide into the construction, repair, maintenance and atmosphere. It is currently the predominant demolition of buildings and infrastructure. It scientific opinion that carbon dioxide consists mostly of brick, concrete, hardcore, emissions are the main cause of global subsoil and topsoil, but it can contain warming, contributing to climate change. quantities of timber, metal, plastics and occasionally hazardous waste materials.

Carbon dioxide-equivalent (CO2eq): the universal unit of measurement used to Digestate: The nutrient-rich residues of indicate the global warming potential (GWP) anaerobic digestion that can be used as a soil of greenhouse gases. It is used to evaluate improver or fertiliser. the impacts of releasing (or avoiding the release of) different greenhouse gases. For Dry recyclables: refers to dry materials example, the GWP of methane is 23 times suitable for recycling including paper, card, that of CO2, which has a GWP of 1. Sulphur metals, plastics and textiles. Does not include hexafluoride has a GWP of 23,900. organic waste (food and green garden waste). The Mayor’s Business Waste Strategy for London

Embodied carbon: refers to the CO2 emitted General conformity: A legal term, referring at all stages of a good’s manufacturing process, to the way in which statutory documents from the mining of raw materials through are complied with by certain parties. In this the distribution process, to the final product strategy, the term refers to the relationship provided to the consumer. Depending on between the boroughs and GLA’s planning the calculation, the term can also be used to requirements. The GLA Act 1999 (Section 344) include other greenhouse gases. introduced the general conformity statutory requirement to London by amending the 1990 Emissions Performance Standard (EPS): Act. Under the new development plan system a requirement that sets specific limits to the introduced by the Planning and Compulsory amount of pollutants that can be released into Purchase Act 2004, the requirement for the environment. While emissions performance general conformity now applies to Local standards have been used to dictate limits Development Plan Documents. Section 24(1) for conventional pollutants such as oxides of the Act specifies that local development of nitrogen (NOx) this regulatory technique documents must be in general conformity may be used to regulate greenhouse gases, with the spatial development strategy. This particularly CO2. The EPS referred to in means that at the point of adoption, local this document is given in tonnes of CO2eq development documents must be in general emissions per tonne of waste treated. See conformity with the London Plan otherwise also definition of carbon dioxide equivalent section 24(1) is infringed.

(CO2eq). Gate fee: also known as the tipping fee, the Energy generation: the generation of charge levied upon a given quantity of waste energy in the form of heat and/or electric received at a waste processing facility. In power. Energy generation from waste includes the case of a landfill, it is generally levied to combined heat and power, combustion of offset the cost of opening, maintaining and landfill gas, and energy generated using gas eventually closing the site. Landfill gate fees produced during anaerobic digestion. Energy may also be inclusive or exclusive of landfill. generation technologies include incineration, gasification, pyrolysis, and anaerobic digestion. GLA Group: The organisations known collectively as the GLA Group - the Greater Fly-tipping: the illegal deposit of waste on London Authority (GLA), Transport for London land. (TfL), the London Development Agency (LDA), the London Fire and Emergency Planning Gasification: defined by the Renewables Authority (LFEPA) and the Metropolitan Police Obligation Order 2009 as meaning the Authority (MPA) / Service (MPS). oxidation or steam reformation of a substance to produce a gaseous mixture containing two or Global Warming Potential (GWP): all of the following: oxides of carbon, methane a measure of how much a given mass and hydrogen. Gas fuels produced by this of greenhouse gas, when emitted, will process can be burnt to produce steam or used contribute to global warming. It is a relative as a fuel for gas engines to generate energy. scale which compares the gas in question to

The gas fuels can also be used in hydrogen fuel that of the same mass of CO2 (whose GWP is cells to generate renewable energy. by definition 1). 109

