Presenter: Michael Buono, Director of Program Development Environmental Service Management Group, Inc.

Transcription

1 Presenter: Michael Buono, Director of Program Development Environmental Service Management Group, Inc. Exceptional Environmental Performance Series Case Study of High Performance LEED Project Recycling Center for Life Long Learning Waste Management Program Update Early Success for a Sustainable TD Bank

2 Outstanding High Performance Projects Willow School in Gladstone, NJ. LEED-NC Gold Certification. Recycled 90%, Saved $45,000 waste fees. BASF Near Zero Energy Home in Paterson, NJ. LEED-H Platinum Certification. Produced > 8 yards waste. Natural Resources Defense Council, NYC- LEED-CI Seeking Platinum Certification. 96.5% Diversion Rate. Case Studies included in ESMG s exceptional Environmental Performance Series.

3 Exceptional Environmental Performance Series Case Study in High Performance LEED Project Recycling By Environmental Service Management Group, Inc.

4 High Performance Goal: Divert 95% of Construction Waste going to landfills to earn Innovation in Design Credit in the US Green Building Council s LEED Rating System. Primary Challenge included wide open construction site without existing demolition or head start enjoyed by many projects attempting 75% to 95% recycling threshold. Most high performance recycling projects anticipate hundreds of tons of concrete, brick or stone from demolition in the beginning of the project. Project had to earn every ton of recycling without demolition.

5 High Performance Goal: Divert 95% of Construction Waste going to landfills to earn Innovation in Design Credit in the US Green Building Council s LEED Rating System. Secondary Challenge: The project anticipated diverse number of types of materials would be generated throughout the project requiring multiple recycling collection strategies to be employed simultaneously to insure all materials could be captured. This is different then a typical strategy targeting only the dominant material during each stage of construction.

6 High Performance Goal: Divert 95% of Construction Waste going to landfills to earn Innovation in Design Credit in the US Green Building Council s LEED Rating System. Secondary Challenge: Some materials simply do not have existing recycling markets requiring the team to depend on strict management oversight to insure condition of non-traditional materials loads by hauling entities were not rejected at receiving facilities. Most loads were checked multiple times before they left the project site, and required follow up with all participating vendors.

7 High Performance Construction Waste Management Plan Strategic requirements included a comprehensive plan, weekly progress reports, advanced planning to anticipate and stay ahead of work flow. The strategy required individual discussion, motivation, praise and corrective coaching to insure full cooperation across all trade divisions and within each program participant.

8 High Performance Construction Waste Management Plan Plan must account for all materials that are anticipated traditional construction & demolition (C&D) materials generated from construction activities, commercial waste from packaging of materials delivered to the site and personal waste from workers consumption of food and beverages during construction. All materials had to be captured to achieve 95% goal.

9 High Performance Construction Waste Management Plan The plan accounted for all packaging material throughout all phased of construction. This packaging material (plastic, paper, foam) can account for over 45% of the waste output by volume on project sites. Other materials that is reused including forms, pallets, spools and leftover building products that are can be salvaged and reused on other projects must be account for. We call this mining the project site.

10 High Performance Process Management Innovations Key innovations included flexibility and adaptation in collection equipment, vendor service scheduling, container load designation, movable labeling and signage. This enabled the collection system to have the highest adaptation capability to change from one material to another and from one sign to another. These tools combined with daily onsite management and communication with vendors allowed some order to the program.

11 High Performance Process Management Strategies Simplification in the categories of material targeted for separation was a key strategic management innovation. Many projects design recycling strategies to capture only the valuable materials only clean lumber, corrugated only, or one type of valuable metal. Key in capturing larger amounts was to have broad categories such as mixed wood and mixed paper. Lower value loads were offset by very low contamination rates allowing for simplified education and high compliance rates among workers.

12 High Performance Process Management Strategies Staging container services for certain trades closer to the work area to encourage their cooperation was a critical factor in the success of this project. The project had no room for error and mixing potentially recyclable material into waste steam for any trade could mean the difference between achieving the goal and falling a few yards or tons short. Adapting to the work flow was a key performance strategy.

13 High Performance Process Management Strategies Zero tolerance for waste output required every category of materials to be targeted for capture. Smaller quantity products such as carpet scraps from new installations are normally not targeted for recovery. Lighter weight materials such as ceiling tiles also were captured for recycling. Targeting smaller quantity items required every trade and manufacture to be involved in the recycling effort and helped to establish a new awareness of project participants.

14 High Performance Results Staying the Course was critical from process inception through completion. As the project neared completion and the traditional scramble to fit up the building, go over the punch list and get to the next project it was vital to everyone to finish strong with the recycling effort. Recognizing end of project waste would be unavoidable required some last minute vendor strategies sending waste loads to secondary recycling centers to squeak out every ton of recycling possible.

15 Materials Generated total 998 tons waste tons recycling 964 tons Middlesex County Landfill Fees $65 ton Landfill Cost Avoidance $62,699 Program Management for 20 month project $14,109 Project Cost Savings $48,509 Materials Categories in Tons 96.7% Landfill Diversion Rate Ceiling Tiles:.83 Aggregate: 8.45 Waste: Cardboard/Paper: 27.7 Plastic: Metal: Concrete/Asphalt: Commingled: 7 Rubber: 1.88 Wood: Drywall: 10.51

16 Innovation in Design Credit Achieved 100 Years of Environmental Benefits When you look at this building and admire it s Sustainable Profile please remember that the most cost effective aspect of this building s first cost was the 96% waste diversion effort that was achieved at a significant cost savings. And consider one more thing... the long lasting benefits to every member of the construction team that was required to rethink the environmental impact of their trade practices, and what this example could mean building industry and to the future of construction waste materials entering our landfills- that will be around even longer than this beautiful school building.

17 Exceptional Environmental Performance Series Case Study in High Performance LEED Project Recycling By Environmental Service Management Group, Inc.

19 Full Management Program TD Bank Existing Corporate Facilitieswaste audits and recycling program rollout 3 regions 90 buildings. Existing Retail Stores- audit sampling with recycling upgrades through new maintenance partner and regional waste bid. New Retail Construction- LEED Certified Silver Goals with 75% landfill diversion.

20 Photos from ESMG Waste Materials Audit showing waste composition profile from compactor at corporate office building in Mt. Laurel, NJ campus facilities.

21 Blue box covers confidential information Measures Program Economic Performance Measures Program Environmental Performance TD Innovation created new monthly statement measuring both economic and environmental performance.

22 Perforation removed prior to sending to client. ESMG uses internally for note paper. Reduces paper printing by 37%. Details each locations monthly cost and output of materials. Displays individual recycling rate and to date performance. Individual location details allows for better management of cost and recycling on individual location basis. Printed statement provides sustainable option reducing paper usage by 37%.

23 Full Management Program TD Bank $45,347 first year direct cost savings from Mt. Laurel Campus only- ESMG s Pure Performance Partnership. Recycling Rate of 42% Mixed Single Stream Recycling Paper Glass, Metal, Plastic. Estimated 25% cost reduction in confidential document management costs simply by providing convenient opportunities to recycle nonconfidential paper.