East Midlands Regional Waste Strategy

Total Page:16

File Type:pdf, Size:1020Kb

East Midlands Regional Waste Strategy East Midlands Regional Waste Strategy January 2006 Contents Foreword 3 Priority Issue 4: 55 Executive Summary 5 Prevention and improved management of hazardous wastes Introduction: Why do we need a Regional Waste Strategy? 8 Priority Issue 5: 58 Development of the Regional Waste Strategy 8 Prevention and improved management of Policies – Where does the Regional Waste Municipal Solid Wastes Strategy Fit in? 9 European and UK Waste legislation, policy and targets 11 Priority Issue 6: 62 Procurement and Market Development An Overview of current waste management in the East Midlands 17 Priority Issue 7: 65 Reduction and Management of Construction Summary - Key issues for waste management in the and Demolition Waste East Midlands 38 Priority Issue 8: 69 The Principles and Priorities of the Regional Managing the waste impacts of Regional and Waste Strategy - Delivering the change required 39 Sub-Regional growth Priority Issue 1: 40 Priority Issue 9: 72 Planning our future waste management infrastructure Addressing agricultural and rural waste management Priority Issue 2: 45 Priority Issue 10: 76 Awareness raising, education and promotion of best Reducing Fly-Tipping practice to achieve behavioural change Implementation, Monitoring and Review 78 Priority Issue 3: 49 Improving the efficiency of our resource, the reduction Glossary 81 and sustainable management of commercial and industrial waste Appendices 84 2 Foreword The East Midlands Regional Assembly Arguably one of the biggest challenges An important aspect in delivering this has a pivotal role in bring together now facing the UK is the need to change agenda is the need to provide a robust the partners within our Region to the way we produce, consume and framework for the rapid development of deliver sustainable development.The dispose of everyday goods - not only to the new waste management facilities production and management of waste meet increasingly stringent legislation, that will be required to recover recycle or will be an increasingly important issue but also because more efficient otherwise treat wastes that do arise in for this Region in the future – in both the production will strengthen our economy the future – as required by the home and the workplace.This strategy whilst reducing the impact that we have Government’s Planning Policy Statement has been developed by a partnership of on our environment. 10. In this respect, the strategy therefore key stakeholders within our Region and builds on the land-use planning the Regional Assembly looks forward to Achieving the step change required is not principles and priorities as set out in the continuing to develop the partnerships just about waste management. It Regional Spatial Strategy for the East required to ensure we prevent the depends upon society as a whole Midlands (RSS8). production of wastes and manage the embracing a different approach – not a residues as sustainably as possible. straightforward task. This strategy provides the basis for the This is the first Regional Waste Strategy partnerships required.We hope you will to be produced for the East Midlands. It embrace the opportunity this strategy sets out to identify the key issues we must presents for us to become a leader address and seeks to provide a robust amongst the English Regions on this framework to allow the Region to move most important of issues. towards the sustainable production and Councillor Jim Harker consumption of goods and the recovery CHAIR OF THE REGIONAL HOUSING, PLANNING AND of as much value as possible from the TRANSPORT JOINT BOARD remaining waste that does arise. Councillor David Parsons CHAIR OF THE EAST MIDLANDS REGIONAL ASSEMBLY 3 4 Executive Summary Why do we need a Regional Waste Strategy? The East Midlands Region produces Meanwhile, the costs not only of The Regional Spatial Strategy sets out over 25 million tonnes of waste per managing waste, but of squandering the principles and priorities for waste year. If we continue to allow the valuable raw materials in the first place management: amount of waste we produce to continue to rise. A conservative increase, we may need to manage up estimate suggests that the costs of • To work towards zero growth in waste to 39 million tonnes of waste every collecting, transporting and managing at the Regional level by 2016 year by 2021. Even if the Region our waste alone are over £400 million achieves all the targets which have per year. In the East Midlands we are • To reduce the amount of waste been set for the reduction, recycling also relatively inefficient in our landfilled in accordance with the EU and recovery of wastes, the total production of goods – ranking only Landfill Directive arisings are predicted to increase to a 49th of the 77 EU Regions in terms of minimum of 27 million tonnes per the waste generated and energy used • To exceed Government targets for annum in 2021. per unit of value added to the recycling and composting economy. Of the controlled waste produced in • To take a flexible approach to other the Region in 2003, 39% came from What are the aims of the forms of waste recovery commercial and industrial premises, Strategy? 