Reducing Ocean Waste 2 | the Business Case for Reducing Ocean Waste 2 Contents

Total Page:16

File Type:pdf, Size:1020Kb

Reducing Ocean Waste 2 | the Business Case for Reducing Ocean Waste 2 Contents World Business Council for Sustainable Development Maison de la Paix Chemin Eugène-Rigot 2B CP 2075, 1211 Geneva 1 Switzerland www.wbcsd.org The business case for reducing ocean waste 2 | The Business Case for Reducing Ocean Waste 2 Contents Foreword 04 Executive summary 07 Introduction 08 1 From the plastic age to the ocean waste age… 09 Plastic marine debris: an issue for business 10 Why this report? 12 Focus of the report 13 Business drivers 14 2 Four main business drivers 15 Mapping to the value chain 19 Case studies: best practices illustrating some of the key business drivers 22 Business co-benefits 26 3 Economic benefits 27 Environmental benefits 27 Social benefits 28 Conclusion 30 4 Summary 31 Next steps 31 Appendices 32 Definitions 32 Acronyms 32 Gaps and limitations 32 References 33 Acknowledgements 36 The Business Case for Reducing Ocean Waste | 3 Foreword The issue of ocean plastic is rising on Several leading companies along the Furthermore, business stands to benefit the global policy agenda, as evidenced plastics value chain have already started from contributing to the solution. in the UN adoption of Sustainable to invest in land-based solutions to Benefits include reducing the risks Development Goal (SDG) 14 – part of reduce plastics leakage to the ocean. of losing core business in a context which calls for action to address marine Solutions range from industry-specific of growing regulatory and consumer pollution. innovations to multi-stakeholder pressure, enhancing our brands’ partnerships. The challenge remains on reputation by demonstrating leadership Without significant action, there may how to scale-up these efforts, alongside in solving the issue and growing our be more plastic than fish in the ocean improvements in waste management, to business through the development of by weight by 20501. Impacts go far prevent and significantly reduce marine new products or businesses. beyond images of large marine creatures pollution. ingesting and getting entangled in We strongly encourage you to join us plastic rubbish. Overall, the natural As business leaders, we joined WBCSD’s and start tackling this important issue. capital cost of marine plastic pollution Roadmap for reducing Ocean Waste It is time to act and seize the massive for the consumer goods industry alone (ROW) program to galvanize the broader opportunity of capturing the $80-120 is estimated to be at least 4.7 billion per business community to prioritize billion in annual economic value currently year2. ocean waste prevention. Our aim is to lost to the economy due to not capturing demonstrate that plastic marine debris single-use plastic packaging material Approximately 80% of ocean waste – presents material risks and opportunities after use6. also called marine debris – comes from to the entire plastics value chain. land-based sources3. To effectively We must act now to reverse address the problem, we must close the This report identifies the business the current trend of marine tap and prevent valuable plastic waste drivers for companies along the value from flooding into the ocean in the first chain to address marine debris. pollution and preserve a place. thriving ocean ecosystem for Business leaders – especially those in the future. There is no one-size-fits-all scenario. plastic, packaging, consumer products Yet, there is growing consensus that and waste management – must improvements in waste collection and recognize that plastic marine debris is management, in concert with a more a material issue for their businesses. sustainable plastics life cycle, are key Beyond the typical business actors, parts of the equation4. most of the business community is not yet involved. We believe that plastic marine debris presents significant risks and Bridging this gap and getting more opportunities for business. The private companies on board is essential to sector has a key role to play in the enable impact at scale. As business, solution. It is up to the public sector to we possess the innovation potential adopt policies that foster innovation and and technical know-how to significantly stimulate investment in these solutions reduce marine pollution by 20255. that close the plastics loop. | The Business Case for Reducing Ocean Waste 4 The Business Case for Reducing Ocean Waste | 5 The Business Case for Reducing Ocean Waste 5 6 | The Business Case for Reducing Ocean