Global warming: the increase in the average and perfluorocarbons. Although these gases temperature of the Earth’s near-surface air are less prevalent in the earth’s atmosphere, and oceans since the mid-20th century and they have very high global warming potential. its projected continuation. Global surface Methane and CO2 make up about 98 per cent of temperature increased 0.74 ± 0.18 °C between greenhouse gas emissions from waste activities. the start and the end of the 20th century. The Intergovernmental Panel on Climate Change Green industries/sector: the business (IPCC) concluded that most of the observed sector that produces goods or services which temperature increase since the middle of the compared to other, generally more commonly 20th century has been caused by increasing used goods and services, are less harmful to the concentrations of greenhouse gases, resulting environment. from human activity such as fossil fuel burning and deforestation. Gross Value Added (GVA): the difference between output and intermediate (or average) Greater London: geographical area consumption for any given sector/industry. encompassed by the 32 London boroughs That is, the difference between the value of and the City of London, representing most of goods and services produced and the cost of raw the continuous built-up area of London and materials and other inputs which are used up in covering 1600 km2. production.

Greater London Authority (GLA): Hazardous waste: waste that displays one or organisation responsible for carrying out more of the hazardous properties listed in Annex the functions set out in the Greater London III of the Waste Framework Directive (2008/98/ Authority Act, including the Mayor, Assembly EC). Waste may be classified as hazardous if it is and functional bodies: Transport for London, the explosive, highly flammable, toxic, carcinogenic, Metropolitan Police Authority and the London or ecotoxic (harmful to the environment or an Fire and Emergency Planning Authority. There ecosystem). is a clear separation of powers within the GLA between the Mayor – who has an executive role, Household waste: waste collected from making decisions on behalf of the GLA – and residential properties by Waste Collection the London Assembly, which has a scrutiny role. Authorities under section 45(1) of the Environmental Protection Act 1990. Household Greenhouse gases: atmospheric gases waste accounts for approximately four-fifths of that absorb and emit radiation within the London’s LACW waste. thermal infrared range. Increased amounts of anthropogenic greenhouse gases (derived from Incineration: the controlled burning of waste human activities such as burning fossil fuels in the presence of air to achieve complete and deforestation) are seen as the fundamental combustion. Energy is usually recovered in the cause of the greenhouse effect causing climate form of electrical power and/or heat. Plants are change. The main greenhouse gases in the generally large-scale, having an annual capacity earth’s atmosphere are water vapour, ozone, of 100,000 tonnes or more.

CO2, methane, and nitrous oxide. In addition to the main greenhouse gases, others include Industrial waste: waste from any factory or sulphur hexafluoride, hydrofluorocarbons any premises occupied by industry (excluding The Mayor’s Business Waste Strategy for London

mines and quarries) as defined in Schedule 3 tonne each year until at least 2014, when it will of the Controlled Waste Regulations 1992 (as be £80 per tonne. amended). Local authorities: see ‘boroughs/London Inert waste: defined by Council Directive boroughs’. 1999/31/EC on the landfill of waste as waste that does not undergo any significant physical, Local authority collected waste (LACW): chemical or biological transformation. Inert this includes all waste under the control of local waste will not dissolve, burn or otherwise authorities or agents acting on their behalf. physically or chemically react, biodegrade or It includes all household waste, street litter, adversely affect other matter with which it waste delivered to council recycling points, comes into contact in a way likely to give rise to waste from municipal parks and gardens, environmental pollution or harm human health. council office waste, Civic Amenity waste, and some commercial waste from shops and smaller Joint European Support for Sustainable trading estates where local authorities have Investment in City Areas scheme waste collection agreements in place. Previously (JESSICA): an initiative of the European this was generally known as municipal waste. Commission in co-operation with the European Since April 2011, Defra has been using the new Investment Bank and the Council of Europe term LACW. Development Bank. An independent fund managed by the European Investment Bank London Assembly: directly-elected London that allows EU member states to invest a regional body comprising 14 constituency proportion of EU Grant Funding to make members and 11 pan-London members. A repayable investments in projects, thereby component of the Greater London Authority. creating a revolving investment fund for the regeneration of urban areas. London Plan: see Spatial Development Strategy. Landfill: areas of land used for the deposit of waste, usually in disused quarries or mines. In London Waste and Recycling Board areas where void space is limited, the practice (LWARB): formally constituted in September of land raising is sometimes carried out, where 2008 with funding of £73.4 million from both some or all of the waste is deposited above central government and the GLA Group, with the ground and the landscape contoured for objectives of using that fund in Greater London restoration purposes. to promote and encourage a reduction in waste, an increase in the proportion of waste that is Landfill tax: a tax paid in addition to landfill reused or recycled, and the use of methods of gate fees, by businesses and local authorities collection, treatment and disposal of waste that that want to dispose of waste using a landfill are more beneficial to the environment. site. It is designed to encourage businesses to produce less waste and to use alternative forms Life cycle assessment (LCA): Life of waste management. There are two rates of cycle assessment techniques measure the tax: £2.50 per tonne for inert waste such as environmental and economic costs and benefits rocks and soil; and a standard rate of £56 per of products and activities (in this case waste) tonne from 1 April 2011, increasing by £8 per at every stage of its existence, from production 111