48% was construction and demolition The role of the Regional Waste Strategy waste and only 12% was household or The East Midlands Regional Waste is therefore to provide the framework municipal waste. Strategy is a key element of Regional for the delivery of these principles. Policy, providing a strategic framework As the amount of waste we produce which will allow the Region as a whole How will this be achieved? increases, the available options for to rapidly progress to more sustainable disposing of our waste are reducing. ways to produce and consume goods, The Strategy focuses on 10 issues At present the vast majority of our and then recycle or recover as much which are considered to be the highest waste is buried in landfills, but new value as possible from that waste priorities that must be addressed if we controls on landfilling together with a which is produced. It also has an are to make the step change from shortage of available space in existing important role to identify the current today’s “throw-away society” - relying or planned landfill sites, means that the capacity of the Region to manage our on landfill, to a more sustainable region has around 10 years of landfill waste and to set out the waste future.The priority issues are not capacity remaining. management infrastructure which will presented in order of importance, but need to be developed to meet our need to be addressed as a cohesive future needs. whole.They are summarised as follows: 5 PRIORITY ISSUE 1: PRIORITY ISSUE 3: PRIORITY ISSUE 5: Planning our future waste Improving the efficiency of Prevention and improved management infrastructure our resource use and reducing management of Municipal Solid commercial and industrial wastes Wastes The Strategy sets out the pressing need to develop waste treatment Commerce and industry produce the Although Local Authorities in the and disposal capacity – to provide majority of the Region’s wastes, and are Region are making steady progress to alternatives to burying waste in landfill also relatively inefficient in the amount recycle and recover municipal wastes, sites, to meet legislative requirements of waste generated and energy used in significant work will be required in the and to ensure that the Region has the production of goods and services. future to ensure that EU and UK sufficient infrastructure in place to A suite of actions are therefore Government targets for recycling and cope with future growth in the amount proposed ensuring that businesses recovery are exceeded.The strategy of waste arising. Guidance is therefore understand and therefore seek to therefore proposes a suite of Regional provided to Local Authorities to improve their efficiency and are aided actions to support and aid municipal support delivery of the strategy in doing so through Regionally co- waste minimisation, recycling and through their Waste Development ordinated business support recovery. Frameworks and Local Development infrastructure. Frameworks. PRIORITY ISSUE 6: PRIORITY ISSUE 4: Procurement and market PRIORITY ISSUE 2: Prevention and improving development Education, behavioural change and management of hazardous wastes promotion of best practice Increasing the amount of waste that is Recent legislative changes mean that recycled depends on demand for Reducing the amount of waste the availability of facilities in the recycled products.This will be generated, both by householders or Region to manage hazardous wastes addressed through a Regional market businesses, is the highest priority for are now severely restricted.The development plan for recycled the Strategy.This will require that the Strategy therefore sets out to facilitate materials, supported by requirements people of the East Midlands change the minimisation of hazardous wastes that both public and private sectors in the way they behave in relation to the and ensure that the Region works the Region procure a proportion of waste materials that they produce.This towards appropriate management of recycled goods.This section also looks will be achieved through the those hazardous wastes that do arise. at the need to develop new waste development and delivery of a treatment facilities within the Region Regional behavioural change plan. that provide alternatives to traditional waste management methods as well as innovation within the waste industry. 6 PRIORITY ISSUE 7: and Lincolnshire fenlands present Implementation Reduction and management diverse needs in terms of waste of construction and demolition management services and Delivery of the action plan for each waste infrastructure.The Strategy seeks to priority issue will require the address these issues through the commitment of considerable The construction and demolition formation of a Regional Rural Waste time and resources, both by industry produce over 38% of the Management Stakeholders Forum to the Region’s waste management Region’s wastes and use large champion best practice in rural waste profession, commerce and industry, quantities of virgin building materials.