Waste 6 Executive summary Plastic materials are increasingly used across all sectors of the economy because they present significant benefits over alternative materials. Yet plastic market growth has come at the price of our oceans. Today, at least 8 million tons of plastics collaboration with the public sector will sustainable production and consumption leak into the ocean each year7. The natural drive impact at scale. as well as ocean-focused SDG 14 is a sign capital cost of marine plastic pollution is of this. estimated to be at least $4.7 billion per Business drivers The business case is compelling. Top year in the consumer goods industry There are numerous arguments for companies already understand this and alone8. companies to engage in preventing ocean are engaged. This is the opportunity to Approximately 80% of marine debris waste. Based on company insights along take your place among the leaders and – including plastics – comes from land- the entire plastics value chain, four main get involved in the journey towards a based sources9. Business has a key role to business drivers for acting on plastic plastic-free ocean. play in addressing this global issue. marine debris surfaced (see Figure 1). Many leading companies have developed The four drivers, and their respective risks Figure 1: solutions to reduce marine littering. These and opportunities, should be considered Summary of the main business drivers range from industry-specific innovations a menu of business cases that a company for companies to reduce ocean waste to multi-stakeholder partnerships. While or individual can reference or choose many solutions already exist, they are from. Deciding which drivers are material mainly developed by a small number to your company will depend on your Maintain core business of companies. Most of the business sector and position in the value chain. • Regulatory risk community is not yet involved. For each of the four drivers, the report • Consumer misperception of plastics • Financial risk To bridge this gap and to get more details concrete business risks and companies on board, we developed the opportunities. It also showcases perspectives and best practices from following Business Case for Action. Enhance brand and reputation leading companies who are already • Corporate responsibilty Three key takeaways: prioritizing marine debris in their corporate agendas through a series of case studies. • Mission & values 1. Business can and should play a key • Reputational risk role in addressing marine debris by • Customer loyalty having more companies involved to Business benefits Solutions to reducing ocean waste can • License to operate scale-up emerging solutions. The generate additional environmental, time for action is now. • Stakeholders’ involvement social and economic benefits, creating 2. There are four business drivers shared value beyond company walls. which define the material impact For instance, job creation, inclusion of Secure competitive advantage of marine debris on any given the informal waste management sector, • New business company: maintaining core business, and better environmental conditions will • New products enhancing brand and reputation, contribute to better living conditions in • Greater talent securing competitive advantage and cities and communities where companies • Differentiation improving business operations. operate. This is likely to enhance local stakeholders’ trust in business, and 3. There is a proven social impact improve community engagement. which businesses can drive with Improve business operations the engagement in reducing marine • Costs of alternative packaging debris. Call to action options Ultimately, this report is a call to action Our goal is to encourage business for the entire private sector. The issue • Loss of material procurement options leaders, especially those in plastics, of ocean plastic pollution is deeply • Secondary material supply packaging, consumer products and embedded in climate change mitigation, • CO2 mitigation waste management companies, to circular economy, water, waste prioritize ocean waste prevention in management and is rising on the global their respective corporate agendas. policy agenda. Adoption of Sustainable Broader business engagement and Development Goals (SDG) 12 on The Business Case for Reducing Ocean Waste | 7 1. Introduction 8 | The Business Case for Reducing Ocean Waste 8 of plastics leak into the ocean each Approximately 80% of marine debris From the plastic age to the year13. This is equivalent to dumping the – including plastics – comes from 10 ocean waste age … contents of one garbage truck into the land-based sources23. Poor solid waste The past 65 years have seen plastics ocean every minute14. management is considered one of the production increase from 1.5 to 300 major reasons24. Other land-based Plastic makes up 60 to 90% of the litter million tons11. Plastic materials are sources include the intentional and collected at sea or on the coastline15. This increasingly used across all sectors of unintentional release of solid materials is because polymers degrade slowly in the economy, including
