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British Columbia Sustainable Winegrowing Program
SUSTAINABLE PRACTICES FOR BC WINERIES
SELF-ASSESSMENT AND GUIDEBOOK
Version 1.0
June 2011
Prepared by Insight Environmental Consulting Ltd. for the BC Wine Grape Council Sustainable Practices Committee
BRITISH COLUMBIA SUSTAINABLE WINEGROWING PROGRAM Sustainable Practices for BC Wineries Self-Assessment and Guidebook Version 1.0 June 2011 Prepared by Insight Environmental Consulting Ltd. For Sustainable Practices Committee BC Wine Grape Council PO Box 1218 Peachland, BC V0H 1X0 Tel: 250-767-2534 Fax: 250-767-0094 Email: [email protected]
Copyright
Copyright 2011, BC Wine Grape Council, PO Box 1218, Peachland BC V0H 1X0. All rights reserved. No part of the technical portion of this publication may be added to, deleted, reproduced, stored in a retrieval system, or transmitted, in any form or by any means whatsoever, without prior permission from the BC Wine Grape Council.
ACKNOWLEDGEMENTS
Research, Writing and Editing
Kellie Garcia, Insight Environmental Consulting Ltd. José Garcia, Insight Environmental Consulting Ltd.
Contributors and Reviewers
Members of the BCWGC Sustainable Practices Committee:
CHAIR: Gary Strachan, Strachan Consulting Brooke Blair, Vincor Canada Hans Buchler, Chair, BCWGC Karen Gillis, Red Rooster Winery Kathy Malone, Hillside Estate Winery
Sandra Oldfield, Tinhorn Creek Vineyards Grant Stanley, Quails’ Gate Winery Chris Wyse, Burrowing Owl Estate Winery Senka Tennant, Terra Vista Winery
Pilot Project Participants:
Trevor Butler, Archineers Aura Rose, House of Rose Winery Darryl Brooker, Cedar Creek Estate Winery David Ledderhof, Quails’ Gate Winery David Paterson, Tantalus Vineyards
Felix Boulais, Clos Du Soleil Winery George Phinitois, Desert Hills Winery Murray Synryk, Poplar Grove Winery Randy Picton, Nk’Mip Cellars Severine Pinte-Kosaka, Le Vieux Pin Winery
Funders
This publication was funded in part by the Investment Agriculture Foundation of B.C. through programs it delivers on behalf of Agriculture and Agri-Food Canada and the B.C. Ministry of Agriculture.
Disclaimer: Agriculture and Agri-Food Canada, the B.C. Ministry of Agriculture and the Investment Agriculture Foundation of BC, are pleased to participate in the production of this publication. We are committed to working with our industry partners to address issues of importance to the agriculture and agri-food industry in British Columbia. Opinions expressed in this publication are those of the BCWGC and not necessarily those of the Investment Agriculture Foundation, the B.C. Ministry of Agriculture or Agriculture and Agri-Food Canada. Funding for this publication also provided by:
INTRODUCTION AND INSTRUCTIONS What the Program Is .......................................................................................................... I
What the Program Is Not .................................................................................................... I
How the Program Was Developed ...................................................................................... II
Mission Statement ............................................................................................................ II
Benefits ............................................................................................................................ II
How to Use the Self-Assessment and Guidebook ............................................................... IV
INTRODUCTION AND INSTRUCTIONS | Page I
What the Program Is
Welcome to the first edition of the Sustainable Practices for BC Wineries self-assessment and guidebook. This self-assessment and guidebook is part of a broader initiative, the BC Sustainable Winegrowing Program (BC SWP), which includes the following components:
• Sustainable Practices for BC Vineyards: Self-Assessment and Guidebook;
• Sustainable Practices for BC Wineries: Self-Assessment and Guidebook;
• Sustainable Practices for BC Winery Hospitality Services: Self-Assessment and Guidebook;
• Online self-assessment and reporting tools, templates, and educational resources such as fact sheets, news articles, and links to helpful web sites;
• Workshops and education events; and
• Province-wide reports, as well as customized reports, comparing the individual participant self-assessment response to regional and provincial data.
‘Sustainable practices’, in the context of this program, refers to grape growing, winemaking, and hospitality service practices that are sensitive to the environment, economically feasible and socially equitable (see Chapter 1 for a more detailed definition of sustainability). Growing grapes and making wine requires inputs of water, energy, land and labour and how these inputs are handled can impact the environment, the pocket book, and employees and neighbours. Table I outlines potential impacts associated with the wine industry.
The sustainable practices outlined in the BC SWP will help growers, winemakers, and hospitality service providers reduce water and energy use, minimize chemical use, build healthy soil, protect air and water quality, reduce wastewater and solid waste production, maintain biodiversity, and enhance relationships with employees, neighbours and the broader community. The practices in this program should also help you to reduce your carbon footprint, which relates to the amount of greenhouse gases produced in our day to day lives through burning fossil fuels or electricity, heating, transportation and other activities. (See Chapter 4 for more information on the carbon footprint). The Sustainable Practices for BC Winemaking self-assessment and guidebook are divided into seven chapters:
Chapter 1 Setting Your Sustainability Foundation
Chapter 2 Building Design and Site Development
Chapter 3 Water and Wastewater Management
Chapter 4 Energy Efficiency Chapter 5 Solid Waste Management Chapter 6 Hazardous Materials
Handling Chapter 7 Social Sustainability What the Program Is Not It is important to note that the BC SWP is not intended to be a comprehensive manual with directions on how to operate a vineyard or winery, or provide winery hospitality services. An understanding of the fundamentals of viticulture, enology and/or hospitality is necessary before participating in this program. The BC SWP assumes that all regulatory requirements are already being met by the grower, vintner, or winery hospitality provider. It therefore does not provide information on the regulatory
Page II | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
requirements of operating a vineyard, winery, or winery hospitality service. The program is meant to take growers, vintners, and hospitality providers beyond what is required by law. The BC SWP is also not intended to bring a grower or vintner up to an organic standard. In some aspects, organic growing will be more restrictive than what is presented in the BC SWP, but in other cases the BC SWP will address aspects that are not dealt with in organic standards. See the Certified Organic Associations of BC website for more information about becoming certified organic (www.certifiedorganic.bc.ca/). The BC SWP is not a prescriptive “one size fits all” program. It acknowledges that each vineyard, winery, and hospitality area is unique and what works at one location may not work somewhere else. It tries to provide information about several practices for a topic that could be considered sustainable based on their application.
How the Program Was Developed The BC wine and grape industry has been aware of sustainable practices for some time and many vineyards and wineries have already adopted practices they learned from other sources (e.g., California, Lodi, and New Zealand sustainable practices programs). The British Columbia Wine Grape Council (BCWGC) identified through its members that a “made-in-BC” sustainable practices program was desired by the wine grape industry. The BCWGC Sustainable Practices Committee initiated the development process by commissioning Insight Environmental Consulting to review existing sustainable practices programs from around the world. The BC SWP was then developed using a number of
compatible programs as a guide and with extensive research conducted by Insight and considerable input from committee members and external reviewers. Contributors consistently expressed the desire to develop a program with substance that provides a concrete set of practices for grape growers, winemakers, and hospitality service providers to adopt at their discretion. Program participation is voluntary to start, with the eventual objective to introduce a certification and auditing system for formal recognition of achievement of the program standards.
Mission Statement The British Columbia Sustainable Winegrowing Program will identify, encourage and promote environmental, social and economical viticulture, enology, and hospitality practices that lead to a viable, competitive and continually improving wine industry in British Columbia. The BC SWP will also establish high and verifiable standards for sustainability and communicate industry achievements to the public.
Benefits The BC SWP will bring many benefits to the industry (see Table II). It will enhance awareness and increase the adoption rate of sustainable practices in viticulture, wine production, and winery hospitality services throughout the province and provide a benchmark to demonstrate ongoing improvement. The practices contained in the program will help users to increase quality while cutting operating costs. The program provides a means of comparing current industry practices within and between regions, to identify areas that need improvement, and to quantify those improvements.
INTRODUCTION AND INSTRUCTIONS | Page III
Table I: Potential environmental and social issues associated with the wine industry.
ISSUE VITICULTURE WINEMAKING PACKAGING & DISTRIBUTION
Water Ecological flows Irrigation dams Groundwater Wastage Salinity Surface runoff Turbidity Wetlands Leakage/spillage of chemicals
Cleaning and sanitation Salinity Surface runoff Turbidity BOD Wastage
Bottle washing Cleaning agents Salinity Surface runoff Turbidity Wastage
Waste Chemical storage Containers Chemical waste Odours Treated posts Wastewater
Chemical storage Cleaning agents Chemical waste Filter material Pomace and lees Stormwater management Wastewater
Adhesives Glass palettes Paper/cardboard/wood Plastics Pallets Printing inks Slip sheets Wastewater
Land-use Biodiversity Erosion Native vegetation removal Nutrient management Pest management Soil salinity/sodicity Soil compaction Soil contaminants Soil microbiology
Biodiversity Composting Groundwater Soil salinity Native vegetation removal
Biodiversity Groundwater Soil salinity
Building construction
Raw materials use Non-renewable energy consumption Greenhouse gas emissions Waste disposal Potable water consumption
Raw materials use Non-renewable energy consumption Greenhouse gas emissions Waste disposal Potable water consumption
N/A
Energy & Emissions
Carbon sequestration Climate change Energy use Emissions from waste Nutrient management Soil carbon Transport
Carbon dioxide Emissions from waste Energy use Fermentation Transport
Emissions from waste Energy use Transport
Community Aesthetics Chemical spray drift/runoff Conflicting land uses Dust Light Noise Odours Labour
Aesthetics Conflicting land uses Dust Light Noise Odours Labour
Aesthetics Conflicting land uses Noise Odours Labour
Adapted from (Jones, nd, p. 7)
Page IV | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
The BC SWP provides a vehicle for formal recognition of industry achievements and communication of those achievements to a growing market of consumers whose buying habits are increasingly influenced by the sustainability of a product.
Table II: Benefits of the BC Sustainable Winegrowing Program.
Category Benefits
Environmental
• Protect natural resources (soil, air, plants, water)
• Reduce inputs (water, energy, fertilizers, etc.)
• Contribute to biodiversity • Minimize the use of harmful
chemicals Economic
• Increase quality while cutting operating costs
• Communicate achievements to consumers
• Contribute to a competitive and continually improving wine industry
Social
• Better relationships with employees and neighbours
• Community involvement • Enhance economic and
social well being of employees
• Provide access to a sustainable product
• Resource and support network for growers, winemakers and hospitality service providers
The BC SWP also provides a support network to grape growers, winemakers, and hospitality service providers. It includes templates and other tools to help assess the relative sustainability of their operations, to simplify record keeping, and to help develop a customized Action Plan. Online access to fact sheets and other useful resources and workshops help keep growers, winemakers, and hospitality service providers up-to-date with the latest practices, research and technology available.
How to Use the Self-Assessment and Guidebook The self-assessment is the key component of Sustainable Practices for BC Wineries. The self-assessment questions reinforce awareness of the environmental, economic and social issues that affect wineries. The scoring system provides a snapshot of areas of excellence and areas that need improvement. The self-assessment is cross-referenced to the guidebook for ease of use. The guidebook is a resource. It provides an introduction to the topics of the self-assessment and lists resources related to each main topic for those who are interested in further detail. The guidebook is organized so that the reader can consult a self contained section on any given topic as needed. Some self-assessment questions may be clear without the assistance of the guidebook, but for others you may need to rely heavily on the guidebook resources. Participation in the program is voluntary and a self-assessment approach will be used until widespread support and adoption is achieved. Third party assessment and certification will eventually be sought to reinforce the credibility of the program and ensure it is setting high and verifiable standards for sustainability. The following is suggested as the best method to complete the program (adapted from (California Sustainable Winegrowing Alliance; Wine Institute; California Association of Winegrape Growers, 2006):
INTRODUCTION AND INSTRUCTIONS | Page V
1. Familiarize yourself with the self-assessment and guidebook components.
Flip through the self-assessment questions and the guidebook to become familiar with the format and scope. Each chapter of the guidebook has numbered sections that correspond to the self-assessment question numbers. For example, information pertaining to question 4.1 in the self-assessment can be found in Section 4.1 of the guidebook. The self‐assessment has been structured as a series of questions on a range of topics. Answers are typically ‘yes’ or ‘no’, with marks allocated to each answer (although other options are available for some questions). The answers have been weighted, using scoring from ‐3 to 3. See Table III for the rationale used for scoring.
Table III: Rationale for scoring system used in BC SWP self-assessments.
Score Rationale
-3 Unsustainable; has significant negative environmental and/or economic impacts. Any score in this area is a red flag for the need to undertake immediate corrective action.
0 Usually for a ‘no’ answer, indicating that the suggested practice is not in use at the operation. Negative environmental or economic consequences are likely if the practice is not implemented. Questions that receive a “0” should be moved to the action plan and addressed.
1 Indicates a sustainable practice that is moderately beneficial. Sustainable practices in this category are usually the “low hanging fruit” that can be implemented relatively easily.
2 Indicates a sustainable practice that is highly beneficial. Sustainable practices in this category usually require moderate effort to implement.
3 Indicates leadership in environmental practice and excellence in environmental performance. Sustainable practices in this category require greater effort to implement and/or have a high impact on the sustainability of the operation.
2. Decide what to assess Every participant must start by working through Chapter 1 Setting Your Sustainability Foundation.
This chapter will help you to understand what sustainability means and how it relates to the wine and grape industry. It will help you collect together information about your operation that will provide the foundation for creating a sustainability mission statement and completing the other chapters of this program.
Once you have completed your self-assessment for Chapter 1, decide which section you would like to focus on next. The chapters do not have to be completed in the order they appear in the guidebook. 3. Do your self-assessment An online self-assessment tool is available at www.bcwgc.org/programs/bc-sustainable-winegrowing-program. We strongly encourage you to do your self-assessment online so that you can access the reporting tools and other resources available to you. Your results will be automatically tabulated and provided in several formats that demonstrate your progress from year-to-year and compare your results to industry averages.
Each participant will have a unique user name and password and your information will be strictly confidential. Please contact the BC Wine Grape Council at [email protected] or 250-767-2534 to request a user name and password.
A hard-copy of the self-assessment is included in the “Assessment” section of this binder. It may be easier for you to first complete your self-assessment by hand and then enter your results online. To complete the self-assessment, read each question carefully and decide if it is
Page VI | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
applicable to your winery. If it is, select the score for the scenario that best describes your practice(s) for that particular section. Make sure to refer to the guidebook as you are moving through your self- assessment. Not all questions are applicable to every winery so an “NA” option is available for some questions. It is important to be honest in your answers. The self-assessment is a snap-shot of where you are at a given point in time and the results will help you to focus your energy and money on improving. The self-assessment is not a test that you pass or fail – it is a process that you work through over time. 4. Review your score card and other
reporting tools After completing the online self-assessment, review your score card and other reporting tools (e.g., graphs) by clicking on the “Results” tab. A hard copy of the score card is included in the “Score Card” section of this binder for your reference. 5. Provide feedback The BCWGC Sustainable Practices Committee would like to receive participant feedback (comments, suggestions or corrections) to help improve future versions of these documents. A feedback form is available on the website at www.bcwgc.org/programs/bc-sustainable-winegrowing-program. 6. Develop your action plan Completing the self-assessment and using the reporting tools will help you identify areas that can be improved. Using the
self-assessment, develop an action plan (digital template available online at www.bcwgc.org/programs/bc-sustainable-winegrowing-program, hard copy included in “Action Plan” section of this binder) by clearly identifying areas to improve, and by setting out clear goals to make concrete improvements in your operation. You are encouraged to develop a five year action plan that outlines how and when you plan to implement sustainable practices in your winery. You should address those areas of the self-assessment where a low score was obtained, and then move to questions where the score could be improved. The content and commitments made in your action plan should take into consideration the financial and operational realities of your operations. 7. Begin implementing sustainable
practices Implementing sustainable practices will involve the following steps:
• Getting agency approvals – get any permits required and seek the advice of a professional for more complex projects.
• Securing funding – outside funding sources (e.g., grants) may be able to provide additional resources you need, identify and apply to any programs that may help defray the costs of materials, labour, or consultative services needed to implement the sustainable practices you selected. It is outside of the scope of this program to advise on grant eligibility or to list granting agencies.
• Determining timing – set an implementation schedule and work according to that schedule.
• Assessing technical references – refer to references identified in this
INTRODUCTION AND INSTRUCTIONS | Page VII
Guidebook and search for specific topics on the Internet.
• Seeking professional advice – ask your winery or viticulture organization to provide contact information for respected professionals and contact government agency resources in your area.
• Securing equipment, materials and other resources – ensure you have the right equipment and materials on hand when you need them.
• Maintaining sustainable practices – ensure any maintenance required to successfully achieve the sustainable practice is undertaken in a timely manner.
• Documenting the Project – document the existing conditions on your property before implementing the sustainable practice.
8. Develop a monitoring program A monitoring program is essential to determine if your sustainable practices are making a difference or if they need to be modified. Aim to do your monitoring every year and keep the results on file. To be consistent and to have comparable results, do your monitoring at the same time each year. The steps involved in monitoring the success of the sustainable practices you implement are:
• Identifying measures of success relative to goals – this can include recording general observations related to your goals, such as an increase in bird numbers, or savings in crop inputs.
• Developing a photo record – note and photograph key changes.
• Making drawings – add the changes you have made to your maps so you can maintain an overview of the activities you have undertaken.
TABLE OF CONTENTS | Page T-1
TABLE OF CONTENTS SELF-ASSESSMENT TABS: SELF-ASSESSMENT SCORE CARD ACTION PLAN GUIDEBOOK TABS: CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION
Introduction ................................................................................................................... 1-1
Creating a Sustainability Mission Statement ................................................................... 1-1
1.1. Mission Statement ................................................................................................... 1-2
Defining Your Resource Base ......................................................................................... 1-2
1.2. Land Base – Mapping and Description .................................................................... 1-2
1.3. Human and Operational Resources ......................................................................... 1-3
Defining Your Processes ................................................................................................. 1-6
1.4. Production Process Diagrams .................................................................................. 1-6
Preparing a Business Plan .............................................................................................. 1-6
1.5. Business Planning .................................................................................................... 1-6
Working with Others to Ensure Success ........................................................................ 1-10
1.6. Working with Industry Associations ........................................................................ 1-10
1.7. Working with Consultants and Environmental Organizations ................................ 1-10
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT Introduction ................................................................................................................... 2-1
Preliminary Considerations ............................................................................................. 2-1
2.1. Team Selection ......................................................................................................... 2-1
2.2. Green Building Standards and Programs ................................................................. 2-2
Sustainable Sites ........................................................................................................... 2-3
2.3. Site Selection ............................................................................................................ 2-3
2.4. Natural and Semi-Natural Areas .............................................................................. 2-4
Page T-2 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
Resource Conservation ............................................................................................................ 2-4
2.5. New Technologies ......................................................................................................... 2-4
2.6. Building Materials ......................................................................................................... 2-6
2.7. Water ............................................................................................................................. 2-6
2.8. Energy ............................................................................................................................ 2-6
Waste Reduction ...................................................................................................................... 2-7
2.9. Wastewater ................................................................................................................... 2-7
2.10. Solid Waste ................................................................................................................... 2-8
Pollution Prevention ................................................................................................................. 2-8
2.11. Stormwater .................................................................................................................... 2-8
2.12. Erosion and Sedimentation .......................................................................................... 2-9
2.13. Light Pollution ............................................................................................................... 2-9
Health and Safety .................................................................................................................... 2-9
2.14. Indoor Air Quality ........................................................................................................... 2-9
2.15. Equipment Layout and Workflow Design ................................................................. 2-10
Recommended Resources .................................................................................................... 2-10
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT Introduction .............................................................................................................................. 3-1
Setting Up a Water Conservation Program ............................................................................. 3-1
3.1. Water and Wastewater Assessment and Planning .................................................... 3-1
3.2. Training and Incentives ................................................................................................ 3-3
3.3. Monitoring and Record Keeping .................................................................................. 3-4
Looking at the Big Picture ........................................................................................................ 3-5
3.4. Knowing Your Watershed ............................................................................................. 3-5
Water Quality ............................................................................................................................ 3-6
3.5. Incoming Water Quality ................................................................................................ 3-6
3.6. Wastewater Quality ....................................................................................................... 3-7
Water Conservation ................................................................................................................. 3-7
3.7. Reducing Water Use ..................................................................................................... 3-7
3.8. Recycling and Reusing Water ................................................................................... 3-11
Wastewater Management ..................................................................................................... 3-12
3.9. Pollution Prevention ................................................................................................... 3-13
3.10. Wastewater Treatment .............................................................................................. 3-14
Surface Water Movement ...................................................................................................... 3-14
TABLE OF CONTENTS | Page T-3
3.11 Stormwater Runoff ................................................................................................. 3-15
3.12 Drainage ................................................................................................................. 3-15
Recommended Resources ........................................................................................... 3-16
CHAPTER 4 ENERGY EFFICIENCY Introduction ................................................................................................................... 4-1
Setting up an Energy Efficiency Program ......................................................................... 4-1
4.1. Energy Use Assessment and Planning ..................................................................... 4-1
4.2. Training and Incentives ............................................................................................ 4-4
4.3. Monitoring and Record Keeping............................................................................... 4-5
Optimizing Energy Use .................................................................................................... 4-5
4.4. Purchasing ................................................................................................................ 4-5
4.5. Lighting ..................................................................................................................... 4-5
4.6. Space Heating and Cooling ...................................................................................... 4-6
4.7. Water Heating ........................................................................................................... 4-7
4.8. Equipment and Appliances....................................................................................... 4-8
4.9. Refrigeration Systems, Tanks and Lines .................................................................. 4-9
Alternative Energy ........................................................................................................ 4-10
4.10. Renewable Energy Sources .................................................................................... 4-10
4.11. Alternative Fuels ..................................................................................................... 4-10
4.12. Fuel Efficiency......................................................................................................... 4-11
4.13. Responsible Transportation ................................................................................... 4-11
Recommended Resources ........................................................................................... 4-12
CHAPTER 5 HAZARDOUS MATERIALS HANDLING Introduction ................................................................................................................... 5-1
Setting Up a Materials Handling Program ........................................................................ 5-1
5.1. Materials Assessment and Planning ........................................................................ 5-1
5.2. Training and Incentives ............................................................................................ 5-5
5.3. Monitoring and Record Keeping............................................................................... 5-5
Pollution Prevention/Source Reduction........................................................................... 5-6
5.4. Product Changes ...................................................................................................... 5-6
5.5. Input Material Changes ............................................................................................ 5-6
5.6. Technology or Process Changes ............................................................................... 5-6
5.7. Good Operating Practices ......................................................................................... 5-6
Page T-4 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
5.8. Sustainable Purchasing ................................................................................................ 5-7
Handling, Storage and Disposal .............................................................................................. 5-8
5.9. Storage .......................................................................................................................... 5-8
5.10. Janitorial Supplies ......................................................................................................... 5-8
5.11. Tires, Batteries, Oils, Paints and Coatings ............................................................... 5-10
5.12. Light Ballasts and Bulbs ............................................................................................ 5-10
5.13. Electronic Waste ........................................................................................................ 5-11
5.14. Analytical Chemicals .................................................................................................. 5-11
5.15. Sanitation Chemicals ................................................................................................. 5-12
5.16. Landscaping Chemicals ............................................................................................ 5-12
5.17. Fuel ............................................................................................................................. 5-12
5.18. Waste Bin Area Housekeeping ................................................................................. 5-13
Health and Safety .................................................................................................................. 5-13
5.19. Employee Safety ........................................................................................................ 5-13
5.20. Emergency Response ................................................................................................ 5-13
5.21. Air Quality ................................................................................................................... 5-13
Recommended Resources .................................................................................................... 5-14
CHAPTER 6 SOLID WASTE MANAGEMENT Introduction .............................................................................................................................. 6-1
Setting Up a Solid Waste Management Program ................................................................... 6-1
6.1. Solid Waste Assessment and Planning ....................................................................... 6-1
6.2. Training and Incentives ................................................................................................ 6-3
6.3. Monitoring and Record Keeping .................................................................................. 6-5
Purchasing ................................................................................................................................ 6-5
6.4. Sustainable Purchasing ................................................................................................ 6-5
Grape Waste ............................................................................................................................. 6-6
6.5. Pomace and Lees ......................................................................................................... 6-6
Wine Production Waste............................................................................................................ 6-8
6.6. Filtration and Fining Materials ..................................................................................... 6-8
6.7. Barrels ........................................................................................................................... 6-9
Packaging Waste .................................................................................................................... 6-10
6.8. Bottles and Other Glass ............................................................................................ 6-10
6.9. Wine Closures and Capsules .................................................................................... 6-11
6.10. Pallets and Other Wood Products ............................................................................. 6-11
TABLE OF CONTENTS | Page T-5
6.11. Plastics, Cardboard, Paper and Metal .................................................................... 6-11
Other Waste ................................................................................................................ 6-12
6.12. Food and Beverage ................................................................................................ 6-12
6.13. Landscaping Waste ................................................................................................ 6-13
Recommended Resources ........................................................................................... 6-13
CHAPTER 7 SOCIAL SUSTAINABILITY Introduction ................................................................................................................... 7-1
Human Resources ......................................................................................................... 7-1
7.1. Staffing and Recruiting ............................................................................................. 7-1
7.2. Employee Orientation ............................................................................................... 7-3
7.3. Employee Handbook ................................................................................................ 7-5
7.4. Internal Communications ......................................................................................... 7-6
7.5. Employee Relations .................................................................................................. 7-6
7.6. Education and Training............................................................................................. 7-7
7.7. Health and Safety ..................................................................................................... 7-8
7.8. Succession Planning ................................................................................................ 7-9
7.9. Documentation and Record Keeping ..................................................................... 7-10
Neighbour and Community Relations ............................................................................ 7-14
7.10. Identifying Potential Concerns ............................................................................... 7-14
7.11. Outreach and Communication ............................................................................... 7-15
7.12. Responding to Complaints ..................................................................................... 7-15
Recommended Resources ........................................................................................... 7-16
REFERENCES
GLOSSARY
Page T-6 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
LIST OF FIGURES
Figure 1-1: The interconnectedness of the economy, society and the environment in the concept of sustainability. ............................................................................................. 1-1
Figure 2-1: A replant being undertaken at Tinhorn Creek Vineyards in partnership with The Land Conservancy. ............................................................................................... 2-4
Figure 3-1: Drawing of a typical watershed. ...................................................................... 3-6
Figure 3-2: Heated pressure washer. Cleans concrete floors well or for difficult to clean equipment such as destemmers, presses, or sorting lines. ............................... 3-10
Figure 3-3: Grey water recycling system. This is a small domestic model. Larger models are available........................................................................................................ 3-11
Figure 3-4: Generalized overview of water recycling and reuse. .................................. 3-12
Figure 3-5: An example of the relative contributions of cleaning and processing waste generated by a large winery. ................................................................................ 3-13
Figure 4-1: On demand hot water. This system is sufficient for a small winery or for domestic hot water in a larger winery. .............................................................................. 4-8
Figure 4-2: Rotary phase converter to convert single phase power to three phase. Three phase motors have longer service life and can be more easily speed controlled by using a variable frequency controller. ......................................................... 4-9
Figure 4-3: Filling a tractor with bio-diesel. .................................................................... 4-11
Figure 5-1: Fuel storage area. ......................................................................................... 5-12
Figure 6-1: Machine used to turn compost. ...................................................................... 6-6
Figure 6-2: Plate and frame filter for cellulose pads. Can be used with pads ranging from coarse to nominally sterile. ....................................................................................... 6-8
LIST OF TABLES Table 1-1: Professionals that you may need to consult during design, construction and operation of your winery. .......................................................................................... 1-10
Table 3-1: Range of water use rates for various winery plumbing fixtures and equipment. .......................................................................................................................... 3-2
Table 3-2 Recommended practices for using flow meters to monitor wastewater volumes ............................................................................................................................... 3-5
Table 3-3: Common parameters analysed in influent winery water. ............................... 3-7
Table 3-4: Potential environmental impacts of winery wastewater. ................................ 3-8
Table 3-5: Estimated range of unit water use in litres per case of 750mL bottles. ....... 3-9
Table 3-6: Typical monthly distribution of annual water use. .......................................... 3-9
Table 5-1: The environmental protection hierarchy. ........................................................ 5-4
Table 5-2: Chemicals to avoid in cleaning products. ........................................................ 5-9
TABLE OF CONTENTS | Page T-7
LIST OF TEMPLATES AND FACT BOXES
Site Plan Example ........................................................................................................... 1-4
Site Plan Template ......................................................................................................... 1-5
Production Process Flow Diagram Example ................................................................... 1-7
Production Process Flow Diagram Template ................................................................. 1-8
Elements of a Successful Business Plan ....................................................................... 1-9
Winery Site Suitability Checklist ..................................................................................... 2-5
Water and Wastewater Assessment Checklist............................................................... 3-2
Steps For Completing an Energy Audit: .......................................................................... 4-2
Questions To Consider In Ongoing Energy Management Assessments:........................ 4-3
LiveSmartBC: Easy Steps to Save Energy and Money ................................................... 4-7
RETScreen International Clean Energy Decision Support Centre .................................. 4-8
Questions To Consider In a Hazardous Materials and Waste Assessment ................... 5-2
Information to Collect for a Hazardous Materials and Waste Assessment ................... 5-2
10 Ways to Enhance or Improve Your Sustainable Purchasing Program ...................... 5-7
Material Safety Data Sheets (MSDS) ............................................................................. 5-9
Workplace Hazardous Materials Information Systems ................................................ 5-13
Solid Waste Assessment Checklist ................................................................................ 6-2
Waste Reduction and Recycling Program Checklist ...................................................... 6-4
Questions to Consider In Your Purchasing Practices ..................................................... 6-6
Turning Grape Pomace into Power ................................................................................. 6-7
PEFC Certification ......................................................................................................... 6-10
Employee Orientation Checklist ..................................................................................... 7-4
Steps in the Succession Planning Process .................................................................. 7-11
Components of a Written Succession Plan .................................................................. 7-12
SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011 SELF-ASSESSMENT | INSTRUCTIONS
1. Familiarize yourself with the self-assessment and guidebook components by scanning throughboth documents
2. Decide what to assess (you must start with Chapter 1 but can choose to complete Chapter 2-7 inany order after Chapter 1 is complete)
3. Do your self-assessment (online or hard-copy)4. Review your scorecard and other reporting tools5. Provide feedback to the BC Wine Grape Council (using online feedback form)6. Develop your action plan based on your score card (focus on your lowest scores first)7. Begin implementing sustainable practices8. Develop a monitoring program
-3 Unsustainable; has significant negative environmental and/or economic impacts. Any score in thisarea is a red flag for the need to undertake immediate corrective action.
0 Usually for a ‘no’ answer, indicating that the suggested practice is not in use at the operation.Negative environmental or economic consequences are likely if the practice is not implemented.Questions that receive a “0” should be moved to the action plan and addressed.
1 Indicates a sustainable practice that is moderately beneficial. Sustainable practices in thiscategory are usually the “low hanging fruit” that can be implemented relatively easily.
2 Indicates a sustainable practice that is highly beneficial. Sustainable practices in this categoryusually require moderate effort to implement.
3 Indicates leadership in environmental practice and excellence in environmental performance.Sustainable practices in this category require greater effort to implement and/or have a highimpact on the sustainability of the operation.
INSTRUCTIONS FOR COMPLETING THE SELF-ASSESSMENT
How to Use the Self-Assessment
For more information, see pages IV to VII of the guidebook.Description of Scoring SystemThe self‐assessment has been structured as a series of questions on a range of topics. Answers are typically ‘yes’ or ‘no’, with marks allocated to each answer (although other options are availablefor some questions).
Your chapter percentage is calculated by dividing your TOTAL score by the TOTAL possible score minus yourTOTAL not applicable scores (e.g., if your total score is 50 and you have a total "NA" score of 20 and the totalscore for the section was 90, your percentage would be 50/(90-20) = 71%).
Some questions allow an "NA" (not applicable) option. You must provide a reason for the NA in thecomments column. Those questions that do not allow an NA option are indicated by shading in the NAcolumn. IF A QUESTION IS "NA" FOR YOUR WINERY, PUT THE HIGHEST SCORE YOU COULD HAVEACHIEVED FOR THE QUESTION INTO THE "YOUR NA SCORE" COLUMN. For example, if you could havescored 0, 2, or 3 on the question, put a "3" in the "Your NA Score" column.The answers have been weighted, using scoring from ‐3 to 3. The rationale for the scoring is as follows:
Enter your scores in the "Your Score" column beside each sub-section (e.g., 1.1.1, 1.1.2, etc.) on the self-assessment. If a question is not applicable, and the NA option is available, enter the highest score youcould have achieved on the question in the "Your NA Score" column.
Add up the scores and put the totals in the TOTAL row (e.g,, 1.1 TOTAL).Transfer your TOTAL section scores and NAs to the score card.
These instructions only apply to completion of the hard copy score card. The online version will automatically calculate your scores for you.
INSTRUCTIONS FOR COMPLETING THE HARD COPY SCORE CARD
NA
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12
3
1.1
MissionStatement
1.1
.1A
mis
sion
sta
tem
ent t
hat i
nclu
des
the
purp
ose
of th
e w
iner
y, h
ow th
e pu
rpos
e is
be
ing
fulfi
lled,
and
cor
e va
lues
is p
repa
red.
No
In
prog
ress
Yes
1.1
.2Th
e m
issi
on s
tate
men
t has
bee
n ad
opte
d as
pa
rt o
f the
com
pany
’s p
olic
ies.
N
oIn
pr
ogre
ssYe
s
1.1
.3Th
e pe
ople
who
are
par
t of t
he o
pera
tions
an
d/or
man
agem
ent o
f the
win
ery
(i.e.
, tho
se
iden
tifie
d in
Sec
tion
1.3
) are
mad
e aw
are
of
the
mis
sion
sta
tem
ent.
No
In
prog
ress
Yes
1.2
LandBase‐M
appingandDescription
1.2
.1A
site
pla
n of
the
win
ery
that
incl
udes
the
feat
ures
out
lined
on
page
s 1
-2 a
nd 1
-3 o
f the
gu
ideb
ook
has
been
pre
pare
d.
No
In
prog
ress
/ Pa
rtia
l m
ap
Yes
1.3
1.3
.1A
list o
f the
peo
ple
invo
lved
in o
pera
tions
an
d/or
man
agem
ent o
f the
win
ery
is k
ept.
No
In
prog
ress
/ Pa
rtia
l lis
t
Yes
1.3
.2A
list o
f the
ope
ratio
nal r
esou
rces
(e.g
., m
anua
ls, e
quip
men
t, et
c.) t
hat e
nabl
e w
iner
y op
erat
ion
is k
ept.
No
In
prog
ress
/ Pa
rtia
l lis
t
Yes
1.4
1.4
.1A
flow
cha
rt o
r flo
w c
hart
s (o
r oth
er
sche
mat
ics)
of t
he p
rodu
ctio
n pr
oces
s ha
s be
en c
ompl
eted
.
No
In
prog
ress
Yes
1.4
.2Th
e flo
w c
hart
or c
hart
s (o
r oth
er s
chem
atic
) is
acc
ompa
nied
by
a cl
ear a
nd c
onci
se
desc
riptio
n of
eac
h pr
oces
s.
No
In
prog
ress
Yes
CreatingaSustainabilityMissionStatement
TOTA
L
Hum
anandOperationalResources
ProductionProcessDiagram
s
TOTA
L
TOTA
L
DefiningYourProcesses
DefiningYourResourceBase
CHAP
TER
1 S
ETTI
NG
YO
UR
SU
STAI
NAB
ILIT
Y FO
UN
DAT
ION
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
11 Page SA
1‐1
SELF‐ASSESSM
ENT | CH
AP 1 SUSTAINAB
ILITY FO
UNDA
TION
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
1.4
.3In
puts
and
out
puts
are
list
ed fo
r eac
h pr
oces
s.N
oIn
pr
ogre
ssYe
s
1.4
.4O
utpu
ts th
at a
re re
used
are
dis
tingu
ishe
d fr
om o
utpu
ts th
at a
re lo
st (i
.e.,
was
te).
No
In
prog
ress
Yes
1.4
.5D
etai
ls o
f ann
ual p
roce
ssin
g in
put a
nd o
utpu
t vo
lum
es a
re in
clud
ed.
No
In
prog
ress
Yes
1.5
BusinessPlanning
1.5
.1A
busi
ness
pla
n is
dev
elop
ed fo
r the
win
ery
that
incl
udes
som
e or
all
of th
e el
emen
ts
liste
d on
pag
e 1
-8 o
f the
gui
debo
ok.
No
In
prog
ress
Yes
1.6
WorkingwithIndustryOrganizations
1.6
.1Th
e w
iner
y ha
s a
curr
ent m
embe
rshi
p in
the
loca
l win
e in
dust
ry a
ssoc
iatio
n(s)
and
the
man
agem
ent t
eam
att
ends
thei
r mee
tings
an
d pa
rtic
ipat
es in
thei
r eve
nts.
No
Yes
1.7
WorkingwithConsultantsandEnvironm
entalOrganizations
1.7
.1Co
nsul
tant
s ar
e hi
red
as n
eces
sary
to a
dvis
e on
des
ign,
con
stru
ctio
n, m
anag
emen
t and
op
erat
ion
of th
e w
iner
y (s
ee T
able
1-1
for
exam
ples
of c
onsu
ltant
s).
No
Yes
1.7
.1R
elev
ant e
nviro
nmen
tal
orga
niza
tions
are
con
sulte
d to
hel
p im
plem
ent
envi
ronm
enta
l man
agem
ent p
ract
ices
.
No
Yes
TOTA
L
WorkingwithOtherstoEnsureSuccess
TOTA
L
TOTA
L
PreparingaBusinessPlan
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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1‐2
SELF‐ASSESSM
ENT | CH
AP 1 SUSTAINAB
ILITY FO
UNDA
TION
NA
-30
12
3
2.1
Team
Selection
2.1
.1A
team
of p
rofe
ssio
nals
(e.g
., ar
chite
ct,
stru
ctur
al e
ngin
eer,
win
ery
cons
ulta
nt,
finan
cial
adv
isor
) is
help
ing
to d
esig
n th
e w
iner
y or
ass
ist w
ith re
nova
tion
and
expa
nsio
n.
No
Yes
2.1
.2A
pers
on w
ho h
as e
xper
ienc
e in
des
igni
ng
sust
aina
ble
or g
reen
com
mer
cial
bui
ldin
gs is
on
the
desi
gn te
am.
No
Yes
2.1
.3Th
e de
sign
team
is v
isiti
ng o
ther
win
erie
s to
de
velo
p id
eas
for w
iner
y co
nstr
uctio
n,
reno
vatio
n or
exp
ansi
on.
No
Yes
2.2
GreenBuildingStandards&Program
s2
.2.1
A gr
een
build
ing
stan
dard
or p
rogr
am is
bei
ng
used
to g
uide
the
desi
gn, r
enov
atio
n, o
r ex
pans
ion
of th
e w
iner
y (s
ee S
ectio
n 2
.2 in
th
e gu
ideb
ook
for e
xam
ples
) .
No
Yes
2.2
.2LE
ED, L
ivin
g B
uild
ing
Chal
leng
e, o
r Gre
en
Glo
bes
Des
ign
cert
ifica
tion
is b
eing
pur
sued
.N
oYe
s
SustainableSites
2.3
SiteSelection
2.3
.1Th
e qu
estio
ns o
n th
e w
iner
y si
te s
uita
bilit
y ch
eckl
ist (
page
2-5
of t
he g
uide
book
) are
co
nsid
ered
dur
ing
the
site
sel
ectio
n pr
oces
s.
NA
No
Yes
NA
- if n
ot c
onst
ruct
ing
a ne
w
win
ery
2.3
.2A
site
sui
tabi
lity
inve
ntor
y an
d an
alys
is th
at
incl
udes
eco
logi
cal a
ttrib
utue
s, g
eogr
aphy
, cu
ltura
l and
urb
an c
onte
xt, s
lope
, and
or
ient
atio
n of
the
site
is c
ondu
cted
.
NA
No
Yes
NA
- if n
ot c
onst
ruct
ing
a ne
w
win
ery
2.3
.3N
eigh
bour
ing
land
use
s an
d w
heth
er it
is
appr
opria
te to
dev
elop
a w
iner
y at
that
lo
catio
n ar
e co
nsid
ered
.
NA
No
Yes
NA
- if n
ot c
onst
ruct
ing
a ne
w
win
ery
PreliminaryConsiderations
TOTA
L
TOTA
L
CHAP
TER
2 B
UIL
DIN
G D
ESIG
N A
ND
SIT
E D
EVEL
OPM
ENT
Com
plet
e th
is a
sses
smen
t onl
y if
cons
truc
ting
a ne
w w
iner
y or
ren
ovat
ing
or e
xpan
ding
an
exis
ting
win
ery
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
11
Page SA 2‐1
SELF‐ASSESSM
ENT | CH
AP 2 BUILDING DESIGN AND SITE DEV
ELOPM
ENT
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
2.3
.4Th
e si
te is
on
prev
ious
ly d
evel
oped
or n
on-
arab
le la
nd.
NA
No
Yes
NA
- if n
ot c
onst
ruct
ing
a ne
w
win
ery
2.3
.5Th
e si
te is
loca
ted
clos
e to
exi
stin
g in
fras
truc
ture
(e.g
., ro
ads,
pow
er a
nd
mun
icip
al w
ater
).