Recommended publications
  • Derby and Nottingham Transforming Cities Fund Tranche 2 Strategic Outline Business Case November 2019
    Derby and Nottingham Transforming Cities Fund Tranche 2 Strategic Outline Business Case November 2019 Derby and Nottingham Transforming Cities Fund Tranche 2 Strategic Outline Business Case November 2019 Produced by: With support from: Contact: Chris Carter Head of Transport Strategy Nottingham City Council 4th Floor, Loxley House Station Street Nottingham NG2 3NG 0115 876 3940 [email protected] Derby & Nottingham - TCF Tranche 2 – Strategic Outline Business Case Document Control Sheet Ver. Project Folder Description Prep. Rev. App. Date V1-0 F:\2926\Project Files Final Draft MD, NT CC, VB 28/11/19 GT, LM, IS V0-2 F:\2926\Project Files Draft (ii) MD, NT CC, VB 25/11/19 GT, LM, IS V0-1 F:\2926\Project Files Draft (i) MD, NT NT 11/11/19 GT, LM, IS i Derby & Nottingham - TCF Tranche 2 – Strategic Outline Business Case Table of Contents 1. Introduction .............................................................................................................................. 1 Bid overview ................................................................................................................................................... 1 Structure of the remainder of this document ................................................................................... 2 2. Strategic Case: The Local Context ................................................................................... 3 Key statistics and background ...............................................................................................................
    [Show full text]
  • D2.1 Mapping of the Current Status of Dynamics of Value Chain of European Transport Manufacturing Industry
    Ref. Ares(2018)476363 - 26/01/2018 D2.1 Mapping of the current status of dynamics of value chain of European transport manufacturing industry Arrasate, 26/01/2016 Editor: Gerardo Pagalday [email protected] Authors: All parners Date: 26/01/2018 1 Document change record Version Date Status Author Description 0.1 24/03/2017 Draft Konstantin Konrad Draft document structure 0.2 18/12/2017 Draft Gerardo Pagalday Deliverable version 2 26/01/2018 Deliverable Gerardo Pagalday Deliverable final version Consortium No Participant organisation name Short Name Country 1 VDI/VDE Innovation + Technik GmbH VDI/VDE-IT DE 2 Railenium Railenium FR 3 Cranfield University CU UK 4 Maritime University of Szczecin MUS PL 5 Transportøkonomisk Institutt ( TOI) TOI NO 6 Institute of Shipping Economics and Logistics ISL DE 7 IK4 Research Alliance IK4 ES 8 Intl. Association of Public Transport Operators UITP BE 2 Table of contents 1 Introduction ......................................................................................................................... 23 1.1 Project background ..................................................................................................... 23 1.2 Objectives ................................................................................................................... 24 1.3 Focus Areas for D2.1 Mapping of the current status of dynamics of value chain of European transport manufacturing industry ............................................................... 24 2 Automotive .........................................................................................................................
    [Show full text]
  • Toyota Engineering Apprenticeship - Burnaston
    Toyota Engineering Apprenticeship - Burnaston TOYOTA MANUFACTURING UK LTD recruitment.toyotauk.com Careers with Toyota Here you can find out more about theApprenticeship schemes we offer. As you assess your options, we expect you’ll encounter many companies who promise that you’ll grow, but Toyota is truly different. Here, improvement is an intrinsic part of our unique way of working. At the heart of Toyota is our belief that no process is perfect – there is always a better way. It is this tradition that has kept us setting standards in automotive manufacturing. We continue to innovate and seize every opportunity to introduce new technologies to the world. About the Scheme When you join Toyota as an apprentice, your training will specifically reflect your strengths and interests as an individual. You will have the opportunity to develop your career in a way that is right for you. One thing is certain, you will never stop growing at Toyota and you can look forward to great job security and professional prospects in a culture that is welcoming and innovative. Working in one of the worlds most advanced car plants based at Burnaston, Derbyshire you will train to become a professional Maintenance Engineer and you will be part of a culture where continuous improvement, hard work and teamwork are key to success. It is the ideal start to a long lasting engineering career with one of the worlds most respected and successful automotive companies. What do Maintenance Engineers do? Maintenance Engineers support the most important people and processes in our factory. They are our problem solvers, keeping our production lines running smoothly every day.