Recommended publications
  • Cost-Benefit Analysis and the Economics of Investment in Human Resources
    DOCUMENT RESUME ED 04E d48 VT 012 352 AUTHOR Wood, W. D.; Campbell, H. F. TITLE Cost-Benefit Analysis and the Economics of Investment in Human Resources. An Annotated Bibliography. INSTITUTION Queen's Univ., Kingston (Ontario). Industrial Felaticns Centre. REPORT NO Eibliog-Ser-NO-E PU2 EATS 70 NOTE 217F, AVAILABLE FROM Industrial Relations Centre, Queen's University, Kingston, Ontario, Canada ($10.00) EDBS PRICE EDPS Price MF-$1.00 HC Not Available from EDRS. DESCRIPTORS *Annotated Bibliographies, *Cost Effectiveness, *Economic Research, *Human Resources, Investment, Literature Reviews, Resource Materials, Theories, Vocational Education ABSTRACT This annotated bibliography presents 389 citations of periodical articles, monographs, and books and represents a survey of the literature as related to the theory and application of cost-benefit analysis. Listings are arranged alphabetically in these eight sections: (1) Human Capital, (2) Theory and Application of Cost-Benefit Analysis, (3) Theoretical Problems in Measuring Benefits and Costs,(4) Investment Criteria and the Social Discount Rate, (5) Schooling,(6) Training, Retraining and Mobility, (7) Health, and (P) Poverty and Social Welfare. Individual entries include author, title, source information, "hea"ings" of the various sections of the document which provide a brief indication of content, and an annotation. This bibliography has been designed to serve as an analytical reference for both the academic scholar and the policy-maker in this area. (Author /JS) 00 oo °o COST-BENEFIT ANALYSIS AND THE ECONOMICS OF INVESTMENT IN HUMAN RESOURCES An Annotated Bibliography by W. D. WOOD H. F. CAMPBELL INDUSTRIAL RELATIONS CENTRE QUEEN'S UNIVERSITY Bibliography Series No. 5 Cost-Benefit Analysis and the Economics of investment in Human Resources U.S.
    [Show full text]
  • Worldwide Capital and Fixed Assets Guide 2019 Portugal Russia Saudi Arabia Singapore South Africa 126 133 141 145 150
    Worldwide Capital and Fixed Assets Guide 2019 Capital expenditures represent one of the largest items on a company’s balance sheet. This guide helps you to reference key tax factors needed to better understand the complex rules relating to tax relief on capital expenditure in 31 jurisdictions and territories. The content is based on current information as of February 2019 unless otherwise indicated in the text of the chapter. The tax rules related to capital expenditures across the world are constantly being updated and refined. This guide is designed to provide an overview. To learn more or to discuss a particular situation, please contact one of the country representatives listed in the guide. The Worldwide Capital and Fixed Assets Guide provides information on the regulations relating to fixed assets and depreciation in each jurisdiction, including sections on the types of tax depreciation, applicable depreciation rates, tax depreciation lives, qualifying and non-qualifying assets, availability of immediate deductions for repairs, depreciation and calculation methods, preferential and enhanced depreciation availability, accounting for disposals, how to submit a claim and relief for intangible assets. For the reader’s reference, the names and symbols of the foreign currencies that are mentioned in the guide are listed at the end of the publication. This is the second publication of the Worldwide Capital and Fixed Assets Guide. For many years, the Worldwide Corporate Tax Guide has been published annually along with two companion guides on broad- based taxes: the Worldwide Personal Tax Guide and the Worldwide VAT, GST and Sales Tax Guide. In recent years, those three have been joined by additional tax guides on more specific topics, including the Worldwide Estate and Inheritance Tax Guide, the Worldwide Transfer Pricing Reference Guide, the Global Oil and Gas Tax Guide, the Worldwide R&D Incentives Reference Guide and the Worldwide Cloud Computing Tax Guide.