NA
No
Yes
NA
- if n
ot c
onst
ruct
ing
a ne
w
win
ery
2.3
.6Th
e si
te is
loca
ted
clos
e to
the
wor
kfor
ce to
re
duce
dai
ly tr
ansp
orta
tion
requ
irem
ents
.N
AN
oYe
sN
A - i
f not
con
stru
ctin
g a
new
w
iner
y2
.3.7
The
site
is la
rge
enou
gh fo
r the
pla
nned
fa
cilit
y an
d fo
r fut
ure
expa
nsio
n.N
AN
oYe
sN
A - i
f not
con
stru
ctin
g a
new
w
iner
y
2.4
NaturalandSem
i‐NaturalAreas
2.4
.1D
amag
e to
nat
ural
are
as is
min
imiz
ed b
y se
lect
ing
a su
itabl
e bu
ildin
g lo
catio
n an
d de
sign
ing
the
build
ing
with
a m
inim
al
foot
prin
t.
NA
No
Yes
NA
- if r
enov
atin
g an
exi
stin
g bu
ildin
g on
ly
2.4
.2Pl
ants
dis
plac
ed d
urin
g co
nstr
uctio
n ar
e re
plac
ed w
ith n
ativ
e pl
ants
.N
AN
oYe
s, s
ome
Yes,
mos
t or
all
NA
- if n
o pl
ants
wer
e di
spla
ced
2.4
.3La
nd is
set
asi
de to
leav
e w
ith e
xist
ing
nativ
e pl
ant s
peci
es.
NA
No
Yes
NA
- if t
he p
rope
rty
does
not
hav
e ex
istin
g la
nd w
ith n
ativ
e pl
ants
2.4
.4Pr
evio
usly
deg
rade
d ar
eas
are
rest
ored
to
thei
r nat
ural
sta
te.
No
In p
rogr
ess
Yes
ResourceConservation
2.5
New
Technologies
2.5
.1Th
e de
sign
inco
rpor
ates
app
ropr
iate
exi
stin
g te
chno
logi
es b
ut a
lso
allo
ws
for f
lexi
bilit
y to
in
trod
uce
new
tech
nolo
gies
as
they
bec
ome
avai
labl
e.
No
Yes
TOTA
L
TOTA
L
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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Page SA 2‐2
SELF‐ASSESSM
ENT | CH
AP 2 BUILDING DESIGN AND SITE DEV
ELOPM
ENT
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
2.6
BuildingMaterials
2.6
.1A
goal
for r
ecyc
led
cont
ent m
ater
ials
(i.e
., to
tal
perc
enta
ge in
stal
led)
use
d in
bui
ldin
g de
sign
is
set
and
mon
itorin
g is
don
e du
ring
cons
truc
tion,
reno
vatio
n or
exp
ansi
on to
en
sure
goa
l is
reac
hed.
No
Yes
2.6
.2A
goal
for r
egio
nal m
ater
ials
(i.e
., to
tal
perc
enta
ge in
stal
led)
use
d in
bui
ldin
g de
sign
is
set
and
mon
itorin
g is
don
e du
ring
cons
truc
tion,
reno
vatio
n or
exp
ansi
on to
en
sure
goa
l is
reac
hed.
No
Yes
2.6
.3A
goal
for r
apid
ly re
new
able
mat
eria
ls (i
.e.,
tota
l per
cent
age
inst
alle
d) u
sed
in b
uild
ing
desi
gn is
set
and
mon
itorin
g is
don
e du
ring
cons
truc
tion,
reno
vatio
n or
exp
ansi
on to
en
sure
goa
l is
reac
hed.
No
Yes
2.6
.4A
goal
for F
SC-c
ertif
ied
woo
d (i.
e., t
otal
pe
rcen
tage
inst
alle
d) u
sed
in b
uild
ing
desi
gn
is s
et a
nd m
onito
ring
is d
one
durin
g co
nstr
uctio
n, re
nova
tion
or e
xpan
sion
to
ensu
re g
oal i
s re
ache
d.
NA
No
Yes
NA
- if n
o w
ood
used
2.6
.5A
goal
for s
alva
ged
mat
eria
ls (i
.e.,
tota
l pe
rcen
tage
inst
alle
d) u
sed
in b
uild
ing
desi
gn
is s
et a
nd m
onito
ring
is d
one
durin
g co
nstr
uctio
n, re
nova
tion
or e
xpan
sion
to
ensu
re g
oal i
s re
ache
d.
No
Yes
2.6
.6Sp
ecifi
c de
sign
str
ateg
ies
are
used
to
min
imiz
e pr
emat
ure
dete
riora
tion
of w
alls
and
ro
of (e
.g.,
shad
ing
scre
ens,
eav
es, o
verh
angs
).
No
Yes
2.6
.7Ty
pe a
nd d
urab
ility
of f
loor
ing
used
in th
e w
iner
y is
car
eful
ly c
onsi
dere
d be
fore
co
nstr
uctio
n, re
nova
tion
or e
xpan
sion
.
No
Yes
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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Page SA 2‐3
SELF‐ASSESSM
ENT | CH
AP 2 BUILDING DESIGN AND SITE DEV
ELOPM
ENT
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
2.7
Water
2.7
.1Po
tabl
e an
d no
n-po
tabl
e w
ater
nee
ds a
re
estim
ated
for t
he w
iner
y be
fore
con
stru
ctio
n or
exp
ansi
on.
NA
No
Yes
NA
- if r
enov
atin
g an
exi
stin
g bu
ildin
g on
ly
2.7
.2A
wat
er fi
ltrat
ion
syst
em is
inco
rpor
ated
into
bu
ildin
g de
sign
, if r
equi
red.
NA
No
Yes
NA
- if f
iltra
tion
syst
em n
ot
requ
ired
2.7
.3A
soil/
clim
ate
anal
ysis
is c
ompl
eted
to
dete
rmin
e ap
prop
riate
pla
nts
(e.g
., na
tive,
dr
ough
t-res
ista
nt) t
o us
e at
the
site
.
NA
No
Yes
NA
- if n
ot d
oing
any
new
la
ndsc
apin
g
2.7
.4Th
e irr
igat
ion
syst
em in
stal
led
is th
e m
ost
effe
ctiv
e, re
sour
ce e
ffic
ient
sys
tem
for t
he
land
scap
ing
(drip
vs.
spr
ay v
s. m
ist)
.
NA
No
Yes
NA
- if y
ou a
re n
ot in
stal
ling
an
irrig
atio
n sy
stem
2.7
.5Th
e irr
igat
ion
syst
em is
des
igne
d an
d in
stal
led
to o
pera
te p
rope
rly.
NA
No
Yes
NA
- if y
ou a
re n
ot in
stal
ling
an
irrig
atio
n sy
stem
2.7
.6A
syst
em to
sto
re a
nd tr
eat w
ater
from
win
ery
was
hdow
ns in
the
fall
so it
can
be
reus
ed fo
r irr
igat
ion
in th
e su
mm
er is
put
in p
lace
.
No
Yes
2.8
Energy
2.8
.1A
com
mis
sion
ing
auth
ority
is e
ngag
ed t
o ve
rify
and
ensu
re th
at b
uild
ing
elem
ents
wer
e de
sign
ed, i
nsta
lled
and
calib
rate
d to
ope
rate
as
inte
nded
.
No
Yes
2.8
.2Th
e bu
ildin
g en
velo
pe s
yste
ms
are
desi
gned
to
max
imiz
e en
ergy
per
form
ance
.N
oYe
s
2.8
.3H
igh
grad
e in
sula
tion
mat
eria
ls a
re u
sed
to
insu
late
bui
ldin
gs a
nd e
quip
men
t.N
oYe
s
2.8
.4R
enew
able
ene
rgy
sour
ces
are
inco
rpor
ated
in
to b
uild
ing
desi
gn w
here
pos
sibl
e. (e
.g.,
geot
herm
al, s
olar
, win
d, e
tc.).
No
Yes
2.8
.5B
uild
ing
desi
gn in
corp
orat
es e
quip
men
t tha
t is
the
prop
er s
ize
and
type
for t
he c
apac
ity o
f th
e w
iner
y.
No
Yes
TOTA
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3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
2.8
.6In
nova
tive
desi
gn te
chni
ques
are
use
d to
hel
p ke
ep th
e bu
ildin
g w
arm
in th
e w
inte
r and
coo
l in
the
sum
mer
(e.g
., pl
acin
g w
indo
ws
or
louv
ers
at o
r nea
r flo
or le
vel t
o br
ing
in c
ool
nigh
t air,
pla
ntin
g ve
geta
tion
to s
hade
bu
ildin
g).
No
Yes
2.8
.7G
ravi
ty fl
ow is
use
d, w
here
app
ropr
iate
.N
AN
oYe
sN
A - i
f not
app
ropr
iate
for y
our s
ite
2.8
.8Eq
uipm
ent t
o m
easu
re e
nerg
y an
d w
ater
pe
rfor
man
ce is
con
side
red
in b
uild
ing
desi
gn.
No
Yes
2.8
.9D
aylig
ht le
vels
and
out
side
vie
ws
are
enha
nced
whe
re p
ossi
ble.
No
Yes
WasteReduction
2.9
Wastewater
2.9
.1Th
e on
-site
was
tew
ater
trea
tmen
t sys
tem
is
desi
gned
and
inst
alle
d by
a li
cens
ed
prof
essi
onal
.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite
2.9
.2Th
e on
-site
was
tew
ater
trea
tmen
t sys
tem
is
desi
gned
to h
andl
e m
ore
than
wha
t is
prod
uced
on
a re
gula
r bas
is.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite
2.9
.3Th
e on
-site
was
tew
ater
trea
tmen
t sys
tem
is
desi
gned
to h
andl
e pe
ak fl
ows.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite2
.9.4
A w
aste
wat
er p
re-tr
eatm
ent s
yste
m p
rior t
o di
scha
rge
to th
e m
unic
ipal
sys
tem
is in
clud
ed
in th
e bu
ildin
g an
d si
te d
esig
n.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
on-s
ite
2.10
SolidWaste
2.1
0.1
A w
aste
man
agem
ent p
lan
that
est
ablis
hes
goal
s fo
r lan
dfill
div
ersi
on, d
esig
nate
d m
ater
ials
to b
e re
cycl
ed, d
esig
nate
d sp
ecifi
c ar
eas
on s
ite fo
r rec
yclin
g, a
nd id
entif
ied
haul
ers
and
recy
cler
s to
han
dle
desi
gnat
ed
mat
eria
ls is
follo
wed
dur
ing
cons
truc
tion,
re
nova
tion
or e
xpan
sion
.
No
Yes
TOTA
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ELOPM
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3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
2.1
0.2
Exis
ting
build
ings
are
reus
ed (r
emov
ing
elem
ents
that
pos
e co
ntam
inat
ion
risks
and
up
grad
ing
outd
ated
com
pone
nts
as
nece
ssar
y).
NA
No
Yes
NA
- if t
he s
ite d
oes
not h
ave
exis
ting
build
ings
2.1
0.3
Enou
gh s
pace
for a
des
igna
ted
recy
clin
g ar
ea
is a
lloca
ted
in th
e bu
ildin
g an
d si
te d
esig
n.N
AN
oYe
sN
A - i
f the
win
ery
alre
ady
has
a de
sign
ated
recy
clin
g ar
ea
2.1
0.4
Enou
gh s
pace
for a
des
igna
ted
com
post
ing
area
is a
lloca
ted
in th
e bu
ildin
g an
d si
te
desi
gn.
NA
No
Yes
NA
- if t
he w
iner
y al
read
y ha
s a
desi
gnat
ed c
ompo
stin
g ar
ea
PollutionPrevention
2.11
Stormwater
2.1
1.1
A st
orm
wat
er m
anag
emen
t pla
n th
at
prom
otes
infil
trat
ion,
min
imiz
es im
perv
ious
su
rfac
es, i
dent
ifies
rain
wat
er h
arve
stin
g op
port
uniti
es, a
nd c
onsi
ders
reus
e is
pr
epar
ed b
efor
e th
e si
te is
dev
elop
ed.
NA
No
Yes
NA
- if s
ite is
alre
ady
deve
lope
d
2.1
1.2
"Low
impa
ct d
esig
n" p
rinci
ples
are
use
d in
site
de
sign
and
dev
elop
men
t.N
AN
oYe
sN
A - i
f site
is a
lread
y de
velo
ped
2.12
ErosionandSedimentation
2.1
2.1
An e
rosi
on a
nd s
edim
enta
tion
cont
rol p
lan
is
follo
wed
dur
ing
cons
truc
tion
or e
xpan
sion
to
prev
ent p
ollu
tion
of s
torm
sew
er o
r rec
eivi
ng
stre
ams.
NA
No
Yes
NA
- if r
enov
atin
g an
exi
stin
g bu
ildin
g on
ly
2.1
2.2
Eros
ion
cont
rol i
s pa
rt o
f the
bui
ldin
g an
d la
ndsc
ape
desi
gn.
No
Yes
2.13
LightPollution
2.1
3.1
Ligh
t pol
lutio
n is
redu
ced
by m
inim
izin
g si
te
light
ing
and
inco
rpor
atin
g te
chno
logi
es s
uch
as D
ARK
SK
Y ap
prov
ed li
ghtin
g, d
irect
iona
l do
wnw
ard
faci
ng li
ghtin
g, lo
w-a
ngle
sp
otlig
hts,
and
low
refle
ctan
ce s
urfa
ces
into
w
iner
y de
sign
.
No
Yes
TOTA
L
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7 T
OTA
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uest
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n fo
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Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
HealthandSafety
2.14
IndoorAirQuality
2.1
4.1
An in
door
air
qual
ity p
lan
is p
repa
red
and
follo
wed
dur
ing
cons
truc
tion,
reno
vatio
n, o
r ex
pans
ion.
No
Yes
2.1
4.2
The
HVA
C sy
stem
and
bui
ldin
g en
velo
pe is
de
sign
ed to
opt
imiz
e ai
r cha
nge
effe
ctiv
enes
s.N
oYe
s
2.1
4.3
Low
or z
ero
emitt
ing
mat
eria
ls a
re u
sed
in
build
ing
desi
gn (e
.g.,
low
-VO
C la
tex
pain
ts, n
on
form
alde
hyde
free
car
pet g
lue)
.
No
Yes
2.15
Equipm
entLayoutandWorkflowDesign
2.1
5.1
Cons
ider
atio
n is
giv
en to
wor
kflo
w a
nd
equi
pmen
t lay
out d
esig
n to
ens
ure
the
safe
ty
of o
pera
ting
and
visi
ting
pers
onne
l as
wel
l as
the
hygi
ene
requ
irem
ents
of t
he p
lant
and
pr
oces
ses.
No
Yes
2.1
5.2
Cons
ider
atio
n is
giv
en to
the
diss
ipat
ion
of
carb
on d
ioxi
de p
rodu
ced
durin
g fe
rmen
tatio
n,
i.e.,
avoi
d en
clos
ed p
its/t
renc
hes
that
can
not
be v
entil
ated
, nat
ural
ven
tilat
ion
by
grav
itatio
nal d
ispe
rsal
, CO
2 m
onito
rs in
stal
led
in c
ritic
al a
reas
.
No
Yes
2.1
5.3
Fork
lift a
cces
s, a
nti-s
lip fl
oor t
reat
men
ts,
oper
atin
g an
d m
aint
enan
ce a
cces
s, li
ghtin
g,
safe
ty s
how
ers,
che
mic
al s
tora
ge, f
ire fi
ghtin
g eq
uipm
ent,
and
pers
onal
pro
tect
ive
equi
pmen
t are
con
side
red
in th
e bu
ildin
g an
d eq
uipm
ent l
ayou
t des
ign.
No
Yes
TOTA
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ELOPM
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3
3.1
3.1
.1A
wat
er a
nd w
aste
wat
er a
sses
smen
t has
bee
n co
nduc
ted
and
incl
udes
all
or m
ost o
f the
ite
ms
in th
e ch
eckl
ist o
n pa
ge 3
-2 o
f the
gu
ideb
ook.
No
In
prog
ress
Yes
3.1
.2Th
e as
sess
men
t is
used
to id
entif
y op
tions
to
redu
ce w
ater
use
d an
d w
aste
wat
er g
ener
ated
.N
oYe
s
3.1
.3An
nual
goa
ls a
re s
et fo
r ove
rall
wat
er u
se,
wat
er u
se p
er s
peci
fic o
pera
tion,
and
wat
er
use
per l
itre
and/
or c
ase
of w
ine
prod
uced
.
No
Yes
3.1
.4An
nual
goa
ls a
re s
et fo
r ove
rall
was
tew
ater
pr
oduc
tion,
pro
duct
ion
per s
peci
fic o
pera
tion,
an
d pr
oduc
tion
per l
itre
and/
or c
ase
of w
ine
prod
uced
.
No
Yes
3.1
.5W
ater
man
agem
ent p
erfo
rman
ce is
regu
larly
as
sess
ed to
ens
ure
a co
ntin
uous
im
prov
emen
t app
roac
h.
No
Annu
ally
Qua
rter
ly
3.1
.6Th
e ca
pita
l bud
get i
nclu
des
a sc
hedu
led
plan
fo
r fun
ding
of i
nitia
tives
that
con
trib
ute
to th
e w
ater
con
serv
atio
n an
d po
llutio
n pr
even
tion
goal
s.
No
Yes
3.2
3.2
.1W
ater
con
serv
atio
n is
inco
rpor
ated
into
co
mpa
ny p
olic
ies,
ope
ratin
g pr
oced
ures
and
tr
aini
ng m
anua
ls.
No
Yes
3.2
.2W
ater
con
serv
atio
n an
d po
llutio
n pr
even
tion
goal
s ar
e co
mm
unic
ated
to e
mpl
oyee
s (e
.g.,
thro
ugh
mee
tings
, sig
nage
, Int
rane
t).
No
Yes
3.2
.3O
ne o
r mor
e pe
rson
s ar
e as
sign
ed to
ove
rsee
th
e im
plem
enta
tion
of th
e go
als
and
obje
ctiv
es o
f the
wat
er c
onse
rvat
ion
prog
ram
an
d to
mai
ntai
n re
cord
s.
No
Yes
SettingUpaWaterConservationProgram
WaterandWastewaterAssessm
ent&
Planning
TOTA
L
TrainingandIncentives
CHAP
TER
3 W
ATER
AN
D W
ASTE
WAT
ER M
ANAG
EMEN
T
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
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CTICES FOR BC
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AP 3 W
ATER
AND WAS
TEWAT
ER
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-30
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uest
ion
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er /
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reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.2
.4Ca
sh o
r oth
er in
cent
ives
are
off
ered
to
empl
oyee
s w
ho h
elp
achi
eve
wat
er
cons
erva
tion
and
was
tew
ater
man
agem
ent
goal
s.
No
Yes
3.2
.5Po
ster
s an
d ot
her g
raph
ics
are
used
nea
r ar
eas
whe
re m
ajor
wat
er c
onsu
mpt
ion
take
s pl
ace
in o
rder
to re
min
d em
ploy
ees
and
gues
ts a
bout
wat
er c
onse
rvat
ion.
No
Yes
3.3
3.3
.1A
wat
er m
eter
is in
stal
led
to tr
ack
the
volu
me
of w
ater
com
ing
into
the
win
ery
and
read
ings
ar
e ta
ken
regu
larly
.
No
Yes
3.3
.2W
ater
use
per
pro
cess
(e.g
., ta
nk c
lean
ing,
ba
rrel
cle
anin
g, la
bora
tory
, bot
tling
) and
/or
over
all w
ater
use
is m
onito
red
and
reco
rded
.
No
Yes,
just
ov
eral
l w
ater
use
Yes,
som
e pr
oces
ses
Yes,
all
proc
esse
s
3.3
.3W
ater
use
per
pro
cess
per
yea
r and
per
litr
e or
cas
e of
win
e pr
oduc
ed is
cal
cula
ted
and
used
to d
evel
op w
ater
con
serv
atio
n st
rate
gies
.
No
Yes
3.3
.4A
flow
met
er is
inst
alle
d to
trac
k th
e vo
lum
e of
w
aste
wat
er le
avin
g th
e w
iner
y an
d re
adin
gs
are
take
n re
gula
rly.
No
Yes
3.3
.5Th
e vo
lum
e of
was
tew
ater
pro
duce
d pe
r pr
oces
s is
mon
itore
d an
d re
cord
ed.
No
Yes,
som
e pr
oces
ses
Yes,
all
proc
esse
s3
.3.6
Was
tew
ater
pro
duce
d pe
r pro
cess
per
yea
r an
d pe
r litr
e or
cas
e of
win
e pr
oduc
ed is
ca
lcul
ated
and
use
d to
dev
elop
was
te
redu
ctio
n st
rate
gies
.
No
Yes
3.3
.7W
ater
and
was
tew
ater
flow
mea
sure
men
t eq
uipm
ent i
s ca
libra
ted
acco
rdin
g to
the
man
ufac
ture
r's s
peci
ficat
ions
.
No
Yes
TOTA
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SUSTAINAB
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AP 3 W
ATER
AND WAS
TEWAT
ER
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.4
3.4
.1Th
e na
me
and/
or b
ound
arie
s of
the
loca
l w
ater
shed
is k
now
n.N
oYe
s
3.4
.2Th
e m
ain
feat
ures
that
mak
e up
the
wat
ersh
ed (i
.e.,
lake
s, s
trea
ms,
aqu
ifers
etc
.) ar
e kn
own.
No
Yes
3.4
.3Th
e w
iner
y pa
rtic
ipat
es in
a lo
cal w
ater
shed
m
anag
emen
t gro
up.
NA
No
Yes
NA
- if n
o lo
cal w
ater
shed
m
anag
emen
t gro
up
3.5
3.5
.1Th
eso
urce
(s)
ofw
ater
for
the
win
ery
is/a
reid
entif
ied
(i.e.
,su
rfac
e(n
ame
ofw
ater
sour
ce)
or g
roun
dwat
er).
No
Yes
3.5
.2If
inco
min
g w
ater
is fr
om a
wel
l or s
urfa
ce
wat
erbo
dy, w
ater
qua
lity
is te
sted
for s
ome
or
all o
f the
par
amet
ers
liste
d in
Tab
le 3
-3 (
page
3
-7) i
n th
e gu
ideb
ook.
NA
Nev
erAn
nual
lyQ
uart
erly
Mon
thly
NA
- if w
ater
is n
ot fr
om a
wel
l or
surf
ace
wat
erbo
dy (a
nsw
er
ques
tion
3.5
.3 in
stea
d)
3.5
.3If
inco
min
g w
ater
is s
uppl
ied
from
a p
iped
m
unic
ipal
sou
rce,
ana
lytic
al w
ater
qua
lity
resu
lts a
re o
btai
ned
from
the
mun
icip
ality
and
re
view
ed.
NA
Nev
erAn
nual
lyQ
uart
erly
NA
- if w
ater
is n
ot s
uppl
ied
from
a
pipe
d m
unic
ipal
sou
rce
(ans
wer
qu
estio
n 3
.5.2
inst
ead)
3.5
.4If
resu
lts w
arra
nt it
, inc
omin
g w
ater
is
pret
reat
ed.
NA
No
Yes
NA
- if r
esul
ts d
o no
t war
rant
pr
etre
atm
ent
3.6
3.6
.1Th
e qu
ality
of t
he w
aste
wat
er d
isch
arge
d fr
om
the
win
ery
is te
sted
and
reco
rded
.N
AN
oYe
s
3.7
3.7
.1H
oses
, pip
es, t
aps,
equ
ipm
ent a
nd ir
rigat
ion
syst
ems
are
rout
inel
y ch
ecke
d fo
r lea
ks a
nd
repa
ired
as n
eede
d.
No
Yes
3.7
.2W
ater
-eff
icie
nt n
ozzl
es a
nd v
alve
s ar
e in
pla
ce
on h
oses
and
equ
ipm
ent.
Non
e<
25
% o
f eq
uip.
25
-50
% o
f eq
uip.
50
-75
% o
f eq
uip.
75
-10
0%
of
equ
ip.
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AP 3 W
ATER
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3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.7
.3Ti
mer
s ar
e em
ploy
ed to
con
trol
wat
er u
se.
No
Yes
3.7
.4Al
l hos
es h
ave
on/o
ff n
ozzl
es.
No
Yes
3.7
.5D
ry c
lean
ing
met
hods
are
em
ploy
ed to
rem
ove
debr
is p
rior t
o us
e of
wat
er.
No
Mos
t of
the
time
All t
he
time
3.7
.6H
igh
pres
sure
, low
vol
ume,
hig
h te
mpe
ratu
re
appl
icat
ion
is u
sed
durin
g w
ashi
ng, r
athe
r th
an lo
w p
ress
ure,
hig
h vo
lum
e co
ld w
ater
.
No
Yes
3.7
.7Fa
ucet
s an
d si
nks
are
fitte
d w
ith fl
ow
rest
ricto
rs o
r oth
er w
ater
-sav
ing
devi
ces.
No
Yes
3.7
.8Al
tern
ativ
e ba
rrel
test
ing
met
hod(
s) th
at u
se
less
wat
er is
/are
use
d.
No
Und
er
inve
stig
ati
on
Yes
If ye
s, li
st m
etho
d(s)
:
3.7
.9B
arre
ls a
re n
ot c
ompl
etel
y fil
led
with
wat
er
whe
n te
stin
g fo
r lea
ks o
r to
seal
.N
AN
oYe
sN
A - i
f you
do
not u
se w
ater
to te
st
for l
eaks
or t
o se
al3
.7.1
0B
arre
ls a
re s
tore
d in
a h
umid
env
ironm
ent s
o th
ey w
ill n
ot re
quire
as
muc
h w
ater
for
swel
ling.
No
Yes
3.7
.11
Boi
lers
and
coo
ling
tow
ers
are
size
d co
rrec
tly,
are
effic
ient
, and
are
mai
ntai
ned
regu
larly
.N
oYe
s
3.7
.12
Com
pres
sors
are
coo
led
with
air
and/
or a
w
ater
inte
rlock
and
re-c
ircul
atin
g sy
stem
is
empl
oyed
.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e co
mpr
esso
rs
3.7
.13
Suff
icie
nt to
psoi
l is
pres
ent t
o en
cour
age
deep
er ro
ots
for p
lant
s.N
oYe
s
3.7
.14
Mul
chin
g is
use
d ar
ound
pla
nts
and
tree
s to
re
tain
moi
stur
e.N
oYe
s
3.7
.15
Prop
er ir
rigat
ion
sche
dulin
g pr
actic
es a
re
empl
oyed
(e.g
. wat
er p
lant
s an
d ga
rden
s in
th
e m
orni
ng o
r at n
ight
).
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
irr
igat
ion
syst
em
3.8
3.8
.1A
syst
em is
in p
lace
to s
tore
and
trea
t wat
er
from
win
ery
was
hdow
ns in
the
fall
so it
can
be
reus
ed fo
r irr
igat
ion
in th
e su
mm
er.
No
Yes
3.8
.2A
perc
enta
ge o
f was
h an
d rin
se w
ater
is
reus
ed.
No
Inve
stig
ati
ng
prac
tices
Yes
If ye
s, w
hat p
erce
ntag
e?
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AP 3 W
ATER
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NA
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3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.8
.3A
perc
enta
ge o
f pro
cess
wat
er is
recl
aim
ed fo
r irr
igat
ion
or o
ther
non
-pot
able
use
s.N
oIn
vest
igat
ing
pr
actic
es
Yes
If ye
s, w
hat p
erce
ntag
e?
3.8
.4A
perc
enta
ge o
f pro
cess
wat
er is
recy
cled
th
roug
h tr
eatm
ent a
nd fi
ltrat
ion
for p
otab
le
use.
No
Inve
stig
ati
ng
prac
tices
Yes
If ye
s, w
hat p
erce
ntag
e?
3.8
.5Ca
ustic
wat
er is
recl
aim
ed a
nd re
used
.N
oIn
vest
igat
ing
pr
actic
es
Yes
If ye
s, w
hat p
erce
ntag
e?
3.9
3.9
.1Pr
oduc
tion
is p
lann
ed a
nd s
eque
nced
to
max
imiz
e ra
w m
ater
ials
.N
oYe
s
3.9
.2Pr
oduc
ts h
ave
been
sub
stitu
ted
with
oth
ers
that
pro
duce
less
was
tew
ater
, or n
on-to
xic
was
tew
ater
.
No
Yes
3.9
.3Lo
ss p
reve
ntio
n pr
actic
es a
re im
plem
ente
d to
m
inim
ize
leak
s, s
pills
and
eva
pora
tive
loss
es
of h
azar
dous
liqu
ids.
No
Yes
3.9
.4Pr
oces
ses
or e
quip
men
t hav
e be
en m
odifi
ed
to re
duce
was
tew
ater
qua
ntity
or i
mpr
ove
qual
ity.
No
Yes
3.9
.5W
aste
wat
er s
trea
ms
are
segr
egat
ed a
nd
sepa
rate
d to
allo
w fo
r eas
ier r
ecov
ery
or
trea
tmen
t.
NA
No
Yes
NA
- if t
reat
men
t sys
tem
is
desi
gned
to h
andl
e al
l was
tew
ater
st
ream
s 3
.9.6
Stan
dard
ope
ratin
g pr
oced
ures
inco
rpor
ate
was
tew
ater
min
imiz
atio
n m
easu
res.
No
Yes
3.10
3.1
0.1
Copi
es o
f all
lega
l req
uire
men
ts, s
uch
as
perm
its a
nd a
ppro
vals
, are
kep
t on
file.
No
Yes
3.1
0.2
As-b
uilt
draw
ings
of t
he w
aste
wat
er s
yste
m
are
kept
on
file.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite3
.10
.3Th
e sy
stem
's s
ize,
cap
acity
, loc
atio
n an
d op
erat
ion
requ
irem
ents
are
kno
wn.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite3
.10
.4R
egul
ar c
heck
-ups
of t
he s
yste
m a
re
cond
ucte
d an
d re
cord
s ar
e m
aint
aine
d.N
AN
oYe
sN
A - i
f you
r was
tew
ater
is tr
eate
d of
f-site
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L
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AP 3 W
ATER
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uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.1
0.5
Any
defic
ienc
ies
foun
d in
the
was
tew
ater
sy
stem
are
dea
lt w
ith im
med
iate
ly.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite3
.10
.6Al
l sta
ff a
re tr
aine
d on
the
was
tew
ater
sy
stem
's b
asic
s an
d lim
itatio
ns.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
off-s
ite3
.10
.7R
emin
ders
of w
hat c
an a
nd c
anno
t be
flush
ed
are
post
ed in
bat
hroo
ms,
kitc
hens
and
oth
er
loca
tions
that
dra
in in
to th
e w
aste
wat
er
syst
em.
No
Yes
3.1
0.8
The
poss
ibili
ty o
f hav
ing
sew
age
fees
bas
ed
on v
olum
e ha
s be
en e
xplo
red
with
the
mun
icip
ality
.
NA
No
Yes
NA
- if y
our w
aste
wat
er is
trea
ted
on-s
ite
3.11
3.1
1.1
The
stor
mw
ater
sys
tem
is n
ot c
ross
-con
nect
ed
with
the
sani
tary
or s
eptic
sys
tem
s.N
oYe
s
3.1
1.2
The
prop
erty
is in
spec
ted
for e
rosi
on d
urin
g an
d af
ter s
torm
eve
nts.
No
Yes
3.1
1.3
Eros
ion
prob
lem
s ar
e re
paire
d on
a ti
mel
y ba
sis.
NA
No
Yes
NA
- if n
o er
osio
n pr
oble
ms
3.1
1.4
Dis
infe
cted
sto
rmw
ater
is u
sed
for n
on-
pota
ble
uses
suc
h as
land
scap
e w
ater
ing
and
toile
t flu
shin
g.
No
Yes
3.1
1.5
Stor
mw
ater
man
agem
ent p
rom
otes
in
filtr
atio
n, m
inim
izes
impe
rvio
us s
urfa
ces,
us
es c
rush
ed g
rave
l or o
ther
por
ous
mat
eria
l in
stea
d of
asp
halt
or c
oncr
ete
for d
rivew
ays
and
park
ing
area
s.
No
Yes
3.1
1.6
The
use
of fe
rtili
zers
and
pes
ticid
es is
m
inim
ized
.N
oYe
s
3.12
3.1
2.1
The
drai
nage
sys
tem
dire
cts
runo
ff a
way
from
w
ater
way
s.N
AN
oYe
sN
A - i
f no
wat
erw
ays
near
by
3.1
2.2
Buf
fer s
trip
s ar
e lo
cate
d be
twee
n ex
istin
g w
ater
way
s (i.
e., s
trea
ms,
pon
ds, e
tc.)
and
the
win
ery.
NA
No
Yes
NA
- if n
o w
ater
way
s ne
arby
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AP 3 W
ATER
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uest
ion
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er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
3.1
2.3
A sk
etch
of w
here
the
drai
ns a
re lo
cate
d an
d w
here
they
lead
to is
kep
t.N
oYe
s
3.1
2.4
Stor
mw
ater
dra
ins
are
prot
ecte
d fr
om
cont
amin
atio
n (e
.g.,
usin
g ca
tchb
asin
inse
rts,
dr
ain
cove
rs, e
tc.).
No
Yes
3.1
2.5
Was
te a
nd c
ompo
st p
iles
are
kept
aw
ay fr
om
drai
ns to
pre
vent
runo
ff fr
om e
nter
ing
the
stor
mw
ater
sys
tem
.
NA
No
Yes
3.1
2.6
A sp
ill e
mer
genc
y pl
an is
in p
lace
.N
oYe
sTO
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AP 3 W
ATER
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3
4.1
4.1
.1An
initi
al e
nerg
y as
sess
men
t/au
dit t
hat
cons
ider
s hi
gh a
nd lo
w p
rodu
ctio
n tim
es h
as
been
con
duct
ed to
det
erm
ine
base
line
info
rmat
ion
on e
nerg
y us
e.
No
In
prog
ress
Yes
4.1
.2Th
e as
sess
men
t is
used
to id
entif
y op
tions
to
redu
ce e
nerg
y us
e.N
oYe
s
4.1
.3An
nual
ene
rgy
redu
ctio
n go
als
are
set b
ased
on
the
asse
ssm
ent.
No
Yes
4.1
.4En
ergy
man
agem
ent p
erfo
rman
ce is
regu
larly
as
sess
ed to
ens
ure
a co
ntin
uous
im
prov
emen
t app
roac
h.
No
Annu
ally
Qua
rter
lyM
onth
ly
4.1
.5Th
e ca
pita
l bud
get i
nclu
des
a sc
hedu
led
plan
fo
r fun
ding
of i
nitia
tives
that
con
trib
ute
to th
e en
ergy
eff
icie
ncy
goal
s.
No
Yes
4.2
4.2
.1En
ergy
eff
icie
ncy
is in
corp
orat
ed in
to c
ompa
ny
polic
ies,
ope
ratin
g pr
oced
ures
, and
trai
ning
m
anua
ls.
No
Yes
4.2
.2En
ergy
eff
icie
ncy
goal
s ar
e co
mm
unic
ated
to
empl
oyee
s (e
.g.,
thro
ugh
mee
tings
, sig
nage
, In
tran
et).
No
Yes
4.2
.3O
ne o
r mor
e pe
rson
s ar
e as
sign
ed to
ove
rsee
th
e im
plem
enta
tion
of th
e go
als
and
obje
ctiv
es o
f the
ene
rgy
cons
erva
tion
prog
ram
an
d to
mai
ntai
n re
cord
s.
No
Yes
4.2
.4Ca
sh o
r oth
er in
cent
ives
are
off
ered
to
empl
oyee
s w
ho h
elp
achi
eve
ener
gy e
ffic
ienc
y go
als.
No
Yes
4.2
.5Po
ster
s or
oth
er ty
pes
of to
ols
are
used
to
rem
ind
staf
f abo
ut e
nerg
y re
duct
ion
goal
s (e
.g.,
"tur
n of
f lig
hts"
stic
ker b
y lig
ht s
witc
hes)
.
No
Yes
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
SettingUpanEnergyConservationProgram
EnergyUseAssessm
entandPlanning
TOTA
L
TrainingandIncentives
CHAP
TER
4 E
NER
GY
EFFI
CIEN
CY
Que
stio
nAn
swer
/ S
core
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AP 4 ENER
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n fo
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
eQ
uest
ion
Answ
er /
Sco
re
4.3
MonitoringandRecordKeeping
4.3
.1M
eter
s ar
e in
pla
ce to
mea
sure
ene
rgy
cons
umpt
ion.
No
Yes,
one
m
ain
met
er
Yes,
se
vera
l m
eter
s4
.3.2
Ener
gy u
se p
er p
roce
ss a
nd/o
r ove
rall
ener
gy
use
is m
onito
red
and
reco
rded
and
cal
cula
ted
per l
itre
or c
ase
of w
ine
prod
uced
.
No
Yes,
just
ov
eral
l en
ergy
use
Yes,
en
ergy
use
fo
r som
e pr
oces
ses
Yes,
en
ergy
use
fo
r all
proc
esse
s
4.3
.3En
ergy
con
sum
ptio
n an
d co
sts
are
com
pare
d re
gula
rly a
nd a
ny c
hang
e is
not
ed.
neve
rle
ss o
ften
th
an y
early
year
lyqu
arte
rly
4.3
.4Th
e sy
stem
use
d by
the
utili
ty c
ompa
ny to
ch
arge
for e
nerg
y is
und
erst
ood.
No
Yes
4.3
.5Al
l ene
rgy
use
met
ers
are
calib
rate
d an
d m
aint
aine
d ac
cord
ing
to th
e m
anuf
actu
rer's
sp
ecifi
catio
ns.
No
Yes
OptimizingEnergyUse
4.4
Purchasing
4.4
.1En
ergy
con
serv
atio
n is
con
side
red
in a
ll pu
rcha
sing
dec
isio
ns.
No
Yes
4.5
Lighting
4.5
.1Li
ghtin
g ty
pes
and
layo
uts
are
stra
tegi
cally
us
ed to
con
serv
e en
ergy
.N
oYe
s
4.5
.2In
door
ligh
ts a
re tu
rned
off
whe
n an
are
a is
un
occu
pied
, eith
er m
anua
lly o
r aut
omat
ical
ly
usin
g oc
cupa
ncy
sens
ors,
tim
ers
or o
ther
co
ntro
ls.
No
Yes,
m
anua
llyYe
s,
auto
mat
ical
ly
4.5
.3Ti
mer
s an
d/or
pho
toce
lls a
re in
stal
led
to
cont
rol o
utdo
or li
ghts
.N
oYe
s
4.5
.4Li
ghtin
g le
vels
are
mat
ched
to n
eeds
(i.e
., ta
sk s
peci
fic o
r dire
cted
ligh
ting)
.N
oYe
s
TOTA
L
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AP 4 ENER
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er C
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ents
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Sc
ore
Your
NA
Scor
eQ
uest
ion
Answ
er /
Sco
re
4.5
.5D
aylig
ht u
se is
max
imiz
ed (e
.g.,
sout
h-fa
cing
w
indo
ws,
blin
ds th
at a
im li
ght w
here
nee
ded,
lig
ht c
olou
red
pain
t, br
ingi
ng li
ght i
n hi
gh in
th
e sp
ace,
usi
ng li
ght s
helv
es, r
earr
angi
ng th
e flo
or p
lan
for f
urni
ture
and
win
dow
s to
take
ad
vant
age
of n
atur
al li
ght)
.
No
Yes
4.5
.6In
terio
r and
ext
erio
r lig
hts
use
high
eff
icie
ncy
bulb
s an
d fix
ture
s (e
.g.,
com
pact
fluo
resc
ent,
(CFL
), lig
ht-e
mtt
ing
diod
es (L
EDs)
, flu
ores
cent
tu
be li
ghtin
g).
Non
em
ore
than
8
0%
mor
e th
an
95
%
4.5
.7Li
ght f
ixtu
res
are
clea
ned
on a
regu
lar b
asis
.N
oYe
s
4.5
.8LE
D e
xit s
igns
are
inst
alle
d th
roug
hout
the
faci
lity.
No
Yes,
som
eYe
s, a
ll
4.6
SpaceHeatingandCooling
4.6
.1R
egul
ar c
heck
s an
d m
aint
enan
ce o
f the
bu
ildin
g en
velo
pe (e
.g. c
aulk
ing,
wea
ther
st
rippi
ng, w
indo
w s
eals
) are
con
duct
ed.
No
Yes
4.6
.2D
urin
g w
inte
r (he
atin
g se
ason
), bu
ildin
gs a
re
heat
ed to
a m
axim
um o
f 21
o C w
hen
occu
pied
an
d 1
6o C w
hen
unoc
cupi
ed.
No
Yes
4.6
.3H
eatin
g an
d co
olin
g se
t poi
nts
are
set 2
o C to
3o C
apa
rt s
o th
at th
e ai
r con
ditio
ner d
oes
not
cycl
e (t
urn
on a
nd o
ff) f
requ
ently
.
No
Yes
4.6
.4D
urin
g su
mm
er (c
oolin
g se
ason
) bui
ldin
gs
(oth
er th
an b
arre
l hal
ls a
nd w
areh
ouse
s) a
re
cool
ed to
no
low
er th
an 2
4o C
whe
n oc
cupi
ed
and
are
not c
oole
d w
hen
unoc
cupi
ed (u
nles
s fo
r mor
ning
pre
-coo
ling)
.
