Edigráfica: Reducing waste and costs

edigraficaEco-labels and certifications have become non-negotiable requirements for the printing industry. EDIGRÁFICA, a Brazilian graphic arts company, which got certified with ISO 14 000, decided to implement a life-cycle approach, with the support of the UNEP / SETAC Life Cycle Initiative. The company significantly reduced its paper waste and related costs, while integrating a life cycle vision within the company’s culture.

The Challenge

Reduce paper waste and related costs, while no information is available to measure how different stages in the value chain contribute to it.

The process

Implement a life cycle inventory and assessment, and train teams to implement a life cycle approach.

The result

95% of the company’s production was assessed. Paper waste generated was measured and successfully reduced.

EDIGRÁFICA is a graphic arts company located in Rio de Janeiro, Brazil, offering a broad portfolio of products. It produces books, magazines and inserts, and is a commercial unit of the Ediouro group. It addresses the needs of the Ediouro publishing area, for the national market as well as for the foreign market, both of which increased over time.

Sustainability and the printing industry

Businesses from the graphic arts and printing sector need to ensure compliance with environmental legislation. Clients’ sustainability policies generally include criteria and guidelines concerning printing documents, with which printing companies need to comply. Stepping ahead of those requirements is essential to be competitive on the market, together with prices.

In that perspective, EDIGRÁFICA adopted continuous improvement practices associated with the incorporation of new technologies aligned with the nature of their business. To minimize its impacts on the environment, the company developed the programme “Preserve in 2012”, which covers several environmental projects. It aims at continuous improvement, especially of the company’s Environmental Management System.

EDIGRÁFICA adopted ISO 14001 and implemented the Plan-Do-Check-Action cycle. The company attained FSC (Forest Stewardship Council) certification, which ensures that products come from well-managed forests that provide environmental, social and economic benefits. It also uses materials from forests certified by the Rainforest Alliance.

Paper waste

Paper is a major issue for the environmental impact for all printing companies, especially regarding water and deforestation. Parallel to the cost of this raw material, discarded paper products is a loss of revenue, and certified third-party firms collecting waste paper generate extra costs.

The environmental legislation requiring that all companies from the printing industry provide documentation of proper disposal of their waste, EDIGRÁFICA had general information about the total quantity waste it generated. But there was no information available about what specific processes, or what stage in the value chain, had generated this waste. As the company decided to engage in a life cycle approach, the challenge was to make a life cycle inventory, and allocate the waste to their respective production processes.

A first assessment was conducted, based on the Life Cycle Management Capability Maturity Model (LCM CMM) developed by the UNEP / SETAC Life Cycle Initiative. This assessment identified opportunities for integrating life cycle practices into the company’s Environmental Management System.

Due to the lack of life cycle vision identified in the management team, the recommendation was to first focus on the internal production and management, with a “gate to gate” Life Cycle Assessment (LCA) concerning specially the solid waste generated (i.e., paper).

Building a life cycle vision

Implementing a life cycle approach starts at the strategy level, and at the top of an organisation. Several meetings took place with EDIGRÁFICA’s CEO and environmental analyst. An information workshop was organised to present UNEP / SETAC Life Cycle Initiative’s Life Cycle Management – Capability Maturity Model (LCM – CMM) to managers and directors from the production, environmental and financial sectors. This workshop was important to raise their awareness and demonstrate the importance of the project for the company’s management team.

Training workshops were also conducted for the production management and production team, involving the company’s environmental analyst, to explain the concepts of life cycle thinking, and more operational knowledge about Life Cycle Management and Life Cycle Assessment.

Optimizing the life cycle inventory and assessment

Assessing the whole of a company’s production is not always possible, but a hotspots analysis provided a reliable assessment and basis for better-informed decisions.

EDIGRÁFICA product mix is indeed quite large. It was decided to identify products that were the most produced in percentage, and that used the greatest number of existing production processes. 3 types of products were thus selected, which in the assessment were called “Books”, “Magazines 1”, and “Magazines 2”, depending on their production specifications.

Key Figures

95 % of the production’s impact was assessed by focusing the life cycle inventory and assessment on 3 key products.

By selecting these three products, the study covered more than 95% of the production volume and the use of all machines. The production process of these products were monitored in full. An average number of units produced, waste generated and energy consumed was made for the various processes followed. Working this way allowed an estimation of the impact generated for each of the three types of products.

The results showed that the greater environmental impact is on the “impact categories” of water depletion and agricultural land occupation in particular, then of climate change and fossil depletion. The Life Cycle Inventory (LCI) and Life Cycle Impact Assessment (LCIA) also indicated that most of the waste generated was composed by paper that had already been processed. Together with the cast issue, this led the management team to concentrate its efforts in reducing that kind of waste.