    [Show full text]
  • Plastics and Sustainability: a Valuation of Environmental Benefits, Costs and Opportunities for Continuous Improvement
    Plastics and Sustainability: A Valuation of Environmental Benefits, Costs and Opportunities for Continuous Improvement Plastics and Sustainability 1 Prepared By Trucost July 2016 Credits Lead Author: Rick Lord Project Director: Libby Bernick Trucost Project Contributors: Grace Kao, Siddartha Joshi, Gautham P, Caroline Bartlett, Steven Bullock, Beth Burks, Christopher Baldock and Sarah Aird. Editor: James Richens (Trucost) Designer: Rebecca Edwards (Trucost) Methodology Reviewers: Keith Christman (American Chemistry Council), Mike Levy (American Chemistry Council), Harald Pilz (Denkstatt), Emily Tipaldo (American Chemistry Council), Beverley Sauer (Franklin Associates), Patricia Vangheluwe (Plastics Europe). About Trucost Trucost helps companies and investors to achieve success by understanding environmental issues in business terms. Our data-driven insights enable organizations to manage risks and identify opportunities for growth. We are the world’s leading experts in quantifying and valuing the environmental impacts of operations, supply chains, products and financial assets. By putting a monetary value on pollution and resource use, we integrate natural capital into business and investment decisions. With offices in Europe, the US and Asia, Trucost works with businesses worldwide to increase revenues, improve communications, meet marketplace expectations and comply with regulatory requirements. Contact Libby Bernick Senior Vice President, North America, Trucost Plc E: [email protected] E: [email protected] T: +1 800 402 8774 www.trucost.com Plastics and Sustainability 2 Acknowledgments This work was conducted for The American Chemistry Council (ACC) under the direction of Emily Tipaldo (ACC). We gratefully acknowledge the ACC’s assistance in the development of this report. Trucost gratefully acknowledges contributions to this project by external reviewers of the study methodology; Harald Pilz of Denkstatt GmbH and Beverly Sauer of Franklin Associates.
    [Show full text]
  • Machine Cost Analysis Using the Traditional Machine-Rate Method and CHARGEOUT!
    2009 COFE Conference: Environmentally Sound Forest Operations 32nd Annual Meeting of the Council on Forest Engineering Lake Tahoe June 15-18, 2009 Machine Cost Analysis Using the Traditional Machine-Rate Method and CHARGEOUT! E.M. (Ted) Bilek1 “The aim in developing a machine rate should be to arrive at a figure that, as nearly as possible, represents the cost of the work done under the operating conditions encountered and the accounting system in force.” - Donald Maxwell Matthews, 1942. p.54 Cost control in the logging industry McGraw-Hill Book Company, Inc. New York. ABSTRACT Forestry operations require ever more use of expensive capital equipment. Mechanization is frequently necessary to perform cost-effective and safe operations. Increased capital should mean more sophisticated capital costing methodologies. However the machine rate method, which is the costing methodology most frequently used, dates back to 1942. CHARGEOUT!, a recently introduced discounted cash flow methodology is compared with seven machine rate methods using data representing a skidder. I found that use of machine rate methods can lead to either over or under-estimates of machine owning and operating costs, depending on the machine rate model used. CHARGEOUT!’s calculated rate will provide a user-specified rate of return. The differences between the results calculated by the machine rate methods occur because of different implicit assumptions used within the models’ formulas. The differences between CHARGEOUT! and the machine rate models occur largely because of the inability of the machine rate models to properly incorporate the time value of money. 1 The author is Economist, USDA Forest Service, Forest Products Laboratory, Madison, Wisconsin 53726-2398.
    [Show full text]
  • NEW METHODS for MEASURING CAPITAL by Dale W. Jorgenson Abstract
    NEW METHODS FOR MEASURING CAPITAL by Dale W. Jorgenson Abstract In the July 1997 issue of the Survey of Current Business the Bureau of Economic Analysis pre- sented new methods for the measurement of capital in the U.S. National Income and Prod- uct Accounts. This is one of the most important advances in national accounting since the creation of the United Nations (1968) System of National Accounts and presents the critical challenge to members of the Canberra Group. How should the new treatment of capital be incorporated into the United Nations (1993) System of National Accounts? This paper describes the conceptual basis for BEA’s approach, presents the empirical evidence employed in implementing this approach, and outlines the implications for the SNA. (Jour- nal of Economic Literature Classification C82.) The purpose of this paper is to describe the conceptual and empirical basis for new methods for measuring capital recently introduced into the U.S. National Income and Product Accounts. The new methodology was first announced by the Bureau of Economic Analysis (BEA) in its 1995 benchmark revision and is described in detail by Barbara M. Fraumeni (1997), now Chief Economist of BEA. The key innovation in BEA’s approach is the introduction of a perpetual inventory of asset prices that parallels the perpetual inventory of asset quantities traditionally employed in accounting for capital. Since 1986 BEA has employed data on asset prices in generating constant quality price indices for investment in computers and related equipment in the U.S. national accounts. The benchmark revision of these Accounts on October 28, 1999, introduced constant quality price indices for computer software.