No
Yes
4.6
.5El
ectr
onic
ther
mos
tats
are
use
d to
set
and
/or
sche
dule
tem
pera
ture
s.N
oYe
s
4.6
.6O
ne o
r mor
e of
em
ploy
ees
is/a
re re
spon
sibl
e fo
r con
duct
ing
regu
lar c
heck
s an
d ro
utin
e m
aint
enan
ce o
f the
HVA
C sy
stem
.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
HVA
C sy
stem
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AP 4 ENER
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and/
or
Oth
er C
omm
ents
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Sc
ore
Your
NA
Scor
eQ
uest
ion
Answ
er /
Sco
re
4.6
.7M
ore
com
plic
ated
mai
nten
ance
of t
he H
VAC
syst
em is
car
ried
out b
y a
prof
essi
onal
.N
AN
ever
less
oft
en
than
eve
ry
thre
e ye
ars
ever
y th
ree
year
s
NA
- if y
ou d
o no
t hav
e an
HVA
C sy
stem
4.6
.8H
VAC
cont
rols
are
use
d to
pro
vide
ene
rgy
savi
ngs
whi
le im
prov
ing
com
fort
.N
AN
oYe
sN
A - i
f you
do
not h
ave
an H
VAC
syst
em4
.6.9
Varia
ble
air v
olum
e sy
stem
s ar
e us
ed in
stea
d of
con
stan
t air
volu
me
syst
ems.
No
Yes
4.6
.10
A re
lay
switc
h ha
s be
en in
stal
led
on th
e he
atin
g sy
stem
in lo
adin
g ar
eas
so th
at th
e he
at tu
rns
off w
hen
door
s ar
e op
ened
.
No
Yes
4.6
.11
An a
ir cu
rtai
n or
pla
stic
bar
rier i
s us
ed in
lo
adin
g ar
eas
to c
onse
rve
indo
or h
ot a
nd c
old
air.
No
Yes
4.6
.12
Tech
niqu
es a
re u
sed
to c
onse
rve
hot a
nd c
old
air (
e.g.
sea
l off
unu
sed
area
s, k
eep
exte
rior
door
s cl
osed
, wea
ther
strip
ping
and
cau
lkin
g w
indo
ws
and
door
s).
No
Yes
4.6
.13
Hig
h gr
ade
insu
latio
n m
ater
ials
are
use
d to
in
sula
te b
uild
ings
, equ
ipm
ent,
and
pipe
s an
d du
cts.
No
Yes
4.6
.14
Ener
gy e
ffic
ient
win
dow
s ar
e us
ed (e
.g. a
rgon
fil
led,
dou
ble
glaz
ed, l
ow E
or t
herm
apan
e).
No
Yes
4.6
.15
Hea
ting
and
cool
ing
is re
duce
d in
spa
ces
used
on
ly fo
r sho
rt p
erio
ds (e
.g.,
vest
ibul
es,
stai
rwel
ls, s
tore
room
s, v
acan
t roo
ms)
.
No
Yes
4.6
.16
Ener
gy fo
r air
cond
ition
ing
is m
inim
ized
(e.g
. ce
iling
fans
are
use
d, a
ir co
nditi
oner
s w
ith a
hi
gh e
nerg
y ef
ficie
nt ra
ting
(EER
) are
in
stal
led)
.
No
Yes
4.6
.17
Was
te h
eat f
rom
oth
er p
roce
sses
is
reca
ptur
ed to
ser
ve h
eatin
g or
coo
ling
need
s.N
oYe
s
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AP 4 ENER
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er C
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ents
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ore
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NA
Scor
eQ
uest
ion
Answ
er /
Sco
re
4.7
WaterHeating
4.7
.1H
igh-
effic
ienc
y ho
t wat
er h
eate
rs/b
oile
rs a
re
used
at t
he w
iner
y (e
.g.,
tank
less
wat
er
heat
er, s
olar
wat
er h
eate
r).
No
Yes
4.7
.2H
ot w
ater
tank
s ar
e flu
shed
as
per
man
ufac
ture
r ins
truc
tions
to m
aint
ain
effic
ienc
y.
No
Yes
4.7
.3H
ot w
ater
tank
s an
d pi
pes
are
prop
erly
in
sula
ted
to p
reve
nt h
eat l
oss.
No
Yes
4.7
.4W
here
pos
sibl
e, th
e ho
t wat
er ta
nk
tem
pera
ture
is lo
wer
ed to
60
o C.N
oYe
s
4.8
Equipm
entandAppliances
4.8
.1Eq
uipm
ent
is tu
rned
off
or p
ower
ed d
own
whe
n no
t in
use
(e.g
., co
mpu
ters
, cop
iers
, m
onito
rs, p
rinte
rs).
No
Yes,
tu
rned
off
/ po
wer
ed
dow
n
Yes,
tu
rned
off
an
d un
plug
ged
4.8
.2W
hen
equi
pmen
t nee
ds to
be
repl
aced
new
er,
mor
e en
ergy
eff
icie
nt m
odel
(s) a
re p
urch
ased
.N
oYe
s
4.9
RefrigerationSystem
s,TanksandLines
4.9
.1En
ergy
che
cks
of th
e re
frig
erat
ion
syst
em a
re
cond
ucte
d on
a re
gula
r bas
is.
No
Ever
y 2
yea
rsEv
ery
year
4.9
.2Th
e re
frig
erat
ion
syst
em in
clud
es a
dvan
ced
cont
rol s
yste
ms.
No
Yes
4.9
.3O
pera
ting
tem
pera
ture
s of
refr
iger
ator
s an
d fr
eeze
rs a
re s
et o
nly
as lo
w a
s ne
cess
ary
and
chec
ked
regu
larly
to m
aint
ain
cons
iste
nt
tem
pera
ture
s.
No
Yes
4.9
.4Ta
nks
are
plac
ed in
a lo
catio
n th
at re
duce
s he
atin
g an
d co
olin
g ne
eds.
No
Yes
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AP 4 ENER
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er C
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ents
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ore
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NA
Scor
eQ
uest
ion
Answ
er /
Sco
re
4.9
.5Co
olin
g an
d re
frig
erat
ion
equi
pmen
t is
mai
ntai
ned
as p
er th
e m
anuf
actu
rer's
re
com
men
datio
ns (e
.g. c
heck
gas
kets
aro
und
door
s to
mak
e su
re th
ey s
eal t
ight
ly).
No
Yes
4.9
.6Al
l tem
pera
ture
con
trol
led
tank
s an
d gl
ycol
lin
es a
re w
ell i
nsul
ated
.N
oYe
s
AlternativeEnergySources
4.10
RenewableEnergySources
4.1
0.1
Ren
ewab
le e
nerg
y so
urce
s ar
e us
ed to
pow
er
the
win
ery
hosp
italit
y fa
cilit
y (e
.g.,
sola
r, w
ind,
ge
othe
rmal
, ear
thtu
bes,
and
/or l
ow im
pact
hy
dro)
.
No
Inve
stig
ati
ng
prac
tices
Yes
4.1
0.2
Gov
ernm
ent i
ncen
tives
ava
ilabl
e fo
r im
plem
entin
g th
e us
e of
alte
rnat
ive
ener
gy (i
f an
y) h
ave
been
inve
stig
ated
.
No
Yes
4.1
0.3
Carb
on c
redi
ts (o
ffse
ts) a
re p
urch
ased
from
an
acc
redi
ted
selle
r.N
oYe
s
4.11
AlternativeFuels
4.1
1.1
Alte
rnat
ive
fuel
s (e
.g.,
biod
iese
l, et
hano
l, pr
opan
e, n
atur
al g
as, m
etha
ne o
r hyd
roge
n)
are
used
at t
he w
iner
y.
No
Yes,
som
e of
our
fuel
us
ed is
al
tern
ativ
e
Yes,
all
fuel
use
d is
al
tern
ativ
e
If ye
s, li
st a
ltern
ativ
e fu
els:
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AP 4 ENER
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er C
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ents
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ore
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Scor
eQ
uest
ion
Answ
er /
Sco
re
4.12
FuelEfficiency
4.1
2.1
Fuel
con
sum
ptio
n in
the
win
ery
is tr
acke
d.N
oYe
s4
.12
.2Fu
el c
onsu
mpt
ion
of c
ompa
ny v
ehic
les
is
trac
ked.
NA
No
Yes
NA
- if n
o co
mpa
ny v
ehic
les
4.1
2.3
Fuel
eff
icie
nt e
quip
men
t is
used
at t
he w
iner
y.N
one
<2
5%
of
equi
p.2
5-5
0%
of
equi
p.5
0-7
5%
of
equi
p.7
5-1
00
%
of e
quip
. If
yes,
list
equ
ipm
ent:
4.1
2.4
Old
veh
icle
s ar
e re
plac
ed w
ith fu
el-e
ffic
ient
m
odel
s.N
AN
oYe
sN
A - i
f you
are
not
cur
rent
ly
repl
acin
g ol
d ve
hicl
es4
.12
.5Co
mpa
ny h
as a
no-
idle
pol
icy
to m
inim
ize
was
ted
fuel
and
rela
ted
emis
sion
s, a
nd s
igns
ar
e po
sted
whe
re d
eliv
ery
truc
ks p
ark.
No
Yes
4.13
ResponsibleTransporation
4.1
3.1
Alte
rnat
ive
tran
spor
tatio
n op
tions
are
pro
vide
d at
the
win
ery
(e.g
., bi
cycl
e st
orag
e an
d ch
ange
ro
oms/
show
ers,
pro
vidi
ng h
ybrid
veh
icle
s fo
r em
ploy
ees,
and
pro
mot
ing
carp
ool/
vanp
oolin
g).
No
Yes,
1
optio
nYe
s, 2
op
tions
Yes,
3 o
r m
ore
optio
ns
If ye
s, li
st o
ptio
ns:
4.1
3.2
Pref
erre
d pa
rkin
g is
pro
vide
d to
em
ploy
ees
that
are
usi
ng a
ltern
ativ
e tr
ansp
orta
tion
optio
ns.
No
Yes
4.1
3.3
Empl
oyee
s ar
e en
cour
aged
to u
se p
ublic
tr
ansp
orta
tion
(e.g
., fa
cilit
atio
n of
sch
edul
es,
map
s an
d ge
nera
l inf
orm
atio
n).
NA
No
Yes
NA
- if n
o pu
blic
tran
spor
tatio
n to
yo
ur s
ite is
ava
ilabl
e
4.1
3.4
Car a
nd p
lane
trip
s ar
e re
duce
d by
usi
ng
vide
ocon
fere
ncin
g or
oth
er fo
rms
of m
eetin
g so
ftw
are.
No
Yes
TOTA
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CTICES FOR BC
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IES| JU
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AP 4 ENER
GY
NA
-30
12
3
5.1
MaterialsAssessm
entandPlanning
5.1
.1A
haza
rdou
s m
ater
ials
ass
essm
ent h
as b
een
cond
ucte
d an
d in
clud
es a
ll or
mos
t of t
he
item
s in
the
chec
klis
t on
pag
e 5
-2 o
f the
gu
ideb
ook.
No
In
prog
ress
Yes
5.1
.2Th
e as
sess
men
t is
used
to id
entif
y op
tions
to
redu
ce h
azar
dous
mat
eria
ls u
sed
and
was
te
gene
rate
d.
No
Yes
5.1
.3An
nual
goa
ls to
impr
ove
mat
eria
l han
dlin
g an
d po
llutio
n pr
even
tion
are
deve
lope
d.N
oYe
s
5.1
.4Pe
rfor
man
ce is
regu
larly
ass
esse
d to
ens
ure
a co
ntin
uous
impr
ovem
ent a
ppro
ach.
No
Annu
ally
Qua
rter
lyM
onth
ly
5.1
.5Th
e ca
pita
l bud
get i
nclu
des
a sc
hedu
led
plan
fo
r fun
ding
of i
nitia
tives
that
con
trib
ute
to th
e ha
zard
ous
mat
eria
ls a
nd w
aste
man
agem
ent
goal
s.
No
Yes
5.1
.6Lo
cal h
azar
dous
was
te h
andl
ers
are
iden
tifie
d in
mat
eria
ls h
andl
ing
prog
ram
.N
oYe
s
5.2
TrainingandIncentives
5.2
.1H
azar
dous
mat
eria
ls h
andl
ing
is in
corp
orat
ed
into
com
pany
pol
icie
s, o
pera
ting
proc
edur
es
and
trai
ning
man
uals
.
No
Yes
5.2
.2H
azar
dous
mat
eria
ls h
andl
ing
goal
s ar
e co
mm
unic
ated
to e
mpl
oyee
s (e
.g.,
thro
ugh
mee
tings
, sig
nage
, Int
rane
t).
No
Yes
5.2
.3O
ne o
r mor
e pe
rson
s ar
e as
sign
ed to
ove
rsee
th
e im
plem
enta
tion
of th
e go
als
and
obje
ctiv
es o
f the
pro
gram
and
to m
aint
ain
reco
rds.
No
Yes
5.2
.4Ca
sh o
r oth
er in
cent
ives
are
off
ered
to
empl
oyee
s w
ho p
rovi
de in
put o
n im
prov
ing
mat
eria
l han
dlin
g an
d fin
ding
alte
rnat
ives
to
haza
rdou
s m
ater
ials
or s
olut
ions
for
haza
rdou
s w
aste
dis
posa
l.
No
Yes
CHAP
TER
5 H
AZAR
DO
US
MAT
ERIA
LS H
AND
LIN
G
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
SettingupaMaterialsHandlingProgram
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AP 5 HAZ
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US MAT
ERIALS
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uest
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reR
easo
n fo
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
5.3
MonitoringandRecordKeeping
5.3
.1R
ecor
ds a
re k
ept o
f w
hat h
azar
dous
mat
eria
ls
are
used
in e
ach
proc
ess.
No
Yes
5.3
.2R
ecor
ds a
re k
ept
how
muc
h o
f the
haz
ardo
us
mat
eria
ls a
re u
sed
in e
ach
proc
ess.
No
Yes
5.3
.3R
ecor
ds a
re k
ept o
f w
hat h
azar
dous
was
tes
are
gene
rate
d in
eac
h pr
oces
s.N
oYe
s
5.3
.4R
ecor
ds a
re k
ept
how
muc
h h
azar
dous
was
te
is g
ener
ated
in e
ach
proc
ess.
No
Yes
5.3
.5H
ow m
uch
of e
ach
mat
eria
l is
used
and
how
m
uch
was
te is
gen
erat
ed is
cal
cula
ted
per
oper
atio
n an
d pe
r litr
e or
cas
e of
win
e pr
oduc
ed.
No
Yes
5.3
.6A
file
of re
cord
s of
haz
ardo
us m
ater
ials
and
w
aste
det
ails
suc
h as
rece
ipts
, was
te
man
ifest
s, v
olum
es, u
se, g
ener
atio
n an
d di
spos
al is
mai
ntai
ned.
No
Yes
5.4
ProductChanges
5.4
.1Su
pplie
rs a
re e
ncou
rage
d to
mak
e ch
ange
s to
th
e pr
oduc
ts th
ey s
ell t
o m
ake
them
less
toxi
c.N
oU
nder
co
nsid
erat
ion
Yes
5.5
InputM
aterialChanges
5.5
.1In
put m
ater
ials
hav
e be
en c
hang
ed to
redu
ce
or e
limin
ate
the
use
of h
azar
dous
mat
eria
ls.
No
Und
er
cons
ider
ati
on
Yes
If ye
s, d
escr
ibe:
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AP 5 HAZ
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ERIALS
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uest
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and/
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er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
5.6
TechnologyorProcessChanges
5.6
.1O
ne o
r mor
e st
eps
of th
e w
inem
akin
g pr
oces
s ha
ve b
een
reco
nfig
ured
, red
uced
or
elim
inat
ed in
ord
er to
redu
ce th
e us
e of
m
ater
ials
and
/or t
he a
mou
nt o
f was
te
gene
rate
d.
No
Und
er
cons
ider
ati
on
Yes
If ye
s, d
escr
ibe:
5.7
GoodOperatingPractices
5.7
.1Pr
oced
ural
, adm
inis
trat
ive
or in
stitu
tiona
l m
easu
res
are
used
by
the
win
ery
to m
inim
ize
haza
rdou
s w
aste
(see
gui
debo
ok p
age
5-6
for
exam
ples
).
No
Yes
5.8
SustainablePurchasing
5.8
.1Pu
rcha
sing
dec
isio
ns a
re n
ot m
ade
befo
re
lear
ning
abo
ut a
pro
duct
's to
xici
ty a
nd
expl
orin
g w
heth
er o
r not
env
ironm
enta
lly-
frie
ndly
alte
rnat
ives
are
ava
ilabl
e.
No
Yes
5.8
.2Pu
rcha
sing
dec
isio
ns a
lso
take
into
acc
ount
ho
w m
ater
ials
will
be
safe
ly s
tore
d an
d th
eir
was
te re
spon
sibl
y di
spos
ed o
f.
No
Yes
5.8
.3In
the
last
yea
r, th
e am
ount
of h
azar
dous
m
ater
ials
pur
chas
ed p
er u
nit o
f win
e pr
oduc
ed h
as b
een
redu
ced.
Incr
ease
dR
educ
ed
by 1
5-2
5%
Red
uced
by
25
% o
r m
ore
Red
uced
by
90
% o
r m
ore
5.8
.4En
d-of
-life
dis
posa
l cos
ts a
re c
onsi
dere
d w
hen
mak
ing
purc
hasi
ng d
ecis
ions
.N
oYe
s
Handling,StorageandDisposal
5.9
Storage
5.9
.1H
azar
dous
mat
eria
ls a
nd w
aste
s ar
e st
ored
ap
prop
riate
ly (i
n se
cond
ary
cont
ainm
ent,
in a
fla
mm
able
mat
eria
ls c
abin
et if
flam
mab
le) a
nd
segr
egat
ed fr
om n
on-li
ke c
hem
ical
s (a
cids
and
ba
ses
not s
tore
d to
geth
er).
No
Yes
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AP 5 HAZ
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ERIALS
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uest
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
5.9
.2H
azar
dous
mat
eria
l and
haz
ardo
us w
aste
st
orag
e is
loca
ted
away
from
dra
ins
or d
rain
s ne
arby
are
plu
gged
.
No
Yes
5.9
.3Th
e to
tal a
mou
nt o
f haz
ardo
us m
ater
ials
and
ha
zard
ous
was
te s
tore
d on
-site
at a
ny o
ne
time
is k
now
n an
d re
cord
ed.
No
Yes
5.10
JanitorialSupplies
5.1
0.1
Clea
nser
s an
d de
terg
ents
with
the
low
est
toxi
city
are
pur
chas
ed, w
hile
ens
urin
g th
ey a
re
still
eff
ectiv
e to
mai
ntai
n a
hygi
enic
w
orkp
lace
.
No
Yes
5.1
0.2
Exte
rnal
con
trac
tors
are
ask
ed to
use
low
-to
xici
ty c
lean
ing
agen
ts a
nd to
pro
vide
a li
st o
f ag
ents
use
d.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e ex
tern
al
cont
ract
ors
5.11
Tires,Batteries,Oils,PaintsandCoatings
5.1
1.1
Old
veh
icle
tire
s ar
e ta
ken
to a
faci
lity
for
recy
clin
g.N
oYe
s
5.1
1.2
Rec
harg
eabl
e ba
tter
ies
are
used
in b
atte
ry-
pow
ered
equ
ipm
ent.
none
<2
5%
25
-50
%5
0-7
5%
>7
5%
5.1
1.3
Dea
d ba
tter
ies
are
take
n to
a h
azar
dous
w
aste
col
lect
ion
faci
lity.
No
Yes
5.1
1.4
Was
te o
il is
col
lect
ed a
nd ta
ken
to a
ha
zard
ous
was
te c
olle
ctio
n fa
cilit
y.N
oYe
s
5.1
1.5
Old
pai
nts
and
coat
ings
are
take
n to
a p
aint
co
llect
ion
depo
t.N
oYe
s
5.1
1.6
The
tota
l num
ber o
f tire
s an
d ba
tter
ies
and
quan
tity
of o
ils, p
aint
s an
d co
atin
gs u
sed
per
year
is k
now
n an
d tr
acke
d.
No
Yes
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AP 5 HAZ
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ERIALS
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uest
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easo
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or
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er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
5.12
LightBallastsandBulbs
5.1
2.1
Ligh
t bal
last
s an
d bu
lbs
are
recy
cled
at a
de
sign
ated
faci
lity.
No
Yes
5.1
2.2
Any
rem
oval
or d
ispo
sal o
f old
bal
last
s th
at
can
pote
ntia
lly c
onta
in P
CBs
(man
ufac
ture
d pr
e-1
98
0 o
r lab
elle
d as
so)
is c
arrie
d ou
t by
a qu
alifi
ed c
ontr
acto
r.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
y ol
d ba
llast
s
5.13
ElectronicWaste
5.1
3.1
Elec
tron
ic w
aste
is ta
ken
to a
faci
lity
for
recy
clin
g.N
oYe
s
5.14
AnalyticalChemicals
5.1
4.1
An in
vent
ory
of a
naly
tical
che
mic
als
in s
tock
is
kept
.N
oYe
s
5.1
4.2
At le
ast o
ne p
erso
n is
task
ed w
ith e
nsur
ing
that
ana
lytic
al c
hem
ical
dis
posa
l adh
eres
to
all r
egul
ator
y re
quire
men
ts.
No
Yes
5.15
SanitationChemicals
5.1
5.1
An in
vent
ory
of s
anita
tion
chem
ical
s in
sto
ck
is k
ept.
No
Yes
5.1
5.2
At le
ast o
ne p
erso
n is
task
ed w
ith e
nsur
ing
that
pro
cess
che
mic
al d
ispo
sal a
dher
es to
all
regu
lato
ry re
quire
men
ts.
No
Yes
5.16
LandscapingChem
icals
5.1
6.1
Inte
grat
ed p
est m
anag
emen
t (IP
M) a
nd
inte
grat
ed w
eed
man
agem
ent (
IWM
) ap
proa
ches
are
use
d at
the
win
ery.
No
Yes
5.1
6.2
Unw
ante
d or
unu
sed
land
scap
e ch
emic
als
are
reus
ed o
r rec
ycle
d, if
pos
sibl
e, ra
ther
than
di
spos
ed o
f.
No
Yes
5.1
6.3
Unu
sed
or u
nwan
ted
land
scap
e ch
emic
als
that
can
not b
e re
used
or r
ecyc
led
are
prop
erly
di
spos
ed o
f.
No
Yes
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CTICES FOR BC
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AP 5 HAZ
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US MAT
ERIALS
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uest
ion
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er /
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reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
5.17
Fuel
5.1
7.1
A si
te m
ap th
at in
dica
tes
the
loca
tion
of a
ll ab
ove
and
unde
r gro
und
fuel
sto
rage
tank
s in
ou
r pro
pert
y (o
il, g
as, p
ropa
ne, e
tc.)
is k
ept.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
y ab
ove
or u
nder
grou
nd s
tora
ge ta
nks
5.1
7.2
All t
anks
wer
e in
stal
led
by q
ualif
ied
cont
ract
or(s
).N
AN
oYe
sN
A - i
f you
do
not h
ave
any
abov
e or
und
ergr
ound
sto
rage
tank
s
5.1
7.3
All a
bove
-gro
und
tank
s ha
ve s
pill
cont
ainm
ent
built
aro
und
them
.N
AN
oYe
sN
A - i
f you
do
not h
ave
any
abov
e gr
ound
sto
rage
tank
s5
.17
.4Fu
el v
olum
es in
und
ergr
ound
sto
rage
tank
s ar
e m
onito
red
to d
etec
t any
loss
es d
ue to
le
aks.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
y
unde
rgro
und
stor
age
tank
s
5.1
7.5
The
fuel
ling
of v
ehic
les
and
equi
pmen
t is
carr
ied
out o
n a
cem
ent p
ad.
NA
No
Yes
NA
- if y
ou d
o no
t fue
l veh
icle
s on
si
te5
.17
.6An
y de
com
mis
sion
ing
of ta
nks
is c
arrie
d ou
t by
a q
ualif
ied
cont
ract
or.
NA
No
Yes
NA
- if n
o ta
nks
are
bein
g de
com
mis
sion
ed a
t the
win
ery
5.18
WasteBinAreaHousekeeping
5.1
8.1
Was
te b
ins
are
plac
ed o
n an
impe
rvio
us
surf
ace
(e.g
., co
ncre
te p
ad o
r asp
halt)
whe
re
spill
s ca
n be
con
tain
ed.
No
Yes
5.1
8.2
The
was
te a
rea
is c
over
ed to
pro
tect
from
pr
ecip
itatio
n or
the
lids
are
kept
clo
sed.
No
Yes
5.1
8.3
Was
te c
onta
iner
are
as a
re re
gula
rly in
spec
ted
for l
eaks
, spi
lls a
nd li
tter
.N
oYe
s
5.1
8.4
Sign
s ar
e po
sted
indi
catin
g w
hat c
an a
nd
cann
ot b
e di
spos
ed o
f in
each
bin
.N
oYe
s
HealthandSafety
5.19
EmployeeSafety
5.1
9.1
Pers
onal
pro
tect
ive
equi
pmen
t (PP
E) th
at w
as
desi
gned
to d
eal w
ith th
e ch
emic
als
used
is
prov
ided
.
No
Yes
5.1
9.2
WH
MIS
Tra
inin
g is
pro
vide
d to
the
appr
opria
te
empl
oyee
s.N
oYe
s
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ERIALS
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uest
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ents
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ore
Your
NA
Scor
e
5.1
9.3
Mat
eria
l Saf
ety
Dat
a Sh
eets
(MSD
S) o
f all
haza
rdou
s m
ater
ials
use
d in
our
ope
ratio
n ar
e re
adily
ava
ilabl
e.
No
Yes
5.1
9.4
A lo
g is
kep
t tha
t con
tain
s th
e fo
llow
ing:
pr
oduc
t nam
e, if
MSD
Sis
ava
ilabl
e, M
SDS
date
, if l
abel
s w
ere
appl
ied
and
if w
orke
rs h
ave
been
trai
ned.
No
Yes
5.20
EmergencyResponse
5.2
0.1
Abso
rben
t mat
eria
l is
read
ily a
vaila
ble
for o
ur
wor
kers
in c
ase
of s
pills
.N
oYe
s
5.2
0.2
Emer
genc
y re
spon
se te
leph
one
num
bers
are
po
sted
in h
ighl
y-vi
sibl
e ar
eas
and
in
haza
rdou
s m
ater
ial s
tora
ge a
reas
.
No
Yes
5.2
0.3
Spill
resp
onse
and
cle
anup
pro
cedu
res
are
read
ily a
vaila
ble
in a
reas
whe
re h
azar
dous
m
ater
ials
are
use
d or
was
tes
gene
rate
d.
No
Yes
5.21
AirQuality
5.2
1.1
The
HVA
C sy
stem
is m
onito
red
for m
old,
ba
cter
ia, a
nd a
ir flo
w o
bstr
uctio
ns.
NA
No
Yes
NA
- if y
ou d
o no
t hav
e an
HVA
C sy
stem
5.2
1.2
Smok
ing
rest
rictio
n si
gns
are
disp
laye
d th
roug
hout
pre
mis
es.
No
Yes
5.2
1.3
Indo
or a
ir qu
ality
is im
prov
ed b
y us
ing
Hig
h Ef
ficie
ncy
Part
icul
ate
Air (
HEP
A) fi
lters
.N
oYe
s
5.2
1.4
Pain
t spr
ayer
s ar
e no
t use
d.N
oYe
s5
.21
.5G
ener
al c
lean
ing
is p
erfo
rmed
regu
larly
to
rem
ove
dust
and
mol
ds.
No
Yes
5.2
1.6
Non
-aer
osol
dis
pens
ers
are
used
inst
ead
of
aero
sol c
ans.
No
Yes
5.2
1.7
Fire
ext
ingu
ishe
rs a
re m
etal
and
refil
labl
e an
d co
ntai
n no
ozo
ne d
estr
oyin
g in
gred
ient
s.N
oYe
s
5.2
1.8
Low
-VO
C la
tex
pain
ts a
re p
urch
ased
whe
n po
ssib
le.
No
Yes
5.2
1.9
The
use
of p
rodu
cts
cont
aini
ng b
rom
inat
ed
flam
e re
tard
ants
(BFR
s) is
redu
ced.
No
Yes
TOTA
L
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L
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L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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Page SA 5‐7
SELF‐ASSESSM
ENT | CH
AP 5 HAZ
ARDO
US MAT
ERIALS
NA
-30
12
3
SettingUpaSolidWasteManagem
entProgram
6.1
SolidWasteAssessm
entandPlanning
6.1
.1A
solid
was
te a
sses
smen
t has
bee
n co
nduc
ted
and
incl
udes
all
or m
ost o
f the
ite
ms
in th
e ch
eckl
ist o
n pa
ge 6
-2 o
f the
gu
ideb
ook.
No
In
prog
ress
Yes
6.1
.2Th
e as
sess
men
t is
used
to id
entif
y op
tions
to
redu
ce s
olid
was
te g
ener
ated
by
the
win
ery.
No
Yes
6.1
.3W
aste
redu
ctio
n go
als
are
set p
er li
tre
of w
ine,
an
d/or
per
cas
e of
win
e pr
oduc
ed.
No
Yes
6.1
.4Pe
rfor
man
ce is
regu
larly
ass
esse
d to
ens
ure
a co
ntin
uous
impr
ovem
ent a
ppro
ach.
No
Annu
ally
Qua
rter
ly
6.1
.5Th
e ca
pita
l bud
get i
nclu
des
a sc
hedu
led
plan
fo
r fun
ding
of i
nitia
tives
that
con
trib
ute
to th
e so
lid w
aste
redu
ctio
n go
als.
No
Yes
6.1
.6Lo
cal w
aste
han
dler
s an
d bu
yers
of
recy
clab
les
are
iden
tifie
d in
sol
id w
aste
m
anag
emen
t pro
gram
.
No
Yes
6.2
TrainingandIncentives
6.2
.1So
lid w
aste
man
agem
ent i
s in
corp
orat
ed in
to
com
pany
pol
icie
s, o
pera
ting
proc
edur
es, a
nd
trai
ning
man
uals
.
No
Yes
6.2
.2So
lid w
aste
man
agem
ent g
oals
are
co
mm
unic
ated
to e
mpl
oyee
s (e
.g.,
thro
ugh
mee
tings
, sig
nage
, Int
rane
t).
No
Yes
6.2
.3O
ne o
r mor
e pe
rson
s ar
e as
sign
ed to
ove
rsee
th
e im
plem
enta
tion
of th
e go
als
and
obje
ctiv
es o
f the
pro
gram
and
to m
aint
ain
reco
rds.
No
Yes
6.2
.4Ca
sh o
r oth
er in
cent
ives
are
off
ered
to
empl
oyee
s w
ho h
elp
achi
eve
solid
was
te
redu
ctio
n go
als.
No
Yes
6.2
.5So
lid w
aste
pro
duct
ion
and
redu
ctio
n re
cord
s ar
e po
sted
whe
re e
mpl
oyee
s ca
n se
e th
em
regu
larly
(e.g
., lu
nchr
oom
).
No
Yes
CHAP
TER
6 S
OLI
D W
ASTE
MAN
AGEM
ENT
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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SELF‐ASSESSM
ENT | CH
AP 6 SOLID WAS
TE
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
6.3
MonitoringandRecordKeeping
6.3
.1So
lid w
aste
pro
duct
ion
is m
onito
red
and
reco
rded
thro
ugho
ut th
e ye
ar.
No
Yes
6.3
.2W
aste
pro
duct
ion
reco
rds
are
used
to s
et
was
te re
duct
ion
goal
s fo
r the
upc
omin
g ye
ar.
No
Yes
6.3
.3Th
e am
ount
of s
olid
was
te g
ener
ated
is
calc
ulat
ed p
er o
pera
tion
and
per l
itre
or c
ase
of w
ine
prod
uced
.
No
Yes
6.4
SustainablePurchasing
6.4
.1A
purc
hasi
ng p
olic
y is
in p
lace
that
con
side
rs
way
s to
redu
ce s
olid
was
te (e
.g.,
redu
cing
to
tal p
urch
asin
g, d
urab
ility
of e
quip
men
t, lif
ecyc
le c
ost,
end
of li
fe d
ispo
sal,
pack
agin
g,
toxi
cs).
No
Yes
6.4
.2Th
e pu
rcha
sing
pol
icy
is c
omm
unic
ated
to th
e en
tire
com
pany
and
trai
ning
ses
sion
s ar
e pr
ovid
ed fo
r any
one
who
doe
s pu
rcha
sing
.
No
Yes
6.4
.3Th
e pu
rcha
sing
pol
icy
is re
view
ed o
n a
regu
lar
basi
s an
d ne
w o
ppor
tuni
ties
to s
ave
or
impr
ove
are
adde
d w
hen
avai
labl
e.
No
Yes
6.4
.4D
ecis
ions
on
inve
ntor
y pr
oced
ures
, pac
kagi
ng,
and
proc
urem
ent
are
influ
ence
d by
the
was
te
redu
ctio
n an
d re
cycl
ing
prog
ram
goa
ls.
No
Yes
6.4
.5Th
e "r
epai
r" a
spec
t (i.e
., is
loca
l tec
hnic
al h
elp
read
ily a
vaila
ble,
are
repl
acm
ent p
arts
av
aila
ble
and
at w
hat c
ost)
is c
onsi
dere
d w
hen
choo
sing
equ
ipm
ent.
No
Yes
6.4
.6Th
e av
aila
bilit
y of
loca
l was
te h
andl
ers
and
buye
rs o
f rec
ycla
bles
is c
onsi
dere
d in
pu
rcha
sing
dec
isio
ns.
No
Yes
TOTA
L
TOTA
L
TOTA
L
Purchasing
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
11Page SA 6‐2
SELF‐ASSESSM
ENT | CH
AP 6 SOLID WAS
TE
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
6.5
PomaceandLees
6.5
.1Po
mac
e an
d le
es a
re p
rope
rly c
ompo
sted
on-
site
(i.e
., co
ver a
nd m
onito
r tem
pera
ture
) or
off-s
ite b
y a
feed
lot o
r an
inde
pend
ent
com
post
ing
com
pany
.
NA
No
Yes
NA
- if p
omac
e tr
eate
d in
an
anae
robi
c di
gest
or
6.5
.2Po
mac
e an
d le
es a
re s
tore
d on
an
impe
netr
able
bas
e an
d co
vere
d ag
ains
t rai
n w
hile
they
deg
rade
to c
ompo
st.
NA
No
Yes
NA
- if p
omac
e tr
eate
d in
an
anae
robi
c di
gest
or
6.5
.3Po
mac
e an
d le
es s
tora
ge a
rea
is a
t lea
st 2
00
m
etre
s fr
om d
wel
lings
to re
duce
the
likel
ihoo
d of
odo
ur o
r ins
ect n
uisa
nce.
NA
No
Yes
NA
- if p
omac
e tr
eate
d in
an
anae
robi
c di
gest
or
6.5
.4Co
mpo
st fr
om p
omac
e an
d le
es is
use
d in
vi
neya
rd a
nd/o
r for
land
scap
ing
(whe
n an
alys
is in
dica
tes
it is
saf
e to
do
so).
NA
No
Yes
NA
- if p
omac
e tr
eate
d in
an
anae
robi
c di
gest
or
6.5
.5Po
mac
e is
trea
ted
in a
n an
aero
bic
dige
stor
an
d us
ed to
cre
ate
ener
gy.
NA
No
Yes
NA
- if p
omac
e co
mpo
sted
on
site
6.6
FiltrationandFiningMaterials
6.6
.1Em
ploy
ees
are
trai
ned
in th
e pr
oper
use
and
ha
ndlin
g of
DE
and
take
the
nece
ssar
y pr
ecau
tions
to a
void
har
m.
NA
No
Yes
NA
- if D
E no
t use
d at
the
win
ery
6.6
.2D
E ca
kes
are
com
post
ed.
NA
No
Yes,
w
ithou
t re
mov
ing
tart
rate
cr
ysta
ls
Yes,
aft
er
rem
ovin
g ta
rtra
te
crys
tals
NA
- if D
E no
t use
d at
the
win
ery
6.6
.3An
alte
rnat
ive
filtr
atio
n m
etho
d, s
uch
as c
ross
-flo
w o
r pur
e ce
llulo
se fi
bers
, is
used
inst
ead
of
diat
amac
eous
ear
th.
No
Yes
6.6
.4Pl
ate
and
fram
e fil
ters
are
com
post
ed O
R
appl
ied
to la
ndsc
apin
g fo
r soi
l am
endm
ent o
r w
eed
supp
ress
ion.
NA
No,
we
thro
w
them
out
Yes
NA
- if p
late
and
fram
e fil
ters
are
no
t use
d at
the
win
ery
6.6
.5B
ento
nite
is c
ompo
sted
.N
AN
oYe
sN
A - i
f ben
toni
te is
not
use
d at
the
win
ery
WineProductionWaste
TOTA
L
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GrapeWaste
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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AP 6 SOLID WAS
TE
NA
-30
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uest
ion
Answ
er /
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reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
6.7
Barrels
6.7
.1A
barr
el tr
acki
ng s
yste
m is
use
d th
at in
clud
es
age,
dat
e re
ceiv
ed, c
urre
nt u
se a
nd lo
catio
n.N
oYe
s
6.7
.2B
arre
ls a
re m
ade
from
woo
d th
at w
as
sust
aina
bly
harv
este
d (c
an b
e ve
rifie
d).
No
Yes,
25
-5
0%
of
barr
els
Yes,
at
leas
t 50
%
of b
arre
ls
Yes,
10
0%
of
bar
rels
6.7
.3Ca
re is
take
n to
ens
ure
that
new
bar
rels
are
re
-use
d as
muc
h as
pos
sibl
e—ei
ther
with
in th
e w
iner
y or
thro
ugh
sale
to a
noth
er fa
cilit
y.
No
Yes
6.8
BottlesandOtherGlass
6.8
.1Th
e bo
ttlin
g op
erat
ion
is re
view
ed e
very
yea
r to
iden
tify
way
s of
redu
cing
gla
ss w
aste
.N
oYe
s
6.9
WineClosuresandCapsules
6.9
.1Co
rk is
recy
cled
, com
post
ed, r
euse
d or
sol
d.N
AN
oYe
sN
A - i
f cor
k is
not
use
d at
the
win
ery
6.9
.2Al
l cap
sule
s ar
e se
para
ted
and
all a
lum
inum
ca
psul
es a
re re
cycl
ed.
NA
No
Yes
NA
- if c
apsu
les
are
not u
sed
at
the
win
ery
6.9
.3Co
rk a
nd c
apsu
le re
cycl
ing
cont
aine
rs a
re
avai
labl
e in
bot
tling
room
s.N
AN
oYe
sN
A - i
f cor
k an
d ca
psul
es a
re n
ot
used
at t
he w
iner
y
6.10
PalletsandOtherWoodProducts
6.1
0.1
Bro
ken
palle
ts a
re re
paire
d an
d re
used
whe
n po
ssib
le.
No
Yes
6.1
0.2
Supp
liers
are
ask
ed to
take
bac
k pa
llets
.N
oYe
s6
.10
.3U
nusa
ble
palle
ts a
re s
ent t
o a
biom
ass
ener
gy-
gene
ratin
g fa
cilit
y.N
AN
oYe
sN
A - i
f opt
ion
not a
vaila
ble
6.11
Plastics,Cardboard,PaperandMetal
6.1
1.1
Supp
liers
are
ask
ed to
redu
ce th
eir u
se o
f ca
rdbo
ard
and
plas
tic a
nd/o
r to
take
pa
ckag
ing
mat
eria
ls b
ack
for r
euse
.
No
Yes
PackagingWaste
TOTA
L
TOTA
L
TOTA
L
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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SELF‐ASSESSM
ENT | CH
AP 6 SOLID WAS
TE
NA
-30
12
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uest
ion
Answ
er /
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reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
6.1
1.3
Staf
f are
trai
ned
to e
nsur
e re
cycl
able
s ar
e pl
aced
in th
e ap
prop
riate
con
tain
ers.
No
Yes
6.1
1.4
Alte
rnat
ive
uses
for c
ardb
oard
are
em
ploy
ed
(e.g
., pa
ckag
ing
mat
eria
l, m
ulch
, ver
mic
ultu
re
bedd
ing)
.
No
Yes
6.1
1.5
Pape
r con
sum
ptio
n an
d w
aste
is re
duce
d by
re
usin
g sc
rap
pape
r, us
ing
pape
rless
faxe
s,
usin
g 2
-sid
ed p
rintin
g, a
nd/o
r usi
ng a
s pa
ckag
ing
mat
eria
l, m
ulch
, ver
mic
ultu
re
bedd
ing.
No
Yes
6.1
1.6
Elec
tron
ic c
orre
spon
denc
e is
use
d to
con
duct
bu
sine
ss a
nd w
hite
boa
rds,
ove
rhea
ds o
r ot
her t
ools
are
use
d at
mee
tings
to re
duce
pa
per u
se.
No
Yes,
som
e-tim
esYe
s, m
ost
of th
e tim
e
6.12
FoodandBeverage
6.1
2.1
Food
was
te is
com
post
ed.
NA
No
Yes
NA
- if n
o fo
od w
aste
on
site
6.1
2.2
Rec
yclin
g co
ntai
ners
are
ava
ilabl
e in
lunc
h ro
oms
and
whe
reve
r foo
d an
d be
vera
ges
are
cons
umed
.
