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The East African : Sep 1st 2014
The EastAfrican 16 Special advertising section LEADERS IN ENVIRONMENT REHABILITATION AND CONSERVATION AUGUST 30-SEPTEMBER 5, 2014 Going green is no longer a mere PR stunt TURN FROM PAGE 14 disposal and emissions; maximising the e∞ciency and p≥oductivity of all assets and ≥esou≥ces; and minimising p≥actices that might have a negative impact on the planet’s ≥esou≥ces, ≥isk the futu≥e of late≥ gene≥ations. Fo≥ example, initiatives such as ≥ecycling and ene≥gy e∞ciency ≥egulations have become f≥equent p≥actices. Seve≥al companies in a wide secto≥al ≥ange and di≠e≥ent geog≥aphic ≥egions have found added value and competitive advantage in envi≥onmental initiatives. Those initiatives a≥e into seve≥al catego≥ies: pollution p≥evention, ene≥gy e∞ciency, design fo≥ the envi≥onment, supply-chain management, indust≥ial ecology, and sustainable development. Leade≥ship companies have integ≥ated envi≥onmental ≥esponsibility as a co≥e fo≥ business value at all levels of thei≥ ope≥ations and p≥actices. The g≥eatest damage done to the envi≥onment is by indust≥y and ve≥y little by domestic activities. Businesses ext≥act the g≥eatest toll in te≥ms of ene≥gy consumption, toxic waste, ai≥ and wate≥ Responsibility The question remains, of course, whether any given company is simply engaging in public relations activities regarding sustainability or whether it also bases its strategic business decisions on sustainability indicators. In a region where the environment is under increasing stress to support a burgeoning population, East African firms and governments have the responsibility of demonstrating stewardship in caring for a resource that all draw from. Waste material collected for recycling pollution, and defo≥estation. Inc≥easing amounts of indust≥ial toxic waste contaminate g≥oundwate≥, which in tu≥n becomes ha≥mful fo≥ human consumption. The bu≥ning of fossil fuels such as oil, gas, and coal p≥oduces excess ca≥bon dioxide, which adds to global wa≥ming th≥ough the g≥eenhouse ef- fect. Fluo≥oca≥bon gasses used in making domestic p≥oducts such as ≥ef≥ige≥ato≥s and sty≥ofoam deplete the ea≥th’s ozone laye≥, which shields the ea≥th f≥om the sun’s life-dest≥oying ult≥aviolet ≥ays. Some of these p≥oblems a≥e expensive nuisances, such as oil spills and toxic waste. Othe≥s, though, th≥eaten the su≥vival of life In Building a Circular Economy, Bamburi’s ambitions and actions are focused in three areas; the implementation of Biodiversity Management plans in 100% of its quarries and cement plants; Energy consumption and resource efficiency with a target of 50% utilisation of nonfossil fuels, 30% of which should be biomass; the continuous program to reduce environmental footprint. Bamburi Cement Ltd is a subsidiary of Lafarge - a world leader in building materials and top ranking player in the cement, aggregates and concrete industries and contributes to the construction of cities around the world. The innovative solutions from Lafarge provide cities with more housing, make them more compact, more durable, more beautiful and better connected. Throughout Bamburi Cement’s legacy of 60 years in cement manufacture and innovation in East Africa, its brands have commanded leadership in all the markets it operates in. Bamburi Cement is the only integrated one-stop shop for all cement and concrete solutions with a clear dedication to sustainability. Sustainable development has and continues to be a key priority for Bamburi Cement. As a member of Lafarge Group, the Company entered a new phase in sustainability commitment with the launch of Sustainability Ambitions 2020. The 34 sustainability ambitions are organized around the three main pillars of sustainable development - Social, Economic and Environmental – and they are coupled with demanding quantitative targets. Bamburi Group as a corporate citizen, plays an active role in meeting societal challenges, development of communities (especially around where it operates) and implements proactive measures in favor of sustainability to create value not only for its shareholders, but also for its teams, its customers and all other stakeholders. Bamburi Cement is committed to the future and the positive contribution it intends to make to society, to future generations and to building better cities. Some of the Company’s key priorities to achieve this ambition are hereby highlighted; Biodiversity: Lafarge Eco Systems, the environmental and rehabilitation division of Bamburi Cement was set up in 1971, then known as Bamburi Nature Trails. Lafarge Eco Systems mandate is to manage the Company’s mining reserve land, rehabilitate exhausted quarries as well as sustainably utilize the rehabilitated quarries. Since inception, Lafarge Eco Systems has restored numerous quarries and won international acclaim and awards for its rehabilitation work as well as for best practice. One its environmental pride is managing a World Class nature and environmental park (Haller Park and Forest Trails) that it developed through rehabilitation of various quarries of Mombasa Plant. Apart from the continuous preservation of its rehabilitated quarries, Lafarge Eco Systems embarked on a number of projects including the greening of the Company’s plant in Mombasa to create an ecosystem rich in biodiversity through the planting of indigenous trees and shrubs and fruit trees. Today, with guidance from Lafarge Eco Systems more than 1,200 ornamental shrubs, over 100 indigenous trees and numerous fruit trees have been planted at all the disused areas of Mombasa Plant. Additionally Lafarge Eco Systems, in partnership with WWF, initiated an awareness campaign addressing coral mining companies and individuals, owners of the mined land, local government and regulation agencies; with an objective of introducing the sustainability factor into coral stone mining business and consider how quarrying can be improved to allow rehabilitation and productive use of the land postmining. on humankind’s planet, such as ca≥bon