    [Show full text]
  • Materials Recovery Facility (MRF) Feasibility Study
    Page 23 of 94 We Know Where It Should Go Materials Recovery Facility (MRF) Feasibility Study June 2018 hdrinc.com (402) 399-1000 8404 Indian Hills Drive Omaha, NE 68114 Page 24 of 94 We Know Where It Should Go Page 25 of 94 Contents 1. Executive Summary ................................................................................................................ 2 2. Introduction and Purpose ........................................................................................................ 7 3. Metro Waste Authority’s Service Area .................................................................................... 7 3.1 Background .................................................................................................................... 7 3.2 Current Service Area ...................................................................................................... 8 3.3 Potential Service Areas .................................................................................................. 8 3.4 Potential MRF Volumes.................................................................................................. 9 3.4.1 Future Tonnage Projections Methodology ........................................................ 16 3.4.2 Projections by Commodity Type ....................................................................... 16 4. Processing Capacity and Technology ................................................................................... 21 4.1 Processing Capacity....................................................................................................
    [Show full text]
  • Manufacturing Cost and Installed Price Analysis of Stationary Fuel Cell Systems
    Manufacturing Cost and Installed Price Analysis of Stationary Fuel Cell Systems 30 September 2015 By: Brian D. James Daniel A. DeSantis Revision 3 1 Sponsorship and Acknowledgements This research was conducted under Subcontract Number AGB-0-40628-01 and AGB-0-40628-03 to the National Renewable Energy Laboratory1 (NREL) under Prime Contract Number DE-AC36-08GO28308 to the US Department of Energy. The authors wish to thank Dr. Bryan Pivovar of NREL and Mr. Jason Marcinkoski of DOE’s Office of Energy Efficiency and Renewable Energy (EERE), Fuel Cell Technologies Office (FCTO) for their technical and programmatic contributions and leadership. Authors Contact Information Strategic Analysis Inc. may be contacted at: Strategic Analysis Inc. 4075 Wilson Blvd, Suite 200 Arlington VA 22203 (703) 527-5410 www.sainc.com The authors may be contacted at: Brian D. James, [email protected] (703) 778-7114 Document Revisions Rev 1 September 2015 Original document Rev 2 October 2015 Minor formatting corrections Rev 3 August 2016 Correction of installation costs as applied to all three fuel cell technologies 1 Actual subcontract is with the Alliance for Sustainable Energy, LLC which is the management and operating contractor for NREL. 2 Table of Abbreviations AC alternating current ATS automatic transfer switch BOL beginning of life BOM bill of material BOP balance of plant CCB customer critical bus CFCL Ceramic Fuel Cells Limited (of Australia) CO carbon monoxide CPU central processing unit DC direct current DFMA Design for Manufacturing and Assembly DI
    [Show full text]
  • Manufacturing Cost Analysis of 100 and 250 Kw Fuel Cell Systems for Primary Power and Combined Heat and Power Applications
    Manufacturing Cost Analysis of 100 and 250 kW Fuel Cell Systems for Primary Power and Combined Heat and Power Applications Prepared by: Battelle Memorial Institute 505 King Avenue Columbus, OH 43201 Prepared for: U.S. Department of Energy Golden Field Office Golden, CO DOE Contract No. DE-EE0005250 January 2016 This report is a work prepared for the United States Government by Battelle. In no event shall either the United States Government or Battelle have any responsibility or liability for any consequences of any use, misuse, inability to use, or reliance upon the information contained herein, nor does either warrant or otherwise represent in any way the accuracy, adequacy, efficacy, or applicability of the contents hereof. Manufacturing Cost Analysis of 100 and 250 kW Fuel Cell Systems for Primary Power and Combined Heat and Power Applications / DOE Contract No. DE-EE0005250 Acknowledgements Funding and support of this work by the U.S. Department of Energy, Fuel Cell Technologies Office is gratefully acknowledged. Collaborators The following have provided assistance in the form of design inputs, cost inputs, design review and manufacturing review. Their valuable assistance is greatly appreciated. Hydrogenics Ballard Nexceris Johnson Matthey/Catacel US Hybrid Panasonic Advanced Power Associates Ideal Power Innovatek Zahn Electronics Watt Fuel Cell Vicor Power SMA-America Outback Power Technologies Tranter API Heat Transfer Dry Coolers Cain Industries Battelle would also like to thank Kevin McMurphy, Adria Wilson and Tom Benjamin for strengthening the report through their thorough reviews. BATTELLE | January 2016 i Manufacturing Cost Analysis of 100 and 250 kW Fuel Cell Systems for Primary Power and Combined Heat and Power Applications / DOE Contract No.