    [Show full text]
  • 8 March 2021 Lookers Plc Appointment of Non-Executive
    8 March 2021 Lookers plc Appointment of Non-Executive Director Lookers plc, ("Lookers"), one of the leading UK motor retail and aftersales service groups, is pleased to announce the appointment of Paul Van der Burgh to the Board of Lookers as a Non-Executive Director. Paul will join the Board on 1 April 2021 and will be a member of the Audit and Risk, Remuneration and Nominations Committees. Paul is highly experienced in the global automotive industry, having held senior executive positions at leading multinational brands around the world for over 35 years. He spent 15 years at Toyota and Lexus, most recently as the President and Managing Director of Toyota (GB). Prior to this, Paul held a variety of roles at Ford in the UK and the Americas. Paul has also been an Executive Director of the Society of Motor Manufacturers & Traders. Phil White, Chairman, commented: "We are absolutely delighted that Paul will be joining the Lookers Board next month. His track record at both Toyota and Ford speaks for itself. He is well known and highly respected throughout the motor industry for all he has achieved in his career. His in-depth understanding of our industry, combined with his extensive experience, will be a great asset to Lookers as we continue to lift the brakes on the business and look forward to the multiple opportunities ahead. Paul’s experience and guidance will be invaluable to us on that journey.” Paul Van der Burgh commented: “I am thrilled to be joining the Lookers Board at a very exciting time for the business.
    [Show full text]
  • The Road to Zero Next Steps Towards Cleaner Road Transport and Delivering Our Industrial Strategy
    The Road to Zero Next steps towards cleaner road transport and delivering our Industrial Strategy July 2018 The Road to Zero Next steps towards cleaner road transport and delivering our Industrial Strategy The Government has actively considered the needs of blind and partially sighted people in accessing this document. The text will be made available in full on the Government’s website. The text may be freely downloaded and translated by individuals or organisations for conversion into other accessible formats. If you have other needs in this regard please contact the Department. Department for Transport Great Minster House 33 Horseferry Road London SW1P 4DR Telephone 0300 330 3000 General enquiries https://forms.dft.gov.uk Website www.gov.uk/dft © Crown copyright, 2018, except where otherwise stated. Printed in July 2018. Copyright in the typographical arrangement rests with the Crown. You may re-use this information (not including logos or third-party material) free of charge in any format or medium, under the terms of the Open Government Licence v2.0. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned. Contents Foreword 1 Policies at a glance 2 Executive Summary 7 Part 1: Drivers of change 21 Part 2: Vehicle Supply and Demand 33 Part 2a: Reducing emissions from vehicles already on our roads 34 Part 2b: Driving uptake of the cleanest new cars and vans 42 Part 2c:
    [Show full text]
  • Prospects NCS Flyer Manufacturing and Engineering
    Our brand elements: Overview Colours: Six colour groups (green may only be used for Lifelong Learning Accounts) Interested in a The Path: MANUFACTURING AND ENGINEERING A dynamic andcareer iconic in the WEST MIDLANDS? graphic deviceAerospace engineer • Auto electrician • Automotive engineer • Broadcast engineer CAD technician • Chemical engineer • Civil engineer • Design engineer • Dressmaker Energy engineer • Food processing worker • Garment technologist • Gas service technician Glassmaker/engraver • Land surveyor • Machine printer • Manufacturing supervisor Manufacturing systems engineer • Meat process worker • Mechanical engineer/technician Motor vehicle technician • Nuclear engineer • Packaging technologist • Paint sprayer • Physicist Quality control technician • Quantity surveyor • Quarry engineer • Rail engineering technician • Satellite systems technician Security systems installer • SheetThe metal logo: worker • Structural engineer • Studio sound engineer • Textile machinery technician Textiles production manager • ToolmakerStrong • andTV or uniquefilm sound technician •Watch or clock repairer • Welder • Wood machinist EXAMPLES OF MANUFACTURING employed in the AND ENGINEERING EMPLOYERS IN 50,285 manufacture of fabricated THE WEST MIDLANDS metalImagery: products, except machineryReal, uplifting and equipment and engaging Jaguar Land Rover Automotive Boparan • JCB Service employed in the Toyota Manufacturing (UK) manufacture of motor Typefaces: 49,863 IMI • Tarmac vehicles, trailers and semi- Warm, human and legible AaBbECOBAT TechnologiesCc
    [Show full text]
  • East Midlands Intermodal Park, South Derbyshire Proposals for a Strategic Rail Freight Interchange