dioxide p≥oduction and the ≥elease of fluo≥oca≥bon gases. Indust≥ies can deploy so- phisticated ene≥gy e∞ciency options, measu≥e consumption in bette≥ ways, sell ene≥gy back to the local utility and use thei≥ waste to p≥oduce ene≥gy, as well as measu≥e thei≥ ca≥- bon footp≥int and ≥epo≥t it. Th≥ough ene≥gy e∞ciency, innovative ente≥p≥ises kill th≥ee bi≥ds with one stone: imp≥ove ene≥gy use, ≥educe thei≥ co≥po≥ate ca≥bon footp≥int and inc≥ease p≥ofits. Such ente≥p≥ises a≥e seeking to d≥ive e∞ciency, cost savings and envi≥onmental ≥esponsibility into thei≥ ope≥ations. Going g≥een is no longe≥ a luxu≥y o≥ a me≥e public ≥elations stunt, it is c≥ucial to a Lafarge Eco Systems strives to meet International Environmental Standards and in 2010 the Group was awarded “The Best Environmental Compliant Firm 2010” in the Cement Sector from the National Environmental Management Authority (NEMA). Lafarge Eco Systems, remains committed to its vision; To be the centre of excellence in Land management, Quarry rehabilitation and Biodiversity management. Energy consumption and resource efficiency The Waste Tyre Management Program: Kenya generates more than one million scrap tyres annually and increasing, this is in addition to a backlog of discarded tyres that have accrued over time. Scrap tyre management (collection and disposal) poses adverse negative environmental, safety and health effects to the general public, more so given there are no established and certified methods of disposal in Kenya and across the East African region. There are currently no established stockpiles across the region and tyres are either continually dumped into the environment, destroyed or re-used using methods that pollute the air, soils and ground water, (For example, tyres which are burned in the open to extract steel belting which are then sold as scrap metal). In 2010, Bamburi identified an opportunity of working on substituting the fossil fuel with waste tyres in Kenya. In line with its sustainability ambitions, Bamburi approached private partners and National Environmental Management Authority (NEMA) to form a strategic alliance to give the country a solution for safe disposal of waste tyres which have been a big challenge to NEMA. Furthermore, together with NEMA, other partners and with high level private sector teams, the Company is driving the validation of an Organisational model for Waste Tyre Management in Kenya. The project has been a progressive success story with an average monthly substitution rate of 3% to 5% being consistently achieved in Waste Tyres substitution at the Plant in Mombasa. The Coffee Development Project: The Hima Coffee Development Project was born out of the need to secure sustainable access to renewable energy while benefitting local coffee producing communities towards poverty alleviation and economic growth. b≥and’s competitiveness. The eve≥ ≥ising ene≥gy costs pose an inc≥easing challenge to ente≥p≥ises as they endeavou≥ to become mo≥e competitive in a libe≥alised and globalised envi≥onment. As conce≥ns about ≥esou≥ce sca≥city, including ene≥gy and wate≥ become mo≥e p≥essing, indust≥ies will face inc≥easing p≥essu≥e f≥om thei≥ stakeholde≥s to demonst≥ate that thei≥ businesses a≥e sustainable. Companies will also have to disclose the social and envi≥onmental impact of thei≥ activities. G≥anted, fi≥ms – at least a majo≥ity of them – have not been founded to ca≥e fo≥ social values o≥ the envi≥onment. Howeve≥, most people would ag≥ee that eve≥y fi≥m has a mo≥al ≥esponsibility to ca≥e fo≥ its employees, the communities in which it wo≥ks, and f≥om which it d≥aws its ≥esou≥ces. Ultimately, howeve≥, the existing economic model does not make such a ca≥ing stewa≥dship mandato≥y. But companies that ca≥e acknowledge and demonst≥ate by deed that co≥po≥ate ≥esponsibility extends fa≥ beyond the facto≥y gates. The operations of Hima Cement in Uganda ( a subsidiary of Bamburi Cement) have made enormous achievements on use of biomass as an alternative fuel (AF), with an above 50% substitution ratio. This is in tandem with the Sustainability Ambitions 2020 objective. Reduction in CO2 Emissions: The Group invested 540 million in 2012 in Kenya and Kshs 300 Million in 2013 in Uganda to upgrade its Electrostatic Precipitators with more efficient bag filter technology, to curb stack emissions from its production kilns. These were key milestones in the company’s journey to compliance to Global Environmental Standards and in line with its Sustainability Ambition goals. Solid Waste Management Project: The Lafarge group has been active for years in Waste Management. In 2011, more that 8 Million tonnes of Waste have been co processed in the Lafarge world network as Alternative fuel or alternative raw material, including 750 000 tonnes of Shredded Solid Waste (SSW). In 2013, Bamburi Group commenced a long term journey of developing a cost-effective, integrated and environmentallyfriendly solid waste management system for and in conjunction with Mombasa County Government. A major goal for the County is the achievement of sustainable development without degrading the natural environment which the population depends on. Proper disposal of solid waste would impact the health and safety of people, negative visual effect and environmental sustainability. The solid waste management plan integrating the complementarities between landfill and cement kiln recovery will favor the attainment of environmental and social goals and is in line with mission of Lafarge of building better cities. This project, which will become the first of its kind in Sub Saharan Africa, demonstrates Bamburi’s commitment to this vision. The Company will utilize alternative fuels derived from solid waste to reduce use of fossil fuels, preserve natural resources and reduce carbon dioxide emissions to improve climate change. This is part of the Sustainable development actions in line with our 2020 ambitions in regards to environmental, energy efficiency and community development outreach initiatives.
Aug 25th 2014
Sep 8th 2014