Reducing paper waste and saving costs

The most affected type of products was “Books”, with 26% of waste during its production process, then “Magazines 2” generating 12,85% of waste, and “Magazines 1” to 10,70%.

To reduce this paper waste, an identified solution was to reduce the production error margin considered for each process. The margin was thus reduced from 30 to 20 % for “Books”, and from 15 to 10% for “Magazines”. Using this new production error margin, the waste generated was reduced to 15,3 % for the production of “Books”, to 8,10% for “Magazine 2” and to 7,25% for “Magazine 1”.

Key Figures

The production team successfully reduced the paper waste generated:

From 26% to 15,3 % for “Books”
From 12,85% to 8,10% for “Magazine 2”
From 10,70% to 7,25% for “Magazine 1”

Beyond this very tangible achievement to reduce waste and costs and improve profitability, this concern for life cycle thinking and with paper waste generation has become part of the production team routine.

Company Profile

Company name: EDIGRÁFICA (Ediouro group)
Established in: 1939
Sector: Graphic arts
Product(s) and/or service(s): books, magazines and inserts
Number of employees: Not communicated
Annual revenue: 12,5 million USD (2012-2013)
Headquarters’ location: Rio de Janeiro, Brazil
Geographical presence: national and regional
Website: www.edigrafica.com.br
Company contact: not communicated
Dates of pilot: July 2013 – January 2015
LCM Coach: Wladmir H.Motta
Keywords: life cycle thinking, life cycle assessment, supply chain management, life cycle inventory
Last update: January 2016

With the support of the European Commission

Other case studies

Implementation of life cycle thinking in the tourism sector: Case study for Dominican Republic

In the past two years, the Life Cycle Initiative has built a strong collaboration with the Sustainable Tourism Programme of One Planet Network, to provide hotspot analysis and develop low-carbon and resource-efficient solutions for the Dominican Republic, the Philippines, Saint Lucia and Mauritius. We are delighted to share the outcome from the Dominican Republic. The…

Business Case for Life Cycle Thinking: publication launched

The Business Case for Life Cycle Thinking is a compilation of success stories from diverse businesses the world over, illustrating the important role that life cycle thinking (LCT) has played in improving both companies’ environmental credentials and commercial results. The case studies presented are all testament to the myriad situations in which life-cycle approaches can help companies, large and…

Success Story: Natura – How Life Cycle Thinking is Boosting a Brazilian Cosmetics Firm

How Life Cycle Thinking is Boosting a Brazilian Cosmetics Firm For Brazil’s NATURA Cosméticos, sustainability has been at the centre of its business strategy for more than four decades – a “guiding principle” since the company was founded in 1969. But this manufacturer of cosmetics, fragrances and toiletries has also moved up a gear in…

LCA Success Story: Banco de Mexico

Applying Life Cycle Thinking into Business: The case of Banco de Mexico The Banco de México, Mexico’s central bank, occupies a crucial space in the daily lives of Mexico’s 130 million inhabitants. Through the regulation of monetary policy, this operationally autonomous entity strives to maintain the purchasing power of the national currency and, just as…

Case Study: City of Bogotá, Colombia

More sustainable industry, healthier urban environment As a strategy to develop a healthier environment in the city, the environmental authority of Bogota supported a cluster of companies, which benefited from a UNEP / SETAC Life Cycle Initiative’s programme to learn and implement life cycle thinking. The benefits of implementing this approach were significant, enabling the...

Case Study: Finca Mountain Villa Rica

Better coffee, in every way Aware of the interest of working on its environmental impact both for the planet and to improve business performance, Finca Mountain Villa Rica, a coffee SME, benefited from a UNEP / SETAC Life Cycle Initiative’s programme, designed to help SMEs implement a life cycle approach. The company improved its products’...

Case Study: India Glycols Ltd. believes in green

“We believe in green” Supported by a strong strategic vision for sustainability, India Glycols Limited relies on green, innovative technologies to differentiate from competitors and foster exports. An enhanced life cycle approach, developed with the support of the UNEP / SETAC Life Cycle Initiative, plays an essential part in this strategy to keep ahead of...

Case Study: Freudenberg South Africa uses Life Cycle Thinking to adapt to new markets

Freudenberg South Africa: using Life Cycle Thinking to adapt to new markets As their regular textile and industrial market had shrunk in the region, Freudenberg South Africa had to shift to more dynamic textile markets. With the support of the UNEP / SETAC Life Cycle Initiative, they took this change as an opportunity to improve...

Case Study: RUCID fruit juices and sun-dried fruit crisps

RUCID: this small organic food business thinks big RUCID organic dried fruits and juices Based in Uganda, the company started to implement life cycle thinking in 2014 with support from the UNEP / SETAC Life Cycle Initiative. Its conviction is that sustainable innovation is a key approach to increase competitiveness in the growing global market for organic...