to final disposal. Such techniques can provide Non-biomass waste: refers to fossil-fuel based a basis for making strategic decisions on waste materials including plastics, metals and the ways in which particular waste can be textiles. most effectively managed in a given set of circumstances, for example to reduce costs or Non-household LACW: refers to waste greenhouse gas emissions from waste activities. generated through local authority activities including waste from local authority premises, Material Reclamation/Recycling Facilities parks and gardens, and waste collected from (MRFs): a transfer station for the storage businesses by local authorities. Non-household and segregation of recyclable materials. Also LACW makes up about 20 per cent of LACW. known as Material Recycling Facility or Material Recovery Facility. New and emerging technologies: technologies that are either still at a Mayor’s Green Procurement Code: The developmental stage or are recently operating Mayor’s Green Procurement Code was launched at a commercial scale. May include new up in 2001 to support London’s businesses applications of existing technologies. In relation and organisations to buy products made from to waste, these include anaerobic digestion, recycled materials. Since its inception, the MBT, autoclave, pyrolysis and gasification. Mayor’s Code aims to increase the procurement of products with recycled content, stimulating On-the-go recycling: a way for members of the development of markets for recycled the public (including office workers, tourists materials. and visitors) to recycle as they move around the city, using various easily accessible recycling bins Mechanical Biological Treatment: systems in strategic locations on the streets, in public consisting of a mechanical stage, where buildings, at key venues and in work. recyclable and reject material are separated to leave an organic fraction. This fraction is Organic waste: biodegradable garden and park then sent for treatment using composting or waste, food and kitchen waste from households, anaerobic digestion techniques. restaurants, caterers and retail premises and comparable waste from food processing plants. Methane: a greenhouse gas, 23 times stronger as a global warming gas than carbon dioxide. Pre-treatment: for waste to be considered Methane is the predominant greenhouse gas as pre-treated it must comply with the three- from waste, mostly from biodegradable waste point test for the definition of ‘treatment’. decomposing in landfill. Methane emissions Treatment must be a physical, thermal, chemical from make up approximately 40 per or biological process, which can include sorting, cent of UK greenhouse gas emissions. that alters the characteristics of the waste and does so in order to reduce its volume; reduce Municipal Waste: See definition of ‘Local its hazardous nature; facilitate its handling; authority collected waste (LACW)’. Before or enhance its recovery. One of the simplest 2011, LACW was referred to as ‘municipal forms of pre-treatment for general waste is waste’. More information is available online categorising a proportion of each waste stream at www.defra.gov.uk/statistics/environment/ and segregating it for recycling, which could waste/la-definition/ be done either manually or at a sorting facility. The Mayor’s Business Waste Strategy for London