No
Yes
6.1
2.3
Dis
posa
ble
uten
sils
or p
late
s ar
e no
t use
d in
ou
r fac
ility
.N
oYe
s
6.1
2.4
Any
disp
osab
le u
tens
ils a
nd p
late
s us
ed a
re
biod
egra
dabl
e or
mad
e of
recy
cled
mat
eria
l.N
AN
oYe
sN
A - i
f no
disp
osab
les
used
6.13
LandscapingWaste
6.1
3.1
Yard
was
te is
left
on
site
and
com
post
ed
and/
or u
sed
as m
ulch
.N
oYe
s, s
ome
Yes,
all
TOTA
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CTICES FOR BC
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SELF‐ASSESSM
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AP 6 SOLID WAS
TE
NA
-30
12
3
7.1
StaffingandRecruiting
7.1
.1A
staf
fing
stra
tegy
is d
evel
oped
that
incl
udes
th
e la
bour
-type
and
num
bers
of e
mpl
oyee
s ne
eded
and
whe
n th
ey a
re n
eede
d.
No
Yes
Not
e: th
e co
mpl
exity
of y
our
staf
fing
stra
tegy
will
dep
end
on
the
size
of y
our o
pera
tion
7.1
.2U
p-to
-dat
e sc
hedu
les
and
flow
char
ts a
re u
sed
to h
elp
unde
rsta
nd a
nd p
lan
staf
fing
need
s.N
oYe
sN
ote:
the
com
plex
ity o
f you
r flo
wch
art w
ill d
epen
d on
the
size
of
you
r ope
ratio
n7
.1.3
Up-
to-d
ate
and
accu
rate
des
crip
tions
for e
ach
job,
whi
ch in
clud
es jo
b tit
le a
nd s
kill
requ
irem
ents
, as
wel
l as
sust
aina
bilit
y po
licie
s an
d pr
actic
es re
late
d to
the
posi
tion,
are
de
velo
ped.
No
Yes
7.1
.4 A
cop
y of
the
job
desc
riptio
n is
giv
en to
the
empl
oyee
and
thei
r sup
ervi
sor.
No
Yes
7.1
.5Th
e jo
b de
scrip
tions
are
revi
ewed
and
up
date
d ev
ery
1-2
yea
rs, w
ith in
put f
rom
the
empl
oyee
whe
re a
ppro
pria
te.
No
Yes
7.1
.6A
recr
uitin
g st
rate
gy th
at in
clud
es s
ourc
es fo
r te
mpo
rary
con
trac
t lab
our a
nd fo
r ful
l-tim
e em
ploy
ees
(e.g
., te
mp
agen
cies
, col
lege
s an
d un
iver
sitie
s) a
nd re
crui
ting
met
hods
(e.g
., ne
wsp
aper
, web
, tra
de m
agaz
ines
) is
deve
lope
d.
No
In
prog
ress
Yes
Not
e: th
e co
mpl
exity
of y
our
recr
uitin
g st
rate
gy w
ill d
epen
d on
th
e si
ze o
f you
r ope
ratio
n
7.1
.7A
stan
dard
scr
eeni
ng a
nd in
terv
iew
ing
proc
ess
is in
pla
ce t
hat i
nclu
des
a se
t of s
peci
fic
inte
rvie
w q
uest
ions
des
igne
d fo
r the
pos
ition
.
No
Yes
7.1
.8Ex
it in
terv
iew
s ar
e co
nduc
ted
to d
eter
min
e w
hy e
mpl
oyee
s ar
e le
avin
g a
nd th
e re
sults
ar
e us
ed to
hel
p m
e re
tain
key
em
ploy
ees.
No
Yes
Not
e: e
xit i
nter
view
s ca
n be
as
sim
ple
as c
hatt
ing
over
a g
lass
of
win
e or
a c
up o
f cof
fee
7.2
EmployeeOrientation
7.2
.1An
em
ploy
ee o
rient
atio
n pr
ogra
m th
at
incl
udes
the
cont
ent l
iste
d in
the
chec
klis
t on
page
7-4
of t
he g
uide
book
is in
pla
ce.
No
Yes
CHAP
TER
7 S
OCI
AL S
UST
AIN
ABIL
ITY
Que
stio
nAn
swer
/ S
core
Rea
son
for N
A an
d/or
O
ther
Com
men
ts
Your
Sc
ore
Your
NA
Scor
e
Hum
anResources
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AP 7 SOCIAL
SUSTAINAB
ILITY
NA
-30
12
3Q
uest
ion
Answ
er /
Sco
reR
easo
n fo
r NA
and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
7.3
EmployeeHandbook
7.3
.1A
curr
ent a
nd a
ccur
ate
empl
oyee
han
dboo
k is
de
velo
ped.
No
Yes
Not
e: th
e co
mpl
exity
and
leng
th o
f yo
ur e
mpl
oyee
han
dboo
k w
ill
depe
nd o
n th
e si
ze o
f ope
ratio
n7
.3.2
Empl
oyee
s re
ceiv
e a
copy
of t
he h
andb
ook
(or
a CD
or l
ink
to th
e on
line
hand
book
) and
w
ritte
n ac
know
ledg
emen
t of t
heir
rece
ipt i
s ob
tain
ed.
No
Yes
7.3
.3Th
e em
ploy
ee h
andb
ook
incl
udes
sus
tain
able
po
licie
s an
d pr
actic
es.
No
Yes
7.3
.4Em
ploy
ees
are
trai
ned
rega
rdin
g th
e m
ater
ial
in th
e ha
ndbo
ok a
nd th
e tr
aini
ng is
do
cum
ente
d.
No
Yes
7.3
.5R
efre
sher
trai
ning
on
the
hand
book
con
tent
s is
pro
vide
d pe
riodi
cally
.N
oYe
s
7.4
InternalCom
munications
7.4
.1R
egul
ar s
taff
mee
tings
are
hel
d to
dis
cuss
co
mpa
ny p
hilo
soph
ies
and
goal
s, e
mpl
oyee
w
orkl
oads
and
ass
ignm
ents
, and
wor
kpla
ce
proc
edur
es a
nd h
appe
ning
s an
d em
ploy
ees
are
enco
urag
ed to
ask
que
stio
ns a
nd v
oice
co
ncer
ns.
No
Yes
7.4
.2M
inut
es o
f sta
ff m
eetin
gs a
re k
ept o
n fil
e an
d pr
ovid
ed to
em
ploy
ees
for t
heir
info
rmat
ion.
No
Yes
7.4
.3Ad
ditio
nal m
etho
ds a
re u
sed
to c
omm
unic
ate
with
em
ploy
ees,
whi
ch m
ay in
clud
e ne
wsl
ette
rs, a
sta
ff b
ulle
tin b
oard
, a c
ompa
ny
Intr
anet
, and
/or p
oste
rs.
No
Yes
7.4
.4A
syst
em is
in p
lace
that
enc
oura
ges
empl
oyee
s to
sub
mit
sugg
estio
ns fo
r w
orkp
lace
impr
ovem
ents
suc
h as
con
ditio
ns,
job
trai
ning
and
em
ploy
ee d
evel
opm
ent
opop
rtun
ities
, and
bus
ines
s pe
rfor
man
ce a
nd
oper
atio
nal e
ffic
ienc
ies.
No
Yes
TOTA
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CTICES FOR BC
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AP 7 SOCIAL
SUSTAINAB
ILITY
NA
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uest
ion
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er /
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reR
easo
n fo
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
7.5
EmployeeRelations
7.5
.1A
writ
ten
grie
vanc
e an
d co
mpl
aint
sys
tem
is in
pl
ace
and
empl
oyee
s ar
e aw
are
of th
e sy
stem
. N
oYe
s
7.5
.2A
writ
ten
disc
iplin
e po
licy
is in
pla
ce a
nd
empl
oyee
s ar
e aw
are
of th
is p
olic
y.N
oYe
s
7.5
.3A
form
al p
roce
ss is
in p
lace
for h
andl
ing
perf
orm
ance
eva
luat
ions
and
em
ploy
ees
are
awar
e of
the
proc
ess.
No
Yes
7.5
.4So
me
form
of s
pont
aneo
us p
ositi
ve fe
edba
ck
is re
gula
rly p
ract
iced
eith
er in
divi
dual
ly o
r as
a gr
oup
and
an a
nnua
l em
ploy
ee te
am b
uild
ing
activ
ity is
hos
ted.
No
Yes
7.5
.5Em
ploy
ee c
ontr
ibut
ions
to im
plem
entin
g su
stai
nabl
e pr
actic
es a
re re
cord
ed a
nd a
su
stai
nabi
lity
bonu
s pr
ogra
m is
impl
emen
ted
to re
cogn
ize
empl
oyee
s th
at g
o ab
ove
and
beyo
nd to
pro
mot
e su
stai
nabi
lity
at th
e w
iner
y.
No
Yes
7.5
.6Sa
larie
s fo
r eac
h jo
b at
the
win
ery
are
at o
r ab
ove
the
aver
age
sala
ry fo
r the
regi
on.
No
Yes
7.5
.7B
enef
its a
re p
rovi
ded
to e
mpl
oyee
s (e
.g.,
heal
th, d
enta
l) an
d th
ose
bene
fits
are
docu
men
ted.
No
25
% o
f em
ploy
ees
enro
lled
50
% o
r m
ore
of
empl
oyee
s en
rolle
d
75
% o
r m
ore
of
empl
oyee
s en
rolle
d7
.5.8
Fam
ily s
uppo
rt s
ervi
ces
are
offe
red
to
empl
oyee
s. S
ee p
age
7-7
of t
he g
uide
book
for
exam
ples
of s
ervi
ces.
No
1 s
ervi
ce
prov
ided
2 s
ervi
ces
prov
ided
3 o
r mor
e se
rvic
es
prov
ided
7.6
EducationandTraining
7.6
.1Th
e co
mpa
ny h
as tr
aini
ng p
lans
and
goa
ls fo
r em
ploy
ees
and
man
agem
ent t
hat i
ncor
pora
te
sust
aina
bilit
y po
licie
s an
d pr
actic
es.
No
Yes
7.6
.2Th
e an
nual
win
ery
hosp
italit
y bu
dget
de
sign
ates
fund
s sp
ecifi
cally
for e
mpl
oyee
ed
ucat
ion
and
trai
ning
.
No
Yes
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CTICES FOR BC
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AP 7 SOCIAL
SUSTAINAB
ILITY
NA
-30
12
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uest
ion
Answ
er /
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reR
easo
n fo
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
7.6
.3Th
e m
anag
emen
t tea
m re
gula
rly a
tten
ds
regi
onal
and
pro
vinc
ial m
eetin
gs, s
emin
ars,
an
d/or
sym
posi
ums.
No
Yes
7.6
.4Tr
ade
jour
nals
, ind
ustr
y ne
wsl
ette
rs a
nd o
ther
re
sour
ces
are
read
ily a
vaila
ble
to th
e m
anag
emen
t tea
m a
nd e
mpl
oyee
s.
No
Yes
7.7
HealthandSafety
7.7
.1A
heal
th a
nd s
afet
y pr
ogra
m is
in p
lace
that
is
appr
opria
te fo
r the
siz
e an
d ty
pe o
f ope
ratio
n.
No
Yes
7.7
.2Em
ploy
ee h
ealth
and
saf
ety
mee
tings
are
co
nduc
ted
and
atte
ndan
ce a
nd is
sues
di
scus
sed
are
docu
men
ted.
Nev
erLe
ss th
an
once
a
mon
th
Onc
e a
mon
thO
nce
ever
y 2
wee
ksW
eekl
y
7.8
SuccessionPlanning
7.8
.1A
pla
n is
in p
lace
to a
ddre
ss s
ucce
ssio
n is
sues
at t
he w
iner
y.N
AN
oIn
pr
ogre
ssYe
sN
A - i
f the
win
ery
is n
ot fa
mily
-ow
ned
7.8
.2Th
e pl
an w
as o
r is
bein
g de
velo
ped
usin
g a
proc
ess
sim
lar t
o th
at o
utlin
ed o
n pa
ge 7
-11
of
the
guid
eboo
k.
NA
No
Yes
NA
- if t
he w
iner
y is
not
fam
ily-
owne
d
7.8
.3Th
e pl
an c
onta
ins
som
e or
all
of th
e co
mpo
nent
s lis
ted
on p
ages
7-1
2 a
nd 7
-13
of
the
guid
eboo
k.
NA
No
Yes,
som
e of
the
com
pone
nts
Yes,
mos
t of
the
com
pone
nts
Yes,
all
of
the
com
pone
nts
NA
- if t
he w
iner
y is
not
fam
ily-
owne
d
7.9
Docum
entationandRecordKeeping
7.9
.1W
iner
y m
anag
ers
are
awar
e of
wha
t, ho
w a
nd
whe
n do
cum
enta
tion
is to
be
done
.N
oYe
s
7.9
.2D
ocum
enta
tion
is d
one
in a
tim
ely,
con
sist
ent
man
ner a
nd in
a fo
rmat
that
will
sta
nd u
p in
co
urt.
No
Yes
7.9
.3D
ocum
enta
tion
is s
tore
d pr
oper
ly fo
r as
long
as
is re
quire
d by
law
and
is re
adily
acc
essi
ble.
No
Yes
TOTA
L
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L
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L
TOTA
L
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
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Page SA 7‐4
SELF‐ASSESSM
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AP 7 SOCIAL
SUSTAINAB
ILITY
NA
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uest
ion
Answ
er /
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reR
easo
n fo
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and/
or
Oth
er C
omm
ents
Your
Sc
ore
Your
NA
Scor
e
7.10
IdentifyingPotentialConcerns
7.1
0.1
Nei
ghbo
urs
and
com
mun
ity m
embe
rs w
ho
may
be
conc
erne
d ab
out o
r int
eres
ted
in m
y op
erat
ions
are
iden
tifie
d an
d do
cum
ente
d.
No
Yes
7.11
OutreachandCommunication
7.1
1.1
Nei
ghbo
urs
and
com
mun
ity a
re in
form
ed
abou
t win
ery
oper
atio
ns, i
nclu
ding
the
sust
aina
ble
prac
tices
use
d.
No
Yes
7.1
1.2
Nei
ghbo
ur a
nd c
omm
unity
inpu
t is
used
to
impr
ove
outr
each
pra
ctic
es.
No
Yes
7.1
1.3
A co
nsis
tent
and
tim
ely
proc
ess
is in
pla
ce fo
r m
akin
g in
form
atio
n re
gard
ing
upco
min
g ch
ange
s in
win
ery
oper
atio
ns a
vaila
ble
to
neig
hbou
rs, c
omm
unity
mem
bers
, and
oth
er
stak
ehol
ders
.
No
Yes
7.1
1.4
Nei
ghbo
ur a
nd c
omm
unity
issu
es re
late
d to
th
e w
iner
y ar
e ad
dres
sed
thro
ugh
part
icip
atio
n in
pro
gram
s, m
eetin
gs, a
nd o
ther
ap
prop
riate
foru
ms.
No
Yes
7.1
1.5
Even
ts a
re h
oste
d at
the
win
ery
to s
how
case
m
y op
erat
ions
and
bui
ld re
latio
nshi
ps.
No
Yes
7.1
1.6
Com
pany
web
site
, bro
chur
es, a
nd p
rom
otio
nal
mat
eria
ls h
ighl
ight
sus
tain
abili
ty p
ract
ices
.N
oIn
pr
ogre
ssYe
s
7.12
RespondingtoCom
plaints
7.1
2.1
A w
ritte
n pr
oced
ure
for f
ollo
win
g up
on
com
plai
nts
is in
pla
ce.
No
Yes
7.1
2.2
A pe
rson
from
the
win
ery
is d
eleg
ated
to fi
eld,
re
cord
and
resp
ond
to c
ompl
aint
s.N
oYe
s
7.1
2.3
All e
mpl
oyee
s ar
e tr
aine
d in
the
proc
ess
to
follo
w w
hen
conf
ront
ed w
ith c
ompl
aint
s.N
oYe
s
7.1
2.4
All c
ompl
aint
s an
d th
eir o
utco
mes
(i.e
., fo
llow
-up
, sol
utio
ns) a
re d
ocum
ente
d.N
oYe
s
TOTA
L
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L
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L
NeighbourandCom
munityRelations
SUSTAINAB
LE PRA
CTICES FOR BC
WINER
IES | JUNE 20
11
Page SA 7‐5
SELF‐ASSESSM
ENT | CH
AP 7 SOCIAL
SUSTAINAB
ILITY
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION
Total Possible
Score
Your NA Score
Your Score
1.1 61.2 31.3 41.4 111.5 31.6 11.7 4
32 0
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT
Total Possible
Score
Your NA Score
Your Score
2.1 72.2 52.3 152.4 92.5 22.6 142.7 152.8 202.9 9
2.10 82.11 52.12 42.13 22.14 62.15 7
128Equipment Layout and Workflow Design
Your Overall Chapter 2 Percentage
Building MaterialsWater EnergyWastewaterSolid Waste
TOTAL
Stormwater Erosion and SedimentationLight PollutionIndoor Air Quality
New Technologies
SUMMARY SCORE CARD
Section
Land Base - Mapping and DescriptionHuman and Operational Resources
Preparing a Business Plan
Green Building StandardsSite SelectionNatural & Semi-Natural Areas
Working with Consultants & Environmental Organizations
Creating a Sustainability Mission Statement
Production Process Diagrams
TOTAL
Your Overall Chapter 1 Percentage
Section
Team Selection
Working with Industry Organizations
SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011 SCORE CARD
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT
Total Possible
Score
Your NA Score
Your Score
3.1 133.2 93.3 143.4 33.5 83.6 23.7 263.8 113.9 12
3.10 113.11 133.12 9
131
CHAPTER 4 ENERGY EFFICIENCY
Total Possible
Score
Your NA Score
Your Score
4.1 124.2 94.3 114.4 34.5 164.6 254.7 64.8 44.9 10
4.10 54.11 24.12 114.13 9
123
Purchasing
Alternative Fuels
TOTAL
Your Overall Chapter 4 Percentage
Renewable Energy Sources
Fuel Efficiency
Responsible Transportation
Equipment & AppliancesRefrigeration Systems, Tanks and Lines
Water HeatingSpace Heating and CoolingLighting
TOTAL
Your Overall Chapter 3 Percentage
Section
Training & IncentivesEnergy Use Assessment & Planning
Monitoring and Record Keeping
Stormwater RunoffDrainage
Incoming Water QualityWastewater QualityReducing Water UseRecycling and Reusing WaterPollution PreventionWastewater Treatment
Section
Water & Wastewater Assessment & Planning
Training & Incentives
Knowing Your WatershedMonitoring and Record Keeping
SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011 SCORE CARD
CHAPTER 5 HAZARDOUS MATERIALS HANDLING
Total Possible
Score
Your NA Score
Your Score
5.1 135.2 95.3 105.4 25.5 25.6 25.7 25.8 105.9 6
5.10 35.11 95.12 35.13 15.14 45.15 45.16 55.17 95.18 65.19 65.20 5
5.21 10
121
CHAPTER 6 SOLID WASTE MANAGEMENTTotal
Possible Score
Your NA Score
Your Score
6.1 126.2 106.3 56.4 116.5 106.6 106.7 66.8 26.9 6
6.10 46.11 116.12 76.13 2
96
Air Quality
Emergency Response
TOTAL
Your Overall Chapter 6 Percentage
Food and BeveragesLandscaping Waste
Filtration and Fining MaterialsBarrelsBottles and other GlassWine Closures and CapsulesPallets and other Wood ProductsPlastics, Cardboard, Paper and Metal
Section
Solid Waste Assessment & PlanningTraining & IncentivesMonitoring and Record KeepingSustainable PurchasingPomace and Lees
Electronic WasteAnalytical ChemicalsSanitation ChemicalsLandscape Chemicals
TOTAL
Your Overall Chapter 5 Percentage
FuelWaste Bin Area HousekeepingEmployee Safety and Training
Good Operating PracticesSustainable PurchasingStorageJanitorial SuppliesTires, Batteries, Oils, Paints and CoatingsLight Bulbs and Ballasts
Materials Assessment & PlanningTraining & IncentivesMonitoring and Record KeepingProduct ChangesInput Material ChangesTechnology or Process Changes
Section
SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011 SCORE CARD
CHAPTER 7 SOCIAL SUSTAINABILITY
Total Possible
Score
Your NA Score
Your Score
7.1 15
7.2 3
7.3 9
7.4 8
7.5 18
7.6 5
7.7 6
7.8 8
7.9 3
7.10 27.11 15
7.12 9
101
Employee OrientationEmployee HandbookInternal Communications
Your Overall Chapter 7 Percentage
Succession PlanningDocumentation and Record KeepingIdentifying Potential Neighbour/Community ConcernsOutreach and Communication with Neighbour/Community
Responding to Neighbour/Community ComplaintsTOTAL
Education and TrainingHealth and Safety
Section
Staffing and Recruiting
Employee Relations
SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011 SCORE CARD
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CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION page
Introduction ................................................................................................................... 1-1
Creating a Sustainability Mission Statement ................................................................... 1-1
1.1. Mission Statement ................................................................................................... 1-2
Defining Your Resource Base ......................................................................................... 1-2
1.2. Land Base – Mapping and Description .................................................................... 1-2
1.3. Human and Operational Resources ......................................................................... 1-3
Defining Your Processes ................................................................................................. 1-6
1.4. Production Process Diagrams .................................................................................. 1-6
Preparing a Business Plan .............................................................................................. 1-6
1.5. Business Planning .................................................................................................... 1-6
Working with Others to Ensure Success ........................................................................ 1-10
1.6. Working with Industry Associations ........................................................................ 1-10
1.7. Working with Consultants and Environmental Organizations ................................ 1-10
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-1
1.0 SETTING YOUR SUSTAINABILITY FOUNDATION Introduction Before embarking on this program you must first understand what sustainability means and how it relates to wine production. You also need to collect together information about your operation that will provide the foundation for creating a sustainability mission statement and completing the other chapters of this program. Sustainability is a broad topic that means different things to different people. Some consider it to be a philosophy; others use it to establish guidelines for determining practices; and some view it as a management strategy. A common definition of sustainability is “meeting the needs of the present generation without compromising the ability of future generations to meet their needs" (The Brundtland Commission, 1987). Sustainable winemaking can be defined by three overlapping principles:
• Environmentally sound: Winemaking practices that are sensitive to the environment.
• Economically feasible: Winemaking practices that are economically feasible to implement and maintain.
• Socially equitable: Winemaking practices responsive to the needs and interests of society-at-large.
These three overlapping principles, which provide a general direction to pursue sustainability, are not easily translated into daily operations of winemaking. The main purpose of this guidebook is to break down general principles into specific winemaking practices.
Figure 1-1: The interconnectedness of the economy, society and the environment in the concept of sustainability. It is important to note that implementing sustainable winemaking practices and measuring results is an ongoing process that does not happen overnight. Sustainability is a journey of continual improvement rather than an end point. The Sustainable Practices for BC Wineries self-assessment and guidebook will help you to choose practices to implement over time and teach you how to monitor and measure the results of these practices.
Creating a Sustainability Mission Statement A sustainability mission statement considers the fundamental ideas of how you wish to achieve sustainability of your winery. The mission statement will provide the framework on which your winery management decisions will be based on.
Society
Environment
Economy
Page 1-2 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
1.1. Mission Statement
A mission statement is a formal, short, written statement of the purpose of a company or organization. You may already have a mission statement for your winery. If so, you do not need to write a new one, just incorporate sustainability into your existing mission statement. A mission statement typically contains:
1. the purpose of the business or organization (e.g., to produce and sell high quality wines),
2. how this purpose is being filled (e.g., using sustainable techniques that protect the environment and provide social benefits), and
3. the principles and ideals that guide your work.
Examples of mission statements are included below:
We are an environmentally and socially conscious grower, producer, and marketer of wines of the highest quality and value. Working in harmony and with respect for the human spirit, we are committed to sharing information about the enjoyment of food and wine in a lifestyle of moderation and responsibility. We are dedicated to the continuous growth and development of our people and business. – Fetzer Vineyards, California Be good stewards of the land, the grape, the community, and the consumer. – Prairie State Winery, Illinois Use environmentally safe, viticulturally and economically sustainable farming methods, while maintaining or improving quality and flavor of wine grapes. – Caliza Winery, California
Defining Your Resource Base You cannot manage what you don’t measure. Defining your resource base will provide you with a measurement of where you are now so you can judge later whether progress is being made as you work towards becoming more sustainable. The intention is to put on paper what you already know about your winery to give you perspective on what you are managing and help you think of new ideas on how to manage it. A clear understanding of your resource base will also enable you to effectively communicate with others involved in your operations (e.g., auditors, consultants, contractors, employees, emergency first responders). The resource base of your winery is all of the resources you have available to you to operate and manage your property and business. It consists of the land and buildings, the people, and the operational resources.
1.2. Land Base – Mapping and Description
A site plan of your winery and the surrounding land is a necessary and invaluable component of sustainable wine production. You can use your as-built drawings, a topographical or GIS (Geographical Information Systems) map, survey, or hand drawn map, or a combination of these. Air photos or orthophotos are also handy to have. Your site plan should be accompanied by a written description. Be as detailed as possible and include the following components:
• Property boundaries • Total hectares of your property • Total hectares of vineyards
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-3
• Physical features: roadways, driveways, buildings, equipment storage areas, fences, etc.
• Other crops, including fruit trees and vegetable gardens
• Landscaping (e.g., flower gardens, lawns)
• Contours • Seasonal and permanent water
features on site or nearby: streams, drainages, pools, etc.
• Drains and wastewater treatment facilities
• Water source (well, surface water, municipal)
• Fuel tanks • Hazardous materials storage areas • Areas of erosion or sedimentation
issues • Waste bins/recycling bins • Location of nearest neighbours
Your mapping information will need to be reviewed regularly to ensure that the information is current. If you have existing maps you should try to extract the most pertinent information to compile on one map that will allow you to see how things interrelate and thus provide for better management opportunities. The site plan will be useful when completing sections of the subsequent chapters in this guidebook. For example, your site plan will be very helpful when making decisions regarding landscaping plant choices, chemical use, and irrigation practices; management of hazardous materials; potential neighbour concerns; and wastewater management practices. An example site plan and a template that you may wish to use are included on the next page.
1.3. Human and Operational Resources
List all people who have anything to do with the management or operations of your winery. You can list the types of activities these people do rather than listing their names (e.g., fencing contractor, seasonal worker). This list will help you ensure that your sustainable practices are communicated to those that will be implementing the practices or whose activities could affect the sustainable operation of your winery. For example, say you made a significant effort to restore native vegetation along a property boundary only to have the fencing contractor bulldoze it because he or she did not recognize it as valuable habitat. Having the contractor listed as someone to whom which you need to communicate your sustainable practices may have avoided the situation. The list may include any or all of the following groups of people: family, friends, employees, contractors, stakeholders, neighbours, community members, bankers, agricultural advisory committees, agricultural regulators (governmental and private organizations), and environmental and conservation groups. Family members and friends should be listed so you can ensure they know how to react in case of an emergency or accident, for example. Also list all the operational resources you have that help you to operate your winery. These are not limited to but can include: financial resources, mechanical resources, equipment and buildings, manuals. You may already have a list of equipment and machinery for insurance purposes.
Page 1-4 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
SITE PLAN EXAMPLE
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-5
SITE PLAN TEMPLATE
Page 1-6 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
Defining Your Processes
1.4. Production Process Diagrams
Identifying the flow of materials between process operations is an important visual aid. The information you include in your process descriptions will help you to complete your water, energy, hazardous materials and solid waste assessments and management plans requested in the next chapters. A production process description should include the following components: • A flow chart (or flow charts) of the
production processes being undertaken in the winery (e.g. crushing, fermentation, storage, maturation, bottling, sparkling wine production, distillation).
• A clear and concise description of the processes.
• For each process, a list of all input materials (e.g. grapes, grape juice, chemicals, water).
• For each process, a list of all output materials that are reused elsewhere (e.g., various water reuse streams, grape marc, lees, filtered solids, stalks).
• For each process, a list of all losses, or substances that go to waste (e.g., wastewater streams, wastewater sludge).
• Details of annual processing inputs and outputs (e.g. crush size, volume of grape juice produced, ratio of red to white grapes processed, volume of processed grape product taken in from other sites, volume of grape product sent for off-site processing, and percentage of wine, sparkling wine and spirits).
An example and template are provided on the next pages.
Preparing a Business Plan
1.5. Business Planning
Any business is highly competitive, and the winemaking industry is no exception. A thorough, accurate and well-researched business plan is essential to the success of your winery and will provide the foundation for your sustainability program. A business plan will provide you with a road map to setting up and managing your winery business. It will help you to:
• organize your thoughts, clarify your goals, and measure progress;
• acquire knowledge and collect information about your industry, customers, and the marketplace;
• anticipate and avoid obstacles your business is likely to encounter;
• communicate your vision, goals, and strategies to management, staff, and customers and be more persuasive to funding sources; and
• understand the financial aspects of your business, including cash-flow and break-even requirements.
Both internals users (e.g., management and key employees) and external users (e.g., lenders, investors, venture capitalists, attorney, accountant, and insurance agent) will be reading and using your business plan. There are many resources available that can support you in your effort to prepare a business plan (see page 1-10 for a few). Elements of a successful business plan are listed on page 1-9 for your reference. Your plan may not need to include all of the components listed, and its length may range from a few pages to many pages depending on the size of your operation.
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-7
PRODUCTION PROCESS FLOW DIAGRAM EXAMPLE
Page 1-8 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
PRODUCTION PROCESS FLOW DIAGRAM TEMPLATE
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-9
ELEMENTS OF A SUCCESSFUL BUSINESS PLAN (Washington Association of Wine Grape Growers, 2006) Title Page Contact information including the name of
the winery and the name, address, and phone number of the owner(s)
Executive Summary – a 1-2 page overview of your business plan that should be written last Purpose of the plan Description of overall business concept
including mission statement and company history (if applicable)
Product(s) and/or service(s) Marketing and sales strategies for the
production/provision of those product(s) and/or services(s)
Market analysis and description Organization and personnel (key managers
and owners, key operations personnel) expertise and business capabilities
Financial data (funds required and their use, historical financial summary, prospective financial summary)
Table of Contents List of main sections and corresponding
page numbers List of tables, figures, and appendices
Purpose of Business What you want to accomplish (i.e., what is
the ultimate purpose for starting/running this business )
Mission Statement Goals and objectives Description of business, including type of
legal entity
Description of Product(s) and/or Services(s) Definition of product(s) and/or service(s) Specific benefits of the product/service Ability to meet demands Competitive advantages Description of current position in life cycle Copyrights, patents and trade secrets Existing legal agreements Research and development activities
Market Analysis and Strategy Market research – industry description and
outlook Distinguishing characteristics and key
attributes of primary and secondary target markets
Barriers to entry into the market
Identification of key competitors and their strengths and weaknesses
Regulatory environment Financial standards Marketing objectives and strategies
(including product, price, place or distribution, and promotion strategies)
Sales and distribution
Organization, Management and Staffing Organizational structure of your business,
including management personnel, key employees, board, advisory committee, professional services, consultants, etc
Background and experience level of those who will run the business
Management skills and professional services that are available in-house
Management skills and professional services that need to be hired or contracted
Management compensation and incentives available
Milestones and Timelines Critical dates in the development and
operation of the business Short-term and long-term plans to reach
goals (e.g., planting schedules, openings, release dates)
Barriers or risks and potential solutions
Financial Information Start-up and operating expenses Generated and required cash flow Funds required and their uses Financial statements Methods of financial reporting
Operations and Implementation Description of facilities, production,
inventory control, quality control, capacity, productivity, labour, processes, equipment, supply and distribution, order fulfillment and customer service, research and development, financial control, and contingency planning
Technology plan – software, hardware, telecommunications, personnel
Operational issues essential to nature and success of your company, provide a distinct competitive edge and/or overcome frequent problems in a business such as yours
Appendices or Exhibits Resumes of key managers Pictures of products Professional references Market studies Significant contracts
Page 1-10 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
The following websites provide information and templates you may find useful when creating your business plan. • Business Development Bank of
Canada: www.bdc.ca/en/advice_centre/tools/business_plan/Pages/default.aspx
• Bplans: www.bplans.com/sample_business_plans.cfm
• TD Canada Trust Business Planner: https://www.tdbusinessplanner.com/Pages/BusinessPlanner.aspx
• Small Business Finance Centre: www.grants-loans.org/resourceview.php?id=105
Working with Others to Ensure Success
1.6. Working with Industry Associations
There are many wine industry organizations in British Columbia. Some of these include (note: this is not meant to be a complete list):
• Wine Island Growers Association • Wine Islands Vintner Association • Fraser Valley Wineries Association • Naramata Bench Wineries
Association • South Okanagan Wineries
Association • BC Wine Grape Council • BC Wine Institute • BC Wine Authority • BC Grapegrowers Association • Association of BC Winegrowers
Becoming a member of one or more wine industry associations will help you to keep up-to-date with research, knowledge, and technology, be part of a network of like-minded people, and access marketing opportunities.
1.7. Working with Consultants and Environmental Organizations
Managing a winery is a complicated job that most often requires input from various professionals at different times in order to ensure the business is prosperous while minimizing its footprint on the environment. Table 1-1 provides a list of professionals that you may need to consult for advice during design, construction or operation of your winery.
Table 1-1: Professionals that you may need to consult during design, construction and operation
of your winery.
TYPE OF PROFESSIONAL
ROLE
Architect • Advise on site selection • Lead the building and landscape design • May specialize in sustainable winery
design • Identify approvals and permits required
Engineer • Ensure adequate structural design and integrity of buildings
• Advise on energy, water and waste efficiency
Winemaker Winery consultant
• Determine wine types, styles and volume
• Advise on space and layout needed to meet production goals
• Equipment recommendation and purchase
• Winery consultant may specialize in sustainable winery design
Environmental • Conduct environmental surveys and assessments
• Advise on sustainable site selection and development
• Identify (and apply for) environmental approvals and permits
• Examples include biologist, geologist, environmental scientist, conservationist
Financial • Help develop financial aspect of business plan (e.g. start-up and operating expenses, cash flow projections, break-even analysis, etc.)
• Identify need for and sources of lending • Examples include lender, accountant,
financial planner Legal • Assist in obtaining approvals and
permits • Assist in land purchase
CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-11
Environmental Organizations There are three main types of environmental organizations that provide assistance and resources you can utilize when planning a winery development or expansion or at other times as needed: land trust organizations, stewardship groups, and conservation organizations. Land trust organizations help private land owners with stewardship, purchase private land for conservation and manage conservation covenants on private land on behalf of the province. They work with land owners under a strict code of privacy information. They often help find funds for landowners to assist with costs of fencing and restoration. Stewardship groups encourage private land owners to restore and retain healthy habitat. They usually offer free advice for land owners, but a detailed biological assessment would likely have a fee attached. Conservation organizations have education and outreach as their goals. Web links to environmental groups and resources that may be of use when constructing and operating a winery are included below. North Okanagan-Shuswap Region • North Okanagan Resource/Habitat Atlas
www.shim.bc.ca/atlases/nord/index.cfm • North Okanagan Parks and Natural
Areas Trust www.nopnat.com/ • Shuswap Environmental Action Society
www.seas.ca/ Central and South Okanagan-Similkameen Region • Habitat Atlas for Wildlife at Risk: South
Okanagan-Similkameen www.env.gov.bc.ca/okanagan/esd/atlas/index.html
• South Okanagan Similkameen Conservation Program www.soscp.org.
• Okanagan Similkameen Conservation Alliance www.osca.org
• SOS Stewardship Program - The Land Conservancy (TLC) (Penticton office) http://blog.conservancy.bc.ca/nature/south-okanagan-similkameen-stewardship-program/stewardship-publications-and-factsheets/
South Coast Region • South Coast Conservation Program
www.sccp.ca Vancouver Island and Gulf Islands • Garry Oak Ecosystem Recovery Team
(GOERT) www.goert.ca• Islands Trust
www.islandstrust.bc.ca/
• Central Saanich Agricultural Resource Atlas
• www.centralsaanich.ca/hall/Departments/planning/planning/Agricultural_Resource_Atlas.htm
• CRD Natural Areas Atlas • www.crd.bc.ca/es/natatlas/atlas.htm All of BC • Species at Risk & Local Government: A
Primer for British Columbia • www.speciesatrisk.bc.ca/ • Grasslands Conservation Council of
British Columbia www.bcgrasslands.org/
• Delta Farmland and Wildlife Trust www.deltafarmland.ca
• Ducks Unlimited • www.ducks.ca/province/bc/index.html • Wildlife tree stewardship
www.wildlifetree.org • BC Lake Stewardship Society
www.bcls.org • Living By Water www.livingbywater.ca/
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT page
Introduction ................................................................................................................... 2-1
Preliminary Considerations ............................................................................................. 2-1
2.1. Team Selection ......................................................................................................... 2-1
2.2. Green Building Standards and Programs ................................................................. 2-2
Sustainable Sites ........................................................................................................... 2-3
2.3. Site Selection ............................................................................................................ 2-3
2.4. Natural and Semi-Natural Areas .............................................................................. 2-4
Resource Conservation .................................................................................................. 2-4
2.5. New Technologies..................................................................................................... 2-4
2.6. Building Materials ..................................................................................................... 2-6
2.7. Water ........................................................................................................................ 2-6
2.8. Energy ....................................................................................................................... 2-6
Waste Reduction ........................................................................................................... 2-7
2.9. Wastewater ............................................................................................................... 2-7
2.10. Solid Waste ............................................................................................................... 2-8
Pollution Prevention ....................................................................................................... 2-8
2.11. Stormwater ............................................................................................................... 2-8
2.12. Erosion and Sedimentation ...................................................................................... 2-9
2.13. Light Pollution ........................................................................................................... 2-9
Health and Safety .......................................................................................................... 2-9
2.14. Indoor Air Quality ...................................................................................................... 2-9
2.15. Equipment Layout and Workflow Design ............................................................... 2-10
Recommended Resources ........................................................................................... 2-10
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-1
2.0 BUILDING DESIGN AND SITE DEVELOPMENT Note: This chapter focuses on practices that can be implemented during winery design, construction, renovation or expansion. Chapter objective: To provide key elements and principles of sustainable building design and operation that will reduce the winery’s ecological footprint and improve working environments.
Introduction Sustainable building design works to optimize site potential; to reduce non-renewable energy consumption, greenhouse gas emissions, raw materials use, waste output and potable water consumption; and to optimize operational and maintenance practices. In addition to these benefits, sustainably built wineries provide a healthier working environment that can result in higher productivity, less absenteeism, and increased sales. Many of the practices followed in sustainable design incur no added expense and actually return greater profits because of reduced operating costs and lower energy and water bills. Green building design practices can also enhance asset value, increase profits, optimize life cycle economic risk, and reduce liability risk. Wineries in British Columbia are often more than just production facilities. Designing a building and landscape that appeals to tourists is increasingly important in the highly competitive market. Creating a functional winery design requires consideration of the following key elements (Zoecklein, 2008): • Adequate space for operation and
maintenance;
• Shortest routes for material flow and communication;
• Centralized process control, laboratory, and supervision;
• Planning of visitor tours, reception facilities, and retail space;
• An understanding of utilities requirements;
• Aesthetic tourism layout that does not disrupt production;
• Deliberate simplicity; • Flexibility to facilitate growth as well as
changes to processing techniques; and • Sanitation ease. The practices contained in this chapter will help you to create a functional and sustainable winery, whether you are designing it from scratch or expanding or renovating an existing winery.
Preliminary Considerations
2.1. Team Selection
Do not attempt to design and build your winery in isolation. Put together a team of professionals to help you develop a business plan, identify and obtain approvals and permits, select the winery location, design the winery, and choose your wine types and volumes. Your team may include all or some of the professionals listed in Table 1-1 (page 1-10). Ultimately, your team will help you to minimize costs and maximize efficiency of production. They will ensure that you create an efficient, functional, flexible and expandable operation. Their advice will also help you avoid unnecessary conflicts with government agencies in areas such
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as tax compliance, waste disposal and environmental impact. Visiting a number of successful wineries, as a team, will help you develop ideas for your facility and will establish a sense of common purpose among your team members. Integrated Design Process Integrated Design Process (IDP) views the building structure, site, lighting systems, heating, ventilation, and air-conditioning systems (HVAC), indoor environment and the end use of the building as a whole building system rather than a number of separate, independent systems. IDP brings together the key stakeholders and design professionals (e.g., building owners, developers, designers, engineers, consultants, and occupants) to work collaboratively and interactively from the early planning stages through to building occupation. See www.cmhc-schl.gc.ca/en/inpr/bude/himu/coedar/upload/Integrated_Design_GuideENG.pdf for more information on IDP.
2.2. Green Building Standards and Programs
Leadership in Energy and Environmental Design Leadership in Energy and Environmental Design (LEED) Green Building Rating System™ is a third-party certification program and an internationally accepted benchmark for the design, construction and operation of high performance green buildings. LEED promotes a whole-building approach to sustainability by recognizing performance in five key areas of human and environmental health: sustainable site development, water efficiency, energy
efficiency, materials selection, and indoor environmental quality Certification is based on the total point score achieved. There are four possible levels of certification: certified, silver, gold and platinum. For more information on LEED® and green building technologies, visit the CaGBC website at www.cagbc.com. The BC chapter of the CaGBC is located at http://cascadiagbc.org/. Living Building Challenge Living Building Challenge is a philosophy, advocacy tool and certification program that addresses development at all scales. It is comprised of seven performance areas: Site, Water, Energy, Health, Materials, Equity and Beauty. These are subdivided into a total of twenty Imperatives, each of which focuses on a specific sphere of influence. (International Living Future Institute, 2011) In Canada, the Living Building Challenge is operated by the Canada Green Building Council (www.cagbc.org/) in concert with the International Living Future Institute. GREEN UP Program The GREEN UP Program provides tools, performance standards and resources to help building owners and operators understand, measure and compare on-going performance of their building portfolio (Canada Green Building Council, 2010). The program is designed to help participants find efficiencies and improvements to achieve reductions in energy use, water use and greenhouse gas emissions. See www.cagbc.org/AM/Template.cfm?Section=GREEN_UP for more information.