    East Midlands Intermodal Park, South Derbyshire Proposals for a Strategic Rail Freight Interchange Newsletter: Issue 1 (May 2014) Welcome + The site + This newsletter announces the start of Goodman Shepherd’s The site, which is owned by Etwall Land Ltd, is approximately consultation on its proposals for the East Midlands Intermodal 255 hectares (630 acres) located to the south west of Derby. Park (EMIP) in South Derbyshire. Goodman Shepherd is It is bordered by the Burnaston Interchange (A50/A38) to the proposing to develop a Strategic Rail Freight Interchange; a north, Carriers Road (A5132) to the south and is flanked by the logistics facility that will allow goods to be moved between the A38 to the east and Egginton Road/Etwall Road to the west. rail and road networks to support businesses in the region and The main Stoke-on-Trent to Derby railway line runs through the across the UK. centre of the site. EMIP would be connected to the existing rail and road network There is currently a waste water treatment facility on site, a via a proposed new spur off the adjoining railway line into composting facility, an existing flood attenuation pond, three the development and a new junction off the existing A50/A38 houses and overhead electricity lines supported by steel lattice Burnaston Interchange. pylons across the north of the land. Parts of the site have been subject to previous gravel extraction which has been filled This newsletter provides details of the proposals and initial in through licensed waste tipping. In the past the majority of options, as well as how you can find out more and have your say.
    [Show full text]
  • Toyota Lean Manufacturing Apprenticeship - Burnaston
    Toyota Lean Manufacturing Apprenticeship - Burnaston TOYOTA MANUFACTURING UK LTD recruitment.toyotauk.com Careers with Toyota Here you can find out more about the apprenticeship schemes we offer. As you assess your options, we expect you’ll encounter many companies who promise that you’ll grow, but Toyota is truly different. At Toyota, improvement is an intrinsic part of our unique way of working. At the heart of Toyota is our belief that no process is perfect – there is always a better way. It is this tradition that has kept us setting standards in automotive manufacturing. We continue to innovate and seize every opportunity to introduce new technologies to the world. About the Scheme When you join Toyota as an apprentice, your training will most advanced car plants based at Burnaston, Derbyshire specifically reflect your strengths and interests as an you will train to become a Production Team Member, where Individual. You will have the opportunity to develop your you will be part of a culture where continuous improvement, career in a way that is right for you. One thing is certain, you hard work and teamwork are key to success. It is the ideal will never stop growing at Toyota and you can look forward to start to a long lasting career with various development routes great job security and professional prospects in a culture that within one of the world’s most respected and successful is welcoming and innovative. Working in one of the world’s automotive companies. What do Production Apprentices do? Production Team Members are the most important people in experiences and classroom training will give you the practical our factory.
    [Show full text]
  • Diversity and Inclusion Heroes Awards
    Diversity and Inclusion Heroes Awards Awards Ceremony Thursday 28 January 2021 • 4pm – 5pm Register now WorldSkills UK Diversity and Inclusion Heroes Awards Ceremony Join us to celebrate those making a real difference in technical education and apprenticeships at the @worldskillsuk Diversity and Inclusion Heroes Awards! Get involved on social media @worldskillsuk facebook.com/worldskillsuk @worldskillsuk linkedin.com/company/worldskillsuk Diversity and Inclusion Heroes Awards 2 Contents WorldSkills UK ........................................................... 4 Award Partner Coca-Cola European Partners (CCEP) ........................ 6 Award Sponsors Toyota Manufacturing UK ......................................... 8 FESTO ...................................................................... 10 NCFE ....................................................................... 12 Air Products ............................................................ 14 Awards Supporter The 5% Club ............................................................ 16 Judging panel .......................................................... 17 Award ceremony running order . 20 Awards and nominees About the Diversity and Inclusion Heroes Awards ... 21 Programme or Campaign of the Year ...................... 22 Network of the Year ................................................ 24 Role Model Award . 27 Rising Star Award .................................................... 33 Competition Diversity Champion Award ................. 36 2019 Highlights ......................................................
