How to overcome conflicts How to overcome conflicts between environment and between environment and economic development economic development

Håkan RodheIIIEE

BSR INTERREG III B Partner-Search Forum7-8 June 2002, Tromsø

Håkan Rodhe

Håkan Rodhe

Sustainable production & consumption- Interdisciplinary education & research- Applied projects- Industrial focus- Preventative strategies!

Håkan Rodhe

Preventive strategiesPreventive strategies

• In contrast to end-of-pipe treatment

• Process-integrated

• Go to the source of the problem

• Energy & materials efficiency, toxics use reduction

• At the core of sustainable development

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An example – Svedar BakeryAn example – Svedar Bakery

• Small bakery in Kaliningrad• Mangers participated in short course on preventive

strategies; went home, applied and the results were:- 25-32% less energy needed for the ovens- 15-20% less water needed for cleaning- 3-4% savings in flour- improved quality of the bread- area used for production cut in half.

• All done with minor adjustments of the process & saving the company 500-550 USD/month

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Environment + economyEnvironment + economy

• Clear potential for win-win soutions at the micro level

• On the macro level this potential is primarily found on the demand side of the environmental infrastructure (energy system, waste management & wastewater treatment)

• We know some of the solutions already today but most will have to be developed over time; either as adaptations of known solutions or as inventions

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Will the process run by itself?Will the process run by itself?

• In practice: NO!• Explanations are manifold:

- not rewarding enough- other issues higher on the agenda- environment perceived as a cost- capacity building needed- not included in planning of operations- etc…

• Thus, the process has to be supported- and it is a long-term process…

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What makes an organisation What makes an organisation explore the SD opportunities?explore the SD opportunities?

Organisations are exposed to a multitude of pressures and incentives affecting their

environmental-related development. There is no single recipe that is universal; rather there is a need to work in several ways, adapted to

the local context. Champions within organisations is a distinguishable factor.

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BSR company

Min. of Env.-Environmental regulation

Local govt.- Enforcement

Env. Related costs- energy- water & wastewater- waste mgmt- raw materials

Market requirements- product spec’s- ISO 14001/EMAS

Suppliers- new equipment- new materials

Service providers- consultants- govt. institutions

Other companies- industry org’s

Universities

Funding for industrial development

Agents for change- EU projects, etc

NGOs & media

Ministry of Industry

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Drivers inside the companyDrivers inside the company

–Ability to finance change

–Technical know-how

–Management committment & capacity

–Champions!

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How to intervene in the systemHow to intervene in the system

• Largely built on the classic model with- demonstration (to show the merits and the feasibility within the local context), followed by an intended - dissemination, which often fails to come true.

• A fundamental barrier for the latter is the prioritisation of other issues on the agenda of the organisation after completion of the project (e.g. finding new markets, rationalisations, etc)

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Intervening cont.Intervening cont.

• At an as early stage as possible in the development process of a system; for cost-efficiency and opportunity to influence

• Appropriate monitoring: in order to make possible a continuous evolution of the system; if we don’t monitor we don’t know if we’re improving!

• Merging into attractive business models

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Seek business opportunities!Seek business opportunities!

• Cost reduction through energy & materials efficiency

• Increased (or maintained!) market shares due to eco-responsibility

• Higher value in the market due to environmental qualities (e.g. organic food)

• Cost savings due to reduced exposure to toxic substances

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Overall issuesOverall issues

• Agenda-setting! In order to keep environment on the agenda for individuals, companies, authorities & other stakeholders on a continuous basis (even after the projects are done with) and thereby make likely the needed continued process of improvement.

• Capacity building for preventative solutions. In both short and long term, thereby involving for e.g. new courses at local universities

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Three levels of success for Three levels of success for interventionsinterventions

• Demonstration = immediate impact within the organisations targeted for the intervention; exhibiting feasibility, creating interest.

• Continuation = continued activity within the targeted organisations after the intervention comes to an end; building capacity and stuctures in the organisations for on-going activity.

• Dissemination = Spreading of activity to other organisations within the region; creating systems for diffusion incl. documentation, training, monitoring & incentives.

Håkan Rodhe

Challenge for the workshopsChallenge for the workshops

• Identify the environmental issues that your project has a potential to influence

• Plan for intervention on these issues based on the three levels of impact:- demonstration- continuation- dissemination