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-3
Green Globes Design Green Globes Design is a guide for integrating green design principles and an assessment protocol. Using confidential questionnaires for each stage of project delivery, the program generates comprehensive on-line assessment and guidance reports. The questionnaire consists of approximately 150 questions, typically of a YES/NO/NA type, that are grouped broadly under seven areas of building environmental performance. The seven areas are:
• Project management, • Site, • Energy, • Water, • Resources, • Emissions, effluents and other
impacts, and • Indoor environment.
See www.greenglobes.com for more information on the program. Passive House Standard Wolfgang Feist from Germany and Bo Adamson from Sweden developed the concept for the Passive Houses standard and the Passivhaus Institut in Darmstadt, Germany in the early 1990s. The primary goal of Passive House is to minimize the use of energy systems in a home. It accomplishes this goal by using high-quality levels of insulation with minimum thermal bridges, an exceptional level of air tightness, optimized passive solar design providing gain in winter and shading in summer, and mechanical ventilation with highly proficient heat recovery. Passive House uses a physics based building modeling tool called the Passivhaus Planning Package (PHPP) to determine whether buildings have
satisfied the required performance criteria. It is in an Excel spreadsheet format with 35 tabs that includes tools for calculating U-values of components with High Thermal Insulation, Energy Balances, Comfort Ventilation, Heat Load and Summer Comfort. Some of the recognized benefits of the Passive House are:
• security of energy supply and independence from energy imports;
• lower greenhouse gas emissions; • lower energy use: up to 90% less
heating/cooling energy use, 60-80% overall energy savings;
• operational and construction savings: vastly reduced utility bills; elimination of conventional HVAC system; much smaller solar systems required to reach carbon neutrality; durable, tight building shell means lower maintenance, no mold or rot problems; and
• higher indoor air quality: controlled ventilation for a continuous, consistent supply of fresh air.
See www.passivebuildings.ca/ for more information on Passive House.
Sustainable Sites
2.3. Site Selection
Location is one of the most important winery design considerations. Choosing an appropriate site can provide the following benefits:
• lower site preparation costs, • lower infrastructure development
costs, • opportunities to preserve natural
areas, • reduced risk of erosion and flood
damage, • improved aesthetic and functional
quality of the winery for both occupants and neighbours, and
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• lower energy use and air pollution from vehicles.
• An inventory and analysis of the ecological attributes, geography, cultural and urban context, slope, and orientation of the site is critical to understanding whether or not it will be suitable for your winery.
You will most likely need the help of industry professionals and government agencies when choosing your site.
2.4. Natural and Semi-Natural Areas
Utilizing a harmonious building-site relationship in your winery design will enable you to conserve existing natural areas and restore damaged areas to provide habitat and promote biodiversity. Native areas (e.g., wetlands, aquatic areas, riparian areas, forest and woodlands, and grasslands) provide the most important contribution to biodiversity. Semi-natural areas (e.g., shelterbelts, hedgerows, fencerows, buffers, and road margins) also contribute to the conservation of biodiversity. Damage to natural and semi-natural areas can be minimized by:
• Acknowledging that land preparation activities, such as clearing and grubbing, have a severe impact on natural areas and not conducting these activities in sensitive areas.
• Selecting a suitable building location and designing the building with a minimal footprint to minimize site disruption.
• Setting aside land and leaving or establishing native plant species on it. Consider entering into a contract with The Land Conservancy.
• Maintaining a buffer with native vegetation between natural habitat and the winery where possible.
Figure 2-1: A replant being undertaken at Tinhorn Creek Vineyards in partnership with The Land Conservancy. PHOTO: SANDRA OLDFIELD
Resource Conservation The consumption of resources in a winery, such as water, power and inert gases, can be managed by efficient design, good operating practices, and effective process control to reduce usage and costs.
2.5. New Technologies
For a winemaker to maintain a competitive edge the design process must incorporate appropriate existing technologies, as well as ensure there is flexibility to allow the introduction of new technologies as they become available (Bailey, Parish, & Baldwin, 2002).
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-5
WINERY SITE SUITABILITY CHECKLIST What is the zoning of the site? � Do local zoning bylaws limit commercial? � Do zoning bylaws prevent urban
encroachment? � What are the environmental regulations
relating to site development? What are the environmental values of the site? � Is the site natural unmodified habitat? � Does the site have species at risk
associated with the habitat? � How would the site biodiversity be affected
by winery development? � Has an environmental survey of the site
been conducted by a knowledgeable person? (e.g., environmental consultant, knowledgeable local conservancy group representative, etc.) to: � Document potential environmental
risks and the presence of sensitive areas in the property.
� Ensure that during development of the site, damage to existing habitat is minimized.
What are the water rights and water quality for the property? � Are there available water and/or water
rights? What is the water quality? � For information on water quality testing
see Chapter 3.
What is the site history? � Was it used for agricultural purposes or is
it non-arable? � List past irrigation history and systems
used. � List past crop and or animal use and
management practices. � List past insecticide, fungicide, herbicide
use and residual carryover potential for each material.
� Have any fumigants been used at the site? � Was past land use uniform or variable
across the site? � Has the site been levelled, eroded or
altered in any significant way?
What is the neighbourhood like? � Identify the land uses adjacent to the main
property. � Are the surrounding land uses compatible
with a winery operation? � Is the site conducive to attracting visitors
to the winery? � Describe the general geography. � What is the distance to urban centres,
residential properties, schools, etc? � Is there a local market for a winery?
What is the site’s proximity to utilities, infrastructure, workforce and suppliers? � Roads � Hydro, water, sewer, etc. � Distance to workforce? � Distance to public transportation? � Distance to main suppliers? � Can you make use of existing facilities on
the site? � Is there a vineyard nearby?
Is the site big enough? � Large enough for planned facility and for
future expansion?
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2.6. Building Materials
Consider using building materials that include recycled content, are extracted and manufactured within the region, are rapidly renewable, and are FSC-certified (see www.fsccanada.org/). Rapidly renewable materials are natural, non-petroleum-based building materials that have harvest cycles under 10 years (GreenBuildings.com, 2011). Typical examples of rapidly renewable material are bamboo, wool, cotton insulation, agrifiber, natural linoleum products (such as Marmoleum), wheatboard, strawboard and cork. Also consider incorporating salvaged materials such as beams and posts, flooring, paneling, doors and frames, cabinetry and furniture, brick and decorative items into building design. Doing so can reduce environmental impacts resulting from extraction and processing of new virgin materials and transportation of materials, and reduce the use and depletion of finite raw materials and long-cycle renewable materials. Before choosing your materials, ensure they are approved by local building codes. Include design strategies that minimize premature deterioration of the walls and roof of your winery and which are appropriate to the region. Examples include installing shading screens, eaves, overhangs, scuppers, continuous air–barrier systems of appropriate strength and the use of drained walls.
2.7. Water
Before constructing a winery you need to make sure that you have sufficient water of the appropriate quality for your operation. This is critical! Carefully investigate your water source and consult
with the municipality or regional district water department. Check with your local watershed group and health agency to see if there have been any issues with water quality or quantity in the area where you plan to build. If you do find that the water may not be of adequate quality you may need to install a water filtration system. Key components of water-centric site design is choosing the appropriate plants for your landscaping and making sure you have enough topsoil available to sustain the plants. Keep your lawn areas to a minimum and your native plants to a maximum. The irrigation system should be chosen with care and installed by a certified person. You may not need an irrigation system depending on where you are setting up your winery and what plants you are choosing. See Section 3.7 for more techniques to reduce your outdoor water use. Consideration should also be given to water storage and treatment of winery washdowns in the fall for irrigation in the summer. Many wineries dump the fall washdown water. It is a valuable resource that should be reused – especially in the arid Okanagan. There are many more practices that you can do to reduce your water use - see Chapter 3 for details.
2.8. Energy
How you design and construct your building will have a significant impact on your energy consumption and costs. It is in your best interest to put the work and money into ensuring your building is designed with energy efficiency in mind so you can save money on your utility bills and reduce the need for retrofitting.
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-7
Consider engaging a commissioning authority independent of the design team to:
• review the design prior to the construction documents phase,
• review the construction documents near completion and prior to issuing contract documents for construction,
• review the contractor submittals relate to systems being commissioned,
• provide the owner with a single manual that contains the information required for re-commissioning building systems, and
• review building operation with Operations and Maintenance staff.
Make sure to design your winery with meters to measure energy and water consumption in different buildings and at different stages of the production process, appropriate insulation of buildings and equipment. See Sections 3.3 and 4.3 for more information on meters. Also consider the inclusion of non-polluting and renewable energy sources (e.g., solar, wind, geothermal, low-impact hydro, biomass, and bio-gas). If you are considering a gravity flow system be sure to weigh the construction and energy costs and footprint required to build your gravity flow system with the energy savings from using it. Please see Chapter 4 for energy efficiency measures you can implement during the operation of your winery. Daylight and views Sustainable winery design will provide for the building occupants a connection between indoor spaces and the outdoors through the introduction of daylight and views into regularly occupied areas of the
building. Using daylight to its full advantage will also contribute to your energy efficiency efforts and reduce you electricity bill. Day lit wineries can reduce lighting watts by as much as 66% (Chauncey, 2007). Strategies to consider include:
• building orientation (south facing), • additional windows and skylights or
clerestories, • skylights and solar tubes, • shallow floor plates, • increased building perimeter, • exterior and interior permanent
shading devices, • high performance glazing, • maximize view opportunities by
using glass in roll-up doors and placing skylights in subterranean spaces, and
• use glazing to supply daylighting but control glare.
Waste Reduction
2.9. Wastewater
Your winery design should consider ways to reduce the generation of wastewater as well as innovative wastewater treatment systems that will eliminate or reduce the load to the municipal system. Consider installing on-site wastewater treatment systems (mechanical or natural). The system must be design and installed by a licensed professional and should handle more than what is produced during peak flows and more than what is produced on a regular basis (this makes the imminent future expansion easier). See Chapter 3 for more information on wastewater treatment practices.
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2.10. Solid Waste
Sustainable waste management practices reduce the amount of waste generated from the construction and operation of your winery, conserve resources, and reduce environmental impacts as they relate to materials manufacturing and transport. The “Reduce, Reuse, Repair and Recycle” principles should be followed. Practices that contribute to sustainable construction waste management include:
• Establish goals for landfill diversion during construction
• Adopt a construction waste management plan to achieve these goals
• Designate a specific area on construction site for recycling
• Recycle all construction materials that can be recycled
• Identify construction haulers and recyclers to handle designated materials
• Consider reuse of existing buildings (remove elements that pose contamination risk to occupants and upgrade outdated components such as windows, mechanical systems and plumbing fixtures) to reduce construction waste
• Track recycling efforts during construction of your facility
When designing your winery, make sure to allocate adequate space for recycling containers and identify haulers and recyclers to handle your materials. Consider other technologies to further enhance the recycling program (e.g., cardboard balers, aluminum can crushers) in your winery design. See Chapter 6 for more information on solid waste management.
Pollution Prevention Pollution prevention is reducing or eliminating waste at the source by modifying production processes, promoting the use of non-toxic or less-toxic substances, implementing conservation techniques, and re-using materials rather than putting them into the waste stream (United States Environmental Protection Agency, 2010). Pollution prevention is also referred to as “source reduction”. In addition to the many environmental benefits of pollution prevention, there are also direct and indirect cost savings resulting from:
• reduction in raw material losses; • reduction in reliance on expensive
end-of-pipe treatment technologies and disposal practices;
• conservation of energy, water, and raw materials; and
• reduction of the potential liability associated with waste generation.
2.11. Stormwater
Your site design should limit the disruption and pollution of natural water flows by reducing or eliminating stormwater runoff, increasing on-site filtration and eliminating contaminants. Good stormwater management includes:
• promoting infiltration, • minimizing impervious surfaces, • reusing stormwater for non-potable
uses such as irrigation and toilet flushing, and
• designing mechanical or natural treatment systems such as constructed wetlands, bioswales.
See Chapter 3 for more information on stormwater management.
CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-9
2.12. Erosion and Sedimentation
Erosion and sedimentation must be controlled during site development to reduce the potential for negative impacts on water and air quality. Your erosion and sedimentation control plan should meet the following objectives:
• prevent loss of soil during construction,
• protect topsoil by stockpiling for reuse,
• prevent sedimentation of storm sewer or receiving waterbodies, and
• prevent polluting the air with dust and particulate matter.
Erosion and sedimentation control strategies may include seeding, mulching, earth dikes, silt fencing, sediment traps and sediment basins. Have your building contractor and landscaper work together during the design and building process, communicating about slope issues, drainage, and site and soil conditions. Avoid extensive "cut and fill" grading; existing soil is already compacted and stable, while fill must settle for a period of time. Even though fill material is mechanically compacted during site preparation it doesn’t drain as well as native slopes. Follow natural slope contours as much as possible. Erosion control should also be considered in building and landscape design. Strategies include planting sturdy groundcover vegetation, using mulch, placing textile blankets on top of the soil underneath a layer of rock, building retaining walls, and using large rocks to protect the soil on slopes. See Chapter 3 for more information on erosion and sedimentation control.
2.13. Light Pollution
Design considerations that reduce light pollution will eliminate light trespass from the building and site, improve night sky access and reduce development impact on nocturnal environments
Health and Safety
2.14. Indoor Air Quality
Indoor air quality needs to be managed during the construction process as well as for the life of the building. Preparing a construction indoor air quality management plan and choosing design features that increase ventilation effectiveness and reduce the quantity of indoor air contaminants will help sustain the comfort and well-being of construction workers and building occupants. Strategies for managing indoor air quality include:
• Prepare a construction indoor air quality plan.
• Test indoor air quality prior to occupancy.
• Install a permanent carbon dioxide monitoring system that provides feedback on space ventilation performance.
• Design your cellar floor at grade. • Design the HVAC system and
building envelope to optimize air change effectiveness. Strategies include displacement ventilation, low-velocity ventilation, plug-flow ventilation such as under floor or near floor delivery, and operable windows.
• Test air change effectiveness of building after construction.
• Specify low or non-toxic and low-VOC (volatile organic compounds) materials in construction documents and ensure that VOC
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limits are clearly stated in each section of the specifications.
• Specify materials with no added urea-formaldehyde resins.
• Provide product cut sheet, MSD sheets, signed attestations or other official literature clearly identifying emissions rates.
• Choose building materials that are moisture resistant to inhibit the growth of biological contaminants in buildings.
2.15. Equipment Layout and Workflow Design
Equipment layout and workflow design must consider the safety of operating and visiting personnel as well as the hygiene requirements of the plant and processes (Bailey, Parish, & Baldwin, 2002). Consideration should be given to:
• Grouping the winemakers office, laboratory and tasting room together
• Providing direct access to tank catwalk systems from the winemakers office and laboratory
• Providing a clear line of sight from the winemakers office to the receival and production areas
• Locating noisy and smelly associated processes away from the tasting area and other locations where they might be a nuisance
The design of the building must avoid enclosed pits or trenches where carbon dioxide produced during fermentation can collect.
Recommended Resources • Commercial Winemaking: Processing
and Controls by Richard P. Vine • Winery Utilities: Planning Design and
Operation by David R. Storm • Building Design and Construction
Handbook by Merritt and Johnathan T. Rickets (editors)
• Refrigeration for Winemakers by Ray White, Ben Adamson, and Bryce Rankine
• Wine by Design by Sean Stanwick and Loraine Fowlow
• Adventurous Wine Architecture by Michael Webb
• Wineries Bodegas: Architecture and Design by Hans Hartje and Jeanlou Perrier
• Wine Country Architecture and Interiors by Mary Whitesides
• Beautiful Wineries of the Wine Country by Jennifer Barry, Charles O’rear, and Thom Elkjer
• Winery Business Planning, in Winery Planning and Design, edited by Dr. Bruce Zoecklein www.fst.vt.edu/extension/enology/wineplandesign.html
• Whole Building Design Guide www.wbdg.org/
• Integrated Design Process Guide www.cmhc-schl.gc.ca/en/inpr/bude/himu/coedar/upload/Integrated_Design_GuideENG.pdf
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT page
Introduction ................................................................................................................... 3-1
Setting Up a Water Conservation Program....................................................................... 3-1
3.1. Water and Wastewater Assessment and Planning .................................................. 3-1
3.2. Training and Incentives ............................................................................................ 3-3
3.3. Monitoring and Record Keeping............................................................................... 3-4
Looking at the Big Picture ............................................................................................... 3-5
3.4. Knowing Your Watershed ......................................................................................... 3-5
Water Quality ................................................................................................................. 3-6
3.5. Incoming Water Quality ............................................................................................ 3-6
3.6. Wastewater Quality ................................................................................................... 3-7
Water Conservation ....................................................................................................... 3-7
3.7. Reducing Water Use ................................................................................................. 3-7
3.8. Recycling and Reusing Water ................................................................................. 3-11
Wastewater Management ............................................................................................ 3-12
3.9. Pollution Prevention ............................................................................................... 3-13
3.10. Wastewater Treatment ........................................................................................... 3-14
Surface Water Movement ............................................................................................. 3-14
3.11 Stormwater Runoff ................................................................................................. 3-15
3.12 Drainage ................................................................................................................. 3-15
Recommended Resources ........................................................................................... 3-16
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-1
3.0 WATER AND WASTEWATER MANAGEMENT Introduction
Chapter objective: To provide practices and strategies to effectively obtain, use, conserve, re-use, and discharge water of high quality. Water is a key resource for successful winery operation. Nearly every step of the winemaking process, from crush to bottle, requires water. Water is used for cleaning, tank and bottle washing, sanitation, and filter rinsing, among other uses. Wineries have the unique opportunity to be at the forefront in water conservation. Water use can be greatly reduced by adopting good housekeeping procedures, changing products, replacing old equipment with newer technology, formalizing waste minimization measures, modifying processes, and educating staff. When conservation plans have been seriously undertaken by wineries, water use savings of 20-25% are often easily attainable (Storm, 1997). Not only will water conservation save water, but in many cases energy use will also be reduced, thus having a considerable impact on operating costs for the winery. On the output side of things, wineries generate a variable quality and quantity of wastewater that includes dissolved substances and high solids, and has a low pH. Pollution prevention practices are essential to ensuring wastewater production is managed sustainably.
Setting Up a Water Conservation Program
3.1. Water and Wastewater Assessment and Planning
You will need a well-laid out plan to achieve reductions in water use and wastewater generation at your winery. An assessment of wastewater volume and categories and identification of the major sources of water waste increases the potential for saving water by identifying areas where water can be conserved, reused or recycled. It will also give you a clear understanding of wastewater production so you can look into ways of reducing the volume produced, and implement relevant practices where feasible. Besides total annual volumes, peak loads and timing are important management issues. You need to understand the annual production cycle of winery wastewater and major sources of water waste for each production stage. The production process descriptions you created in Section 1.4 will help you in doing this. A checklist you can use to complete your water and wastewater assessment is included on the next page.
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WATER AND WASTEWATER ASSESSMENT CHECKLIST � How much water is used in each operation
at your winery? • Equipment cleaning and sanitation • Cellar cleaning and sanitation • Process (crush pad, wine movements,
press operations) • Lab • Tasting room, kitchen, bathrooms • Boilers • Evaporative cooling towers • Water softening • Bottling • Landscaping
� How much wastewater is collected and/or
discharged at your winery? • Wastewater sump • Wastewater collection system –
intermediate points • Wastewater reclamation for reuse • Septic system for sanitary wastewater • Stormwater runoff • Process water runoff • Discharge methods • Digester
� What are the sources of wastewater
generated at your winery? � What is the capacity of your wastewater
containment and discharge? � What types of housekeeping practices are
used to conserve water and limit the quantity of wastewater generated?
� What types of process controls are used to improve process efficiency?
� Are any of the wastewater streams classified as hazardous? What characteristics make them hazardous?
� What regulatory permits are required for your wastewater system and discharge?
� What wastewater monitoring and treatment is necessary to comply with regulations?
Table 3-1 provides a listing of water uses that should be accounted for in your assessment. It can serve as a planning checklist to ensure that no fixture or potential use is overlooked.
Table 3-1: Range of water use rates for various winery plumbing fixtures and equipment.
Item Approximate rate of water use when in
operation (L/s except where noted)
Hose connection 0.3-0.6 Portable high-pressure water/steamer
0.3-0.6
Landscape (impulse type) sprinkler head
0.1-0.2
Drip emitter (landscape) 1.9-3.8 L/hour Process refrigeration condenser cooling water (blow-down makeup)
0.3-0.4
Spray cleaning bar in rotary-drum screen
0.13-0.2
Miniflow toilet (water closet) 4.5-6.1 L/flush Flushometer (flush valve operated toilet)
7.6-11.4 L/flush
Urinal (flush valve operated urinal)
1.9-3.8 L/flush
Miniflow shower 0.05-0.06 Sink/lavatory 0.06-0.13 Evaporative-type space coolers (3,000-5,000 cfm capacity)
0.03-0.06
Boiler feed water Highly variable, depending on horsepower rating
(Storm, 1997) Establishing goals and actions Once you have completed your assessment, you will need to set overall goals for the program. Try to establish quantifiable rather than qualitative goals. “To reduce water use by 25% per year” is a quantifiable goal, whereas “implementing a significant reduction of wastewater production to the environment” is a qualitative goal.
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-3
Attributes of effective goals include (Pearce & Robinson, 1985):
• Acceptable to those who will work to achieve them
• Flexible to adapt to changing requirements
• Measureable over time • Motivational • Suitable to the overall corporate
goals • Understandable • Achievable with a practical level of
effort The goals of the program should be reviewed periodically and modified to reflect changes in available technology, raw material supplies, environmental regulations and economic climate. Use the self-assessment to identify actions that will help you achieve your goals. Write the actions on your action plan and give each a tentative date for completion, starting with those most easily achievable. Make sure to incorporate pertinent recommendations into the capital budget.
3.2. Training and Incentives
Program management Assign responsibility for managing the water conservation program to someone who is familiar with the winery and its processes and procedures. This person can be anyone on staff who is enthusiastic and interested in the success of the program (i.e., it does not have to be someone from upper management). Education and training may need to be provided to the person to ensure he or she can handle the responsibilities of overseeing the program. The program manager will be responsible for developing and implementing program goals, leading the water and wastewater assessment, and ensuring proper
monitoring and record keeping is completed. Getting company-wide commitment Involving others in the implementation of water conservation initiatives will be imperative if the practices are to stick. The goal should be to include water conservation in your company culture so it becomes a way of doing business. Although the drive for a water conservation program may start on the ground floor and much of the work may be done by winemakers, cellar hands, and other employees, commitment of upper management is very important. Be sure to provide presentations, fact sheets, and other information to the winery managers and executives to ensure they understand the program goals, actions, and costs. Some aspects of water conservation require an up-front investment that may need executive level approval. This approval will be easier to get if management is familiar with the program and supports its goals. Inform staff, contractors and suppliers of your goals. Incorporate your goals in your training manuals, purchasing policies, and operating procedures. If you have very specific goals and actions, communicate how you plan to accomplish them and by what date (if applicable). If you don't have specific goals at the moment, you can simply state your commitment to continual improvement in this area for now. Encourage input from employees and provide incentives such as bonuses, awards, plaques and other forms of recognition for improving winery clean up and washdown protocols, for example. Publish comparative (preconservation and postconservation program) water use figures from month to month for the same process step (i.e., bottling, racking, filtering, etc.) to keep everyone in the loop.
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3.3. Monitoring and Record Keeping
Sound water management requires monitoring and recording the amount and quality of water the winery takes in from wells, municipal systems and surface water, how much water is used for each operation, as well as the wastewater discharged to ponds, septic systems, or municipal systems. Use the Water and Wastewater Assessment checklist on page 3-2 to guide your record-keeping. The format of your records (e.g., Excel spreadsheet, software program, Word tables filled out manually, etc.) will be up to you and will depend on your computer literacy and personal preference. When comparing records year-to-year, make note of the change(s) and explain in a few sentences why the change might have occurred (e.g., repaired leak in irrigation system, implemented dry cleaning methods in cellar, began recycling wash water, etc.). These notes will be invaluable when looking back in a few years, and will save you time in the future by not having to look through your records to find out what may have caused the fluctuations in water consumption. Metering Water metering provides a visual representation of water consumption and can help in the detection of leaks in the system. Metering usually leads to water conservation efforts, primarily in minimizing water waste. Flow meters should be installed on wells, pumps, and source water feed lines, and where wastewater leaves your operation (see Table 3-2 for recommendations). The frequency of when you check your meters and record volumes will depend on what stage in the winemaking process you are
at. Be sure to do it often enough to track consumption and discharge rates and identify irregular spikes that could indicate a leak in the system. Make sure that any equipment you are using is calibrated as necessary to the manufacturer’s standards. Examples of flow meters commonly used for winery applications include (Kennedy/Jenks Consultants, 2008): Transit-time ultrasonic: Transducers are placed on opposite sides of a pipe and an ultrasonic signal is sent between them. The signal moves faster when it travels with the flow than against it; the flow rate can be determined from this difference. It is easy to install, has low corrosion and maintenance needs and is ideal for temporary use. Electromagnetic (magmeter): Measures velocity of flow based on the principle of electromagnetic induction. The meter sets up a magnetic field, in which flow of a conductive fluid produces a voltage proportional to the fluid’s velocity. It can be used in any pipe size, either inline or as an insertion. Access may require piping modification, potentially disrupting operations. Area velocity: Uses a submerged sensor (ultrasonic or electromagnetic) to measure velocity and a fluid depth meter to yield flow volume. It can be installed in lines with open channel flow that are gravity-drained, such as trench drains or pipelines. It is typically used with a data logger. To track inflow water
, use a transit-time ultrasonic flow meter on the source water feed lines.
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-5
Table 3-2 Recommended practices for using flow meters to monitor wastewater volumes (Kennedy/Jenks Consultants, 2008)
Operation Discharge location Type of Flow Meter Meter location Crushing & pressing Floor drains to sump Transit-time ultrasonic Discharge piping from sump
pump Floor drains to waste-water collection system
Area-velocity Trench drains or conveyance piping
Wine ion exchange Transit-time ultrasonic Spent regenerant discharge line Tank washing Floor drain Difficult to monitor – track inflow water instead Plate and frame filter washing
Floor drain Difficult to monitor – track inflow water instead Holding sump Transit-time ultrasonic Sump discharge line
Fining/ Filtration
Floor, trench drain, then main system
Area velocity Drain
Floor, holding sump, then main system
Transit-time ultrasonic Sump discharge line
Centrifuges& Decanters
Floor drains to sump Difficult to monitor – track inflow water instead Floor, trench drain, then main system
Area velocity Installed upstream and down-stream of discharge
Stillage Stillage discharge line Barrel washing Catch basin to main
system Difficult to monitor – track inflow water instead (see Table 3-X)
Bottling Floor to trench drains or sumps
Area velocity Directly in trench drain or sump
Systems Discharge location Type of Flow Meter Meter location Main sump N/A Permanent area velocity Cooling tower blowdown/evaporative condenser bleed
N/A Transit-time ultrasonic or magmeter
Blowdown discharge line
Boiler water blowdown N/A Transit-time ultrasonic or magmeter
Blowdown discharge line
Looking at the Big Picture
3.4. Knowing Your Watershed
Your winery is located in a watershed. A watershed is an area where surface water captured by precipitation, filtration and stored water, drains into the same water source. Watersheds can be large areas that drain into an ocean or smaller areas that drain into a lake. All living things in a watershed area depend on their common water source and therefore all have a vested interest a healthy watershed. Activities on the land in a watershed can have both a local environmental impact and an impact downstream. Knowledge of the local watershed is important in understanding what issues a region faces regarding their water resources. To find out which local watershed your property is located in,
contact your water purveyor or local government (i.e., municipality or regional district). Or, you may go to the “Know Your Watershed” website (see inset box). Know Your Watershed Website http://map.ns.ec.gc.ca/kyw/Default.aspx?lang=en-ca The Know Your Watershed (KYW) project provides Canadians with on-line access to a map of the watershed they live in, as well as a growing list of related watershed information. These maps show your local watershed, its associated ocean basin, and a watershed profile including towns sharing your watershed, upstream and downstream basins, related federal and provincial websites, and local environmental groups. Future content will include local photographs submitted by schools, water quality indicators, water levels, and water use information.
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Figure 3-1: Drawing of a typical watershed. Taken from Capital Regional District Watershed web site www.crd.bc.ca/watersheds/protection/watershed-basics/index.htm Consider the following when you look at local maps of your watershed area:
• How close is your property to the primary water source?
• What special features make up your watershed (i.e., lakes, streams, etc.)?
• Is your property connected to any tributary watersheds?
Participation in a Local Watershed Management Group Local watershed stewardship groups aid in planning and development to protect the watershed area. These may include non-profit organizations, irrigation districts, water boards, and other types of organizations. It is in your best interest to be involved in watershed management groups so you can play a part in ensuring a safe and secure source of water for your area in the future.
Water Quality
3.5. Incoming Water Quality
Water quality is a significant aspect in winemaking. Water of poor quality can carry pollutants, pathogens and minerals that could negatively impact wine quality. It is important to know the source of water your winery uses and understand the factors contributing to its quality. Wineries can access water from a range of sources, including municipal water through a pipe system, surface water from a creek, lake, or other waterbody, or underground water from a drilled or dug well. If the water is pumped from a private source, water potability testing should be carried out frequently. The parameters you test for will vary depending upon your situation. The most common parameters are listed in Table 3-3.
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-7
Table 3-3: Common parameters analysed in influent winery water.
Parameter Standard Units
EC1 dS/m pH pH units Sodicity SAR2
Sodium (to be used in determining SAR)
mg/L
Magnesium (to be used in determining SAR)
mg/L
Calcium (to be used in determining SAR)
mg/L
BOD3 (or TOC4, if BOC/TOC ratio can be determined accurately)
mg/L
Total nitrogen (Total N) mg/L Total potassium (Total K) mg/L Chloride mg/L Notes: 1. Electrical conductivity 2. Sodium adsorption ratio 3. Biochemical Oxygen Demand 4. Total organic carbon Wineries supplied by a water purveyor should obtain water quality data for their own records. If the local water source does not meet potability standards or winery requirements, you should have a contingency plan ready. If results warrant it, implement pre-treatment or obtain water from a different source. Examples of pre-treatment systems include:
• Carbon filters for the removal of chlorine
• Particulate filters for the removal of sediment and silt
• Softening agents to remove minerals that cause hard water
3.6. Wastewater Quality
The components of winery wastewater give it the following properties, which make it unfit for raw discharge or reuse (Eco Management Services Pty Ltd.; Land Energy Pty Ltd.; Chapman, J; ARUP Water, 2003):
• Generally low pH (with high pH spikes during caustic washing)
• High Biochemical Oxygen Demand (BOD) due to high organics load
• High Total Suspended Solids (TSS) due to high load of organics and other solids
• High nutrients content (nitrogen and phosphorus)
• Sulphurous compounds (disinfection and preservatives)
• Moderately saline It is because of these properties that winery wastewater can be a source of environmental contamination and degradation if not handled appropriately. Table 3-4 describes the potential effects of winery wastewater constituents.
Water Conservation
3.7. Reducing Water Use
A small winery uses approximately 75 litres of water to produce one case of wine. Under this scenario, a typical small winery producing 10,000 litres of product uses water at a rate of 200 litres per day in the summer and 300 litres per day in the winter. The 200 litres per day rate is comparable to that of a domestic household. The amount of water per case declines as production increases (see Table 3-5).
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Table 3-4: Potential environmental impacts of winery wastewater.
Constituent Indicators Effects
Organic matter BOD1, TOC2, COD3 • Depletes oxygen when discharged into water, leading to the death of fish and other aquatic organisms.
• Odours generated by anaerobic decomposition cause nuisance if waste is stored in open lagoons or land applied.
Alkalinity/ acidity
pH, Calcium carbonate
• Death of aquatic organisms at extreme pH ranges. • Affects microbial activity in biological wastewater
treatment processes. • Affects the solubility of heavy metals in the soil and
availability and/or toxicity in waters. • Affects crop growth.
Nutrients Nitrogen, phosphorus, potassium, sulphur
• Cause eutrophication or algal bloom when discharged to water or stored in lagoons algal blooms can cause undesirable odours in lagoons.
• N as nitrate and nitrite in drinking water supply can be toxic to infants.
• Toxic to crops in large amounts. Salinity EC4, TDS5, Chloride • Imparts undesirable taste to water.
• Toxic to aquatic organisms. • Affects water uptake by crops.
Sodicity SAR6, ESP7 • Affects soil structure, resulting in surface crusting, low infiltration and hydraulic conductivity, hard and dense subsoil.
Metal contamination
Cadmiuim, chromium, cobalt, copper, nickel, lead, zinc, mercury
• Toxic to plants and animals.
Solids TSS8 • Reduces soil porosity, leading to reduced oxygen uptake can reduce light transmission in water, thus compromising ecosystem health.
• Smothers habitats. • Odour generated from anaerobic decomposition.
Source: (South Australia Environmental Protection Authority, 2004) Notes:
1. Biological oxygen demand 2. Total organic carbon 3. Chemical oxygen demand 4. Electrical conductivity 5. Total dissolved solids 6. Sodium adsorption ratio 7. Exchangeable sodium percentage 8. Total suspended solids
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-9
Table 3-5: Estimated range of unit water use in litres per case of 750mL bottles.
Production capacity (cases/year)
Water use (L/case)
>1,000,000 38-53 200,000-1,000,000 53-61 50,000-200,000 61-68 <50,000 68-95
(Storm, 1997) Areas where water is used in the winery (and therefore where water conservation measures can be implemented) include (Kennedy/Jenks Consultants, 2008):
• Crushing and pressing equipment rinsing and sanitizing
• Bin washing • Ion exchange regeneration • Tank washing • Pressure leaf filters, small plate
and frame presses and other separator equipment washing
• Centrifuge/decanters cleaning, sealing, chase and in/out activities
• Distillation activities • Barrel washing and sanitizing • Barrel testing for leaks • Bottle washing and sanitizing • Boiler operation • Cooling tower operation • Cellar cleaning • Laboratory testing • Landscaping
Water use varies throughout the year depending on what is underway at the winery. Table 3-6 shows the typical monthly distribution of annual water use of a winery.
Table 3-6: Typical monthly distribution of annual water use.
Month Range of % of annual
use
Remarks
January 6 February 9 March 7 April 8 Bottling May 8 Bottling June 7 Bottling July 7 August 10 Prep. for crush September 12 Crush October 11 Crush November 7 December 8
TOTAL 100 (Storm, 1997, p. 141) Cleaning and Sanitation Cleaning and sanitation account for the bulk of water use at a winery. Water use can be greatly reduced by adopting good housekeeping procedures, changing products used, replacing old equipment with newer technology, formalizing waste minimization measures, modifying processes, and educating staff. Cleaning and sanitation options include (in order of water use efficiency) cold-water hose stations, hot water hose stations, high pressure washers (see Figure 3-2), wheel-mounted steam/hot water generators and clean-in-place (CIP) systems. High pressure cleaning is used to increase the mechanical force, aiding in removal. In high pressure cleaning chemical detergents are often used along with increased temperature to make removal more effective.
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Figure 3-2: Heated pressure washer. Cleans concrete floors well or for difficult to clean equipment such as destemmers, presses, or sorting lines. PHOTO: GARY STRACHAN CIP (fixed or fixed) is a system of pipes, valves, pumps, and controls for winery tanks and product process equipment and piping (Storm, 1997). Fixed utilizes a permanent system of piping and valves to convey cleaning and disinfecting compounds and rinse water throughout the units to be cleaned. The most sophisticated systems can be operated from a single programmable controller, which can perform all the necessary cleaning or product transfer cycles. In small wineries (less than 25,000 case capacity), it is generally difficult to justify the installation (capital cost) of clean-in-place systems (Storm, 1997). Processing Processes associated with wine clarification and stabilisation also require water. With rotating drum vacuum (RDV) filters, the outermost layer of diatomaceous earth is continuously sliced off to remove the filtered solid components of the juice. A considerable amount of water is required to replace the earth coat to the correct consistency. This may need to be done twice daily during vintage.
Ion exchange columns used to acidify wine and/or stabilise tartrate in wine are regenerated using a mineral acid. Several washings are then needed to remove the sulphate/chloride residues. Heating and Cooling Juice and wine must be kept cool to avoid spoilage. Evaporative towers use up to 20% of the total volume of water used within a winery (Chapman, Baker, & Wills, 2001). Landscaping The goal of any irrigation program is to supply the plant with enough water to survive and grow, while minimizing loss due to percolation and runoff. Native trees, shrubs and flowers will require less of your time and money to maintain because they are typically better adapted to the local climate and soil conditions. They generally will require less watering and are more resistant to local disease and pests than non-native species. Sufficient topsoil is fundamental to healthy, lower maintenance plants. Often, valuable topsoil is removed during site preparation and replaced with a thin layer of soil (sometimes the original soil) put on top of clay or other hard substrate. This situation is not conducive to deep root growth and long-term establishment of landscape vegetation. Instead, make sure a sufficient layer of high- quality topsoil is used for your plants. Choose the most effective, resource efficient irrigation system for your landscaping. Because drip irrigation systems deliver moisture directly to the roots of plants, there is far less water lost to evaporation and wind drift than with traditional spray irrigation systems, and there is no risk of accidentally watering
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-11
roads, driveways and pathways. Water is delivered slowly and steadily to the plants so there is less likelihood of overwatering, less wastage due to runoff, and less risk of plant disease as a result of pooling water. Irrigation systems must be designed and installed correctly. You should use a Certified Irrigation Designers (CIDs) to help you design and install your system. Visit www.irrigationbc.com/Certified-Professionals to find a CID in your area. Once your system is designed and installed it is up to you to make sure it is being used (scheduled) and maintained properly. The IIABC provides an online irrigation calculator that can be used to help develop watering times and amounts for landscape irrigation. See www.irrigationbc.com for the calculator and instructions on how to use it. Routine checks of your entire system will help ensure proper functioning and reduce water waste. Check your irrigation lines for leaks and look for defective emitters and sprinkler heads. Other irrigation practices that will help you save water include:
• Utilize timers and set them to water during the early morning when it is cooler and evaporation is minimal
• Do not water on windy days • Apply mulch around the roots of
shrubs and trees, and in flower beds, to reduce evaporation and discourage the establishment and propagation of weeds
• When establishing a lawn, water thoroughly but not too frequently. This will encourage vegetation to develop a deeper root system that will help plants and grass to utilize more water from the ground, thereby reducing the amount of water you’ll need to apply.
3.8. Recycling and Reusing Water
Recycling and reuse involve transformation of potential waste materials into products. Recycling and reuse techniques can reduce waste and save energy. Determine whether discharges from any operation can be substituted for fresh water supplied to another operation. Discharges that can potentially be reused are:
• final rinses from tank cleaning and fermenters
• bottle soak and rinse water • barrel cleaning water • cooler flush water, filter backwash • sterilizer water
Areas of possible reuse are:
• first rinses in wash cycles • filter backflush • caustic dilution • boiler makeup • refrigeration equipment defrost • equipment cleaning, floor and
gutter wash • irrigation
Figure 3-3: Grey water recycling system. This is a small domestic model. Larger models are available. PHOTO: GARY STRACHAN
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Note: Sodium can be replaced with potassium for alkaline cleaners. The water can then be reclaimed for irrigation without the fear of creating too much salinity. A similar situation exists for cleaners that use TSP as a wetting agent; the water can be recycled for CIP (Cleaning-In-Place) where possible.
Figure 3-4 provides some of the suggested uses of recycled as per the Guidelines for Water Reuse developed by the US Environmental Protection Agency.
Figure 3-4: Generalized overview of water recycling and reuse. (United States Environmental Protection Agency, 2010)
Wastewater Management Winery wastewater quality and volume vary greatly depending on the processes being carried out at any given time during the year. Wastewater production consists of fairly steady daily volumes during non-vintage periods, increases during bottling and washing (i.e., tanks and other equipment), and peaks during vintage. Generally speaking, winery wastewater has a high organic load in the form of large suspended matter (i.e., grape skins, stems and seeds), smaller suspended particles (i.e., dead yeast cells, grit, dirt, diatomaceous earth and bentonite), and dissolved contents (i.e., sugars, ethanol, organic acids, microbial fermentation products, soaps and detergents, and cleaning chemicals).
Winery wastewater comes from a number of sources including (Kennedy/Jenks Consultants, 2008) (South Australia Environmental Protection Authority, 2004):
• Crush and press rinsing and sanitizing activities
• Wine/juice ion exchange regeneration
• Tank washing • Cleaning and sanitation of filtration
units • Centrifuge and decanter cleaning,
seal water, chase water, and watering in/out activities
• Stillage discharge • Barrel washing • Bottling • Spent water softener regenerant
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-13
• Boiler water blowdown • Cooling tower blowdown and
evaporative condenser bleed • Laboratory wastewater • Hosing down of floors and
equipment • Rinsing of transfer lines • Spent wine and product losses • Stormwater diverted into, or
captured in, the wastewater management system
Cleaning waste is by far the biggest contributor of wastewater. Caustic washing along can produce up to one third of the annual volume of wastewater generated by a winery (Figure 3-5).
Figure 3-5: An example of the relative contributions of cleaning and processing waste generated by a large winery. (Chapman, Baker, & Wills, 2001)
3.9. Pollution Prevention
Pollution prevention is reducing or eliminating waste at the source by modifying production processes, promoting the use of non-toxic or less-toxic substances, implementing conservation techniques, and re-using materials rather than putting them into the waste stream (United States Environmental Protection Agency, 2010). Pollution prevention is also referred to as “source reduction”. In addition to the many environmental benefits of pollution prevention, there are
also direct and indirect cost savings resulting from:
• reduction in raw material losses; • reduction in reliance on expensive
end-of-pipe treatment technologies and disposal practices;
• conservation of energy, water, and raw materials; and
• reduction of the potential liability associated with waste generation.
