Round Table DebatesWater Efficiency
PARTICIPANTS
the table when you asked why companies want to reduce their water use – and a lot of you agreed that it was not financial.
SIMON PARSONS CRANFIELD UNIVERSITY
PETER JIGGINS HEAD OF BRANCH, WATER AVAILABILITY & QUALITY, DEFRA
RICHARD HARPIN GLOBAL BUSINESS LEADER FOR WATER SCARCITY, HALCROW GROUP
Holly Jasper: To say it’s not financial is not correct. Everyone’s business looks at the bottom line. Environmental impact and reputation is massive; it helps your supply chain relationships and it’s how you further your business strategy. We’ve dramatically decreased our water usage. We are 95% re-use at one of our sites and 45% at the other. We saved £92,000 just by setting up a water treatment plant and not deep injecting. That’s a lot for a small business, so you can’t rule out finance.
CHRIS TWELLS DEVELOPMENT DIRECTOR, INDUSTRIAL, VEOLIA WATER OUTSOURCING
JENS EIKEN MOLSON COORS (UK)
VIDYANATH GURURAJAN PRODUCTS DIRECTOR, BRANSTON
DAVID ION
HEAD OF TECHNICAL SERVICES, GINSTERS
HOLLY JASPER ENVIRONMENTAL MANAGER, JASPERS (TREBURLEY)
MARK LOVETT SAFETY & SUSTAINABILITY, APETITO
Vi Gururajan: For us, the total consumption of water in cost terms is negligible compared to consumables. We have looked into small things that might make a differences – not in cost terms, but ethically. Wehave a balanced score card for the business as well as for the environment, and part of that is m3 of water consumed, per site, per tonne of potatoes. I said to my managers at each site, ‘give me a figure of m3 that you take in, as a site, from different sources, and tell me what you are put- ting out’. And that needs to be a 100% balance. When we started doing it, I had 140% or even 150% water balance sometimes. Because the cost of the water is not that high, it just goes under the carpet. Doing the water balance exer- cise opens people’s eyes in a big way.
Paul Martin: It is something of a mindset change for our business. The commercial part is very important; it is a key driver. But it is about everyone’s objectives. It is about thinking about how you do things differently.
PAUL MARTIN
HEAD OF ENGINEERING UK, UNITED BISCUITS
INDER POONAJI HEAD OF SAFETY, HEALTH & ENVIRONMENT SUSTAINABILITY, NESTLE
MARTYN SEAL EUROPEAN SUSTAINABILITY DIRECTOR, PEPSICO
Ian Walsh: I agree. Starting off with the low- cost stuff and the behavioural and cultural issues is the right way to go.
ALISON SHENTON
ENVIRONMENT CO-ORDINATOR, LAFARGE CEMENT UK
IAN WALSH
GLOBAL HEAD OF ENVIRONMENT, CADBURY
32 | Sustainable Business | August/September 2010
The opportunities to do sizeable capital investment are there. But the lion’s share of proj- ects, like a water recycling and recovery plant, have been invested in because of the cost of effluent discharge, not because of the cost of the resource in the first place. In the UK, you are typically looking at a three to one ratio between what you are paying to get rid of the stuff versus
CHAIR
DEFRA MINISTER
INDUSTRY EXPERT
INDUSTRY EXPERT
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