Pre-treatment technologies include mechanical 2002, only plants that generate electricity biological treatment and autoclave. from biomass will be eligible although the biomass may be a waste. Plants processing Prevention: minimising the quantity and wastes must, however, use advanced hazardousness of waste generated. Includes conversion technologies in order to be complete avoidance of waste and reduction in eligible, and it is only the biomass component the amount of waste generated. of the waste that will earn Renewable Obligation Certificates or ROCs. Advanced Pyrolysis: defined in the Renewables Obligation conversion technologies are defined in the Order 2002 as meaning the thermal degradation Order as anaerobic digestion, gasification and of a substance in the absence of any oxidising pyrolysis. agent (other than that which forms part of the substance itself) to produce char and one or Residual waste: a portion of the waste both of gas and liquid. stream that is not reused, recycled or composted and remains to be treated through Recovery: obtaining value from waste through the recovery of energy and/or materials or reuse, recycling, composting, other means of through disposal to landfill. material recovery (such as anaerobic digestion) or through energy generation (combustion with Reuse: any operation by which products or direct or indirect use of the energy produced, components that are not waste can be used manufacture of refuse derived fuel, gasification, again for the same purpose for which they pyrolysis and other technologies). were initially conceived.

Recycling: a recovery operation by which Reuse and Recycling Centres/Civic waste materials are reprocessed into products, Amenity Sites: sites operated by local materials or substances whether for the original authorities where residents can take their purpose (referred to as closed-loop recycling) or waste for reuse, recycling and disposal. other purposes. It includes the reprocessing of organic materials but not energy generation or Solid Recovered Fuel (SRF) – also known the processing of materials to be used as fuels or as refuse derived fuel (RDF): a fuel for back-filling operations. produced by shredding and dehydrating solid waste using a waste converter or treatment Regional self-sufficiency: managing wastes technology. The fuel is then typically used to within the region where they arise. Waste generate energy using a thermal treatment regional self-sufficiency is dealt with in more facility. SRF consists largely of non-recycled detail in the London Plan, the Mayor’s Spatial waste including plastics and biodegradable Development Plan for London. waste. SRF processing facilities are normally located near a source of solid waste and, Renewable Obligation Certificates: while an optional thermal treatment facility is certificates issued when electricity is generated normally close to the SRF production facility, from renewable sources. The Electricity Act 1989 it may also be located at a remote location. requires electricity suppliers to meet a certain SRF can be distinguished from RDF in the fact percentage of their total sales from renewable that it is produced to reach a technical and/or sources. Under the Renewable Obligation Order emissions performance standard. 113

Source-segregated collections: recycling Waste arising: the amount of waste generated collection schemes from homes or businesses in a given locality over a given period of time. where materials for recycling are collected separately from other materials, either by Waste authority: a collective term to include different vehicle or at a different time to London unitary, collection, and waste disposal the ordinary household or business waste authorities. collection. Waste collection: the gathering of waste Spatial Development Strategy: a planning from a waste producer and the preliminary and development strategy, which the Mayor sorting and storage of waste for the purposes of is required by law (under the Greater London transport to a waste treatment facility. Authority Act 1999) to produce. It is generally known as the London Plan. London boroughs, Waste Collection Authority (WCA): the in developing their local development authority responsible for arranging the collection documents have to be in ‘general conformity’ of household waste in their area (in London this with the London Plan. is on a borough-wide basis) and commercial and industrial waste on request. Thermal treatment: a term given to any waste treatment technology that involves high Waste disposal: waste management operation temperatures in the processing of the waste not involving recovery, even where that for the purposes of generating heat and/or operation has a secondary consequence in terms power. Thermal treatment is a generic term of reclamation of substances or energy (such encompassing incineration, gasification and as the recovery of methane from landfill for the pyrolysis. See also ‘treatment’ definition. purpose of energy generation).