A broad range of pollution prevention techniques are potentially applicable to wineries. Most fit into the following general categories. Production planning and sequencing Plan and sequence production to maximize raw materials. Product substitution or elimination Replace existing products with others that produce less waste, or a non-toxic waste. Good housekeeping and loss prevention Conduct preventative maintenance and the management of equipment and materials to minimize opportunities for leaks, spills, and evaporative losses. Housekeeping changes to storage and clean up procedures (e.g., using dry cleaning methods) can also be effective in reducing waste production. Process or equipment modification Change the process, parameters or equipment used in that process to reduce the amount of waste generated. Proposed process modifications should be discussed with winemakers, production personnel, maintenance personnel, manufacturers or other experts.
Earth Filtration
15%
Cooling Tower
6%
Alkali Washing
33%
Ion Exchange
3%
Rinsewater43%
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Waste segregation and separation Avoid mixing different types of wastes. If you minimize the number of different constituents in any given waste stream recovery or treatment will be easier. Operating procedures Incorporate waste minimization measures into formal written processes and standard operating procedures (SOPs) for the winery. These may include testing, maintenance, and treatment system operating procedures. Water conservation Water conservation methods will reduce the quantity of wastewater produced, but the lower volume of water may carry a correspondingly higher concentration of toxins. However, with more concentrated effluent, the efficiency of recovery or treatment may be improved. See Section 3.7 for more information regarding water conservation practices. Recycling and reuse For wastes that cannot be reduced at the source, recycling is the next best option. See Section 3.8 for information on recycling and reusing water. Employee education and training Provide employees with the information and the incentive to minimize waste generation in their daily duties. Employees must understand and support pollution prevention goals. Train employees to use equipment and supplies properly.
3.10. Wastewater Treatment
Since no universal method for winery wastewater treatment exists, each winery must determine the technique most suitable to its situation. The main purpose of a wastewater treatment process is to reduce the organic matter content or biological oxygen demand (BOD) to produce a more stabilised effluent and sludge (FSA Consulting, 2006). Wastewater treatment also lowers nitrogen levels and settles out other nutrients, such as phosphorus. Wastewater treatment processes include solids separation or settling, anaerobic treatment, and aerobic treatment. Treatment options include wastewater to municipal treatment plants or on-site treatment systems, or a combination of both. Problems with wastewater treatment generally result from:
• poor maintenance • system overloading • irregular flow rates • excessive holding times before
treatment, and/or • inappropriate design
Surface Water Movement Surface water run-off from excess irrigation or precipitation events, can collect and carry pollutants to nearby watercourses and degrade water quality. Pollutants can include pesticides, fertilizers and sediment. A properly designed drainage system can go a long way in reducing or preventing negative environmental impacts.
CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-15
3.11 Stormwater Runoff
Stormwater originates from roofs, paved and non-paved areas within the winery. Unmanaged stormwater flow can substantially increase the risk of overloading the wastewater storage and treatment system. Runoff quality degrades as it moves and collects pollutants, and ends up in surface water or groundwater bodies. It may form rills or gullies on unprotected soil, which can lead to channel and stream bank degradation. Areas bordering water bodies such as streams, lakes, ponds and wetlands should be protected from pollution by setting up a buffer strip of undeveloped land, preferably with native vegetation, between the water body and human activity or development. Look into the feasibility of using separated non-contaminated stormwater in your winery. It can be used for cooling towers, external cleaning or process operations that do not lead to direct contact product, landscape watering, and to dilute winery wastewater prior to irrigation. Make sure to inspect banks along streams for erosion during and after heavy storm events, especially if they are unstable. Any erosions problems that are identified should be fixed on a timely basis.
3.12 Drainage
Adequate drainage can help increase soil strength, control salinity and alkalinity in some cases, and improve nutrient uptake. Significantly higher volumes of precipitation on the BC coast make subsurface drainage necessary to control saturation of the root zone, soil compaction, runoff and erosion.
Inadequate drainage can lead to flooding, which can lead to increased amounts of pollutants being washed into water bodies.
Consider implementing the following practices: • Install receptor drains to reduce runoff
and erosion potential. • Obtain a sketch of where your drains
are and where they lead to. Make sure the stormwater system is not cross-connected with the sanitary or septic systems.
• Make sure your drainage system directs runoff away from sensitive water bodies.
• Where drains may be susceptible to pollution, install catch basin inserts, drain covers or other protective devices.
• Keep waste away from drains to prevent water pollution.
• Keep floatable material (e.g., branches, plastic materials) away from drains.
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Recommended Resources • Comprehensive Guide to Sustainable
Management of Winery Water and Associated Energy - Kennedy/Jenks Consultants www.wineinstitute.org/files/AVF-Guide.pdf
• US EPA Waste Minimization Opportunity Assessment Manual
• Irrigation Calculators www.irrigationbc.com
• Flow Meter Directory www.flowmeterdirectory.com/
• Best Practice Guide for Water and Waste Management in the Queensland Wine Industry www.fsaconsulting.net/fsa/docs/EPA_Wine.pdf
• Winery Wastewater Handbook – Jeanette Chapman
• Winery Wastewater Treatment and Reuse – Insight Environmental Consulting www.bcwgc.org/publication/winery-wastewater-treatment-and-reuse
• City of Toronto - Sample Water Conservation Plan www.toronto.ca/water/industrial/pdf/plan_sample.pdf
• US EPA Water Conservation Plan guidelines www.epa.gov/WaterSense/pubs/guide.html
CHAPTER 4 ENERGY EFFICIENCY page
Introduction ................................................................................................................... 4-1
Setting up an Energy Efficiency Program ......................................................................... 4-1
4.1. Energy Use Assessment and Planning ..................................................................... 4-1
4.2. Training and Incentives ............................................................................................ 4-4
4.3. Monitoring and Record Keeping............................................................................... 4-5
Optimizing Energy Use .................................................................................................... 4-5
4.4. Purchasing ................................................................................................................ 4-5
4.5. Lighting ..................................................................................................................... 4-5
4.6. Space Heating and Cooling ...................................................................................... 4-6
4.7. Water Heating ........................................................................................................... 4-7
4.8. Equipment and Appliances....................................................................................... 4-8
4.9. Refrigeration Systems, Tanks and Lines .................................................................. 4-9
Alternative Energy ........................................................................................................ 4-10
4.10. Renewable Energy Sources .................................................................................... 4-10
4.11. Alternative Fuels ..................................................................................................... 4-10
4.12. Fuel Efficiency......................................................................................................... 4-11
4.13. Responsible Transportation ................................................................................... 4-11
Recommended Resources ........................................................................................... 4-12
CHAPTER 4 ENERGY EFFICIENCY | Page 4-1
4.0 ENERGY EFFICIENCY Chapter objective: To help wineries optimize their energy use in all aspects and areas of production and to consider the use of alternative energy sources.
Introduction In British Columbia, energy is produced from natural gas, crude oil, hydro, biomass and coal. According to Canada's Energy Outlook: The Reference Case 2006, published by Natural Resources Canada, energy demand is expected to continue to grow as the Canadian population and economy continue to grow (11% and 43% respectively, by 2020). Coupled with rising energy demand will be rising energy costs. To meet this expected demand, new energy development projects have surfaced (e.g., oil, gas, hydro), and more will surface in the future along with renewable energy projects (e.g., wind, solar). While these projects will be beneficial to an energy hungry society, there will undoubtedly be environmental, security and economic and social implications. Energy efficiency and conservation are two effective ways to help meet our future energy needs and reduce the necessity and timing for new energy development. In addition to changing practices within your winery, you can also consider external factors such as material sourcing (glass, cork, etc.). This has indirect implications such as transportation emissions and fuel consumption. Some of the benefits of conserving and using energy efficiently are (Council of Energy Ministers, 2007):
• Reduced impacts on the environment as lower energy consumption translates into lower emissions of greenhouse gases (carbon footprint) and other air pollutants.
• Prolonging of existing energy sources and infrastructure by doing more with what we have. This reduces the need for new conventional energy supplies (oil and gas) and their environmental impact.
• May soften impact of rising energy prices.
• Long-term financial savings due to reduced use of energy.
This chapter will help you to look at how the processes in your operation consume energy, how to use your existing technology more efficiently or upgrade to more efficient technology, measure the results of your efforts, and engage workers to make lasting changes you can be proud of.
Setting up an Energy Efficiency Program
4.1. Energy Use Assessment and Planning
Before embarking on any new program you need to know where you’re starting from. Knowing where, when and how much energy you use will be essential to setting goals for the future. You should start by doing an energy efficiency audit of your operation, conducted by someone internally or by an outside auditor. The goal will be to provide a plan of action that can be your template for future things to implement.
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There are two kinds of assessments you should complete for your organization: an initial energy audit and ongoing energy management assessments. An initial energy audit provides a baseline of where and how energy is being used in your facility and where potential savings can be made. It is completed by doing a walk-through of your workplace to identify energy use and losses and potential improvements. The audit can be completed by you and your staff, or by a professional energy management specialist. If you decide to conduct an energy audit yourself, consider the steps outlined in the next column. When conducting or hiring someone to do an energy assessment of your operation, make sure you get a breakdown of energy consumption per process. Whoever you designate to conduct your energy audit, should have access to energy bills so the use information can be logged into a database. If your utility bill is handled by an accountant or bookkeeper, for example, you should make sure the energy usage information on the bill is communicated to the person who looks after energy use. Once you know how much energy you are using and how much you are paying for it; explore the possibility of negotiating a better rate or see if you can pay a reduced rate by switching to off-peak hours.
STEPS FOR COMPLETING AN ENERGY AUDIT: (Pembina Institute for Appropriate Development, 1999) 1. Assign overall responsibility to one person.
• If your operations are small, one person may be enough.
• If your operation is large, set up a committee to help that person.
2. Gather and review data, including: • Monthly utility bills for the past year or
for a typical 12-month period • Operating and design manuals of your
equipment • Daily logs and maintenance schedules • Recent system changes and
renovations • Any other records that are relevant to
energy use
Some utilities provide historical data online that can typically be accessed by registered users. For example, BC Hydro provides updates of recent electricity usage, electricity consumption history, billing summary and account balance, plus “Power Smart” tools to help customers conserve energy.
3. Record the following information from your utility bills: • Electric power costs – current rate
structure, discounts or taxes, demand and consumption readings
• Natural gas costs – current rate structure, discounts or taxes, amount purchases monthly
• Other energy purchased – unit cost, major usage, amount purchased monthly
4. Do a walkthrough of your facility and check for the following: • Cracks and gaps around doors and
windows • Energy losses due to inefficient use of
space or equipment • Equipment maintenance • Operation of furnaces and cleanliness
of filters • Operation of all motors • Lighting layout compared to needs • Operation and settings of thermostats • Operation of meters
CHAPTER 4 ENERGY EFFICIENCY | Page 4-3
QUESTIONS TO CONSIDER IN ONGOING ENERGY MANAGEMENT ASSESSMENTS: Your ongoing energy management assessments should include asking the following questions on a regular basis as part of your business management: 1. How much did you spend on energy in the
last month/quarter/year? How much energy did you use (kWH) in
the given time period? Review energy efficiency. Identify
areas for improvement. Break complex processes into smaller
components. Examine each component and measure energy consumption if possible.
Are there resources available presently that could help operators do this?
2. In what processes was this energy spent?
3. What processes or controls do you have in
place to manage energy consumption? These can include: Meters to determine where energy
being used Programmable thermostats Internal energy audit External energy audit Energy smart training
Calculating your carbon footprint Using energy in your winery or driving or flying to meetings and events generates greenhouse gas emissions, such as carbon dioxide (CO2). These greenhouse gases act like a blanket, trapping heat near the Earth's surface and warming the planet. Scientists predict that if this warming continues we may be facing potentially extreme climate changes—causing more frequent and intense heat waves, rising sea levels affecting coastal areas, and other serious impacts.
Your "carbon footprint" is a measure of your impact on the environment, and is related to the amount of carbon dioxide emitted as a result of your daily activity. The carbon footprint is reported in units of tonnes (or kg) of carbon dioxide equivalent. There are several calculators available online that can be used to calculate the carbon footprint of your winery. The International Wine Industry Greenhouse Gas Protocol and Accounting Tool was developed through a partnership between the Wine Institute of California, New Zealand Winegrowers, South Africa's Integrated Production of Wine program, and the Winemakers' Federation of Australia for use by the global wine industry. The calculator is free, easy-to-use, wine industry specific and can be used to measure the carbon footprints of winery and vineyard operations of all sizes. It is available online at www.wineinstitute.org/ghgprotocol. The Pacific Gas and Electric (PG&E) carbon footprint calculator is another tool that may be useful to you. It is available at: www.pge.com/carbonfootprint/. The BC Sustainable Energy Association at (www.bcsea.org/solutions/citizens-and-homeowners/calculate-your-carbon-footprint) provides several resources about calculating your carbon footprint and offsetting. Establishing goals and actions Once you have completed your assessment, you will need to set overall goals for the program. Try to establish quantifiable rather than qualitative goals. “To reduce energy use by 25% per year” is a quantifiable goal, whereas “implementing a significant reduction in energy use in order to reduce our carbon footprint” is a qualitative goal.
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Attributes of effective goals include (Pearce & Robinson, 1985):
Acceptable to those who will work to achieve them
Flexible to adapt to changing requirements
Measureable over time Motivational Suitable to the overall corporate
goals Understandable Achievable with a practical level of
effort The goals of the program should be reviewed periodically and modified to reflect changes in available technology, raw material supplies, environmental regulations and economic climate. Use the self-assessment to identify actions that will help you achieve your goals. Write the actions on your action plan and give each a tentative date for completion, starting with those most easily achievable. Make sure to incorporate pertinent recommendations into the capital budget. See the recommended resources section for information on free energy audits, workshops and other tools and incentives for energy efficiency.
4.2. TrainingandIncentives
Program management Assign responsibility for overseeing the energy conservation program to someone in your company who is familiar with the winery and its processes and procedures. This person can be anyone on staff who is enthusiastic and interested in the success of the program (i.e., it does not have to be someone from upper management). Education and training may need to be provided to the person to ensure he or she can handle the responsibilities of overseeing the program.
The program manager will be responsible for developing and implementing program goals, ensuring energy conserving practices are implemented and followed, and ensuring proper monitoring and record keeping is completed. Getting company-wide commitment Involving others in the implementation of energy efficiency initiatives will be imperative if the practices are to stick. The goal should be to include energy conservation in your company culture so it becomes a way of doing business. Although the drive for an energy efficiency program may start on the ground floor and much of the work may be done by winemakers, cellar hands, and other employees, commitment of upper management is very important. Be sure to provide presentations, fact sheets, and other information to the winery managers to ensure they understand the program goals, actions, and costs. Some aspects of energy efficiency need an up-front investment that could require executive level approval. This approval will be easier to get if management is familiar with the program and supports its goals. Inform staff, contractors and suppliers of your goals. Incorporate your goals into your training manuals, purchasing policies, and operating procedures. If you have very specific goals and actions that you set for your company, communicate how you plan to accomplish them and by what date (if applicable). If you don't have specific goals at the moment, you can simply state your commitment to continual improvement in this area for now. Encourage input from employees and provide incentives such as bonuses, awards, plaques and other forms of recognition for energy efficient practices. You may wish to share quarterly reports on energy consumption with your staff. For
CHAPTER 4 ENERGY EFFICIENCY | Page 4-5
example, this could be done by posting a simple graph of energy consumption (kWh) for the last quarter compared to the same period the year before. Another way of introducing changes to your practices is to create or update documentation for decision-making. For example, having a form with a list of questions you want answered before purchasing a piece of equipment. For instance, how efficient is this new piece of equipment (e.g., energy star rating), what will be its ongoing energy requirements?
4.3. MonitoringandRecordKeeping
Your energy efficiency program will provide a baseline of your current energy use (from the audit), the reduction goals you are targeting, and the actions that will take you there. Monitoring and record-keeping will provide the means for you to evaluate whether or not you are reaching your goals. You can obtain your general electricity consumption from your utility bill, but you may also want to keep track of internal meter readings, fuel consumption records, etc. If you do not have a formal system for monitoring and recording this information, be sure to create one. Use the Questions to Consider in Ongoing Energy Management Assessments on page 4-3 to guide your record-keeping. The format of your records (e.g., Excel spreadsheet, software program, Word tables filled out manually, etc.) will be up to you and will depend on your computer literacy and personal preference. When comparing records, make note of the change(s) and explain in a few sentences why the change might have occurred (e.g., implemented "lights out at night" policy, caulked drafty windows, replaced old furnace with more efficient
one, replaced old gasoline vehicle with new fuel-efficient model, etc.). These notes will be invaluable when looking back in a few years, and will save you time in the future by not having to look through your records to find out what may have caused the fluctuations in energy consumption. Metering Power meters are widely available, in dozens of configurations. You can check total power consumption at the street, but with a portable meter, you can check things such as pumps, refrigeration etc. See www.powermeterstore.com/?gclid=CLbfpeavrKkCFaYZQgodkzOwLQ for information on the types of meters available for use.
OptimizingEnergyUse
4.4. Purchasing
Your purchasing decisions should always consider the energy efficiency level of the equipment you are considering. Natural Resources Canada has developed a purchasing toolkit for procurement of energy efficient products. The guide contains purchasing guidelines, a savings calculator that compares the costs of purchasing energy efficient products with those of conventional equipment, and additional resources related to energy efficiency and purchasing. See http://oee.nrcan.gc.ca/residential/business/energystar/procurement/introduction.cfm.
4.5. Lighting
Lighting can be both the highest energy cost and the greatest savings opportunity for your business. On average, lighting consumes 40% of electricity in commercial buildings. Most conventional lighting also produces heat, which can increase a
Page 4-6 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
building's cooling costs by up to 20% (BC Hydro, 2011). Modern lighting technologies such as CFLs and LED lights consume much less energy and products are now largely available that provide similar, if not better, lighting than conventional incandescent lights. Some of the benefits associated with moving to modern lighting technologies may be an improvement in the quality of lighting, a reduction in maintenance costs due to longer product life spans, and a reduction in electricity costs. Helpful Hint: Replacing five 75-watt incandescent light bulbs with 19-watt compact fluorescents (CFLs) can reduce your carbon footprint by 275 lbs of CO2 per year. Several other practices, from turning lights off when not in use to upgrading your lighting system, are included in Section 4.5 of the self-assessment. FortisBC and BC Hydro provide extensive information about energy efficient lighting. BC Hydro also provides an excel tool to predict energy savings through a lighting retrofit – contact them for more information and to request the tool.
4.6. Space Heating and Cooling
The heating and cooling of buildings is one of the leading uses of energy in Canada. Reducing the impact of this necessary activity can be done in different ways: Heat or cool only those spaces that require it. Where possible, minimize the space to be heated or cooled -- perhaps some rooms can be isolated and heated/cooled to different temperatures, appropriate for each room. Widen the range of acceptable temperatures. If you haven't already done so, consider widening the range of
acceptable temperatures in your building. According to LiveSmartBC, for every one degree you lower your thermostat, you save two percent on your heating bill. Adopt design and construction methods that conserve energy. Consider implementing methods discussed in Chapter 2. Maintain appliances on a regular basis. Furnaces and Heating, Ventilation and Air Conditioning (HVAC) systems need to be serviced by a professional on an annual basis to ensure safe and efficient performance. Air filters should also be checked monthly, especially during the winter months, as dirty air filters can hinder heating performance. Make upgrades to your existing HVAC system. A number of energy-saving upgrades can be made to existing HVAC systems: • Heat recovery systems • Air-side economizer controls • Digital control systems • Adjustable speed drives • Installation of heat pump (geothermal
or air-sourced) When trying to decide where to invest your money, your local power utility may be able to help you figure out what the best "bang for your buck" is for your type of building. Most power utilities have programs that offer incentives for switching to more energy-efficient technology. For example, FortisBC often offers rebates for HVAC upgrades. These upgrades benefit you and the utility as they save you money in the long run and the utility prolongs the service life of existing infrastructure.
CHAPTER 4 ENERGY EFFICIENCY | Page 4-7
LIVESMARTBC: EASY STEPS TO SAVE ENERGY AND MONEY (www.livesmartbc.ca) • By turning your computer and monitor
off when not in use, you could save $100 per year.
• You can save 2 per cent on your heating bill for every 1 degree you lower your thermostat.
• It takes ten times as much energy to make a piece of paper than it does to copy onto it.
• Recycling a four-foot stack of newspapers saves the equivalent of one 40-foot fir tree.
• CFLs use 75 per cent less energy than incandescent bulbs and last ten times longer.
• The majority of computer electricity goes to the monitor – new LCD monitors use 80-90 per cent less energy.
• LED signs and holiday lights reduce energy consumption by 90 per cent and last 10-25 years longer.
4.7. Water Heating
Using hot water more efficiently is the best way of reducing energy consumption for this activity. This can be accomplished by implementing some or all of the following practices as recommended by BC Hydro. Maintenance Prevent the build up of sediment, which can degrade performance, by flushing out your hot water tank on a regular basis according to your owner’s manual. Insulation Temperature retention of exposed piping and of older hot water tanks may be improved by wrapping them with insulation. Note that gas-fired hot water tanks should always be insulated by a heating professional as improper installation can create health hazards.
Lower water heater temperature to 60°C Reducing the water tank’s temperature will save energy and reduce mineral build up and corrosion of the tanks and pipes. Avoid lowering the water temperature below 55ºC to prevent the growth of bacteria in the tank. High-Efficiency Water Heaters/Boilers In addition to the conventional storage tank water heater, there are several other, more efficient, technologies available.
Solar water heaters Solar hot water technology is durable and can be used in a variety of locations. It can provide up to 50% of total hot water needs. As technology improves, this number is expected to increase. Natural gas on-demand water heater Natural gas on-demand water heaters can offer up to 30% savings versus a standard natural-gas storage tank water heater. This is because water is heated as needed rather than heated, stored and maintained at a certain temperature for when it is required (which can be a long time). On-demand electric water heaters are not recommended as electric resistance is an expensive way of generating heat. Condensing water heater Condensing hot water heaters are the most efficient tank-based water heater there is. It recycles the heat that's normally vented out from natural-gas water heaters; thereby reducing energy spent and related costs.
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Figure 4-1: On demand hot water. This system is sufficient for a small winery or for domestic hot water in a larger winery. PHOTO: GARY STRACHAN
Expert advice will be required when selecting a heater for your particular operation. Your overall hot water usage will firstly dictate whether this technology is right for your needs, the capacity you need and/or the number of on-demand water heaters you'll need. Make sure to take advantage of the various incentives and resources offered by power utilities when switching to a more efficient unit. Some factors to consider when selecting your new water heater are: • Fuel type, availability and cost - will
have an effect on annual operation costs, size of system and degree of energy efficiency.
• Size – A water heater needs to be properly sized for the intended use to supply enough hot water and at the same time minimize waste.
• Energy efficiency – Different water heaters will utilize energy at different levels of efficiency.
• Costs – Compare the estimated annual operating costs of the water heaters you have shortlisted.
RETSCREEN INTERNATIONAL CLEAN ENERGY DECISION SUPPORT CENTRE www.retscreen.net/ang/home.php The RETScreen Clean Energy Project Analysis Software is a unique decision support tool developed with the contribution of numerous experts from government, industry, and academia. The software, provided free-of-charge, can be used worldwide to evaluate the energy production and savings, costs, emission reductions, financial viability and risk for various types of Renewable-energy and Energy-efficient Technologies (RETs). The software (available in multiple languages) also includes product, project, hydrology and climate databases, a detailed user manual, and a case study based college/university-level training course, including an engineering e-textbook. For a list of RETScreen Case Studies see www.retscreen.net/ang/12_case.php.
4.8. Equipment and Appliances
As the business ages and production changes you may want to consider replacing older equipment with newer and more efficient technology. Any replacement should be with modern, energy efficient alternatives. Although more efficient technologies may have a higher up-front cost, it is important to factor in the long-term savings. Make sure older equipment is disposed of properly at your nearest recycling facility. Helpful Hint: FortisBC PowerSense will help you to upgrade or add new motors to your operations, providing they exceed the Provincial Government Standards.
CHAPTER 4 ENERGY EFFICIENCY | Page 4-9
Figure 4-2: Rotary phase converter to convert single phase power to three phase. Three phase motors have longer service life and can be more easily speed controlled by using a variable frequency controller. PHOTO: GARY STRACHAN
4.9. Refrigeration Systems, Tanks and Lines
Refrigeration system(s) should be serviced as per the manufacturer's directions to keep everything running at optimal efficiency. Tank Placement Tank placement is an important consideration when designing (or re-designing) your winery. Place tanks in a location that will reduce heating and cooling needs. Having to cool tanks in a room that is simultaneously being heated can consume lots of energy, so consider placing your tanks in an area where you can use seasonal temperatures to your advantage. Tanks placed in a cooler area of your winery will save energy post-fermentation and for storage. Emphasis should be placed on managing the access to cool air by setting up double
layered access areas in the building (e.g., double doors). Insulation Well-insulated tanks and glycol lines provide long-term benefits by reducing the amount of energy needed to run the refrigeration system. The system will work less as it will be able to maintain the desired temperature for a longer period of time. Less work means the system will last longer and will lead to a reduction in maintenance costs. The more stable temperatures provided by proper insulation will also improve wine quality and shorten turn-around times for processing (White, Adamson, & Rankine, 1989) . Proper insulation can also minimize the amount of condensation that forms on a tank. Condensation can be a problem in some wineries as it can lead to concerns over hygiene (mold) and safety (slippery floors). Operation Most refrigeration systems are designed to handle maximum capacity during the crush. This means the system is oversized for most of the year. Because of this, it is important to come up with a strategy for periods of reduced production. Consider harvesting at night when the grapes are cooler, “crispier”, and considered a better quality to work with. Less energy is spent cooling down the fruit. Some estimates put the savings in cooling costs at around 25%. Options available for insulation of tanks and refrigerant lines include:
• Spray-on insulation • Foil over bubble wrap • Rigid foam with outer shell
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Replacing refrigerators that are more than 10 years old with a modern Energy Star model could reduce your annual carbon emissions by more than 500 lbs.
Alternative Energy
4.10. Renewable Energy Sources
The use of renewable energy reduces your ecological footprint, reduces carbon generated from your business, and can assist in positioning your business as a more environmentally friendly enterprise. Renewable energy may come from many sources such as sun, wind, biomass, wastewater, waves or tides, free flowing water and geothermal energy. Geoexchange energy Geoexchange energy is produced by drilling deep holes and setting up a horizontal or vertical array of pipes to extract or dump heat to/from the earth. This heat exchange system is then hooked onto the building’s cooling and heating system and can provide significant energy savings when compared to other conventional cooling and heating fuels or electricity. Earthtubes (earthtubing) are low-tech, sustainable, non-electric, zero-energy passive geothermal solar heating and solar cooling systems. If you are going to use earth tubes to cool or heat your winery, you are in somewhat uncharted territory, so do your homework carefully. See www.earthtubes.ca for more details. Solar energy Solar energy can be used to provide electricity in homes or buildings and can also be used directly to provide heat. Photovoltaic (PV) solar panels convert solar energy into useful electrical energy which can be stored in batteries. Passive
solar systems can be used to circulate water through a series of pipes engineered to collect solar radiation in the form of heat. This can be set up to complement the existing hot water system. Both solar energy systems can provide big savings on monthly energy bills. Wind energy Wind turbines generate electricity from the kinetic power of the wind that rotates the blades. Electricity is created with these blades rotate a central shaft that moves a magnetic field in the generator. Wind turbines typically have to comply with local by-laws and regulations so make sure you check with your local government before installing one. Offsetting Once you have calculated your emissions, and have taken steps to reduce your carbon footprint (see Section 4.1), you can “offset” your remaining emissions to become carbon neutral by investing in a project that will reduce the same amount of CO2 somewhere else. See www.carboncatalog.org/providers/canada and www.carbonify.com/finder/offset-tag-companies.htm for a list of carbon providers in Canada.
4.11. Alternative Fuels
The term ‘alternative fuels’ refers to non-traditional fuels that pollute less and are, for the most part, derived from sources other than petroleum, some of which are renewable resources. The Natural Resources Canada (NRC) website has a page on alternative fuels (http://oee.nrcan.gc.ca/transportation/business/fuels.cfm?attr=16) that contains information on alternative fuels, their benefits, safety and performance information, vehicle and fuel availability,
CHAPTER 4 ENERGY EFFICIENCY | Page 4-11
as well as related research and programs available. When replacing older vehicles consider modifications or newer models that make use of alternative fuels such as Biodiesel, Compressed Natural Gas (CNG), Electricity, Ethanol, Hydrogen, Liquefied Natural Gas (LNG) or Liquefied Petroleum Gas (LPG / Propane). Preference should be given to renewable fuel sources. Check out the NRC’s guide for Purchasing a Fuel-Efficient Vehicle: http://oee.nrcan.gc.ca/transportation/personal/choose_vehicle.cfm?attr=8.
Figure 4-3: Filling a tractor with bio-diesel. PHOTO: SANDRA OLDFIELD
4.12. Fuel Efficiency
As fuel prices spiral upwards, any reduction in fuel consumption will have a positive impact on the bottom line of the company in addition to providing benefits for the environment. Tracking fuel consumption of company vehicles can help identify and repair/correct the least fuel efficient models. Reducing engine idling and adhering to the speed limit has been proven to be more fuel efficient. And last but not least, optimizing daily routines can go a long way in saving fuel. For videos on fuel efficiency, visit:
http://oee.nrcan.gc.ca/transportation/business/autosmart/index.cfm?attr=16 This website includes videos on fuel-efficient driving tips, the importance of proper maintenance, choosing the right vehicle for your every day needs, and the benefits of fuel efficiency.
4.13. Responsible Transportation
Providing alternative transportation options will help to lower energy use and reduce pollution and land development impacts from automobile use. Alternative transportation options include, but are not limited to, the following:
• secure bicycle racks and/or storage and convenient shower and changing facilities;
• high efficiency hybrid or alternative fuel vehicles for employees;
• carpool/vanpool programs for employees and customers;
• parking capacity sized to meet, but not exceed, minimum local zoning requirements; and
• preferred parking for high efficiency vehicles, carpools, van pools and car co-ops.
Videoconferencing for Small Businesses Small Business BC and the provincial government offer a video conferencing network service for small businesses across B.C. with sites available at FrontCounter BC and Community Futures offices. See www.smallbizeducation.ca/video-conferencing.php for more information
Page 4-12 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
Recommended Resources • FortisBC's PowerSense walk-throughs
www.fortisbc.com/powersense/small_business.html
• EcoTrust Canada Climate Smart Workshops www.ecotrust.ca/services/enterprises/climate_smart
• Natural Resources Canada Dollars to $ense Energy Management Workshops http://oee.rncan.gc.ca/industrial/training-awareness/index.cfm?attr=8
• Benefits of energy auditing for your winery – Practical Winery & Vineyard Magazine, May/June 2005. Look under "Back Issues" on website. www.practicalwinery.com/
• BC Hydro's Product Incentive Program www.bchydro.com/business/incentive/incentive8821.html
• ecoENERGY Incentives Program www.oee.nrcan.gc.ca/commercial/financial-assistance/existing/retrofits/index.cfm?attr=0%29.
• ecoENERGY Retrofit Incentive http://oee.nrcan.gc.ca/industrial/financial-assistance/retrofit/index.cfm
• BC Hydro online Power Smart Buyer’s Guide www.bchydro.com/buyersguide/
• BC Hydro Product Incentive Program www.bchydro.com/rebates_savings/product_incentive_program.html
• Power Smart (BC Hydro) www.bchydro.com/powersmart/commercial.html?WT.mc_id=rd_business
• Green Your Business (BC Hydro) www.bchydro.com/guides_tips/green_your_business.html
• PowerSense Your Business (FortisBC) www.fortisbc.com/powersense/for_your_business.html
• Offers for Your Business (Terasen Gas) www.terasengas.com/Business/Offers/default.htm
• Capital Regional District - Grants and Rebates for your business www.crd.bc.ca/water/conservation/ici/grantsrebates.htm
• Government of Canada - ecoENERGY Retrofit incentive for buildings www.oee.nrcan.gc.ca/commercial/financial-assistance/existing/retrofits/index.cfm?attr=0
• FortisBC Energy Efficiency E-Library http://www.fortisbc.com/powersense/e-library.html
CHAPTER 5 HAZARDOUS MATERIALS HANDLING page
Introduction ................................................................................................................... 5-1
Setting Up a Materials Handling Program ........................................................................ 5-1
5.1. Materials Assessment and Planning ........................................................................ 5-1
5.2. Training and Incentives ............................................................................................ 5-5
5.3. Monitoring and Record Keeping............................................................................... 5-5
Pollution Prevention/Source Reduction........................................................................... 5-6
5.4. Product Changes ...................................................................................................... 5-6
5.5. Input Material Changes ............................................................................................ 5-6
5.6. Technology or Process Changes ............................................................................... 5-6
5.7. Good Operating Practices ......................................................................................... 5-6
5.8. Sustainable Purchasing ............................................................................................ 5-7
Handling, Storage and Disposal ...................................................................................... 5-8
5.9. Storage ..................................................................................................................... 5-8
5.10. Janitorial Supplies .................................................................................................... 5-8
5.11. Tires, Batteries, Oils, Paints and Coatings ............................................................. 5-10
5.12. Light Ballasts and Bulbs ......................................................................................... 5-10
5.13. Electronic Waste ..................................................................................................... 5-11
5.14. Analytical Chemicals ............................................................................................... 5-11
5.15. Sanitation Chemicals.............................................................................................. 5-12
5.16. Landscaping Chemicals ......................................................................................... 5-12
5.17. Fuel ......................................................................................................................... 5-12
5.18. Waste Bin Area Housekeeping ............................................................................... 5-13
Health and Safety ........................................................................................................ 5-13
5.19. Employee Safety ..................................................................................................... 5-13
5.20. Emergency Response ............................................................................................. 5-13
5.21. Air Quality ................................................................................................................ 5-13
Recommended Resources ........................................................................................... 5-14
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-1
5.0 HAZARDOUS MATERIALS HANDLING
Chapter objective: To prevent pollution through sound material handling practices and to reduce or eliminate hazardous materials and wastes at your winery.
Introduction Hazardous materials are any materials whose quantity, concentration, or physical or chemical characteristics may pose a hazard to human health or the environment. Hazardous materials include the following categories:
• Flammable and combustible material
• Toxic material • Corrosive material • Oxidizers • Aerosols, and • Compressed gases.
Some of the most common hazardous materials used at wineries include (California Sustainable Winegrowing Alliance; Wine Institute; California Association of Winegrape Growers, 2006):
• Sulphur dioxide, • Anhydrous ammonia, • Inert gases (e.g., carbon dioxide,
nitrogen), • Cleaning agents (e.g., tri-sodium
phosphate, organic acids), • Sulphurous acid, • Gasoline, • Diesel, and • Propane.
The types of hazardous waste typically found at wineries include oil, solvents, antifreeze and paint (California Sustainable Winegrowing Alliance; Wine Institute; California Association of Winegrape Growers, 2006).
Material handling requires compliance with all federal, provincial and local regulations. In general, this chapter does not deal with the regulatory requirements governing hazardous materials handling, but rather focuses on practices that will help you to systematically and properly manage the hazardous materials and waste at your winery.
Setting Up a Materials Handling Program
5.1. Materials Assessment and Planning
You will need a plan to achieve successful material handling at your winery. A hazardous material handling program will help you comply with regulations, improve worker health and safety, prevent pollution, and inventory the types and quantities of materials you use at the winery. The purpose of the assessment phase is to develop a comprehensive set of waste minimization options, and to identify the options that deserve more detailed analysis. You should begin the assessment by collecting and compiling all the data you need to understand how and where hazardous materials are used in your winery and what your current waste management practices are.
Page 5-2 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
QUESTIONS TO CONSIDER IN A HAZARDOUS MATERIALS AND WASTE ASSESSMENT • What are the hazardous waste streams
generated from the winery? How much is generated by each stream?
• Which processes or operations do these hazardous waste streams come from?
• What makes them hazardous? • What are the input hazardous
materials? • How much of a particular hazardous
material enters each waste stream? • How much of a raw material can be
accounted for through fugitive losses (i.e., leaks)?
• How efficient is the process or operation?
• Are unnecessary wastes generated by mixing otherwise recyclable hazardous wastes with other process wastes?
• What types of housekeeping practices are used to limit the quantity of wastes generated?
• What types of process controls are used to improve process efficiency?
INFORMATION TO COLLECT FOR A HAZARDOUS MATERIALS AND WASTE ASSESSMENT (US Environmental Protection Agency, 1988) Design Information • Process flow diagram(s) • Material and heat balances (both design
balances and actual balances) for production processes and pollution control processes
• Operating manuals and process descriptions
• Equipment lists • Equipment specifications and data sheets • Piping and instrument diagrams • Plot and elevation plans • Equipment layouts and work flow
diagrams
Environmental Information • Hazardous waste manifests • Biennial hazardous waste reports • Waste analyses • Environmental audit reports • Permits and/or permit applications
Raw Material/Production Information • Product composition and batch sheets • Material application diagrams • Material safety data sheets • Product and raw material inventory
records • Records of hazardous material receipts,
volumes, and use • Operator data logs • Operating procedures • Production schedules
Economic Information • Waste treatment and disposal costs • Product, utility and raw material costs • Operating and maintenance costs • Departmental cost accounting reports
Other Information • Company environmental policy statements • Standard operating procedures • Organization charts
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-3
Prioritizing Hazardous Waste Streams and/or Operations to Assess Although your eventual aim will be to assess all hazardous waste streams, prioritization of certain streams to assess is often necessary when available funds and personnel are limited. Typical considerations for prioritizing hazardous waste streams to asses include (US Environmental Protection Agency, 1988):
• Compliance with current and future regulations
• Costs of waste management (treatment and disposal)
• Potential environmental and safety liability
• Quantity of waste • Hazardous properties of waste
(including toxicity, flammability, corrosivity, and reactivity)
• Other safety hazards to employees • Potential for (or ease of)
minimization • Potential for removing bottlenecks
in production or waste treatment • Available budget for waste
minimization assessment and projects
Consider using outside people to help you conduct your assessment. They can bring a wide variety of experience and expertise that may be lacking in smaller companies who may not have in-house expertise in the relevant waste minimization techniques and technologies. Identifying Options Table 5-1 shows a hierarchy of waste management and provides examples for each activity. The hierarchy demonstrates the desirability of pollution prevention (also known as source reduction) as the preferred means of minimizing waste.
Pollution prevention, also known as P2, is about avoiding the creation of pollution and waste, rather than trying to clean it up or manage it after the fact. Pollution prevention techniques and practices (further discussed in Sections 5.4 to 5.8) generally focus on the following areas (Environment Canada, 2010):
• substances of concern; • efficient use and conservation of
natural resources; • material substitution; • product design/product
reformulation; • process changes; • reuse and recycling on-site; • training; • purchasing techniques; • equipment modifications; and • operating efficiencies/clean
production Recycling techniques allow hazardous materials to be put to a beneficial use. Recycling activities may be performed onsite or at an offsite facility designed to recycle waste. Most, if not all, recycling of hazardous waste generated at your winery will need to be done offsite. Establishing goals and actions Once you have completed your assessment, you will need to set overall goals for the program. Try to establish quantifiable rather than qualitative goals. “To reduce hazardous waste by 5% per year” is a quantifiable goal, whereas “implementing a significant reduction of toxic substance emissions into the environment” is a qualitative goal.
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Table 5-1: The environmental protection hierarchy.
ACTIVITY EXAMPLE
Product Changes or Improvements
• Replace environmentally-harmful product with environmentally-responsible product
• Redesign or reformulate product to make more environmentally-responsible throughout life cycle e.g., extend product life, design for reuse
Process or Technology Improvements
• Redesign process or change technology, to make more efficient use of materials or to avoid/minimize generation of pollutants/waste
Input or Raw Material Changes
• Minimize raw material use • Minimize water use • Minimize energy use • Change purchasing practices/specifications to
substitute environmentally-preferable materials (including less toxic substances)
Operating Improvements • Optimize operating efficiency, scheduling • Improve maintenance procedures • Change inventory/purchasing practices to
reduce waste • Improve housekeeping practices • Avoid/minimize losses/leaks/spills
Reuse or Recycling (possibly preceded by control or containment*)
• Reuse materials on-site • Close process loops • Recycle materials on-site • Off-site reuse of waste/by-product materials • Waste exchange • Off-site recycling, reprocessing, material
recovery, reclamation Waste-to-Energy • Combustion of wastes/by-products for energy
value, e.g., municipal waste incineration, landfill gas power generation
Treatment or Destruction (possibly preceded by control or containment*)
• Biological treatment, including municipal sewage treatment
• Physical treatment • Chemical treatment, e.g., neutralization,
stabilization Disposal (possibly preceded by control or containment*)
• Secure disposal, storage, encapsulation • Landfill
Reclamation or Mitigation
• Site/soil remediation • Ecosystem restoration • Impact mitigation, increased health care
requirements *e.g., precipitation, scrubbing, baghouses, cycloning, screening, settling, filtration, dewatering, berming, shrouding, sumps, on-site spill cleanup, etc. Adapted from: (Environment Canada, 2010)
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CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-5
Attributes of effective goals include (Pearce & Robinson, 1985):
• Acceptable to those who will work to achieve them
• Flexible to adapt to changing requirements
• Measureable over time • Motivational • Suitable to the overall corporate
goals • Understandable • Achievable with a practical level of
effort The goals of the program should be reviewed periodically and modified to reflect changes in available technology, raw material supplies, environmental regulations and economic climate. Use the self-assessment to identify actions that will help you achieve your goals. Write the actions on your action plan and give each a tentative date for completion, starting with those most easily achievable. Make sure to incorporate pertinent recommendations into the capital budget.
