![[logo] US EPA](http://www.epa.gov/epafiles/images/logo_epaseal.gif){kind=logo}
Mott's Aspers Plant
Resources & Publications
- Brochure on EMS: Your Business Advantage (PDF) (8 pp, 446K, About PDF)
- EMS Training Modules & Guides
- Case Studies
- Publications
For Groups
See Also
- National Directory of EMS Technical Assistance Providers
- National Environmental Performance Track
This program recognizes top environmental performers that have high quality EMSs. - FedCenter
The Mott's Plant located in Aspers, Pennsylvania, was the first food processing plant in North America to earn ISO-14001 certification.
Introduction
Planning and Implementation
Benefits
Lessons Learned
Conclusions
Introduction
The Mott's Aspers Plant is a 640,000 square foot facility manufacturing facility which makes apple juice and apple sauce in addition to packaging other beverages. The plant employs about 378 full-time employees. Their manufacturing processes produce various types of solid waste, including apple pumice, cardboard, glass, paper, wastewater sludge, and plastic.
Planning and Implementation
The Aspers Plant's environmental management system took about 18 months to develop. Its initial purpose was to demonstrate that the plant was in full compliance with all applicable federal, state, and local regulations. Then, each manufacturing process which impacted the environment was identified, and the procedures and controls to minimize and manage each were developed. The EMS was certified to the ISO-14001 standard on December 8, 1998.
To determine which areas of the plant were of the highest environmental priority, Mott's put together a committee, performed a site survey, and examined the areas of highest use. To help reduce the volume of solid waste being landfilled, Mott's created a recycling program involving approximately 10 different vendors, who either recycled or reused Mott's waste products, or found a secondary benefit or byproduct from wastes generated on-site. The majority of waste generated at the facility is now recycled or reused. To conserve water usage, engineering controls were installed. Cooling towers and radiators were added to some equipment to minimize the impact on the environment. About $70,000 was spent on water conservation improvements. In addition, other savings ideas have been implemented, with additional costs exceeding $200,000.
Benefits
Having an EMS has helped the plant in several different areas. Annually, the volume of solid waste produced achieved a 10 percent reduction for the same quantity of finished product produced. The recycling program implemented as part of the EMS was also highly successful. Less than 3 percent of solid waste now ends up in a landfill. For example, about 17,000 tons of waste were diverted from being landfilled in 2000 alone. The facility was also highly successful in reducing water usage. A 12 percent reduction in the volume of water used to produce a cubic meter of product was achieved through the EMS. One way this reduction was accomplished was by the plant replacing an aqueous system with an anhydrous ammonia system (which uses no water), resulting in a cost savings of $20,000 per year. The facility was also able to reduce the biochemical oxygen demand loading on the local wastewater treatment plant by 9 percent annually. In all, the plant is saving about $45,000 in wastewater treatment costs per year. Finally, implementation of the EMS resulted in a reduction in overall energy usage of 2.3 percent.
Lessons Learned
Mott's recognizes that every job impacts the environment in one way or another, and provides each employee with environmental awareness training. Employees are encouraged to take ownership of the EMS, and each is considered to be an "Environmental Manager." This has helped Mott's to establish a systematic approach to solving many day to day problems. Top-down management commitment also helps to give the environmental objectives a sense of validity.
Conclusion
This landmark EMS is a culmination of hard work and environmental vision. Employees have worked and continue to work hard defining objectives, making improvements, and developing their EMS policies and procedures. As Brian Demnicki, environmental and safety manager, said, "ISO certification if not an end point, but a starting point for continuous improvement." Mott's will continue to improve their facility on an annual basis in order to maintain certification.
NOTE: The preceding case study was compiled from the following source as of May 30, 2003:
Mott's Aspers - Plant Management System.