    [Show full text]
  • Nottingham-Derby Green Belt Review
    Nottingham-Derby Green Belt Review Lynette Hughes Nottinghamshire County Council and Steve Buffery Derbyshire County Council 24 August 2006 This is an information and discussion paper. It is the work of officers and has not been formally considered by any authority. It therefore does not represent the views of any authority or other body. Comments on the paper are welcome and can be forwarded to [email protected] or [email protected]. Executive Summary Page 1 of 4 EXECUTIVE SUMMARY The review comprises: 1. The working paper drafted in March 2006 and finalised in April 2006 2. The assessment paper drafted in July 2006 and finalised in August 2006 3. The implications paper produced in August 2006 The review is the work of officers and has not been formally considered by any authority. The findings of the review have been considered in the formulation of the draft 3 Cities SRS and the draft Northern SRS which will form part of the Regional Plan to be published on 28 September 2006 and tested at a public examination in 2007. A project plan produced and agreed in December 2005 and added to in April 2006 have guided the review work. The review has started from the point that the principle of the green belt is well established and will remain. However, the review is related to the needs of development in the areas where there is green belt at present. General areas for possible extensions to the green belt have also been considered. The government's sustainable communities plan requires that the current area of green belt land within each region should be maintained or increased.
    [Show full text]
  • Barriers – Our Flexibility Is Our Strength
    A‐SAFE (UK) LTD • Introduction • 3D Warehouse & Barrier Application • Barrier Suitability & Loading • Fixing bolt data • General maintenance • A‐Safe – A Green option Click on image to play video A-SAFE BARRIERS – OUR FLEXIBILITY IS OUR STRENGTH A-Safe is the most innovative safety barrier system on the market. So innovative in fact, that it effectively makes conventional steel barriers obsolete by offering significant benefits in safety, cost-effectiveness and environmental friendliness. WHY IS A-SAFE SO DIFFERENT? A-Safe products are Polymer-based, so they are far more flexible and durable than conventional steel barriers. Hit them with a vehicle and they will spring back into shape, rather than bending or buckling, thus cutting maintenance costs by greatly reducing the need for damage repairs. A simple concept and one that is already used in many other applications. For instance, the motor industry started fitting plastic bumpers to their vehicles years ago. A-Safe decided to use the same principle for their products, with outstanding results. SAFETY FIRST Although they are flexible, A-Safe barriers are extremely strong, effectively protecting your workforce, machinery, buildings and vehicles. All products are designed to meet the most stringent Health & Safety guidelines and are load tested to British Standards. COLOURING YOUR VIEWS A-Safe barriers feature a yellow and black colour scheme as standard, which enables both pedestrians and drivers to see at a glance where they should be and where they shouldn’t be. These colours are solid and highly resistant to scratching too, so no repainting is required. CUTTING YOUR COSTS Not only does A-Safe improve safety standards, it can also provide significant cost savings.
    [Show full text]
  • East Midlands Route Study March 2016 Foreword March 2016 Network Rail – East Midlands Route Study 02
    Long Term Planning Process East Midlands Route Study March 2016 Foreword March 2016 Network Rail – East Midlands Route Study 02 We are delighted to present the East Midlands Route Study, a The work carried out within this Route Study enables us to identify document which sets out the building blocks of our strategic vision any gaps between the planned capability of the network in 2023, for delivering rail growth throughout the East Midlands over the and the capability required to meet forecast growth for passenger next 30 years. and freight demand. By also looking ahead over the longer term to 2043, we can build our understanding of capacity needs in the The East Midlands route serves many different rail markets, long future, making plans to deliver those in the most efficient manner. distance and commuting services operate regularly into London St Pancras International. Strong links between urban centres, such as Network Rail has led the development of the East Midlands Route Nottingham, Leicester and Derby, help people travel for work, Study which was published as a Draft for Consultation in January education and leisure. Being located at the heart of Britain’s rail 2015, and was open for consultation until April 2015. The study has network means the Route forms a key part of major cross country been developed using a collaborative approach with input from the and freight journeys. rail industry, local authorities, users and developers from the freight industry, the Department for Transport and Rail Delivery Group. Over recent years, the rail industry has seen consistent growth in demand and this is forecast to continue.
    [Show full text]