5.2. Training and Incentives
Program management Assign responsibility for managing the materials handling program to someone who is familiar with the winery and its processes and procedures. This person can be anyone on staff who is enthusiastic and interested in the success of the program (i.e., it does not have to be someone from upper management). Education and training may need to be provided to the person to ensure he or she can handle the responsibilities of overseeing the program. The program manager will be responsible for developing and implementing program goals, leading the hazardous waste assessment, and ensuring proper
monitoring and record keeping is completed. Getting company-wide commitment Involving others in the implementation of hazardous materials handling and waste management initiatives will be imperative if the practices are to stick. The goal should be to include proper handling and disposal in your company’s culture so it becomes a way of doing business. Although the drive for a hazardous materials program may start on the ground floor and much of the work may be done by winemakers, cellar hands, and other employees, commitment of upper management is very important. Be sure to provide presentations, fact sheets, and other information to the winery managers and executives to ensure they understand the program goals, actions, and costs. Inform staff, contractors and suppliers of your goals. Incorporate your goals into your training manuals, purchasing policies, and operating procedures. If you have very specific goals and actions that you set for your company, communicate how you plan to accomplish them and by what date (if applicable). If you don't have specific goals at the moment, you can simply state your commitment to continual improvement in this area for now. Encourage input from employees and provide incentives such as bonuses, awards, plaques and other forms of recognition for improving material handling and finding alternatives to hazardous materials or for hazardous waste disposal.
5.3. Monitoring and Record Keeping
Measuring hazardous waste streams and compositions is something that should be
Page 5-6 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
done periodically. By tracking wastes, seasonal variations or single large waste streams can be distinguished from continual, constant streams. Use the checklists on page 5-2 to guide your record-keeping. The format of your records (e.g., Excel spreadsheet, software program, Word tables filled out manually, etc.) will be up to you and will depend on your computer literacy and personal preference. When comparing records year-to-year, make note of the change(s) and explain in a few sentences why the change might have occurred. These notes will be invaluable when looking back in a few years, and will save you time in the future by not having to look through your records to find out what may have caused the fluctuations in hazardous waste generation. You should review and amend your monitoring program regularly to allow for changes in production methods and scale. Pollution Prevention/Source Reduction
5.4. Product Changes
Product changes are performed by the manufacturer of a product with the intent of reducing waste resulting from a product’s use. Product changes include substitution, conservation, and changes in composition. You can encourage your suppliers to make changes to the products they sell you to make them less toxic.
5.5. Input Material Changes
Some commercially available products contain toxic ingredients, as indicated by warning labels. Once those products leave
the winery through drain pipes or in garbage bags, they can be released into water systems or leach into soil. Input material changes accomplish waste minimization by reducing or eliminating the hazardous materials that enter the production process. Input material changes include material purification and material substitution.
5.6. Technology or Process Changes
Technology changes are oriented toward process and equipment modifications to reduce waste. After an analysis of a process, it may be decided that one or more steps could be reconfigured, reduced or eliminated without compromising the integrity of the product.
5.7. Good Operating Practices
Good operating practices are procedural, administrative or institutional measures that a winery can use to minimize hazardous waste. These practices may include: • Waste minimization programs • Management and personnel practices
(e.g., employee training, incentives and bonuses)
• Material handling and inventory practices (e.g., programs to reduce loss of input materials due to mishandling, expire shelf life, and improper storage conditions)
• Loss prevention (i.e., avoiding leaks and spills)
• Waste segregation (i.e., preventing the mixing of hazardous and nonhazardous wastes)
• Production scheduling (e.g., judicious scheduling of production to minimize frequency of equipment cleaning)
• Purchasing practices that reduce hazardous waste (see Section 5.8)
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-7
5.8. Sustainable Purchasing
Sustainable purchasing is the process by which an organization buys goods and services taking into account not only the economic value for money (price, quality, availability, functionality) but also the environmental, social, and ethical impacts of these goods and services. For example, sustainable purchasing of products considers (BuySmart Network, 2010): • Whether the purchase needs to be
made at all. • What the product is made from and
how long it lasts. • The energy, material, and emissions
"footprints" associated with its manufacture and transport.
• Who made it, how it is made, and under what working conditions.
• How it will ultimately be disposed of. Reducing the amounts of hazardous materials used at your winery through sustainable purchasing practices can bring financial, management, environmental and socio-economic benefits. Financial benefits:
• Reduces direct costs • Enhances image and brand • Eases regulatory burden • Improves access to capital
Management benefits:
• Alignment with organizational values
• Reduced business risks • Improved supply chain
management and product innovation
• More effective human resources Environmental benefits:
• Reduces and prevents waste • Reduces resource use
• Reduces pollutions and toxins • Reduces greenhouse gas
emissions • Maintains biodiversity
Socio-economic benefits:
• Develops markets for sustainable products
• Promotes strong local economy and reduces infrastructure load and local taxes
• Supports vulnerable groups • Provides community services and
reduces public expenditures • Improves conditions in the
developing world Internal communication is a very important component of an effective sustainable purchasing program. Those responsible for accounting, receiving, facilities management and production must all talk to each other so there is a clear understanding of how supplies are delivered, how they are used, how much they cost, and how much waste is generated. 10 Ways to Enhance or Improve Your Sustainable Purchasing Program (BuySmart Network, 2010) 1. Find Allies in your Organization 2. Tap Into Key Resources 3. Find Ways to Use Less of What You
Already Have 4. Make a “Top 10” Sustainability Shopping
List 5. Take a “Total Cost of Ownership”
Approach to What You Buy (consider direct and indirect costs across the product life cycle, from raw material to disposal and recycling).
6. Draft a Policy Statement 7. Start a Sustainability Conversation with
Current Suppliers 8. Choose New Suppliers Committed to
Sustainability 9. Set Goals and Track Your Activities 10. Communicate and Reward Achievements
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Handling, Storage and Disposal Hazardous wastes produced in a winery can include waste cleaners, solvents, waste pesticides, oils and lubricants. Laboratories can generate potential hazardous wastes that may be regulated by legislation. Special approval may be needed for the disposal of certain hazardous wastes. In BC, the Environmental Management Act and the Hazardous Waste Regulation outline the legal and regulatory requirements for generators, carriers and receivers of hazardous waste to ensure that they handle, store, transport, treat and dispose of it in a manner that is safe for human health and the environment. Wastes can be classified as "hazardous" if they originate from paints, oils, solvents, acids, heavy metal-containing sludges and pesticides. They tend to be corrosive, ignitable, infectious, reactive and toxic, and can harm human health and the environment in the short-term (acute hazard) or over long periods of time (chronic hazard). You will need to check with your regional district and/or municipality to see what wastes are accepted at landfills and recycling depots in your region.
5.9. Storage
Potentially hazardous materials and wastes must be stored in a fashion that prevents pollution and maintains a safe work environment. All hazardous materials should be stored away from drains and secondary containment should be used as needed. Potentially poisonous, corrosive, volatile, flammable or dangerous materials or liquids must be stored in structurally sound facilities to prevent leaks and spills.
An up-to-date inventory of hazardous materials and wastes stored on site should be readily in case of emergency. Publications that provide further information on hazardous material storage include, but are not limited to, the following: • British Columbia Environmental Farm
Plan Reference Guide • Designing Facilities for Pesticide and
Fertilizer Containment • National Farm Building Code of
Canada
5.10. Janitorial Supplies
Some janitorial products contain chemicals associated cancer, reproductive disorders, respiratory ailments, eye or skin irrigation, and other human health issues. They may also contain toxic materials that adversely affect plant and animal life, deplete the ozone layer, and accumulate in the environment. How do you know if a cleaning product is safe? Read The Label - Avoid products that have the words "Danger", "Poison", or "Warning". When you must use a strong product to get the job done, protect yourself by wearing gloves & goggles, and be sure that your work area has plenty of fresh air. Read The Safety Data Sheet - Most labels have an "800" number to call with questions. The customer service staff can send you a Material Safety Data Sheet, or "MSDS", for the product. This sheet explains what is in the cleaner, how these ingredients might harm you, and how to protect yourself while using it. Many companies also have MSDSs on their web site.
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-9
MATERIAL SAFETY DATA SHEETS (MSDS) A material safety data sheet is a technical document that provides detailed and comprehensive information on a hazardous product. The type of information on MSDS includes: chemical properties, health effects of acute or chronic exposure, physical hazards, first aid measures, emergency procedures, ways to protect workers at risk of over exposure, and information on storage, handling, use, and disposal. MSDS must be readily available to workers who may be exposed to the hazardous product. Table 5-2 provides examples of chemicals to avoid in cleaning products. The Janitorial Products Pollution Prevention Project provides extensive information on risks associated with difference chemical ingredients, see www.westp2net.org/Janitorial/tools/riskevaluation.htm.
Table 5-2: Chemicals to avoid in cleaning products.
Chemical
Chronic Effects
Acetone Potential reproductive effects, liver & kidney damage, central nervous system depression
Alkylphenol Ethoxylates
Hormone disrupter, damages fish
Ammonia/ Ammonium Hydroxide
Derived from petroleum and known to cause asthma
2-Butoxyethanol Absorbs through the skin and poisons blood, liver and kidneys
Chlorine Lung and skin irritant, lethal if ingested
Diethylene Glycol Monobutyl Ether
Kidney damage, central nervous system effects
Formaldehyde Affects the neurological connectors
Glycol Ethers Causes nerve damage & infertility, air contaminant
Hydrochloric acid Can cause blindness Monoethanolamine Can damage eyes and skin.
Absorbs through skin; damages blood, liver, kidneys, & developing baby.
Naphthalene Possible carcinogen, damage to GI tract, blood, liver, kidney and reproductive system
Phenol Burns the skin, central nervous system damage
Phosphoric Acid Can cause blindness and severely damage skin
Phthalates Hormone disrupter, damages fish
Polyethylene Monophenyl Ether
Endocrine disrupter
Sodium Hydroxide Can cause blindness, harm lungs, and severely damage skin
Sodium Hypochlorite (Bleach)
Irritates the eyes, skin and respiratory tract
Tetrachloroethylene Possible carcinogen, can cause eye and skin burns, severe liver and kidney damage and damage to developing baby
Toluene Central nervous system impairment, liver and kidney damage
Triclosan Possible carcinogen, builds up in soil & fish
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5.11. Tires, Batteries, Oils, Paints and Coatings
Tire Stewardship BC runs a province-wide tire recycling program. The program collects an Advance Disposal Fee, commonly referred to as an eco fee, on the sale of every new tire. Most tire retailers will accept up to 4 off-rim tires per visit for free. To find retailers near you that accept used tires, visit www.tirestewardshipbc.ca/pickupdropoff.php. The Rechargeable Battery Recycling Corporation recycles nearly all rechargeable batteries, including Nickel Cadmium (Ni-Cd), Nickel Metal Hydride (Ni-MH), Lithium Ion (Li-ion), Nickel Zinc (Ni-Zn), and Small Sealed Lead (Pb). These batteries are commonly found in cell phones, power tools and laptop computers. RBRC collects batteries from nearly 20 different retail chains across Canada and the US. To find retailers near you that accept rechargeable batteries visit www.call2recycle.org/home.php?c=1&w=1&r=Y/. Currently there is no province-wide recycling program for alkaline (non-rechargeable) batteries used commonly in flashlights, radios or children's toys. Retailers who collect alkaline batteries for free recycling include Best Buy, Future Shop and IKEA. Automotive (lead-acid) batteries are recycled as part of a provincially regulated recycling program. Retailers are encouraged by the Ministry of Environment to accept at least one used battery in return for each retail battery sold. This take-back program is voluntary, but a majority of retailers are accepting used batteries. Contact your local automotive battery retailer to inquire. For more information about the provincially regulated recycling program for
automotive batteries visit www.env.gov.bc.ca/epd/recycling/batt/. BC implemented a used oil recycling program in the summer of 2003 that is managed by the BC Used Oil Management Association. This provincially regulated program has a network of approximately 500 return collection facilities for safe disposal of used oil, used oil filters and empty oil containers for free drop off. To find retailers near you that will recycle used oil visit http://usedoilrecycling.com/en/bc/returncollectionfacilities. Product Care manages product stewardship programs for hazardous household and special waste across Canada. Products included in the BC program are household paint, flammable liquids, pesticides and waste gasoline. There are over 100 depots in BC where consumers may return these products. Find the nearest depot by calling the RC BC Recycling Hotline at 1.800.667.4321 or by visiting http://productcare.org. Some communities offer hazardous waste collection events where small businesses can drop off hazardous waste for little or no charge. Contact your local municipality or regional district for more information.
5.12. Light Ballasts and Bulbs
Light ballasts manufactured prior to 1980 may contain polychlorinated biphenyls (PCBs). Some ballasts manufactured between 1979 and 1984 used diethylhexylphthalate (DEHP). PCBs and DEHP were used as insulating agents (oily liquids or waxy solids). They may be found in old electrical equipment such as transformers, capacitors, switches, and ballasts. The adverse health and environmental impacts these substances can have
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-11
classify them as hazardous substances. Exposure to PCBs can cause skin disfigurement, nausea, dizziness, eye irritation and bronchitis. Ingestion can cause damage to the digestive system and especially the liver. Check with your municipality or regional district waste management department for recycling locations for ballasts. CFL bulbs contain mercury. Mercury is an extremely hazardous waste and is a major health concern when it comes in contact with humans and animals. In humans, mercury can cause brain and kidney damage. See www.bchydro.com/guides_tips/green-your-home/lighting_guide/recycling_compact.html for a list of locations that accept CFL bulbs for recycling.
5.13. Electronic Waste
The Electronics Stewardship Agency of British Columbia is a not-for-profit program set up by the major producers and retailers of electronics in British Columbia. The program is designed to ensure that end-of life electronics are diverted from the landfill, processed and recycled in a manner that safeguards the environment, protects worker health and safety, and prevents electronics from being exported to developing countries. See www.return-it.ca/electronics for a complete list of acceptable items and a description of fees.
5.14. Analytical Chemicals
Laboratory methods to determine alcohol content, titrable and volatile acidity, pH, soluble soilds and sulfur dioxide of musts and wines are an integral part of a quality control program at a winery. Chemicals that may be used in a winery laboratory include acetic, hydrochloric, gallic, sulfuric, malic, lactic, tartaric, and
phosphoric acids; sodium hydroxide, thiosulfate, carbonate, bicarbonate, oxalate, arsenate, and sulfate; phenolphthalein, potassium hydrogen phthalate, meta-bisulfate, iodate, iodide, and tartrate; ferric chloride, hydrated copper sulfate, lead acetate, methylene blue, disodium hydrogen phosphate, angydrous, ammonium molybdate, hydrogen peroxide, methanol, iodine, N-butanol, N-amyl alcohol, acetaldehyde, ethanol, and formaldehyde. Many chemicals cannot be poured down the drain, or must be neutralized or buffered before being disposed of down the drain. Consult local regulations and manufacturer documents, including material safety data sheets, to determine how to dispose of various laboratory chemicals and reagents. Stability and storage of chemicals in the lab is also an important consideration. Most dry chemicals can be stored in cupboards or shelves in the lab and are stable for many years. Liquids frequently require special considerations including low temperature, minimal light exposure, compatibility with other chemicals and flammability. Liquid chemicals are relatively instable and either require frequent standardization or replacement periodically. The chemical label and MSDS should provide storage directions; if not, contact the manufacturer. Certain lab tests use very toxic chemicals for accuracy. It might be appropriate to sacrifice accuracy for safety in some cases. You may also be able to purchase equipment that can complete the test for you with fewer or no chemicals. Making a conscious decision to test wine using the least toxic of chemicals as possible should be one of your hazardous materials program goals. New tests and technologies come out every few years and some tests become
Page 5-12 | SUSTAINABLE PRACTICES FOR BC WINERIES| JUNE 2011
outdated. It is important to stay informed about what safe and environmentally responsible alternatives are available.
5.15. Sanitation Chemicals
Common cleaning agents include: • Alkaline based (tartrate removal)
o Strong alkali – caustic soda, caustic potash
o Mild alkali – sodium metasilicate, trisodium phosphate (TSP), sodium carbonate (soda ash)
• Acid based (scale/mineral deposit removal and prevention): o Phosphoric acid o Various organic or inorganic acids
• Low foam or high foam surfactants Common sanitizing agents include: • Caustic soda • Quaternary ammonium compounds • Peracetic acid compounds • Hydrogen peroxide • Ozone Written standard operating procedures (SOP’s) detailing when and how to clean and sanitize all equipment types throughout the year and regular employee training on procedures is an important component of proper handling and disposal of these chemicals. Wineries can be more environmentally friendly by applying simple principles, for example by using potash soda (potassium hydroxide) instead of caustic soda (sodium hydroxide) to wash tanks and anorganic acids, such as phosphoric acid or sulphuric acid instead of citric acid, for the subsequent neutralising action.
5.16. Landscaping Chemicals
Pesticides, herbicides, and fungicides used for landscaping can negatively impact soil, air and water and can also be
dangerous to those using them if not handled properly. Integrated pest management (IPM) and integrated weed management (IWM) methods should be used at your winery. The main goal of IPM is to utilize a variety of management practices to reduce the need for chemicals and, when they are needed, to use products that are least damaging to the plant, non-target organisms, humans and the environment. The main goal of IWM is to maintain weeds at manageable densities and to prevent more aggressive weeds from taking hold. Both programs focus on prevention, with chemical methods as a last resort.
5.17. Fuel
Appropriate guidelines must be followed when setting up fuel storage facilities to ensure that environmental and fire safety concerns are met. Siting and labeling regulations vary depending on sizes of fuel tanks and whether storage is aboveground or underground. Disposal of used oil products and the recycling of used petroleum are subject to regulation.
Figure 5-1: Fuel storage area. PHOTO: JIM WRIGHT
CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-13
5.18. Waste Bin Area Housekeeping
Good housekeeping practices for your dumpster area are essential to preventing pollution. Waste bins should be placed on an impervious surface (e.g., concrete pad or asphalt) where spills can be contained and covered to protect from precipitation. If your dumpsters cannot be covered, you should keep the lids closed to keep water out. The bins should be regularly inspected for leaks, spills and litter. Post signs near the bins to indicate what can and cannot be disposed of in each bin and regularly check to make sure employees are following the signage.
Health and Safety
5.19. Employee Safety
In addition to existing employee training and orientations (see Chapter 7), make sure to provide the following:
• WHMIS Training • Material Safety Data Sheets • Material Handling Procedures • Refreshers on Material Handling
WORKPLACE HAZARDOUS MATERIALS INFORMATION SYSTEMS Workplace Hazardous Materials Information Systems (WHMIS) is the Canadian standard in place to protect workers from the adverse effects of hazardous materials. The system uses labels and material safety data sheets (MSDSs) that provide specific information on handling, storing, and disposing of hazardous materials.
5.20. Emergency Response
An emergency plan outlining steps to be taken in the event of a spill or leak should be posted near the entrance of every
facility in which agri-chemicals are stored. Each emergency plan should include information on the location of emergency and first aid equipment, emergency phone numbers, and clean-up instructions. The Spill Reporting Regulation of the Environmental Management Act outlines when spills should be reported to the Provincial Emergency Program at 1-800-663-3456. For example, a spill of a petroleum product greater than 100 litres must be reported. Consult the regulation for other specific substances and reportable quantities. http://www.env.gov.bc.ca/eemp/overview/eer.htm See page 32 of the Health and Safety for Small- and Medium- Sized Wineries publication for more information on how to develop and implement an emergency response plan.
5.21. Air Quality
Clean air is essential for good health, and this is especially true when it comes to indoor air. Indoor air pollutants can include biological pollutants – living organisms like mould, bacteria and dust mites – and chemical pollutants – gases and particles that come from combustion appliances, tobacco smoke and various building materials. Good housekeeping practices, maintenance of heating and cooling systems, and purchase of low-emitting chemicals will help contribute to good indoor air quality.
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Recommended Resources • BuySmart Network: primary source of
information and education on sustainability purchasing in Canada, www.buysmartbc.com/
• Recycling Council of British Columbia – Retailer Take Back Programs http://rcbc.bc.ca/education/retailer-take-back
• British Columbia’s Recycling Handbook www.return-it.ca/ips/_pdf/StewardshipBroch.pdf
• WHMIS Core Material: A resource manual for the application and implementation of WHMIS, www.worksafebc.com/publications/health_and_safety/whmis/pub_40_20_20_20.asp
CHAPTER 6 SOLID WASTE MANAGEMENT
Table of Contents page
Introduction ................................................................................................................... 6-1
Setting Up a Solid Waste Management Program ............................................................. 6-1
6.1. Solid Waste Assessment and Planning .................................................................... 6-1
6.2. Training and Incentives ............................................................................................ 6-3
6.3. Monitoring and Record Keeping............................................................................... 6-5
Purchasing .................................................................................................................... 6-5
6.4. Sustainable Purchasing ............................................................................................ 6-5
Grape Waste .................................................................................................................. 6-6
6.5. Pomace and Lees ..................................................................................................... 6-6
Wine Production Waste .................................................................................................. 6-8
6.6. Filtration and Fining Materials ................................................................................. 6-8
6.7. Barrels ...................................................................................................................... 6-9
Packaging Waste ......................................................................................................... 6-10
6.8. Bottles and Other Glass ......................................................................................... 6-10
6.9. Wine Closures and Capsules .................................................................................. 6-11
6.10. Pallets and Other Wood Products .......................................................................... 6-11
6.11. Plastics, Cardboard, Paper and Metal .................................................................... 6-11
Other Waste ................................................................................................................ 6-12
6.12. Food and Beverage ................................................................................................ 6-12
6.13. Landscaping Waste ................................................................................................ 6-13
Recommended Resources ........................................................................................... 6-13
CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-1
6.0 SOLID WASTE MANAGEMENT
Introduction
Chapter Objective: To help you determine the types and quantities of solid waste generated at your winery, and to implement practices that promote waste minimization and segregation together with the recycling of waste materials. Solid waste management at a winery that includes reduction, reuse, reclamation and recycling generates a multitude of environmental, economic, and social benefits. Waste reduction helps conserve valuable natural resources, reduces pollution and saves energy. Less waste is created when materials are reused and recycled, extending the life of existing landfills and reducing or at least delaying the need for new solid waste processing facilities. Preventing the generation of waste in the first place (i.e., source reduction) is the preferred management option. Sustainable purchasing practices are critical to source reduction. Reusing items by repairing, donating or selling them is also a preferred option because no reprocessing is required. Talking to suppliers about reducing the amount of packaging they use, incorporating more recycled content into their packaging, and taking back their packaging from you will also contribute to source reduction. This chapter discusses some of the main solid waste products from a winery and provides information on how they can be reduced, reused or recycled. It will show you how to complete a solid waste audit and prepare a waste reduction and recycling program. Please note: the disposal of residual solids from the sanitary and process wastewater systems are discussed in Chapter 3.
Setting Up a Solid Waste Management Program
6.1. Solid Waste Assessment and Planning
You need to understand your winery’s waste stream before you can implement waste reduction initiatives. A solid waste assessment looks at your purchasing practices and the types and quantities of solid waste generated and disposed by each operation in your winery. The goal of conducting the assessment is to help you identify areas in your operation where you can implement waste reduction strategies that will lessen your impact on the environment and potentially result in financial savings through avoidance of unnecessary purchases, reduction of waste removal costs and maybe even a little revenue generated from recyclables. The first time you conduct an assessment you may need to hire an external consultant, unless you have someone in your organization with ample knowledge of solid waste management. Without properly establishing a baseline of what you generate and how it is dealt with, it will be very difficult to measure the success of your waste reduction practices. A checklist that you can use to conduct your solid waste assessment is provided on the next page.
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SOLID WASTE ASSESSMENT CHECKLIST � List all types of solid waste generated at
your winery. Your list may include: • Fiberboard, steel and/or
polyethylene drums • Pomace • Fermentation lees • Additives and packaging • Filtration lees • Filter pads • Filter cartridges • Diatomaceous earth • Bentonite • Yeast and ML cultures • Barrels • Wood adjuncts • Wine bottles • Wine cartons • Rejected labels and unusable
label glue • Label backings • Capsules • Tasting room corks and bottling
line broken corks • Paper • Cardboard • Styrofoam • Pallets • High density polyethylene (HDPE)
containers • Stretch wrap and pallet straps • Other plastics • Metals • Food and beverage waste • Aluminum cans • Paper towels • Spent oils, lubricants, batteries,
tires • Incandescent and fluorescent
bulbs and ballasts • Fire chemicals from portable fire
extinguisher • Spent propane tanks • Landscape clippings • Electronic waste • Other
� Quantify how much solid waste is generated by each operation in your winery.
• Janitorial maintenance • Facility maintenance • Lunch Room • Offices • Processing • Filtration • Ageing • Bottling • Lab • Bathrooms • Grounds maintenance
� Describe what you currently do to reduce
waste for each operation. � Quantify how much solid waste is
generated per litre of wine produced. � Quantify how much solid waste
generated at your winery is reused.
� Quantify how much solid waste generated at your winery is recycled.
� Quantify how much solid waste
generated at your winery goes to landfill.
� Identify the costs associated with the collection, reuse, recycle or disposal of solid waste.
� List and describe your documented
protocols and/or operating procedures for handling and disposal of solid waste.
� List the person or persons responsible
for oversee solid waste management at the winery.
� List the employee training you provide
regarding solid waste management.
CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-3
Having a waste reduction and recycling program in place at your winery that has executive level commitment and employee participation will allow you to strategically plan and set annual goals to reduce, reuse and recycle waste. Your program will help guide decisions on inventory, packaging, procurement and procedures. A comprehensive and successful waste reduction and recycling program is based on the principle of “zero waste”, using the 3R hierarchy as the guiding principle: first reduce then reuse and only then recycle. Keeping the program simple and convenient will ensure participation from all employees. Establishing goals and actions Once you have completed your assessment, you will need to set overall goals for the program. Try to establish quantifiable rather than qualitative goals. “To reduce solid waste by 5% per year” is a quantifiable goal, whereas “implementing a significant reduction of solid waste from our operations” is a qualitative goal. Attributes of effective goals include (Pearce & Robinson, 1985):
• Acceptable to those who will work to achieve them
• Flexible to adapt to changing requirements
• Measureable over time • Motivational • Suitable to the overall corporate
goals • Understandable • Achievable with a practical level of
effort The goals of the program should be reviewed periodically and modified to reflect changes in available technology, raw material supplies, environmental regulations and economic climate.
Use the self-assessment to identify actions that will help you achieve your goals. Write the actions on your action plan and give each a tentative date for completion, starting with those most easily achievable. Make sure to incorporate pertinent recommendations into the capital budget. As you design your program, keep in mind the questions listed on the next page.
6.2. Training and Incentives
Program management Assign responsibility for managing the solid waste management program to someone who is familiar with the winery and its processes and procedures. This person can be anyone on staff who is enthusiastic and interested in the success of the program (i.e., it does not have to be someone from upper management). Education and training may need to be provided to the person to ensure he or she can handle the responsibilities of overseeing the program. The program manager will be responsible for developing and implementing program goals, leading the solid waste assessment, and ensuring proper monitoring and record keeping is completed.
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WASTE REDUCTION AND RECYCLING PROGRAM CHECKLIST (BC Hydro, 2010a) Reduce
� How can we use less? � How can we reduce or eliminate
packaging? � How can materials and resources
be used more efficiently? � Are there alternative products that
are more repairable or durable? � Which products have longer shelf
life? � How can we save money on
disposal and hauling costs? Reuse
� What items can be reused? � Can an item be repaired rather
than replaced? � Can an item be reused somewhere
else in the facility? � Can an item be offered to someone
else within or outside of the industry?
Recycle
� What can be recycled? � Are these recyclables worth
anything? � Are the recycling bins accessible to
employees? � What recycling services (drop off
and pick up) are available? � How can I educate all employees
about the recycling program? � What is the best way to get
employees to participate in the recycling program?
� Are there any opportunities for recycling or exchanging materials with other business or organizations?
Purchasing
� Can we reduce the amount of materials and supplies we purchase?
� Can we purchase recycled materials?
� Will purchasing in bulk or concentrate reduce waste and cost?
� How green are our suppliers? � Will our suppliers take back
packaging, old equipment and other items.
� For more information on waste reduction and recycling programs: www.bchydro.com/guides_tips/green_your_business/waste_recycling_guide/Prevent_waste_-_before_recycling.html www.bchydro.com/guides_tips/green_your_business/waste_recycling_guide/Reuse.html
CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-5
Getting company-wide commitment Involving others in the implementation of hazardous materials handling and waste management initiatives will be imperative if the practices are to stick. The goal should be to include proper handling and disposal of solid waste in your company culture so it becomes a way of doing business. Although the drive for a solid waste management program may start on the ground floor and much of the work may be done by winemakers, cellar hands, and other employees, commitment of upper management is very important and hugely beneficial. Be sure to provide presentations, fact sheets, and other information to the winery managers and executives to ensure they understand the program goals, actions, and costs. Inform staff, contractors and suppliers of your goals. Incorporate your goals into your training manuals, purchasing policies, and operating procedures. If you have very specific goals and actions that you set for your company, communicate how you plan to accomplish them and by what date (if applicable). If you don't have specific goals at the moment, you can simply state your commitment to continual improvement in this area for now. Encourage input from employees and provide incentives such as bonuses, awards, plaques and other forms of recognition for improving purchasing practices and solid waste handling. Employee training and refresher training should include information on waste reduction efforts at the winery. Your waste reduction and recycling program goals should be posted where workers can see them regularly (e.g., in the lunchroom).
6.3. Monitoring and Record Keeping
You should monitor and record waste generation throughout the year and use that information to evaluate your current waste reduction strategies, set goals for the upcoming year, and update your waste reduction and recycling program. Measuring solid waste streams and compositions is something that should be done periodically. By tracking wastes, seasonal variations or single large waste streams can be distinguished from continual, constant streams. Use the Solid Waste Assessment checklist on page 6-2 to guide your record-keeping. The format of your records (e.g., Excel spreadsheet, software program, Word tables filled out manually, etc.) will be up to you and will depend on your computer literacy and personal preference. When comparing records year-to-year, make note of the change(s) and explain in a few sentences why the change might have occurred. These notes will be invaluable when looking back in a few years, and will save you time in the future by not having to look through your records to find out what may have caused the fluctuations in solid waste production.
Purchasing
6.4. Sustainable Purchasing
Waste prevention, also known as “source reduction” means using fewer materials and resources to get a job done. Waste prevention methods create less waste in the first place. Reducing what you buy will help to reduce purchasing costs and decrease materials that will later need to be recycled or discarded. Sustainable purchasing involves looking at what products are made of, where they
Page 6-6 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
come from, how they were made and how they are disposed of (BC Hydro, 2010b). When choosing your equipment make sure to consider the technical support that comes with it (i.e., is there a repair person locally available) and the cost and accessibility of replacement parts. Considering these factors will help you minimize the wastefulness of throwing equipment away because it is cheaper to buy a replacement rather than fix it. It will also help you to save time and money. QUESTIONS TO CONSIDER IN YOUR PURCHASING PRACTICES (BC Hydro, 2010b)
1. Is it necessary to purchase an item in the first place and, if so, why?
2. What are your top or priority purchases and/or suppliers (either by volume or money spent)? Develop criteria or specifications for reducing impacts from those goods.
3. Can you purchase products that are durable, concentrated, reusable, high quality?
4. What is the length of warranty and availability of repair services for the equipment?
5. Can you invest in technologies that eliminate or decrease the need for materials?
6. Can you buy products with fewer toxic materials (e.g., vegetable-based inks, water-based glue, markers and paint)?
7. Can you buy products that have less packaging?
8. Can you buy Energy Star certified products?
9. What are the life cycle costs and benefits? What is the timeline for replacement and the cost of consumable materials required?
10. How can you reduce transportation impacts?
11. How can your suppliers help you achieve your sustainability goals? Do they take back packaging and old equipment, for example?
The following sections provide best practices for the dealing with the main types of waste in the winery. The sections are categorized into the major waste streams: grape waste, wine production waste, packaging waste and other waste (food and beverage, landscaping).
Grape Waste
6.5. Pomace and Lees
The crushing and pressing of grapes produces waste material known as pomace (dry component - stems, skins and seeds) and lees (wet component). Several strategies are available to recycle, reuse or otherwise utilize this material. Composting of pomace and lees can be conducted on-site or by an independent composting company off-site. Compost is a natural process through which organic material is converted into a soil-like product or humus. The process works with the help of micro-organisms such as bacteria and fungi combined with air and moisture. Compost needs to be properly tended to ensure the end product is useable and to minimize leachate and odours. For more information about how to build and maintain a compost pile please see: www.composting.ca and www.compost.org.
Figure 6-1: Machine used to turn compost. PHOTO: GRAHAM O’ROURKE
CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-7
The solid residues of the compost can be applied to the soil in your vineyard or landscaped areas of your winery; provided that analysis of a representative sample indicates it is safe to do so. Be sure to obtain any required approvals from the government before application. Some wineries sell their pomace to silage processors who turn the oil and fibre-rich grape skins, as well as other agricultural “waste,” into feed supplements for cattle. Others truck their pomace to feed lots, where it is mixed with manure and returned to the vineyard in the spring, as compost. Several other options for pomace and lees, which are not feasible for BC wineries at this time but could be considered in the future, are described below. Anaerobic digestion can be used to turn pomace and lees into bioenergy. The grape waste yields methane gas (a by product of organic decomposition) that can be harvested to generate electricity. The digestion process also produces a useful coproduct – liquid organic fertilizer (it must be separated from the sludge that comes out of the digestion process). Grape pomace can also be used as substrate for microbial production of citric acid. Citric acid is widely used in the food and beverage industry, pharmaceutical industry and elsewhere. Pomace must be sorted before it will be purchased by pharmaceutical companies. Pomace can also be turned into other grape-based products by simply soaking pressed white skins in water and fermenting the mixture to make a weaker, “second wine.” Another technique for recycling spent skins is to steep and then distill alcohol-rich red pomace to make a spirit.
TURNING GRAPE POMACE INTO POWER Several Vincor wineries in the Niagara area are partnering with Vandermeer Greenhouses to create clean electricity from grape pomace using a process called anaerobic digestion. Anaerobic digestion is the breakdown of organic matter in an oxygen free environment. As the organic matter breaks down it produces methane, which can be captured and used to run an engine that produces electricity and heat. The anaerobic digester is located at Vandermeer Greenhouses in Niagara-on-the-Lake. 5,000 tonnes of grape pomace are put into the digester annually, along with chicken manure, greenhouse clippings and other organic material as available. The generator produces 335kW of electricity per year, which is enough to power 250 homes. It is used to offset the peak electrical 890 kW demand of the greenhouse in the winter and, in the summer when the demand is 90 kW; electricity is fed into the local power grid. For more information, visit www.vandermeergreenhouses.ca/innovations.html. Lastly, pomace can be sold to third-party plants that grind the seeds to extract grape seed oil and mine the skins as a source of cream of tartar. The Regional District Okanagan Similkameen (RDOS) is currently conducting a project to quantify all organic waste in the RDOS and develop composting technologies or demand management strategies. The goal is to provide composting opportunities and soil amendment to local producers.
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Wine Production Waste
6.6. Filtration and Fining Materials
Solid residues from clarification or stabilisation operations, such as spent filter aid, fining deposits and tartrates should be re-processed wherever possible to recover useful and active materials. Any residues unable to be reprocessed should be disposed of in a manner that minimizes impacts on the environment and the local community. (International Organisation of Vine and Wine, 2008) Plate and Frame Filters The plate and frame filter consists of a number of plates and frames corresponding in size and shape which are arranged alternately and which are supported on a pair of rails. The plates have ribbed or waffle surface to facilitate the flow of filtrate. They may be constructed of stainless steel or plastic. Disposing of plate and frame filters in the garbage should be avoided. Plate and frame filters can be composted, applied as a soil amendment, or used for weed suppression.
Figure 6-2: Plate and frame filter for cellulose pads. Can be used with pads ranging from coarse to nominally sterile. PHOTO: GARY STRACHAN
Membrane Filters Membrane filters are constructed out of a wide range of synthetic materials, including cellulose acetate, cellulose nitrate, polyamide, polycarbonate, polypropylene and polytetrafluoroethylene. Cartridge Filters Cartridge filters are made of plastic (polyethersulfone or polypropylene). The cartridges can be cleaned and reused, to a limit. Polyethersulfone is a “7” plastic and polypropylene is a “5” plastic. Diatomaceous Earth Diatomaceous earth (DE) is the fossilized remains of diatoms, a type of hard-shelled algae. The deposits are ground into a fine powder and treated with acids and alkali until all that remains is silica. When these particles are formed into a bed they produce an effective filter by forming a porous barrier with numerous channels. DE handling can pose a serious inhalation hazard because it can cause silicosis, a form of lung disease. It is important to limit the amount of DE used and to train employees on proper use and disposal. Crystalline silica is chemically inert in the environment so composting, however, making composting the most logical means of disposal. Local use and disposal regulations for DE vary widely. Some localities do not allow it to be dumped in landfills, others allow composting and others place no restrictions on disposal. Make sure to check with your local municipality. The cost savings of reducing or eliminating DE from your winery can be substantial: from purchasing, to storage, employee handling, respirator masks and final removal.
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Cellulose Filters Cellulose filter media can be used as an alternative to DE in precoat filtration on most filtration systems. They are available in varying degrees of fineness for different requirements in wine and sparkling wine filtration. They are completely biodegradable and easy to compost. Longer filtering cycles are possible with the cellulose fibers due to higher output. Crossflow Filtration Crossflow filtration is also an effective substitute for DE and other bulk filter media. In cross flow filtration, wine constantly brushes the filter surface, cleaning it, while also migrating through to the clean end. The benefit of cross flow is that relatively high solids wine can be filtered with very little labor input. Cross flow machines can be run automatically for long periods of time to process large quantities of product without supervision. The units use fiber media that should have a working life of 5-8 years in normal conditions and uses membranes that are easily regenerable. Centrifuging Centrifuging can also used to remove particles from wine. The removal of suspended solids from the new wine saves time, energy and space in the later process of racking from the lees. The machines are, however, very expensive. While larger wineries may have the capital necessary to purchase a centrifuge, in most cases it makes better economic sense for smaller wineries to continue to use traditional methods of clarification. Bentonite Clay Bentonite is a special type of clay that is formed from volcanic ash. Bentonite is a negatively charged substance and when hydrated and added to wine, it attracts the
positively charged particulate in the wine. The weight of the molecules cause the matter to drop to the bottom of the container and become what is known as "finings." Bentonite can be collected and dried and then added to your compost.
6.7. Barrels
Consideration should be given principally to durability, integrity and possibility of recyclability of material in contact with wine (International Organisation of Vine and Wine, 2008). French oak barrels are currently the most environmentally sustainable cooperage available, but may not be economically sustainable for you to use at your winery. You could consider used French oak barrels, which are resold at 50-70% of their original price. Look for these barrels in trade journal ads and various online exchange sites. Used barrels should be reused or recycled within your operation or elsewhere. There are several options for reusing or recycling your barrels, and the best option will depend upon your operation. Used barrels can be sent on to either make liquors such as brandy, or sold to various artisans or dealers. The barrels can be used to make furniture, planters, and other things. Barrels can also be refurbished through shaving. The practice of shaving barrels in order to reuse them is centuries old, but is currently receiving renewed attention. It entails of shaving off approximately six millimetres from the inside of the dowels, after which they are toasted again. Potential problems associated with shaving include off-odours and leakages. Another refurbishing option is a new technique that involves cleaning the inside
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of the barrel using carbon dioxide particles at supersonic air current speeds. The advantage of this process is that the original toasting of the barrel is not altered. A barrel tracking system that tracks age, date received, current use and location can prove valuable in increasing productivity by reducing mistakes. PEFC CERTIFICATION The PEFC Council (Programme for the Endorsement of Forest Certification schemes) is an independent, non-profit, non-governmental organization that supports sustainable forest management globally. PEFC certification guarantees the oak is sourced from a sustainably managed forest. PEFC is the world's largest forest certification umbrella organization with members from Africa, Asia, Europe, North America, South America, and Oceania. www.pefccanada.org/
Packaging Waste The following materials are recyclable and efforts should be made to efficiently manage this waste (International Organisation of Vine and Wine, 2008):
• Packaging containers made of glass, plastic, or plastic-lined paper or metal products
• Container seals made of cork, plastic or plastic-coated metal products
• Outer packaging such as capsules, labels, and cartons made of plastic, metal and paper-based
Packaging materials should be minimized while still permitting an optimal conservation and presentation of the product. Work with your suppliers to reduce the amount of packaging that comes with the materials and supplies you order.
All recyclable material should be delivered to the nearest recycling depot or arrange for a private company to transport it for you. If you are wondering where to recycle a certain material, make sure to check out the Recycling Council of BC‘s Recyclepedia at www.rcbc.bc.ca/recyclepedia.