Third Sector: voluntary or not-for-profit Waste Disposal Authority (WDAs): the organisations, charities, and social enterprises. authority responsible for arranging the They are given this term as they offer a treatment and/or disposal of waste collected in different way of working that is neither in the their area by Waste Collection Authorities. public or private sector entirely. Waste hierarchy: a conceptual model for the Treatment: Any recovery or disposal management of waste that advocates, in order operation, including preparation prior to of preference, prevention of waste, a reduction recovery or disposal, such as through the use in the quantity of waste generated, reuse, of mechanical-biological treatment. Treatment recycling and composting, recovery of materials involves the chemical or biological processing and energy (e.g. through anaerobic digestion of certain types of waste for the purposes of or advances thermal treatment technologies), rendering them harmless, reducing volumes treatment without recovery and landfill disposal before landfilling, or recycling certain wastes. as a final resort. This is designed to reflect best environmental outcomes for the management of Waste: legally defined by the waste Framework waste. Directive (2008/98/EC) as any substance or object which the holder discards, intends to Waste management: the collection, transport, discard, or is required to discard. recovery and disposal of waste, including the The Mayor’s Business Waste Strategy for London

supervision of such operations and the after- care of disposal sites.

Waste management industry: businesses (and not-for-profit organisations) involved in the collection, management and disposal of waste.

Waste producer: anyone whose activities produce waste (original waste producer) or anyone who carries out pre-processing, mixing or other operations resulting in a change in the nature or composition of this waste. 115 Abbreviations The Mayor’s Business Waste Strategy for London

AD Anaerobic digestion MGPC Mayor of London’s Green BIDs Business Improvement Districts Procurement Code BIS Department for Business, Innovation MPA Metropolitan Policy Authority and Skills MPS1 Minerals Policy Statement 1 BBP Better Buildings Partnership MPS Metropolitan Police Service CCGT Combined Cycle Gas Turbine MRFs Materials Reclamation / Recycling C&I Commercial & industrial Facilities CHP Combined Heat and Power MSW CDE Construction, demolition and OAPF Opportunity Area Planning excavation Framework CO2 Carbon dioxide ODA Olympic Delivery Authority CO2/kWh Carbon dioxide produced per kilowatt PET Polyethylene Teraphthalate hour of electricity generated PFI Private Finance Initiative CO2 eq Carbon dioxide - equivalent PPS10 Planning Policy Statement 10 Defra Department for the Environment ROCS Renewable Obligation Certificates Food and Rural Affairs SDS Sustainable Development Strategy DEMaP Decentralised Energy Masterplanning SME Small to Medium-Size Businesses Programme SPG Supplementary Planning Guidance EA Environment Agency SSSI Site of Special Scientific Interest ELSEF East London Sustainable Energy SWMP Site Waste Management Plan Facility TfL Transport for London EPS Emissions Performance Standard UDF Urban Development Fund EU European Union WDA Waste Disposal Authority GIS Geographical Information System WEEE Waste Electrical and Electronic GLA Greater London Authority Equipment GVA Gross Value Added WRAP Waste Resources Action Programme HDPE High Density Polyethylene WRATE Waste and Resources Assessment ICE Institution of Civil Engineers Tool for the Environment JESSICA Joint European Support for Sustainable Investment in City Areas scheme KgCO2 eq Kilograms of carbon dioxide - equivalent KWh Kilo Watt Hour LACW Local Authority Collected Waste LCEGS Low Carbon and Environmental Goods and Services LFEPA London Fire and Emergency Planning Authority LCRN London Community Recycling Network LWARB London Waste and Recycling Board MBT Mechanical biological treatment 117

APPENDIX ONE

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PRODUCER RE SP ONSIBILI TY The Mayor’s Business Waste Strategy for London 121

Appendix Two

High-level implementation plan The Mayor’s Business Waste Strategy for London

Policy Proposal Action Partner Organisation Timescale Policy 1: Promoting 1.1 Support 1.1.1 Support continued GLA Group, industry 2011 and the commercial businesses to identify provision of business sector organisations and ongoing value of a resource- and implement resource efficiency support London business groups efficient business waste prevention programmes opportunities across the supply chain 1.1.2 Work with industry GLA Group, industry 2012 - 2016 sector organisations to sector organisations and develop sector-specific business groups guidance on waste prevention and business resource efficiency

1.1.3 Work with business GLA Group, industry 2012 - 2016 liaison groups to help sector organisations and identify issues and actions business groups specific to businesses with respect to waste prevention and business resource efficiency