    [Show full text]
  • The New Plastics Economy Rethinking the Future of Plastics
    Industry Agenda The New Plastics Economy Rethinking the future of plastics January 2016 © WORLD ECONOMIC FORUM, 2016 – All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. REF 080116 Contents Preface 3 Preface The circular economy is gaining growing attention as a potential way for our society to increase prosperity, while reducing demands on finite 4 Foreword raw materials and minimizing negative externalities. Such a transition requires a systemic approach, which entails moving beyond incremental 5 In Support of the New Plastics improvements to the existing model as well as developing new Economy collaboration mechanisms. 5 Project MainStream The report explores the intersection of these two themes, for plastics and plastic packaging in particular: how can collaboration along the extended global plastic packaging production and after-use value chain, as well as with governments 5 Disclaimer and NGOs, achieve systemic change to overcome stalemates in today’s plastics economy in order to move to a more circular model? 6 Executive Summary The New Plastics Economy aims to set an initial direction and contribute to the 10 1 The Case for Rethinking evidence base by synthesizing information from across many dispersed sources. Plastics, Starting with It assesses the benefits and drawbacks of plastic packaging today, and makes Packaging the case for rethinking the current plastics economy. It lays out the ambitions and benefits of the New Plastics Economy – a system aiming to achieve drastically 10 1.1 Plastics and Plastic better economic and environmental outcomes.
    [Show full text]
  • Breaking the Plastic Wave Report
    Breaking the Plastic Wave A COMPREHENSIVE ASSESSMENT OF PATHWAYS TOWARDS STOPPING OCEAN PLASTIC POLLUTION Thought Partners FULL REPORT About The Pew Charitable Trusts Table of contents The Pew Charitable Trusts is driven by the power of knowledge to solve today’s most challenging problems. Pew applies a rigorous, analytical approach to improve PREFACE 4 public policy, inform the public, and invigorate civic life. EXPERT PANEL 5 As the United States and the world have evolved, we have remained dedicated to our founders’ emphasis on ENDORSEMENTS 6 innovation. Today, Pew is a global research and public policy organization, still operated as an independent, nonpartisan, EXECUTIVE SUMMARY: TEN CRITICAL FINDINGS 8 nonprofit organization dedicated to serving the public. FAST FACTS: ‘BREAKING THE PLASTIC WAVE’ IN NUMBERS 14 Informed by the founders’ interest in research, practical knowledge, and public service, our portfolio includes public INTRODUCTION: PLASTIC, THE OCEAN, AND THE GLOBAL DEBATE 16 opinion research; arts and culture; civic initiatives; and Ocean plastic pollution: Challenges and opportunities in a complex system 17 environmental, health, state, and consumer policy initiatives. About this project: A global stochastic model 18 Our goal is to make a difference for the public. That means working on a few key issues, with an emphasis on projects CHAPTER 1. AN UNTENABLE TRAJECTORY—THE IMPERATIVE TO ADDRESS THE OCEAN PLASTIC POLLUTION CRISIS 24 that can produce consequential outcomes, foster new ideas, Super growth: Business-as-Usual will have nearly three times more plastic leaking into the ocean in 2040 25 attract partners, avoid partisanship or wishful thinking, and achieve measurable results that serve the public interest.
    [Show full text]