6.8. Bottles and Other Glass
A wine bottle’s weight, size and shape can have a large impact on its carbon footprint. In addition, the resources required in producing the bottle, its ability to be recycled, and the materials it is made up of are all important environmental considerations. The traditional glass bottle is heavy and is more resource-intensive to produce and to recycle than either plastic bottles or cans. How can a wine bottle’s environmental impact be reduced? Options include recycling or reusing traditional glass bottles, using bottles with recycled content and/or using light-weight bottles. A glass bottle can take up to a million years to break down in a landfill but, in some instances, only about 30 days for it to be recycled and appear on a store shelf as a new glass container. Most glass can be recycled repeatedly and safely reused with no loss of quality. It can also be used for creating decorative tiles and landscaping material, and to rebuild eroded beaches. One tonne of recycled glass can help conserve a considerable amount of natural resources: as much as 1,300 pounds of sand, 410 pounds of soda ash; and 380 pounds of limestone by some estimates (West, 2009). Note: While most glass can be recycled, some types of glass cannot (e.g., Pyrex). These need to be disposed of in the regular waste.
CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-11
Another option is to get together with other wineries to buy, wash and reuse bottles. About 40 wineries in the Okanagan are currently looking into the feasibility of buying used wine bottles, washing them in Summerland and distributing them among themselves for reuse. A committee is looking at legal and technical challenges of forming a buying group to purchase mass quantities of wine bottles. Light weight wine bottles are another option that is becoming common place in Australia, South Africa, and the United Kingdom. In general, light weight bottles are between 18 to 28% lighter than traditional bottles.
6.9. Wine Closures and Capsules
Keeping with the theme of this chapter, this section does not present the advantages and disadvantages of different types of closures, but briefly discusses what to do with the small amount of closure waste associated with your bottling operation. Cork should not be discarded in the garbage as it can be recycled, composted, reused or sold. Aluminum screwcaps can also be recycled. You can also ask your capsule supplier(s) to take back capsules, plastic trays and shipping materials. Tin capsules and plastic capsules can both be recycled. Ensure closure and capsule recycling containers are available in the bottling rooms and that your employees are aware of your closure and capsule recycling procedures.
6.10. Pallets and Other Wood Products
Do not discard of pallets in the garbage. Ask your pallet supplier(s) to take back wooden pallets for reuse. Repair broken pallets when possible. Send unusable pallets to a biomass energy-generating facility, where possible. Make sure your pallet reuse and recycling practices are communicated to staff.
6.11. Plastics, Cardboard, Paper and Metal
Shrink Wrap and Plastic Millions of tons of fossil fuels are burned every year for the creation of new plastic, which are everywhere in our everyday life, from beverage bottles, to grocery bags, to product packaging. Plastics that end up in landfills are incinerated (in some jurisdictions) to save space. This releases a toxic mix of chemicals into the atmosphere. Fortunately, plastics can be recycled into a variety of products by expending a lot less energy than creating new plastic. Recycled plastic can be found in some carpeting, paintbrushes, clothes, industrial strapping, shower stalls, drainpipes, and flowerpots (Professors House, 2007). To encourage plastics recycling in your operation, provide recycling bins/containers in high-use areas, and track and record the amount of plastic recycled per year. Also inform staff about the different plastic recycling codes (i.e., through posters). It is good practice to review your operation to identify ways of reducing plastic waste. Talk to your suppliers to see if they can use less plastic in their products or take it back for reuse (e.g., packaging).
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Cardboard There are a number of good reasons for recycling cardboard. These include saving trees, reducing the impact of ozone depleting chemicals and emissions from the manufacturing of new cardboard, and reducing the use of plastic or Styrofoam packaging. To encourage recycling of cardboard at your facility make sure cardboard recycling bins/containers are available in high-use areas, and track and record the amount of cardboard recycled per year. To reduce your output of cardboard, review your packaging operation every year to identify ways of reducing cardboard waste. Talk to your supplier(s) and see if they can take back their cardboard for reuse or see if they can reduce the use of it in their product. You can also explore alternative uses for cardboard in our operation (e.g., packing material, mulch, vermiculture bedding). Paper Products Using both sides of a page and reusing scrap paper (e.g., for rough drafts, internal memos, etc.) are first steps to be taken in optimizing the use of paper. Electronic means of communication should be used when possible. When buying paper, consider recycled paper as an alternative to conventional paper. High quality recycled paper can be found these days in most office supply stores. The price of 30% post consumer paper is now only pennies more per box than regular paper so at the very least the winery should be using that. According to the Green Press Initiative (www.greenpressinitiative.org), the manufacturing of recycled paper produces 38% less greenhouse gases and consumes 44% less energy than
conventional paper. Fewer trees are used, less water is consumed and less waste is produced. Make paper recycling bins/containers available in high-use areas such as offices to encourage staff to recycle. Track and record the amount of paper recycled each year and try to identify ways of reducing waste in the future. Other options for used paper may include packaging material, mulch, vermiculture bedding, etc. Make sure to explore these fully before proceeding as there may be unforeseen obstacles to its application (i.e., ink). Labels and label backings should be safe for humans and the environment, should preferably be made of recycled materials, and should also be recyclable or biodegradable. Metal Metals should not be discarded in the garbage. Make sure to have metal recycling containers available at points where metal waste is generated. Some metals, such as aluminum, are a valuable commodity so you may want to look into options for sale.
Other Waste
6.12. Food and Beverage
Composting food waste can help reduce the amount of garbage your winery produces. Food waste should be composted on-site or taken to another location where this is possible. Containers for compost collection should be made available in lunch rooms and wherever food and beverages are consumed.
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Disposable plastic utensils and Styrofoam cups should be avoided whenever possible. Use reusable cups and metal utensils instead. If utensils need to be disposable, ensure they are biodegradable or at least made from recycled material.
6.13. Landscaping Waste
Yard waste, including lawn cuttings and chipped brush, should be composted on site whenever possible. Alternatively, it can be taken to the landfill and disposed of in the yard waste section, if available. Some yard waste can be used as mulch and other composted for future use.
Recommended Resources • BC Hydro Waste & Recycling Guide:
www.bchydro.com/guides_tips/green_your_business/waste_recycling_guide.html
• Recycling Council of BC‘s Recyclepedia at www.rcbc.bc.ca/recyclepedia
• Regional District of Central Okanagan: Set Up A Program to Manage Your Waste http://regionaldistrict.com/departments/waste/waste_garb_wastewise.aspx
• BuySmart Network www.buysmartbc.com
• BC Hydro Sustainable Purchasing www.bchydro.com/guides_tips/green_your_business/waste_recycling_guide/create_a_sustainable.html
• South Australia Wine Industry Association Fact Sheet 1: What is Sustainable Purchasing? www.winesa.asn.au/media/docs/GTSCFactSheet1_V1_0.pdf
• US EPA Environmentally Preferable Purchasing (EPP) website www.epa.gov/epp/
• Compost Council of Canada www.compost.org.
• Composting.ca www.composting.ca
CHAPTER 7 SOCIAL SUSTAINABILITY
Table of Contents page
Introduction ................................................................................................................... 7-1
Human Resources ......................................................................................................... 7-1
7.1. Staffing and Recruiting ............................................................................................. 7-1
7.2. Employee Orientation ............................................................................................... 7-3
7.3. Employee Handbook ................................................................................................ 7-5
7.4. Internal Communications ......................................................................................... 7-6
7.5. Employee Relations .................................................................................................. 7-6
7.6. Education and Training............................................................................................. 7-7
7.7. Health and Safety ..................................................................................................... 7-8
7.8. Succession Planning ................................................................................................ 7-9
7.9. Documentation and Record Keeping ..................................................................... 7-10
Neighbour and Community Relations ............................................................................ 7-14
7.10. Identifying Potential Concerns ............................................................................... 7-14
7.11. Outreach and Communication ............................................................................... 7-15
7.12. Responding to Complaints ..................................................................................... 7-15
Recommended Resources ........................................................................................... 7-16
CHAPTER 7 SOCIAL SUSTAINABILITY | Page 7-1
7.0 SOCIAL SUSTAINABILITY Chapter objective: To provide practices that will contribute to a positive working environment for you and your employees and enhance your relationship with your neighbours and community.
Introduction The area of employee, neighbour and community relations relates to all three “E’s” of sustainability – the environment, the economy and social equity. Recruiting, training and retaining good employees, promoting a safe work environment, and building positive employee relations play a major role in the level of productivity, competitiveness, innovation, liability and profitability of your winery. Implementing sustainable practices at your winery requires willing, dedicated and skilled employees that feel committed to the winery and care about its success. In other words, your employees are critical to achieving tangible environmental results from your sustainable practices program. Your winery can contribute to social equity through job creation, bringing tourism and other revenue to your community, and educating the public about sustainability through winery tours and other events. The better you are at anticipating conflict and educating and communicating with your neighbours and community the less likely you and/or your employees will have to spend valuable time responding to complaints. A good reputation with your neighbours and community will go a long way - these same people could also be your customers!
Human Resources Whether you have 5 or 75 employees, clear, consistent and documented human resources (HR) policies and practices are fundamental to maintaining positive employee relations. You should consider the following topics in your HR policies and practices:
• Staffing and recruiting • Employee handbook • Effective and open communication • Complaints and grievances • Performance evaluation and
discipline • Employee recognition and
teambuilding • Housing initiatives for seasonal
workers • Education and training • Health and safety • Succession planning • Documentation and record-keeping
The next sections will help you learn more about these topics and the practices that can be used to promote HR sustainability.
7.1. Staffing and Recruiting
Understanding Staffing Needs and Labour Availability A strategy that analyses your staffing needs for 2 to 5 years into the future will help you hire the correct number of employees with the appropriate skills to successfully operate your winery. Understanding your staffing needs will enable you to prepare budgets for wages and salaries, recruiting costs, and employee education and training.
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Consider the following questions when developing your staffing strategy:
• What type of labour do you need (i.e., skilled, unskilled or highly skilled; seasonal or permanent)?
• When are your peak periods? When are your slower periods?
• Do your peak periods coincide with another local industry and, if so, how will that affect your potential labour pool?
• Can any of the work be moved to avoid peak labour demands?
• Are there any major activities in the region that could affect your ability to get the right people at the right time?
• Can you accomplish the same amount of work with fewer people over a longer period of time (i.e., full-time, long-term employees)?
• Can you round up instead of down for the number of employees you need? For example, if you determine you have enough hours and budget for 4.5 employees, can you round up to 5 employees instead of down to 4?
Flow charts and schedules are useful when planning your staffing needs on a long term, annual and seasonal basis. Having clearly defined job positions you are looking to fill and profiles of the backgrounds needed for key employees will help you in identifying and fulfilling your staffing needs.
Standard Job Description Clear, concise, and realistic individual job titles and descriptions will help employees understand what is expected of them and provide them with a sense of direction. Standard job descriptions will also help to alleviate conflict among staff and management and will ultimately increase productivity.
Consider including the following points in your standard job descriptions:
• how to complete the job, • why the job must be completed a
certain way, • when the job needs to be
completed, • why the job needs to completed
within a specific time frame, • what the job performance
expectations are, and • what the employment conditions
and terms are. Publish your standard job descriptions in an employee handbook (see Section 7.3). Make sure to update them on an annual basis.
Recruiting Recruitment is the process of identifying and hiring the best-qualified candidate for a job vacancy, in a most timely and cost effective manner. Your recruiting methods may differ depending on whether you are looking for temporary or full-time employees. You will need to establish a budget for recruiting that is based on your evaluation of staffing needs. Examples of recruiting methods include:
• relationships with labour contractors or temp agencies,
• word of mouth, • keeping contact information on
those seeking work for use at a later date,
• advertising in local and regional newspapers and industry publications,
• advertising on the Internet, • attending job fairs, and • relationships with community
colleges or universities It is important to use consistent messaging in your job descriptions and to
CHAPTER 7 SOCIAL SUSTAINABILITY| Page 7-3
coordinate your hiring, especially if you have different managers hiring for the vineyard, winemaking operations and winery hospitality services. If a position comes available make sure to look internally first before going through the recruiting process.
Standard Interviewing Format Your job position descriptions and employee background profiles will help you to fairly and quickly screen resumes and applications that you receive and determine who is most suitable for an interview.
A standard interviewing format will help you to:
• provide consistent and fair interviews,
• ask all of the pertinent questions needed to fully evaluate the potential employee,
• avoid questions that are inappropriate, and
• effectively evaluate people applying for the same position against each other to choose the best person for the job.
Interview questions should be related to the job description and generally fall into five categories:
1. Previous work experience that may be relevant to the position
2. General skills and aptitudes related to job criteria
3. Education 4. Attitudes and personality 5. Career goals and occupational
objectives Make sure to request references from interviewees you are interested in and to contact those references before hiring the person.
Exit Interviews An exit interview is a meeting between at least one representative from a company and a departing employee. An exit interview will help you gather information for improving working conditions and retaining employees. Exit interviews are most commonly conducted with employees who have voluntarily resigned, but are also useful to conduct with casual employees to learn how the employee enjoyed his or her term and whether or not he or she is planning on returning next season. In small wineries it may not make sense to track statistics of number of employees leaving because the numbers may be very small. However, it is still important to determine why an employee leaves and to document the reason in the employee file.
7.2. Employee Orientation
See page 9-2 of the BC Wine Grape Council Best Practices Guide for Grapes for more information.
The orientation of new employees to their work environment and associated task(s) is an essential component of due diligence on behalf of the employer. Orientation is an ideal time to introduce employees to your company’s sustainability policies and practices. Also, make sure that your company’s health and safety policies and practices are included in the orientation and that applicable employees are given WHIMIS and First Aid training. An Employee Orientation Checklist is included in below. Your employee orientation should include most or all of the following components.
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EMPLOYEE ORIENTATION CHECKLIST Employee Handbook
Provide Employee Handbook to the new employee and use it to guide orientation
Overview of Company
Organizational structure Mission and values Goals and objectives Products, priorities and strategies Sustainability philosophy and
practices Overview of Position
Job description review (provide copy to employee)
Specific performance standards and expectations
Probationary period and probationary review process (if applicable)
Company Policies and Procedures
Work procedures such as timekeeping, dress code, work schedule, time off, overtime, breaks
Grievance and complaint system Discipline policies, including for
specific issues such as tardiness, absenteeism, drug and alcohol use, violence, harassment
Process for performance evaluations
Benefits and eligibility requirements
Transportation and travel policies Health and safety policies
Health and Safety Your health and safety training will vary depending on the job description. It may include the following:
Availability and interpretation of Material Safety Data Sheets (MSDS)
Hazardous materials handling Solid waste handling First aid Importance of personal hygiene Prevention of heat stress Equipment operational and
confined space safety Fork lift Personal protective equipment Fall protection Respiratory protection Hearing loss protection
Work Site Familiarization
Tour of operations Introduction to immediate
supervisor Introduction to other employees
and others she/he will regularly interact with in her/his job
Employee Documentation
Employee signing of required documents such as employment contract, handbook receipt, etc.
CHAPTER 7 SOCIAL SUSTAINABILITY| Page 7-5
7.3. Employee Handbook
Having an accurate, clear, and up-to-date employee handbook enables the employee and employer to have a firm understanding of their relationship and various responsibilities. It results in less worker confusion, mistakes and complaints and can reduce the risk of potential costly legal suits. An employee handbook serves to inform employees about company policies, procedures and practices and to communicate expected standards of performance and conduct. The size, format and content of your employee handbook will vary depending on the size and operations of your winery. For a small owner-operated winery, a few pieces of paper stapled together may be sufficient; however a larger operation may require a fully developed, bound handbook or an outline format on the company website Common employee handbook contents include:
• Welcome and Purpose • Disclaimer (specify that handbook
is not a contract of employment) • Company Strategy and Values • Sustainability Philosophy and
Practices • Employee Definitions (distinguish
between full-time staff and contract employees)
• Communication and Grievance Policies
• Work Schedules and Compensation Policies
• Benefits and Time Off Policies • Transportation and Travel Policies • Performance Management and
Discipline Policies • Environmental Health and Safety
Practices Important legal considerations regarding employee handbooks include:
• Have your handbook reviewed by a lawyer to ensure your policies are clear and consistent and cannot be misconstrued
• Update your handbook as needed to reflect the actual practices of the company
• Implement handbook policies and procedures because if you do not implement them as outlined in the handbook, your company can be held legally liable
• Ensure that your handbook is regarded as a resource of policies and guidelines rather than a contract or employment
• Obtain written acknowledgement of Employee Handbook receipt and of any revisions or updates to by having your employee sign a document.
Below is an example acknowledgement of receipt. I, ______________, acknowledge that I have received a copy of the (Your Company Name) Employee Handbook dated: (date). By my signature below, I acknowledge, understand, accept and agree to comply with the information contained in the Employee Handbook. I understand that this handbook is intended as a guide only, and is not intended to be a complete description of employer’s policies and procedures. Furthermore, I understand that this handbook is neither a contract of employment nor a legally-binding agreement. Employee signature:__________________ Date:___________________
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7.4. Internal Communications
Clear, continuous lines of communication throughout all levels of employment, from supervisor to seasonal workers, are critical to a well-functioning workplace. The more employees know, the more they feel part of the company. Communication methods include:
• Regular staff meetings • One-on-one meetings with each
employee • Newsletters or bulletins • Informal, brief “tail-gate” sessions
to discuss safety and/or sustainable practices
• Company Intranet • Email • Phone calls • Bulletin board with current
information • Posters promoting safety, health,
and good housekeeping procedures
• Employee handbook (see Section 7.3)
Communication is as much about listening as it is about talking. Make sure you pay attention to your employees when they speak about their ideas, problems, needs or suggestions. If managers are accessible and encourage staff to share their thoughts, both the business and employee will benefit. Conduct all verbal communications in the primary language of the employees, or ensure a translator is present. Also, translate communication materials (e.g., job descriptions, applications) into primary language.
7.5. Employee Relations
This section provides information on policies that you should consider in order to create a positive company culture, increase employee job satisfaction and
productivity, and decrease the risk of legal liability issues. The following topics are covered:
• complaints and grievances, • performance evaluation, discipline
and recognition, and • compensation and benefits.
Your policies related to these topics may differ for casual versus long-term employees. Complaints and Grievances A step by step employee grievance process avoids uncertainty and anxiety that may arise from uncomfortable situations and demonstrates that the communication channels are open and issues will be dealt with in a professional, confidential, and timely fashion. Performance Evaluation, Discipline and Recognition A performance management system should document the following information:
• How employees will be evaluated for job performance (e.g., one-on-one meetings, written performance reviews).
• How often their performance will be evaluated and when (e.g., once per year at the end of the year, every six months).
• How the performance management system is linked to pay and promotions.
Work with your key employees to develop annual goals and assess their progress at their performance reviews. Train your managers and employees on how your performance management system works. Consider having a post-production wrap-up meeting to discuss things that went well during the year and those that did not. Use
CHAPTER 7 SOCIAL SUSTAINABILITY| Page 7-7
the results of this meeting to improve your operations the next year. Employee recognition can enhance job satisfaction and performance, promote cohesiveness among employees, and promote sustainable practices. Recognition may be given to acknowledge good work ethic, good safety performance, contribution to sustainable practices, length of service, teamwork, or community service. Examples of employee recognition practices include:
• Praise and positive feedback for a job well done,
• Gift certificates, • Free wine, • Outing or celebration, • Service awards luncheon or dinner, • Bonus, • Paid time off, • Sabbatical after 10 years, and • Salary increase and/or promotion.
Incentives work extremely well when the employer acknowledges employees before they ask for time off, salary increase, etc. Provide the incentive close to when the employee did the task that you are recognizing. Prepare a written discipline policy and explain it to your employees before you need to use it. The policy should include stepped and progressive procedures and must be uniformly implemented. Compensation and Benefits Questions to address when documenting your compensation and benefits philosophy and strategy include:
• Do you pay all employees competitive wages at or above the average wage for your region?
• How do you determine salaries for each job or job family? How often
do you update your salary structure? How is it organized and documented?
• Do you participate in wage surveys?
• What benefits do you provide to employees? Document complete list, including government required benefits such as workers compensation. Describe why you offer each benefit and how the benefits administered (i.e., who does it, when, and what are the eligibility requirements)?
• How are wages and benefits communicated to employees?
• How is payroll administered (i.e., who does it, when, and what methods are used)?
Family Support Services Examples of family support services include, but are not limited to, the following:
• Housing opportunities referral information and resources
• Community resources referral information
• Childcare referral program • Nutrition, health and wellness
resources and/or referrals • Employer participation in
community groups dedicated to increasing housing opportunities
• Employer donating money and other resources to local housing groups
7.6. Education and Training
Your employees are an integral part of the team that successfully works together to produce quality wines. They need basic education and training required to complete their job to a satisfactory level. They should also be provided with opportunities to enhance their understanding and skills in the workplace,
Page 7-8 | SUSTAINABLE PRACTICES FOR BC WINERIES | JUNE 2011
especially if that training covers sustainable practices. An effective training and professional development program ensures that employees that have the skills needed to accomplish their work, increases employee satisfaction, and enhances job performance. You should develop an annual education and training plan for you and your employees. The plan should include specific training that is required for each major job category, based on what you can afford. Consider where your winemaking and business knowledge is lacking and consider how your business can improve by providing education to key employees. A good understanding of your employee’s career goals and aspirations is key to ensuring job satisfaction and reducing turnover rates. Your training plan will need to consider the different job categories at your winery. Management staff will require different education and training than regular employees. Managers need to be well versed in all areas of your winery operations and share your vision. They need to have the skills, management style, personality, and value system conducive to managing employees in this type of employment situation. They also need to be clear on all job titles and expectations and be knowledgeable of labour laws and compliance issues. You may also want to provide different opportunities for key employees than for casual or seasonal workers. That said, your casual staff are more likely to come back year after year if they are rewarded with exciting professional development opportunities that enhance their job satisfaction.
You will need to establish an annual education and training budget that includes required training (e.g., WHMIS, first aid) and also includes funds for additional, more expensive professional development opportunities for key employees (based on what you can afford). If you are not willing or able to cover all education and training costs, you can consider providing paid time off or other incentives instead. Education and training ideas include:
• Academic or industry workshops, seminars, and continuing education courses,
• Wine and Grape Associations annual meetings and other events,
• membership in local vintners’ associations,
• Winemaking publications, technical bulletins, and newsletters,
• In-house education by inviting a speaker or teaching your employees yourself,
• Organizing tours through suppliers (e.g., tour of glass factory that makes bottles),
• Visiting other wine regions, • Cross-training (having employees
work in different parts of the business for a day or so),
• Attending industry conferences and other networking opportunities.
Document all education and training provided to employees.
7.7. Health and Safety
Worker health and safety is a major contributor to the social equity component of your sustainable business. The kind of program you have depends on the number of regularly employed workers in your workforce (“regularly employed” means those who work at least one continuous month in a year, whether full time or part time).
CHAPTER 7 SOCIAL SUSTAINABILITY| Page 7-9
Wineries with more than 20 workers must have a formal written program, while wineries with less than 20 workers must have a more informal program based on regular meetings with workers. Resources to help you prepare your health and safety plan include:
• The Health and Safety for Small-and Medium-Sized Wineries, published by the BC Wine Grape Council, provides instructions on how to develop a health and safety program.
• WorkSafe BC provides numerous
publications that may be helpful, including 3 Steps to Effective Worker Education and Training, WHIMIS at Work, How to Implement a Formal Occupational Health and Safety Program, and Managing Safety from the Supervisor’s Perspective. See www.worksafebc.com to download these publications.
• The Occupational Health and Safety (OHS) Regulation contains legal requirements that must be met by all workplaces under the inspection jurisdiction of WorkSafeBC. Many sections of the Regulation have associated guidelines and policies. See WorkSafeBC.com for more information.
• The BC Food Processors Health
and Safety Council provides advisory, training and consulting services. They also provide a forum for occupational health and safety issues from across the province of BC. See www.bcfphsc.com/index.php.
• FIOSA - MIOSA Safety Alliance of BC is a not-for-profit industry organization that seeks to address
challenges and opportunities specific to food & beverage processing and manufacturing and to set industry standards for health and safety. See http://fmiosa.com/.
• FARSHA’s Vineyard and Orchards
Coordinator and the Regional Safety Coordinator for your area are available to help you with your health and safety needs. Contact information is available from the main FARSHA office:
Suite #311, 9440 - 202 Street, Langley, BC V1M 4A6 Toll Free: 1-877-533-1789 Phone: 604-881-6078 Fax: 604-881-6079 Email: [email protected] Web: www.farsha.bc.ca/contact_us.php
7.8. Succession Planning
In British Columbia, family-owned estate wineries are common and many will soon be faced with a transfer of ownership. Succession planning is a continuous process to plan for the transfer of knowledge, skills, labour, management, control and ownership of the business between one generation and the next or to new owners outside the family (Coughler, 2004). Succession planning is usually only done at the top management team level. The goal of succession is to enable the business to operate and prosper without the day-to-day involvement of the current leader or leaders. Current leader or leaders must identify the next leaders, mentor them, and provide detailed and well-documented systems and frameworks in which to operate and then step back. Lack of succession planning can contribute to friction among family members and/or financial losses for a business.
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Each winery is unique and no single approach works for everyone. However, succession planning can be thought of as a six-step process. The steps are not necessarily completed in a sequence or in a set order. Some steps must be completed one after the other, but others can be done at the same time and still others can be completed in random order. The steps in succession planning include (Coughler & Anderson, Ontario Ministry of Agriculture, Food & Rural Affairs, 2004):
Step 1: Open the Lines of Communication
Step 2: Collect and Analyze Information Step 3: Generate Options Step 4: Make Preliminary Decisions Step 5: Design, Develop and Review
(write succession plan) Step 6: Implement and Monitor
A description of the six-steps for succession planning is included on page 7-11. The format of your written succession plan will vary depending on the situation, but you should consider all of the components described on pages 7-12 and 7-13.
7.9. Documentation and Record Keeping
Proper documentation is important throughout the employment process, from hiring to disciplinary action to job termination. Documentation helps you can to review and evaluate your HR plans and policies and make necessary improvements. Certain documentation is also required for compliance with federal and provincial labour laws. Consider the following regarding documentation and record keeping:
• Ensure supervisors are aware of what should be documented, when it should be documented and how it should be documented.
• Determine the roles and responsibilities for record keeping (i.e., who does what).
• Record the list of employee records and documents that you maintain (e.g., employee applications, performance appraisals, discipline records).
• Describe where you keep the records (e.g., employee file, on a computer).
• Describe how long you keep each document.
• Make sure you are complying with legislative requirements for length of time you need to keep records and what records you need to keep.
• Describe your process for preparing and submitting required documents to the federal and provincial government.
• Make sure your documentation is completed in a timely, consistent manner, and using a comprehensive format that will stand up in court and is free of personal opinion.
CHAPTER 7 SOCIAL SUSTAINABILITY | Page 7-11
STEPS IN THE SUCCESSION PLANNING PROCESS (Coughler & Anderson, Ontario Ministry of Agriculture, Food & Rural Affairs, 2004) Step 1: Open the Lines of Communication • Define personal, family (if applicable) and
business objectives and goals • Identify successor:
o Does the next generation wish to be involved in the business?
o If yes, the process moves forward within the framework of transitioning to the next generation.
o If no, the discussions and decisions will focus on preserving family wealth and the transition out of farming.
o Assess the compatibility of objectives and goals.
o Work towards reaching consensus between the founder(s) and the successor(s) on major objectives and goals.
o Consider hiring a trained outside facilitator to assist in these discussions.
• Identify a team of advisors to help you through the process (e.g., facilitator, accountant, lawyer, lender or credit advisor, business advisor, financial planner, insurance specialist)
Step 2: Collect and Analyze Information • Everyone involved in the process needs to
acquire a basic understanding of the process – read articles, attend workshops or seminars
• Collect relevant technical information (particularly financial) o Compile and review documents such
as the legal will, the power of attorney, property deeds, mortgage and loan information, tax returns, bank account information, financial statements, current financing arrangements, retirement savings position, business and legal agreements, current list of suppliers and service providers, production and performance records
o Identify missing pieces • Analyze financial viability and profitability
of the business o Compare the financial performance of
the vineyard to industry benchmarks to
determine its relative current financial situation and profitability
o Develop projected cash flow and income statements to investigate potential future financial situation and viability
• Review additional specific technical information o This includes details related to
methods of transfer, financing options, tax and legal implications, business structure options, business agreements, and tenancy issues
Step 3: Generate Options • Address the various issues related to, but
not limited to: o Ownership transfer options- purchase,
rent, gifts, bequests, etc. o Financing options (both internal and
external) o Business organizations/structure (i.e.,
sole proprietorship, partnership, corporation, etc.)
o Legal considerations (e.g., will, power of attorney, etc.)
o Tax strategies and implications • Generate numerous options that consider
the information gathered in Step 2 • Investigate different “what if” scenarios
and develop contingencies to address such things as disagreement, disaster, death, disability and divorce
Step 4: Make Preliminary Decisions • Start narrowing down your options and
make preliminary decisions on the direction of the plan
Step 5: Design, Develop and Review • Write the succession plan • As decisions are documented, your team of
advisors should review the plan and provide detailed feedback, advice and comments
• This should be an open process with all that are involved
Step 6: Implement and Monitor • Provide copies of the plan to all those
involved • Follow the timetable laid out in the plan • Monitor progress as the plan is
implemented • Modify the plan as needed
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COMPONENTS OF A WRITTEN SUCCESSION PLAN (Coughler & Wenger, Components of a Farm Succession Plan, 2010) A. Business Overview
• Executive Summary of the overall plan • Action points to implement the plan • Description of current business,
including relevant points such as: o Size and location of the
operation o Products o Production amounts o Organizational structure o Type(s) of business
arrangement(s) • Include enough detail to set the stage
for the rest of the plan, but not so much that it is overwhelming
B. Description of Business and Personal
Goals and Expectations • Describes the business and personal
goals and expectations of the founder(s) and the successor(s)
• The rest of the process and the resulting plan should flow from this section
C. Retirement Plan
• Deals with two issues – financial and lifestyle
• Lifestyle includes how the founder(s) will be involved in the business, living arrangements, desired activities for the founder(s)
• Financial component includes where retirement money will come from, an explanation of any retirement-income strategies and how the money will be spent
D. Training and Development Plan for
Successor • Outlines the necessary skills and
knowledge required by the successor(s) to successfully operate a winery
• Includes a “skills profile” of the successor compared to the founder, a gap analysis and an action plan to address those gaps
• A “skills profile” breaks down common activities to operate a winery and the skills needed for each
• The action plan may include such things as additional training, responsibility sharing, job shadowing, etc.
• A performance review process is also outlined under this component; it helps identify both strengths and where improvements are needed
• In all cases a regular meeting should take place to review the successor’s progress. It should focus on what has worked, what has not, why, and what could be done differently. This should be a two-way discussion and a positive experience for both the founder and the successor — a chance to share and learn.
E. Business Plan
• Describes how the winery business will meet the needs of both the founder and the successor
• Includes a financial analysis of the business – past, present and future – to determine if it is profitable and viable
• Describes the future direction of the business (e.g., maintaining the same scale, downsizing, expansion, diversification, etc.) and how this direction will affect the business
F. Operating Plan
• Outlines how to manage everyday business activities
• Identifies the roles, responsibilities and authorities related to day-to-day operations and how decisions are made
• Outlines the plan for family business meetings to discuss the transfer process, including how they will function, who will be involved, who will be responsible for what, where the meetings will take place
CHAPTER 7 SOCIAL SUSTAINABILITY | Page 7-13
G. Management, Control and Labour Transfer Plan • Related to the operating plan [F] • Describes how the transfer of
management, control and labour to the successor will take place
• Includes a timetable for transition (linked to implementation timetable[I])
• Also needs to be closely connected to the successor development plan [D]
H. Ownership Transfer Plan
• Outlines how the business is currently structured and how it will change during the transfer process, including a description of the business arrangement that will be used (e.g., sole proprietorship, partnership, corporation)
• Link to business overview [A] • Explains how the transfer of asset
ownership will be handled, including a description of the transfer mechanism (e.g., purchase, gift, bequest, combination)
• Also may include: o an explanation of the financing
required, the various sources available and the preferred financing option(s)
o an inventory and valuation of assets and liabilities
o an explanation of the tax implications of the proposed transfer process along with a description of how these items will be addressed
o an outline of the insurance requirements related to life, disability, disaster and related insurance tools and a description of the legal agreements (e.g. employment contracts, partnership agreements, shareholder agreements, buy-sell agreements, etc.). Copies of these could be attached as appendices for reference purposes.
o A copy (or copies) of the legal will(s) and any prenuptial agreements could also be attached for reference.
I. Implementation Timetable • Provides a timetable to complete key
activities that are prioritized with deadlines
J. Communications Plan
• A description of how those involved communicate about transition and succession planning (link to operating plan [F])
o Rules of meetings and discussions
o Schedule for regular meetings o Outline of who will participate
in the meetings o Meeting locations and meals o Meeting responsibilities and
decision making processes (e.g., who will set up the meeting and agenda, chair meetings, take minutes)
o an outline of the ground rules for the discussion (e.g. everyone has a turn to talk, not interrupting, no blaming, stay focussed on the agenda item, etc.).
• A discussion of how disputes are managed and resolved (e.g., voting, third-party mediation)
K. Contingency Plan
• Outlines what will happen and who will ensure the implementation of contingency measures in such situations as illness, death, disability, divorce, disagreement, disaster, business downturn or failure
• Includes reference to the insurance requirements and selected mechanisms (link to ownership transfer plan [H])
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Neighbour and Community Relations Many wineries in British Columbia are located in rapidly changing areas, where competition for land can bring agriculture/rural areas and urban/suburban areas close together. Rapid population growth in many winegrowing areas of BC is putting a strain on resources such as water, energy, and on air and environmental quality. There is also increasing public concern and awareness about environmental and social issues and more interest in how businesses address these issues. For these reasons it has become imperative for wineries to establish good neighbour and community relations. To maintain a harmonious relationship with your neighbours and community, it is important to take the time to research local issues and learn various perspectives, anticipate and minimize nuisances, and educate the public about your processes so they understand how and why you do certain things through the year. There are many potential positives to the community from your winery practices and operations. It is important to maximize these benefits by informing your neighbours and community about your sustainable values, initiatives, production practices, products and technologies. The purpose of this section is to identify potential issues that can arise at the agricultural-urban interface and to help you better understand, communicate about, and engage in positive problem solving solutions.
7.10. Identifying Potential Concerns
A proactive plan that emphasizes education and communication will
minimize conflicts and maximize the potential benefits of your winery to society. The first step in proactive planning is to anticipate potential concerns and sources of conflict and develop solutions before they occur. Potential concerns of your neighbours and/or the community may include the following:
• transportation and traffic o increased traffic at peak labour
times and tourist season o traffic on winery roads and ancillary
roads o delivery trucks
• water quality and supply o competing uses o water pressure o sedimentation of water supply due
to erosion o chemicals and pesticides affecting
water quality o changes to stormwater runoff
patterns • noise and vibrations
o machinery noise o vehicle movement o outdoor events
• visual impacts o lights in winery and yard security
lights o viewsheds o site aesthetics
• air quality/odour o dust (traffic on unpaved roads, soil
erosion by wind from access roads) o emissions from boilers and
generators o building exhaust/venting o odours from pomace compost
• cut off access to recreation areas • employee and guest housing Other community issues that your winery may directly or indirectly impact include housing, education, health care, and urban sprawl.
CHAPTER 7 SOCIAL SUSTAINABILITY | Page 7-15
7.11. Outreach and Communication
Formal and effective outreach and communication is essential to identifying and addressing potential concerns and to developing positive relationships with your neighbours and community. Consider the following when developing your outreach and communications plan. Get acquainted with winery neighbours and your local community and generate goodwill:
• Get to know those that may be impacted by your operations in a friendly setting. Invite them to tour your winery (for example).
• Be involved in community events and civic and charitable groups to work alongside community members.
Educate your neighbours and community and yourself:
• Share your sustainable winery goals and how they benefit the surrounding community.
• Inform your neighbours and community about your company outlining the sustainable practices you use, when, and why.
• Find out what issues are important to neighbours and fellow community members and learn and understand various perspectives.
• Pay attention to local and regional zoning laws and growth management plans.
• Attend meetings and workshops with community members to ensure that your perspective is represented.
• Host neighbour/community events at your winery and be involved in community events and civic and charitable groups.
Communicate with your neighbours and local community: • Be open to discussing their concerns
and questions and respect their views. • Find a neutral setting to discuss their
concerns. • Seek common areas of interest. • Alert them to upcoming potential
nuisances before they begin. • Ensure that your neighbours know how
to contact you and consider providing an after hours phone number.
• Communicate with neighbours often through such methods as periodic visits, phone calls, community parties, postcards to alert of spraying, etc.
• Explore changes to practices that could smooth tensions (e.g., rescheduling objectionable activity to when neighbours are at work and not on weekends when they are likely to be outside.
• Make sure your employees are educated and trained to answer questions and speak on your winery’s sustainability initiatives with consumers and community members.
Develop a relationship with local media:
• Invite reporters to your winery and give them newsworthy information.
• Share your sustainable practices and explain what your operation is doing to reduce pesticide use, water use, etc.
• Respond promptly if media does call. If you do not have the information they are asking for then contact them with the name of someone who can help.
7.12. Responding to Complaints
Even the best proactive planning may not entirely avoid complaints from your neighbours. The following practices should be used to deal with complaints:
• Develop a written procedure for addressing complaints from neighbours.
• Train all employees in the procedure.
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• Delegate one person to managing the complaints process.
• Document all complaints with understanding and tact.
• Ensure all complaints are followed up on.
Recommended Resources • California Association of Winegrape
Growers The Winegrape Guidebook for Establishing Good Neighbour and Community Relations http://migrate.cawg.org/images/stories/pdf/good-neighbor-guide-hires.pdf
• Ontario Ministry of Agriculture, Food and Rural Affairs www.omafra.gov.on.ca/english/busdev/succession.html
See Chapter 10 of the BC Wine Grape Council Best Practices Guide for more resources.
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GLOSSARY | Page G-1
Glossary Alternative fuels: any materials or substances that can be used as fuels, other than conventional fuels. Some well-known alternative fuels include biodiesel, bioalcohol (methanol, ethanol, butanol), chemically stored electricity (batteries and fuel cells), hydrogen, non-fossil methane, non-fossil natural gas, vegetable oil, and other biomass sources. Biodiversity: the richness and variety of all life forms plus the habitats and natural processes that support them. Biogeoclimatic zone: an ecosystem spread over a large geographical area that can be characterized by its climate, vegetation, soils and animal life. Carbon footprint: a measure of the amount of carbon dioxide emitted as a result of your daily activity. The carbon footprint is reported in units of tonnes (or kg) of carbon dioxide equivalent. Carbon offset: a reduction in emissions of carbon dioxide or greenhouse gases made in order to compensate for or to offset an emission made elsewhere. For example, an individual might purchase carbon offsets to compensate for the greenhouse gas emissions caused by personal air travel. Climate change: occurs when long-term weather patterns are altered — for example, through human activity. Global warming is one measure of climate change, and is a rise in the average global temperature. Conservation: preserving and renewing human and natural resources to assure their highest environmental, economic or social benefits. Erosion: the wearing away of the earth’s surface by running water, wind, ice, or other geological agents. Fossil fuels: hydrocarbons found within the top layer of the earth’s crust. Fossil fuels include natural gas and coal, as well as the more familiar fuels refined from crude oil including gasoline, diesel, and fuel oils. Fossil fuels are non-renewable resources because they take millions of years to form, and reserves are being depleted much faster than new ones are being made. Geoexchange energy: energy that is produced by drilling deep holes and setting up a horizontal or vertical array of pipes to extract or dump heat to/from the earth. Greenhouse effect: the heat-trapping quality of the atmosphere caused by gases that absorb long-wave radiation emitted by the Earth. Greenhouse gas (GHG): gases that affect the temperature of the earth’s surface. The primary greenhouse gases in the Earth's atmosphere are water vapor, carbon dioxide, methane, nitrous oxide, and ozone.
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Habitat: the living area of a community of plants and animals. It includes the air, soil, water, food and cover components upon which plants and animals depend upon to carry out their life processes. Hazardous materials: are any materials whose quantity, concentration, or physical or chemical characteristics may pose a hazard to human health or the environment. Integrated Design Process: a design process that views the building structure, site, lighting systems, heating, ventilation, and air-conditioning systems (HVAC), indoor environment and the end use of the building as a whole building system rather than a number of separate, independent systems. Material safety data sheet: is a technical document that provides detailed and comprehensive information on a hazardous product. Pollution prevention: reducing or eliminating waste at the source by modifying production processes, promoting the use of non-or-less-toxicsubstances, implementing conservation techniques, and re-using materials rather than putting them into the waste stream. Rapidly renewable materials: natural, non-petroleum-based building materials that have harvest cycles under 10 years. Renewable energy: energy which comes from natural resources such as sunlight, wind, rain, tides, and geothermal heat, which are renewable (naturally replenished). Runoff: the flow of water from the land to oceans and lakes by overland flow and stream channels. Species at risk: Indigenous species, subspecies, and distinct populations that are at risk of becoming extinct at a local or global level. Stakeholder (in the wine industry): any individual or party (i.e., organization or company) who influences or is affected by decisions and actions for the production of wine and winegrapes. Stormwater runoff: unfiltered water that reaches streams, lakes, sounds, and oceans by means of flowing across impervious surfaces. These surfaces include roads, parking lots, driveways, and roofs. Sustainability: many definitions of sustainability and sustainable development exist. All the definitions have to do with: living within the limits so future generations can meet their needs, understanding the interconnections among economy, society, and environment, and equitable distribution of resources and opportunities. Watershed: the region draining into a river, river system, or other body of water. Other terms used interchangeably with watershed include drainage basin or catchment basin. Workplace Hazardous Materials Information Systems (WHMIS): is the Canadian standard in place to protect workers from the adverse effects of hazardous materials.