1.1.4 Launch a designing- GLA Group, higher 2011 - 2013 out waste competition with education institutions, the retail and wholesale industry sector sector to raise awareness organisations and of waste prevention and business groups business resource efficiency

1.2 Support 1.2.1 Stimulate demand GLA Group 2011 and businesses to close for reused and recycled ongoing the loop in London materials through support and drive the market for initiatives such as the for use of recovered London Reuse Network resources and the Mayor of London’s Green Procurement Code - promoting the opportunities these initiatives present for London’s reprocessing and manufacturing sectors

1.3 Deliver 1.3.1 Deliver a reduction, Recycle for London 2011 - 2013 communications reuse and recycling (GLA Group and WRAP) campaigns and engagement programme for initiatives to promote businesses the commercial and environmental benefits of resource efficiency to businesses and their employees

Policy 2: Boosting 2.1 Increase access 2.1.1 Support development GLA Group, London 2013 - 15 reuse, recycling to reuse, recycling of tools to help businesses Waste and Recycling and composting and composting to find and access business Board, London participation in the services and waste and recycling Community Resource commercial and collective contracting collection services Network, London industrial sector arrangements, boroughs particularly for SMEs. 123

Policy Proposal Action Partner Organisation Timescale 2.1.2 Support role of the GLA Group, London 2011 and London BIDS network and BIDS Network, and ongoing work in partnership to Smart Green Business offer support and advice Group on the delivery of resource efficiency and waste management projects

2.1.3 Encourage waste GLA Group, London Ongoing authorities to expand their Councils, London from 2012 business waste collection boroughs and disposal services

2.1.4 Work with companies GLA Group, industry 2013 affected by the Producer partners, London Responsibility legislation boroughs and the compliance schemes to promote a joined up approach between businesses and households

2.2 Target London’s 2.2.1 Raise awareness and GLA Group and the 2011 - 2017 food waste producers understanding of the ‘waste- London Food Board chain’ to help facilitate an Waste Working Group understanding of the issues around separation, collection and treatment of food waste to increase demand for food waste collections and infrastructure

2.2.2 Assist food waste GLA Group, food 2011 and producers in London to redistribution schemes ongoing prevent unwanted, edible and London Waste and food going to waste, e.g. Recycling Board through schemes such as the FareShare Community Food Network

2.2.3 Work with the London GLA Group and the 2011 - 2013 Food Board Waste Working London Food Board Group to develop, launch Waste Working Group and promote a food waste hierarchy to help businesses follow best practice in food waste reduction and disposal.

2.3 Boost reuse, 2.3.1 Support through GLA GLA Group and Better 2011 - 2013 recycling and Group funding of the Better Buildings Partnership composting Buildings Partnership performance in multi- tenanted buildings 2.3.2 Investigate possibility GLA Group, facilities 2013 - 2017 and on large estates. of using disused spaces to management sector house small-scale waste organisations, estate treatment options such as owners and managing balers, shredders and in- agents, and transport vessel composting units. organisations The Mayor’s Business Waste Strategy for London

Policy Proposal Action Partner Organisation Timescale 2.3.3 Develop partnerships GLA Group, London 2012 - 2014 to facilitate sponsorship boroughs, business opportunities for provision groups, retailers of ‘trade-waste’ bring and manufacturers, bank hubs and ‘on-the-go’ facilities management recycling within London’s and property sector business parks and estates organisations, waste sector organisations 2.4 Improve storage 2.4.1 Make use of GLA Group, local 2012 capacity and the London Plan and planning authorities collection access Supplementary Planning arrangements to Guidance on Sustainable business premises Design and Construction to ensure that new developments consider the need to design-in sufficient waste storage capacity and suitable access for waste collection vehicles Policy 3: 3.1 Secure new 3.1.1 Invest in new business GLA Group and London 2011 - 2015 Supporting investment for waste waste infrastructure for Waste and Recycling the waste infrastructure in London and use this as Board infrastructure London a mechanism to leverage market in London private sector investment to grow and deliver for businesses 3.2 Facilitate 3.2.1 Develop at least GLA Group and other 2011 - 2012 business partnerships five exemplar food waste members of the Food to help catalyse treatment infrastructure Waste to Fuel Alliance development of waste projects through the Food infrastructure in Waste to Fuel Alliance London Programme 3.2.2 Offer a brokerage GLA Group and London 2011 - 2015 and project development Waste and Recycling service to bring together Board potential project partners (site operation, feedstock provision, technology supply, use of off-takes and finance provision) in the development of new waste infrastructure 3.2.3 Catalyse development GLA Group, London 2011 - 2013 of waste infrastructure in Waste and Recycling East London as part of the Board, London legacy of the London 2012 boroughs, Olympic Park and Paralympic Games Legacy Company 3.3 Improve the 3.3.1 Publish a catalogue GLA Group By 2012 knowledge base for of commercially operating waste sector investors waste infrastructure facilities to showcase the opportunities for their development in London 125

Policy Proposal Action Partner Organisation Timescale 3.3.2 Sign-post potential GLA Group and London 2011 and investors and other project Waste and Recycling ongoing partners to relevant sources Board of data and information to improve understanding of waste treatment technologies and level of risk involved in bringing merchant capacity to market 3.4 Identify additional 3.4.1 Identify the capacity GLA Group and London 2012 - 2014 opportunities gap for C&I waste Waste and Recycling for development infrastructure in London Board of business waste treatment 3.4.2 Increase awareness and GLA Group and London 2011 - 2015 infrastructure use of the London Waste Waste and Recycling Map, and keep it updated Board so as to help London’s waste industry reach optimal efficiencies in terms of location and partnership development

3.5 Facilitate 3.5.1 Promote clustering GLA Group and London 2011 and delivery of waste of businesses involved in boroughs ongoing infrastructure through the waste and low-carbon the strategic planning sectors through planning process frameworks and enterprise districts

3.6 Integrate waste 3.6.1 Examine opportunities GLA Group 2011 and facilities into the for transporting waste by rail ongoing urban environment. or water

3.6.2 Use the planning GLA Group and London 2011 and process to safeguard boroughs ongoing wharves with an existing or future potential for waste management

Policy 4: Drive 4.1 Use policy 4.1.1 Revise the GLA Group and London 2011 - 2012 improvements and regulatory Supplementary Planning boroughs in resource requirements to Guidance (SPG) on efficiency in the design out waste Sustainable Design and construction and at source and drive Construction to contain demolition sector resource efficiency up to date best practice while continuing improvements requirements for achieving to maintain good sustainable design and levels of reuse construction principles and recycling with respect to waste performance prevention and materials resource efficiency within buildings and infrastructure projects The Mayor’s Business Waste Strategy for London

Policy Proposal Action Partner Organisation Timescale 4.1.2 Better utilise GLA and London 2011 - 2017 the planning system boroughs in London to make the most of Site Waste Management Plans (SWMP) at the design and planning stages of buildings and infrastructure development, including the request to submit statutory SWMPs alongside planning applications for new development in London

4.2 Engage 4.2.1 Raise awareness of GLA Group, WRAP and 2012 - 2015 developers, architects the benefits and methods construction industry and designers in of designing out waste in bodies taking a leading role London’s new developments to design out waste at to help raise awareness source among developers, architects and designers

4.3 Support London’s 4.3.1 Support investment in GLA Group and London 2011 - 2015 construction and CDE waste infrastructure to Waste and Recycling demolition sector help maximise the reuse and Board to maintain existing recycling potential of the levels of reuse, CDE waste stream in London recycling and composting 4.3.2 Develop a ‘London GLA Group 2012 - 2013 2012 Standard’ pledge for London’s developers and construction contractors, which will contain a commitment to meeting the London Plan target of 95 per cent reuse and recycling of CDE waste Other formats and languages For a large print, Braille, disc, sign language video or audio-tape version of this document, please contact us at the address below:

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